environmental

Transcription

environmental

social
environmen
social
econom
social
environmental
economic
environmental
mental socia
economic
environmental
SUSTAINABILITY INDICATORS
2011
Santander | capitulo
Index
2.
ABOUT THIS REPORT
4.
Stakeholders
CLIENTS
Internal Audience
SOCIETY
SUPPLIERS
DIALOGUE AND ENGAGEMENT
GOVERNMENT
42.
BUSINESSES
SOCIO-ENVIRONMENTAL RISK
PRODUCTS AND SERVICEs
50.
GOVERNANCE
TRANSPARENCY AND ACCOUNTABILITY
CORPORATE GOVERNANCE STRUCTURE
COMMITMENT TO SUSTAINABILITY
MANAGEMENT OF RISKS AND OPPORTUNITIES
COMBATING BRIBERY AND CORRUPTION
LEGAL COMPLIANCE
56.
ENVIRONMENTAL MANAGEMENT
CLIMATE CHANGE
58.
GRI CONTENT INDEX
66.
GRI APPLICATION LEVEL
CHECK STATEMENT
– The information concerning the GRI
(Global Reporting Initiative) performance indicators
is highlighted at the end of the respective text. Please
see the Content Index for information on the ISE
(Corporate Sustainability Index), Green Protocol
and CDP (Carbon Disclosure Project).
GRI INDex
Photo: André Conti
ABOUT
THIS REPORT
2 Relatório Anual 2011 3.1 3.3 3.4 3.5 3.6
3.10 3.13 4.13 4.14
4.15 4.16 4.17
To compile the information in this report, we interviewed the
key executives of the bank and conducted a materiality study
with internal and external stakeholders. The objective was to
identify opportunities to improve the report, as well as to
identify the key subjects and topics which should appear in
the report, in the opinion of these stakeholders.
In the second half of 2011, we formed two panels.
The first, in August, included corporate and individual
customers, suppliers, shareholders, investors, employees,
specialists in sustainability, and representatives of NGOs,
as well as other entities of society.
The second had the participation of employees, who
discussed the key topics in terms of materiality, the
identification of subtopics to accompany them, and the
management and selection of indicators that best
represent the progress made by the bank in terms of GRI
protocols, the Corporate Sustainability Index (ISE/
BM&FBOVESPA), the Green Protocol, from the Brazilian
Federation of Banks (FEBRABAN) and the Carbon
Disclosure Project (CDP).
The materiality study led us to draw up a matrix which
expresses the most relevant topics for the bank, in the
opinion of the various stakeholders interviewed. This work
continued with the mapping of more than 700 pieces
of information, grouped into four main areas: Business,
Governance, Stakeholders, and Environmental
Management. In the subsequent step, we defined the topics
and subtopics. The main topics are: Customer (satisfaction
and financial guidance), Socio-environmental risk (coresponsibility in credit extension), Society (Education),
Internal Target Audience (diversity), Socio-environmental
products and services (sustainable businesses).
This work enabled us to define the priority topics
and the sustainability indicators which are shown
in the Sustainability Indicators, in the Annual Report
(www.santander.com.br/ri), thus providing guidance
for the communication of comparable information,
and which has evolved over time.
CONVERGENCE OF TOPICS –
INTERNAL AXIS VS. EXTERNAL AXIS
3,0
Society (exernal)
Santander’s Annual Report shows the bank’s performance
from economic, social, and environmental aspects in 2011,
a year in which we finalized the process of integrating the
systems of Santander with Banco Real, completed our
strategic review cycle, and strengthened our processes and
practices. The Annual Report is drawn up in accordance
with the guidelines of the Brazilian Association of Listed
Companies (ABRASCA in Portuguese) and Global
Reporting Initiative (GRI).
2,0
1,0
0
1,0 2,3 3,0
Santander (internal)
Clients
Socio-environmental Risk
Society
Internal Audience
Transparency and
accountability
Corporate Governance
Structure
Socio-environmental
products and services
It is important to highlight that the indicators that are not the
focus of this report continue to be monitored, and can be
found at: www.santander.com.br/sustentabilidade. We have
used the GRI G3 guidelines and the GRI sector supplement
for the financial sector, and in our opinion the report meets
the GRI application level A+. Here, we are also presenting
the initiatives with respect to the Global Compact Principles,
of which the bank has been a signatory since 2007. In this
way, we are reaffirming our commitment to support and
disseminate the principles of the Global Compact.
The information and results disclosed in this publication
cover the companies which, up to December 31, 2011
belonged to Santander. The quantitative data refer to the
period between January 1 and December 31, but material
and subsequent information have also been included.
Deloitte Touche Tohmatsu Auditores Independentes reviewed
the procedures used by the Santander Administration to
obtain and compile the information and prepare the GRI
indicators in its G3 version, and the limited assurance report
of the independent auditors can be found on page 130.
The report can be accessed through the following versions:
hotsite and tablet version (www.santander.com.br), PDF
format, and magazine. For any queries or suggestions please
contact relacoes.institucionais@santander.com.br.
3
Photo: Pisco del Gaiso
Fernando de Assis, Superintendente Executivo da Rede SP Sul do Santander, atende o cliente Belarmino Fernandez Iglesias durante visita do V200
Stakeholders
4 Relatório Anual 2011 Clients
Client Satisfaction
Client satisfaction is the reason why we have set out
a strategic plan with the purpose of making Santander
the bank of choice for this target audience by 2013.
The project, called Santander 3.1, was launched in 2011,
and involves a combination of initiatives which cover the
various areas of the bank. In practice, we wish to be
a streamlined bank which is more agile in everything
we do, working in an efficient manner while providing
high quality services, always with integrated management
and impeccable execution (see more on Santander 3.1
on page 23 of the Annual Report).
We monitor client satisfaction levels through
surveys on a regular basis and we pursue continuous
improvement through a combination of structured
initiatives. In 2011, the migration of the technology
systems marked the last phase in the integration
between Santander and Banco Real, an effort of great
complexity, which had a significant impact on customer
satisfaction levels. However, with the technological
stabilization plan, the most recent indices, such as
the ranking figures from Brazilian Central Bank,
show signs of recovery. PR5
Overall Client Satisfaction with Santander
2010
105
107
124
122
110
110
44
120
112
44
107
O1O2 O3 O4
49
49
51
49
34
39
44
44
51
UNSATISFIED
(% OF 0-6 RATINGS)
COMPLETELY SATISFIED
(% OF 9 AND 10 RATINGS)
100
2011
O1O2O3O4
107
2009
O1O2O3
Source: IPSCS: Pesquisa Indicadores de Qualidade
Frequency: quarterly
Sample: 6000 interviews
Target audience: Heavy users of branches, electronic channels and credit cards
Coverage: National
BASE: 100 (1Q09)
5
Santander | Stakeholders
In 2011, 21,140 complaints against Santander were filed
with Brazilian Central Bank (Bacen), and 16,047 with Procon.
Through its Customer Support Service (SAC), Santander
received 1,374,718 complaints, 3,835 suggestions and
13,118 compliments. Through the Ombudsman Service,
we received 42,726 complaints. By the end of the year,
all complaints received from Bacen with respect to Santander
were resolved, with 97% being resolved within five working
days. At PROCON, 83% of the complaints were resolved
within the required time limit. PR5
We work with the “People” system, whereby the bank
informs, right from the moment when the client files
the complaint, a deadline to resolve of the issue. This tool
enables to draw daily reports to monitor deadlines
for client responses.
Most complaints and suggestions from clients refer
to entries of unknown items on the current account
statements, processes associated with credit cards,
improvements in Internet banking, branches and the
Santander Customer Service Centre. To improve the
complaint levels, the Improvements area, part of the Quality
Assurance department, interacts with the product managers,
and focuses its efforts on the root cause of the problem,
looking for ways to improve the existing process
Santander in the Social Media
Currently we have nine official profiles on Facebook
and Twitter, with 107,797 followers and fans. In 2011,
we recorded 110,277 client contacts through social
networks. As a result of the success of the bank’s
communication through this media, the Círculo Colaborativo
(Collaborative Circle), our social network, was enhanced
to achieve a similar dynamic level. The network has been
6 Relatório Anual 2011 provided with more features, achieving a higher level of
interaction with users, and in 2011, it had 85,588 visits.
Information Security
Santander has a number of Information Security policies.
The key policies are: the Code of Ethics, Banking Secrecy,
Sensitive Information, Information Security Policy and the
Information Security Directives. Additionally, these topics
are included in the online training mandatory at
Santander and are also covered by classroom training
organized by the Compliance department. PR1
During the year EHTs (Ethical Hacking Tests) are carried out
by independent consultants in order to assess the security
levels concerning encryption and the bank’s technology
infrastructure. These tests are carried out in all the Santander
brand name domains in Brazil, including transactional
channels; they are based on current market standards,
and they are performed as recommended or whenever there
are any system changes that require security testing.
In addition to the mandatory courses, integration
and signing of confidentiality agreements, the Information
Security area also carries out an awareness plan every year.
In 2011, we held seminars focused on the various
administrative areas of the bank and the branches,
concerning topics related to Information Security
and the Prevention of Fraud.
We held the 7th Operational Risks and Fraud Prevention
Week, where we disseminated and reinforced the culture of
prevention and control of operational risks, and their impacts
on the working environment and society. During the week
we disclosed important information on the topic through our
internal communication channels, presenting our employees
a number of circumstances and risk situations involved
in banking activities, in addition to emphasizing the safe
practices for the use of electronic channels, social networks
and the internet.
The Information Security area, also participates on
committees, and issues preliminary opinions for the approval
of new products. Information security risks are analysed
(issues concerning confidentiality, integrity, availability,
non-repudiation) and adherence to security standards. PR1
All our business partners engaged in activities that involve
the transmission and handling of the bank’s information
or accesses to the bank’s systems from external locations
are subject to controls related to information security.
Those who fall under these criteria have their information
security controls evaluated annually with respect to
operational procedures and responsibilities, business
continuity management, physical security and compliance
with good security practices, information security policies,
including the use of security tools, to name a few.
The results are shared with the managers of the relevant
areas at the bank, so that the necessary corrections
can be applied to the risks identified. PR1
In 2011 Santander received 4954 complaints related to
security, confidentiality, approval and confirmation. PR8
Financial Education
To maintain a transparent relationship with the consumer,
our brochures provide information on products and client
needs, in a straightforward and clear manner, without
technical terms. The purpose is to provide clients with
data that enable them to make informed decisions about
the use of the bank’s products and services. FS16
In 2011, we expanded our presence on the internet and
social networks, making content available and answering
questions, responding to suggestions and complaints.
We also launched the Santander Responde channel
which features, among other content, 34 videos to guide
client on how to use the bank services and products in
the best way. We also offer other platforms for financial
guidance: the Práticas (practices) portal, which features a
webpage with material on financial education; the
Brincando na Rede website (learn more on page 39),
which includes a channel on this topic and the Caminhos
& Escolhas website (learn more on page 38). FS16
With the Kids Project, we seek to strengthen the relationship
between parents and children, encouraging them to learn,
together, about financial education and sustainability.
Through one-minute long videos, broadcast through cable
TV channels, we discuss such topics in a light-hearted and
amusing manner, with no intention of selling products to
kids or offering promotional gifts. The characters on the
website Brincando na Rede are the actors in these films. FS16
We also carried out a survey among the audience of the
theatre play Quilt of Dreams (Colcha dos Sonhos), with
the purpose of introducing relevant sustainability topics
to micro-entrepreneurs. FS5
In 2011 we also carried out the second training module
“Financial Life Multiplication Training”, about financial
education for loan agents. Once trained, the agents pass
on the information to the entrepreneurs served by
Santander Microcredit. FS16
We also held two seminars on financial guidance for
400 employees at the headquarters (Torre Santander)
and at CASA 1 (two of our administrative buildings in
São Paulo), with the support of the Investment Advice team.
7
We held seminars on financial guidance for employees
covering equity markets, portfolio diversification,
and short-term and long-term investments. There were
a total of four seminars: at the Torre Santander and CASA 1,
in São Paulo, and in Porto Alegre and Rio de Janeiro,
with 50 people participating at each event.
And last but not least, with a focus on women,
we held the Investment Seminar for Women with
the participation of 463 clients and employees in
Belo Horizonte, São José dos Campos, Campinas
and Salvador, including other towns and cities. FS14
For students, professors and employees of higher education
institutions in Brazil, in 2011 four seminars were held
on financial topics in two days for a total of 700 students
of the Centro Universitário Amparense (UNIFIA) in the city of
Amparo, SP. The initiative is the result of a training promoted
by 25 employees from the Santander Universidades team,
with the aim of replicating knowledge among the academic
community in Brazilian universities. In 2012, the aim is to
continue the seminars throughout the University value
chain, which includes students, professors and university
employees. Exclusive content is provided to professors and
university employees who are Santander clients. FS16
Access to financial services
In 2011, we invested BRL 36.5 million in works
so that our branches and administrative buildings
provide access to disabled persons. We installed ramps,
lifts, tactile floors and larger restrooms; we changed
furniture (lower and more accessible teller counters,
chairs and beam seats); we rearranged the layout
to improve circulation for wheelchair users, as well
as specific visual communication; we modified ATMs
considering the height and accessories appropriate
to wheelchair users and persons with visual or hearing
impairment. FS14
8 Relatório Anual 2011 These initiatives contributed to the physical adjustment
of the branches and banking service centres (PABs), in
order to comply with the provisions of TAC (“Conduct
Adjustment Agreement”) signed with Febraban. These
adjustments consisted of renovations to ensure the
removal of any physical barriers to disabled people or
those with reduced mobility.
In 2011, we had 3,587 branches and PABs that
had access for disabled people, accounting for 97%
of all the bank’s premises. To bring this figure up to 100%,
we are in the process of negotiating with complexes
and corporate clients, as well as seeking authorization
from the relevant government authorities. FS14
Product responsibility
We follow the strictest security standards in our
electronic channels and payment means, and continually
develop education and information initiatives focused on
clients and employees alike. pr1
Our institutional websites have specific sections
on security, with detailed information on the prevention
of fraud and tips for the secure use of automated teller
machines, Internet banking and hotlines. Information
campaigns on security and the prevention of fraud
focused on the main threats and attacks are periodically
published through these channels.
In addition, we have introduced microchips throughout
the bank’s debit and credit card base, increasing the level
of security in the use of automated teller machines and
all other transactions involving the use of cards. We also
use separate passwords for access, and for telephone
banking transactions. pr1
For Internet access for individuals, clients use a security
card with 50 different keys, requested at random when
carrying out financial transactions through this channel,
which makes it difficult for third parties to capture these
keys. Additionally, it is only possible to carry out financial
transactions on computers that have been previously
registered and enabled by the client, increasing the
access security level. pr1
For corporate clients, all the transactions carried out via
Internet are authenticated using a One-Time Password
(OTP), generated by an electronic token, different for
each transaction carried out. Individual and corporate
clients also rely on the increased security level of the
Protection Module - a tool that identifies malicious
software preventing it from capturing or requesting
access credentials to a client’s account. To carry out any
financial transaction on these channels, it is necessary to
have a computer that has a Protection Module installed.
As an additional security mechanism, SMS messages
inform clients about financial transactions carried out in
their current account and through their credit cards.
Advanced monitoring tools and warnings for suspicious
access and transactions are also included in the client
protection mechanisms used in the various channels and
payment means made available by Santander. pr1
Any employee who joins the bank is required to
immediately attend mandatory courses on security in
order to be familiar with the topic. We publish information
security policies through our internal communication
channels, and we hold seminars and internal events with
the participation of market specialists.
Communication and marketing
To maintain a healthy relationship with our clients, our
communication and marketing actions are based on our
Corporate Code of Ethics, on the standards established
by CENP (Executive Council for Standards) and Comar
(National Council for Advertising Self-Regulation), on
Article 31 of the Consumer Defence Code, Abemd
(Brazilian Direct Marketing Association) and, whenever
required, financial bodies, such as Bacen (Brazilian
Central Bank), and Andima/Anbid (National Association
of Financial Market Institutions/National Association of
Investment Banks). pr6
Our advertising communication is based on transparency,
simplicity and clarity. When working on campaigns that
involve the launching of some new product, or featuring
some category of banking product, we seek to present
their characteristics in a clear manner, guiding the client
on the best way and circumstances to use it, in addition
to demonstrating our intention with respect to the
product launch. pr1
Information on fee adjustments is disclosed to the client
in a transparent manner, using a table of services, posted
30 days before the date the adjustment becomes
effective (in accordance with the legislation), available
for consultation at branches and through Internet
banking. Any adjustments are also notified by mail, with
the greatest advance possible with respect to the
effective date of new monthly fees charged for service
package provided to the client. PR3 PR6
Information concerning our work in partnership with
service providers is also protected. When Santander
retains a service provider to carry out a particular activity,
before service providers are given access to client
information, we carry out a preliminary information
security assessment of the relevant provider
9
Internal Audience
Health and Well-Being
Accidents involving lost days, by region. - LA07
Santander believes that the well-being of its employees
is key, and to that effect it seeks to encourage a physical
and emotional balance for its employees, because it
believes a satisfied individual produces a satisfied
employee, which results in a satisfied client.
For 2012, our goal is to invest in improvement in processes
and controls, in the integration of Occupational Safety and
Health, Healthcare, in the synergy of our programs, in the
monitoring of the prevalence indicators of work-related
diseases/NTEP (CIDs F, M and G) and in the maintenance of
the existing initiatives. To this end, we will work on revision
and automation of process, the development of suppliers,
monitoring results and indicator assessments.
OCCUPATIONAL HEALTH AND SAFETY INDICATORS LA7
2009(*) 2010(*)
Work-related accidents involving lost days 1,373 1,017
Number of fatalities
1
0
TAC (Rate of work-related accidents,
including injury rate)
1.19
0.19
TDO (occupational disease rate)
2.21
1.86
TDP (Total Lost Days***)
424
320
TA (Total Absenteeism)
- 7,969
2011
1,065
1(**)
0.06
1.51
244
8,669
In 2009 and 2010, the rates include Banco Santander only. From 2011,
the rates include all the Group companies in Brazil.
(**) Accident occurred during a journey to a visit.
(***) In the calculation of lost days, calendar days were considered.
x 200,000
TAC = Total number of accidents
Total Hours Worked
(*) TDO = Total number of cases of occupational diseases
Total Hours Worked
TDP = Total number of lost days
Total Hours Worked
TA =
x 200,000
x 200,000
Total days absent in the period x 200,000
Total days worked by the employees in the same period
The factor 200,000 is derived from 50 working weeks, with 40 hours/ 100
employees. By using this factor, the resulting rate is related to the number
of employees, not the number of hours.
Northeast - 24%
North - 2%
Midwest - 2%
South - 13%
Southeast - 59%
Santander has a number of programs in place for the
prevention and control of occupational risks and diseases.
The main initiatives include the annual development
of the Program for Medical Control and Occupational
Health (PCMSO), the Ergonomic Evaluation Program
and the Program for the Prevention of Environmental Risks
(PPRA). These initiatives seek to improve conditions in the
workplace, promoting health through medical exams,
and awareness with regard to the practice of gymnastics
in the workplace and posture guidance, as well as preventive
campaigns with specific initiatives. LA8
The most common types of disease are mental and
behavioural disorders, and diseases of the musculoskeletal
system and the connective tissue. To prevent these
problems, the bank has programs and initiatives in place
aimed at monitoring our employees, with guidance and
preventive examinations. LA7 la8
Below are some of the key initiatives:
• Vaccination campaign: in 2011, 43,554 influenza
vaccine doses were given free of charge to employees
and service providers throughout Brazil, using a logistics
structure consisting of clinics and healthcare professionals
to serve our employees and providers at the workplace.
At locations where there were outbreaks of meningitis C,
112 vaccine doses were given free of charge to
employees and service providers;
•A
nti-smoking program: during the course of the year, this
initiative involved 100 employees where they must see a
specialist doctor (cardiologist, psychiatrist or pneumologist);
it also includes a medical report and drug prescription,
psychological evaluation carried out under the Personal
10 Relatório Anual 2011 Support Program (PAP), with the application of Farghson
and Motivational tests, and a six-month monitoring period;
• Pregnancy Program: in the period, 694 employees
throughout Brazil received medical attention,
and all employees and dependents under the medical
assistance plan offered by the bank were monitored
during pregnancy and up to 3 months after labour;
• Donation of blood: campaign that highlights
the importance of donating blood, in a partnership
with the Hospital do Coração. In 2011, we created
a bank of blood donors, with 357 people enrolled;
• Severe diseases and HIV: monitoring carried
out under the Personal Support Program from
the moment that we are informed of the health
condition of employees (in the specific case of HIV)
or from when the condition is diagnosed.
We participate in Cen Aids (Corporate Counsel for
the Prevention of Aids) by carrying out prevention
campaigns among the adolescent population;
• P rogram for Specialized Personal Support (PAPE):
we provide professional staff and specialists
equipped to serve employees and their families
every day of the week, and in emergency situations
at weekends and holidays. The program provides a
service based on telephone contact and e-mail;
calls are toll-free and can be made from any
location in the country with total confidentiality
and reliability. When necessary, the service may also
include referrals to authorized professionals, with
special discounts for employees. In 2011 this
program 12,625 employees and dependents
received attention, totalling 109,295 consultations.
The Collective Bargaining Agreement for these
workers establishes minimum levels for general
matters of the system, such as occupational health
and safety. Thus, there are rules about CIPA, Aids
Policy, extension of health care plans for severed
employees, professional rehabilitation through specific
programs, as well as Joint Committees for dealing
with the topic of Banking Security, with a specific
clause for special procedures. These circumstances
covered by the Collective Bargaining Agreement are
fully complied with, and the text of the agreement
is available, also in full, for all employees. LA9
CIPA (Internal Committee for the Prevention of WorkRelated Accidents) is a committee comprised of employees
trained in the prevention of work-related accidents,
with a focus on improving working conditions and the
promotion of initiatives to raise the awareness among
bank’s associates, such as SIPAT (the Work-Related
Accident Prevention Week). Its scope meets the provisions
of law, and is present in 11 of the bank’s premises.
154 employees participate in CIPA (0.3% of the workforce).
In 2011, we created the Blog da Saúde (Health Blog) on the
Internet, focusing on topics for the prevention of diseases,
with easy access for all Santander employees. LA6 lA8
Quality of Life
With the purpose of promoting moments of greater
integration between parents and their children, and
enhancing quality of life within the organization, we held
the 13th edition of the Drawing Contest for children
and stepchildren of our employees. The contest takes
place in October, when Children’s Day is celebrated.
In 2011, we awarded prizes to 24 children, 8 in each
category, being four girls and four boys. More than
1,000 children enrolled for the contest.
We also held the Natal Divertido (Christmas Fun), an
initiative where children and stepchildren of employees
are invited to visit the location where their parents work,
and spend an entire morning at the bank, participating
in children’s activities, with monitors and other children.
In 2011, we received over 1500 children at nine locations
in the cities of São Paulo, Rio de Janeiro, Porto Alegre
and Belo Horizonte.
On Mother’s Day, we paid homage to female employees
and interns who have children, with the aim of valuing
family life for women in their multiple roles. More than
13,000 picture-frames with special messages were
delivered to our female employees. For Father’s Day,
we delivered more than 10,000 books.
In addition, we have regular activities for employers,
such as yoga, choir singing, music and chess, in order to
promote a balance between personal and professional
life. In 2011, a total of 162 employees enrolled for these
activities, with approximately 80 participants per month.
11
We also have a gym in the administrative buildings (Torre
Santander, CASA 1 and CASA 3) with special monthly
fees for employees, as well as gymnastic allowance for
all employees. In 2011, 9412 employees were benefited.
Taking into the account the health of our employees, and
the integration between colleagues, in 2011 we subsidized
3580 participants in 35 running races in 8 cities (São Paulo,
Campinas, Rio de Janeiro, Belo Horizonte, Porto Alegre
Curitiba, Salvador and Brasília).
In the administrative buildings we run staggered working
hours to help employees and interns to achieve a
balance in their activities in and out of the workplace.
At Torre Santander (headquarters) we have a bicycle
rack, where, in addition to providing parking space for
bicycles, we also offer lockers and changing rooms.
In 2011, 70 employees used this service.
We also offer other activities, such as a photography
workshop, groups for nutritional re-education, discounts
for theme parks, movie theatres and travel.
In 2011, we continue to focus on the topic of
Engagement and on our efforts to have a desirable place
to work, caring for our employees, in order to provide
them with a pleasant workplace, so that they are more
motivated and enthusiastic to achieve results.
Last but not least, we also have the Engagement
Program, which puts into practice initiatives to align the
expectations of individuals with Santander business
objectives. The key initiatives in 2011 include:
• Continuity strategy for the three key elements of operation
on the topic: employee participation and development;
attention, monitoring and focus on leadership; and
sharing practices and lessons learned among areas. In
addition to these three elements, we also expanded the
strategy for the cooperation and collaboration between
individuals and areas, which identifies the way that
relationships are built with all our stakeholders, because
we believe this favours the inclusion of various ways of
thinking, generating more commitment, satisfaction and
excellence in what we deliver.
• We conducted two surveys, one based on samples and
the other general, which highlights the level of
satisfaction of our employees, providing guidance for
the implementation of new initiatives and enabling
strengths to be identified, as well as opportunities for
improvement. Based on these results, we define
institutional and specific action plans by business area,
with a total of over 30 plans drawn up.
12 Relatório Anual 2011 • Continuity of the Engagement Committee, which
strengthens the topic of governance at Santander, through
monthly meetings. At these meetings, representatives
from all areas share good practices and experiences
on the topic. In 2011, 11 meetings were held.
• Maintaining the leadership development efforts,
including mentoring, career workshops and Individual
Development Plans (PDI) (see more on page 13 and 14).
• We have expanded the opportunities for development
on team management, maintaining a focus on a
collaborative approach, which broadens the possibilities
for enhancing potential of each individual. All the actions
for managers have been aligned with the principles to
which we are committed, in addition to directing great
effort to train teams at the branch network.
• Internal Mobility was an initiative focusing on the
participation of employees in applying for jobs within
the bank, seeking value to our professionals, and
directing their careers into areas of interest to them.
This year, job opportunities, regardless of the area or
level, were available to all employees, and we obtained
more than 26,000 applications, with 72% of openings
filled internally.
• Communication on the topic, with a specific page on
the bank’s Intranet and social network.
We strive to increase debate and broaden awareness
through our initiatives, in such a way to value the
working individual, and achieving better results for all
our stakeholders.
Training and Development
With the topic of sustainability increasingly present
in the bank’s actions, in 2011, we invested more than BRL 1
million in training sessions related to this topic. We included
sustainability in all our main educational programs, seeking
to expand the vision and knowledge of individuals so that
they are able to reduce the environmental, social and
economic impacts of their decisions on their day-to-day
personal and professional life. To this end, we have focused
on the Risk and Retail areas. As an example of this, we can
mention the revision of the content in the “Risk and
Credit” and “Negotiation” modules of the Program for
Business and Career Management (GCN), focused on
employees in the Retail segment. FS4
We also held the “1st Risk and Sustainability Go Together
Workshop” (I Workshop Risco e Sustentabilidade andam
Juntos), with the participation of eight bank specialists
and 13 internal and independent consultants, responsible
for all the training sessions at the Escola de Riscos Santander,
discussing how to insert the topic of sustainability into the
different contents covered by the school, focused on all credit
and risk analysts in the organization. The participation in the
socio-environmental risk workshop was broadened in 2011,
due to the inclusion of a course catalogue, facilitating the
enrolment of those interested. FS4
The risk teams and managers of the commercial area
receive special four-hour classroom training on socioenvironmental risk covering concepts on the topic and
their application in practice in credit extension and the
client acceptance. This is a quarterly course and involves
a minimum of 20 credit analysts and relationship
managers who are joining the bank. FS4
Also in 2011, Personal Financial Education was one of the
key education practices for sustainability at Santander. More
than 1500 employees of the branch network participated
in the training on Responsible Consumption and Personal
Financial Guidance. Every week approximately 50 employees
from the branch network participated in this initiative.
In addition, 160 employees were trained under the
Economia de Valor Program to broaden individual
awareness on the best use of money, and training
consultants to hold seminars and individual guidance
sessions on the topic. Based on this initiative, financial
“advisors” held seminars for more than 2600 people,
including clients, suppliers, and members of the community.
We also launched the Programa de Formação de
Multiplicadores em Orientação Financeira (Training Program
for Multipliers on Financial Guidance) for employees in the
University area, whereby we trained 26 employees who
held seminars for 700 university students, professors and
employees of higher education institutions. The individual
financial guidance sessions, promoted by trained financial
advisors, had the participation of 160 employees. In
October, the on-line course Vida Financeira (Financial Life)
was launched, with food for thought on personal financial
management, with 205 participants. In 2011, the online
sustainability courses had 9123 people participating. FS16
During the year, our initiatives for managers were
aligned with the principles that we redefined in 2010.
We continued our efforts on leadership development,
focusing on self-knowledge, confidence, communication
and raising the awareness on the role of the leader,
which for us is strongly related to enabling the
engagement of all our stakeholders. In 2011, 2847
employees were trained in management and leadership
and we continued to direct much effort in the training of
teams at the branch network.
With respect to the topic of corruption, we completed
the Trilha de Prevenção à Lavagem de Dinheiro (Path for
the Prevention of Money-Laundering), which involves actions
for all employees of the bank (mandatory courses), as well
as programs for specific target audiences, such as those that
deal directly with financial transactions and the acceptance
of clients. In 2001, 72% of employees were trained. We
broadened the monitoring of professionals who participate
in these programs, aiming to further reduce need for the
prevention of wrongful acts, while we began the revision
our course on Ethics, which will be completed in 2012. So3
With regard to training on human rights, Santander
has a game called The Present and Future of Humanity,
which introduces content on Institutional Human Rights
Policy (a policy that covers the main aspects and vision
of the Company on this topic) in a dynamic and interactive
manner for the employees. The training sessions debate
topics such as respect for differences, economic, social and
cultural rights of everyone, and the items included in the
Universal Declaration of Human Rights. In 2011, Santander
carried out 9466 hours of training in human rights for
8310 employees, a number which accounts for 15%
of all the employees of Santander in Brazil. HR3
Santander also provides benefits to its employees in the
form of scholarships for graduate and postgraduate courses
and language courses. In 2011, over 4500 employees were
benefited. la11
To achieve better development of its employees, the bank
also invests in participation in international programs.
In 2011, we held an internal cultural contest, in which 10
scholarships were granted to employees so that they can
improve their Spanish at the University of Salamanca and
learn more about Spanish culture. They will be using these
scholarships in 2012, with all expenses paid. During the year,
397 employees participated in international programs, and
3561 switched areas as part of the Mobility Program. la11
EMPLOYEES TRAINED BY TOPIC LA10
Number of people
Updating on socio-environmental laws and
standards of the Brazilian Central Bank
General voluntary socio-environmental
commitments (Green Protocol, Global Compact)
Specific voluntary socio-environmental
commitments (Ecuador Principles, PRI)
Human rights
Eco-efficiency of the institution,
awareness and environmental education
Personal finance education
Guidance to clients about the best use of
products and services offered by the bank
Corporate socio-environmental
responsibility policy
Products and services that feature
additional socio-environmental aspects
13,899
7
6
8,310
224
2,364
18,485
32,877
869
13
AVERAGE TRAINING HOURS LA10
Area
Operational
Administrative
Specialist
Management
Officers
2009
25.2
31.1
16.1
7.9
4.2
Average e-training hours
2010
2011
14.6
6.4
19.4
6.6
8.9
2.9
0.7
1.6
0.2
0.6
Average classroom hours
2010
2011
43.9
29.2
38.0
38.8
48.8
56.9
55.5
69.6
46.4
50.1
EMPLOYEES THAT HAVE BEEN GRANTED
SCHOLARSHIPS LA11
TRAINING LA10
Training on sustainability
Training
Investment in training as a % of net
income in the period
2009
67.9
56.4
67.8
82.9
65.9
Amounts (BRL ‘000)
1,083
95,928
2.7
Undergraduate
Languages
Graduate
2009
3,473
559
374
Number of people
2010
2011
2,713
3,193
679
750
413
609
For the career development of our employees,
in 2011 we organized 28 Career Workshops with the
administrative areas, and 98 with the branch network,
with a total of 2,625 employees participating (5%
of total number of employees). The purpose of the
workshop is to debate topics such as protagonism,
choices and self-development.
We believe that it is fundamental to value diversity
among our associates, to create a more dynamic
environment that is creative and open to innovation.
Santander believes that knowing how to deal with
gender issues is important in promoting equal
opportunities for all and building a better relationship
with our stakeholders.
We also held our Mentoring program - one of the most
broad-reaching in the market, which has the purpose
of increasing focus on development, strengthening dialogue,
and share career experiences. In 2011, we had approximately
500 participants, including mentors and mentorees. During
the year, 32,480 employees completed their Individual
Development Plans (PDI), which encourages employees
to think about their careers, self-development and their
role within the company. All employees at Santander had
their performance reviewed. LA12
The profile of Santander employees is varied. Of the
54,602 employees, 58% are women, 78% are from
the Southeast of Brazil (area with the largest number
of the operations) and 15% are either black or brown.
Despite the fact that the number of women is higher
than the number of men, male employees are still the
majority in specialist positions (3400), management
(567) and officers (177). However, the number of
female officers rose 8.5 times from 2010 to 2011,
from 4 to 34. LA13
We also have People Development Committees
to help improve the performance of our staff. In 2011,
3099 employees were assessed by these committees.
With a focus on the group that represents the majority of
employees, i.e. women, Santander developed a number of
initiatives in 2011, such as holding seminars for its female
employees in partnership with the Instituto SeToque about
health and prevention, to raise awareness among women.
In the same period, Santander did not carry out any
initiatives concerning preparation for retirement.
A matter of diversity
We value diversity through initiatives that emphasize
the importance of non-discrimination, allowing free
expression by everyone, and the building relationships
based on respect and trust. To this end, we are aligned
with guidelines of the Santander Group, while adopting
the Global Gender Equality Policy, which has the
purpose of ensuring equal gender opportunity in
people management, in order to achieve a balance
between men and women in leadership positions
within the organization.
14 Relatório Anual 2011 The topic of diversity focused on women is also part of
the Global Gender Equality Policy and the Local Diversity
Policy. We also have Breastfeeding Support Stations, and
a Pregnancy Program, which includes the bank’s
adhesion to a policy of granting six months of maternity
leave. The Program for Personalized Personal Support
(PAPE) monitors the inclusion and promotion of women
in the organization, including ensuring exclusive parking
spaces are made available for pregnant women in the
administrative buildings, and holding events to raise
sensitivity to this issue.
However, this is not limited to internal actions. In our
businesses, we include a differentiated approach with
three new products: Pension Funds, Life Insurance and
Female Protection. And in the bank’s Social Actions, we
focus on female entrepreneurship.
people per area - a new target that considers a higher
concentration of positions among new entrants,
per area, monitored monthly.
The promotion of racial equality is also part of our
Programa de Valorização da Diversidade (Program for
Valuing Diversity). We also have a mentoring program for
associates with a history of socio-economic and cultural
disadvantages, and for black university students, we
offer a training program held in partnership with FGV/SP.
In addition, Santander sponsors the Feira Preta (Black
Fair), a trade fair specifically for the black population,
which takes place in November in the city of São Paulo.
Santander also has initiatives to strengthen respect
among people. Benefits for employees include health
and dental plans, pension funds and mortgage loans for
same-sex couples. Equal opportunities in access to job
openings and career development are key aspects for the
training of diverse teams that have a good relationship
among themselves and with all stakeholders.
With respect to age diversity, we have the Programa
Jovem Aprendiz (Young Apprentice Program), which
offers professional quality education to youngsters to
prepare them for the job market and for life. This is a
two-year program for youngsters from families with an
income of up to 3 minimum salaries per person, and who
are enrolled in public schools. Disabled persons are valued
and supported in their professional development in
conditions that are equal to other professionals. These
employees work in inclusive and accessible environments,
so that they can give the best of themselves, and help the
organization in a relationship that is also inclusive with
clients. We also have development programs, through
which the employee undergoes the training period on a
full-time basis, either through the FEBRABAN II Program
for the Inclusion and Training of Disabled Persons, or
through Santander initiatives.
To provide support for the manager and the team that
receives a disabled person, we provide an internet-based
course on disabled people, and an Internet-based course
on the Brazilian Sign Language (LIBRAS); we also hold
seminars which cover the experiences and routines of
this population, in addition to tips for building a better
relationship and material on the intranet. And for the
support of disabled people, PAPE carries out monitoring
in their first month of work at the bank, and provides,
through our benefit area, financial help on an
extraordinary basis for the purchase of equipment
or devices, such as motorized wheelchairs.
In 2011, in order to improve the monitoring of the
indicators related to disabled people, we implemented
a redefinition of the target for the hiring of disabled
The indicators related to the Programa de Valorização
da Diversidade are monitored monthly, as well as the
changes in our internal demographics considering
criteria such as race and gender (general, management
and leadership positions), age and disabled people
(actual, legal requirements and the bank’s quota).
This material is sent to managers in the various areas
and to partners in the program.
All our buildings have access for disabled people,
and we also carry out an Accessibility Assessment, to meet
requirements such as delineated parking spaces, vertical
access (ramps or elevating platforms), corridors for internal
traffic, tactile signs, doors, restrooms, kitchen area/lounges,
lifts, telephones for people with hearing impairment
and universal service counters. Torre Santander, our
administrative building, has 98% accessibility, while the
average for the bank’s five buildings in Brazil (Torre, CASA1,
CASA2, CASA3 and Generali, with 84.46% of employees)
is an accessibility rate of 76.10%. To offer an environment
that is appropriate to different needs, furniture is changed,
with more room and improved circulation for wheelchair
users and specific visual communication.
ACCESS FOR DISABLED PERSONS LA13 fs14
% that have access for disabled persons
Administrative buildings
100%
Branches and PABs*
97%
*This rate covers 2130 branches and 1563 banking service centres (PABs),
with access rates of 99.2% for branches and 94.1% for PABs. To bring
this rate to 100% of the branch network and PABs, we are negotiating
with complexes and corporate clients, as well as obtaining authorization
from the relevant government authorities.
NUMBER OF EFFECTIVE EMPLOYEES BY GENDER AND POSITION - LA13
Position
Operational
Administrative
Specialists
Managers
Officers
Total
Qtde
7,556
11,440
3,296
698
53
23,043
Men
%
13.9%
21.0%
6.1%
1.3%
0.1%
42.4%
Qtde
13,270
16,126
1,733
230
4
31,363
2010
Women
%
24.4%
29.6%
3.2%
0.4%
0.0%
57.6%
Qtde
6,895
11,687
3,400
567
177
22,726
Men
%
12.6%
21.4%
6.2%
1.0%
0.3%
41.6%
Qtde
12,595
17,210
1,830
207
34
31,876
2011
Women
%
23.1%
31.5%
3.4%
0.4%
0.1%
58.4%
15
RATIO OF BASE SALARY OF WOMEN TO MEN IN 2011 LA14
Women’s/men’s salary
Operational
Administrative
Specialist
Manager
Officers
0.92
0.91
0.94
0.90
0.77
To strengthen Diversity internally, Santander covers the
topic in its internal communication channels, as well as
making available its Policy for Valuing Diversity. Another
initiative for disseminating this topic is the internet-based
course on Diversity for all employees and interns.
Queries on topics involving diversity can also be made by
employees and interns through Sara, who is Santander’s
Virtual Assistant (self-service tool with on-line and
immediate access, which provides updated information
on our products and services).
In 2011, we continued with our initiatives with respect to
the topic of Moral Harassment, with the objective of
informing and guiding employees, as well as ensuring a fair
and healthy working environment in compliance with legal
guidelines and internal policies. In the period, an internetbased course was launched on the topic, and seminars
were held in the administrative centres in São Paulo.
Santander has two channels available to file complaints:
the SAC (Consumer Support Service) and the
Ombudsman service. In case complaints received at
Bacen do not meet Bacen’s standards, such complaints
may become reports. Employees and interns have an
exclusive channel for reports related to anti-ethical
conduct, moral or sexual harassment, employee
management, to name a few. This is called the
Santander Report Channel (Canal de Denúncias
Santander) available on a toll-free number and via
e-mail, from Monday to Friday, or via e-mail on
weekends. Cases received are reviewed by a dedicated
team which forwards them to the relevant areas of the
organization, depending on the nature of the report.
The team also monitors the case until it is resolved,
always making information available that is requested
by the reporting party. HR4
NUMBER OF MEN BY LEVEL AND RACE (*) LA1 LA13
White
Yellow
Black
Brown
Indigenous
Operational
5,090
110
331
1,219
23
Administrative
9,243
298
291
1,609
41
Specialist
2,982
103
20
252
6
Manager
517
19
3
16
2
Officer
168
3
1
1
0
Total (%)
79.2%
2.3%
2.8%
13.6%
0.3%
Specialist
1,623
65
9
98
8
Manager
183
11
4
2
2
Officer
33
0
0
0
1
Total (%)
80.2%
2.8%
2.4%
12.3%
0.4%
(*) 1.7% of men (378 employees) are classified as “race not informed”.
NUMBER OF WOMEN BY LEVEL AND RACE (*) LA1 LA13
White
Yellow
Black
Brown
Indigenous
Operational
9,525
268
479
2,063
39
Administrative
14,191
562
263
1,751
68
(*) 2.0% of women (628 employees) are classified as “race not informed”.
COMPOSITION OF TOP MANAGEMENT BY RACE LA13
AGE BRACKET LA1
Between 14 and 19
Between 20 and 29
Between 30 and 39
Between 40 and 44
Between 45 and 49
Over 50
16 Relatório Anual 2011 Nº of
employees
200
21,057
18,907
4,976
4,949
4,513
Percentage of
employees by age
group (%)
0.4%
38.6%
34.6%
9.1%
9.1%
8.3%
White
Yellow
Black
Brown
Indigenous
Women
33
0
0
0
1
Men
168
3
1
1
0
TOTAL
201
3
1
1
1
(%)
97.1%
1.4%
0.5%
0.5%
0.5%
Employee Profile
EMPLOYEES BY COMPANY LA 1
Banco Santander Brasil
Santander Financiamentos e
Webmotors
Microcredit
Santander Ser Técnicos
Asset Management
Insurance
Santander Foreign Exchange Broker
Total
LEVEL OF EDUCATION LA1
2010
51,833
2011
51,518
1,974
253
193
88
39
26
54,406
2,522
264
145
86
38
29
54,602
2009
929
52,457
2,480
33,593**
Elementary
High school
University
Graduate, Masters, Doctor's
Nº of employees
2010(*)
2011
286
496
21,522
4,251
26,974
44,347
5,363
5,508
(*) Employees whose academic level is not updated on the system: In 2009
there were 10, and in 2010, 261.
REGION LA1
EMPLOYMENT CONTRACTS - LA1
Apprentices
Full-time employees
Interns*
Outsourced
2009(*)
280
20,329
25,738
6,100
Nº of employees
2010
2011
938
822
54,406
54,602
2,605
2,142
28,651
26,694
* In 2011, 1134 interns were employed full-time
** including outsourced personnel from Produban and Isban
Working hours for all employees complies with the applicable laws.
2009
1,588
3,365
670
42,157
4,677
52,457
Midwest
Northeast
North
Southeast
South
Total
Nº of employees
2010
2011
1,803
1844
3,722
3,771
707
738
43,136
42,860
5,038
5,389
54,406 54,602
GENDER LA2
EMPLOYEE SENIORITY AT THE BANK LA1
Up to 5 years
6 - 10 years
11 - 20 years
Over 20 years
2009
27,687
9,541
6,982
8,247
Nº of employees
2010
2011
29,839
31,280
9,997
9,461
6,259
5,889
8,311
7,972
Men
Women
Total turnover
Hired
2,708
3,654
-
Terminated Turnover (%)
3,028
13%
3,167
10%
11%
AGE BRACKET LA1
Between 14 and 19
Between 20 and 29
Between 30 and 39
Between 40 and 44
Between 45 and 49
Over 50
Total turnover
Nº of employees
200
21,057
18,907
4,976
4,949
4,513
-
Hired
151
4,324
1,552
204
81
50
-
Terminated
5
2,295
2,277
451
461
706
-
Turnover (%)
2%
11%
12%
9%
9%
16%
11%
Hired
252
376
90
4,828
816
-
Terminated
222
335
80
5,063
495
-
Turnover (%)
12%
9%
11%
12%
9%
11%
Turnover LA2
Region
Midwest
Northeast
North
Southeast
South
Turnover total
17
Society
Santander contributes to social changes by strengthening
the culture of participation and co-responsibility, in addition
to building supportive ties and values which lead to a better
distribution of opportunities in our society. For this reason,
we believe that our social investment should mobilize
people around important causes, promoting effective social
changes, reaching and strengthening public policies.
We carry out our social investment in a planned, monitored
and systematic manner, with the aim of promoting changes
which ensure access to citizenship rights and a decent life
for all, in a sustainable manner. The resources that
Santander makes available for social investment involve all
its assets: financial, materials, information, management
capability, deliverables-oriented culture, technology and,
above all, its employees, responsible for the efficient
management of all the other resources.
For the development of programs, we have signed
partnerships with social and specialist organizations, known
as “execution partners”, which offer remote support
(telephone and e-mail) and onsite support (local visits and
training workshops) to those responsible for the relevant
projects. In other words, in addition to passing on funds,
we also offer technical support and share our knowledge in
order to contribute to the implementation, strengthening,
development and dissemination of the initiatives.
We are also always open to dialogue, and “we do things
together with the community”, whether by carrying out
of a local diagnosis, or by performing result assessment
process. Our model for assessing results, which aligns
principles and concepts, is a guide for the Social Action
team and for the execution partners. It paves the way for
the protagonism of those involved and for the peculiarities
of each program and social project supported. This model
defined concepts, assumptions, and how and what we
seek to learn about the social, environmental and economic
outcome of the projects, sharing responsibilities with our
partners and the awareness that the assessment process
is part of project management. EC8 SO1
18 Relatório Anual 2011 Education
We have elected education as the main driving force
of our initiative, because we believe that it is a key factor
to achieve economic, social and environmental progress
in the country. Our initiatives cover all levels of teaching,
from elementary to higher education. We work towards
improving the quality of the Brazilian public education
system, and share our experience with society on topics
of entrepreneurship, income generation, the environment
and diversity, because they contribute in a broad-reaching
manner to foster education, while they are the key pillars
of our practices.
Among the projects supported by Santander on this
topic, we highlight the Projeto Escola Brasil (PEB) and
Santander Universidades.
The Projeto Escola Brasil (Brasil School Project) was conceived
in 1998 as an initiative from a group of employees who had
been acting as volunteers in schools in the public education
system. After a year, the Instituto Escola Brasil was founded
to provide support for the activities of the Project, and from
the end of 2008, PEB became a volunteer corporate project
from Santander in Brazil.
The project has the objective of contributing to improving
the quality of education offered by elementary public
schools, through the voluntary participation of Santander
employees, their families, friends, clients and suppliers,
among others. They act jointly an integrated manner with
school principals, teachers, employees, students and
parents, including other members of the school community.
The initiatives developed may include areas such as
management, pedagogy or infrastructure of the partner
school, on topics concerning sport & leisure, arts & culture,
the environment, diversity, entrepreneurship and the
generation of income. The PEB also promotes, through
well-known institutions or specialists, continued education
programs for teachers in the partner schools and the
education networks where the program is present.
We ended the year with 1875 volunteers, distributed among
227 groups that act in partnership with 183 public schools
throughout Brazil. In addition, we are in the process of
executing partnerships with the Local Education Department
of four municipalities and negotiating with a further 15.
As part of the continued education initiatives for teachers,
we highlight the following programs “Além das Letras”
(Beyond Letters) and “Além dos Números” (Beyond
Numbers) involving 39 technicians from the Education
Departments from the 15 municipalities where PEB is present.
Through these, we invest in the improvement of teaching
practices for 494 pedagogy coordinators and 5,427 teachers,
who have had an impact on 124,778 students.
Our National Volunteer Meeting, in its 6th edition,
brought together 265 representatives from volunteer
work with the purpose of sharing experiences and lessons
learned by the participants concerning interaction with
partner schools, as well as launching new initiatives and
proposing new challenges. Another important result was
the growth in the participation of volunteers at Semana
Santander é Você, a global initiative of the Santander
Group, dedicated to solidarity and volunteer work. The
volunteer groups carried out 100 planned initiatives with
partner schools and engaged approximately 13,000 people.
In the area of Early Childhood Education, in April 2011 we
launched the Programa de Educação Infantil do Santander
(Santander Kindergarten Program), developed in cooperation
with the Ministry of Education (MEC) with the purpose to
support improvements in the education offered to children
from 0 to 5 years old at day care centres and kindergarten
schools built with funds from PROINFÂNCIA, an initiative of
the federal government which aims to expand the physical
education network for children in the country.
Developed in partnership with 19 municipalities
in the state of Bahia with a planned duration of three
years, the program invests in the training of professionals
of the local Educational Departments, in the areas
of Pedagogy and management for health, supporting
the development of institutional projects for continued
education of principals, teaching coordinators and teachers
in the local Kindergarten schools. Its implementation
is carried out through “Formar em Rede” (Education
Through Network), a continued education program
on Early Childhood Education, an initiative of the Instituto
Avisa Lá in partnership with the Instituto Razão Social.
Some figures of the program:
Training professionals from local Departments
of Education and Management For Health
56
Principals
105
Teachers
769
Pedagogy coordinators
Supporting professionals
Children catered to directly
Educational units
96
1,055
12,737
125
In 2011, we carried out the field research project “How
Municipal Education Councils and the Councils for the
Rights and Civil Society Organizations see Early Childhood
Education”, which was executed by Avante Educação
e Mobilização Social in 10 of the 19 municipal partners
in the program. The objective was to analyse the impact
of the actions of Municipal Councils and the Civil Society
Organizations on the quality of the early childhood
education offered in the municipalities. The results will
be used to build the new training initiatives for this target
audience in 2012.
19
Photo: Paulo Uras
Santander Universidades
We believe in investment in higher education as the most
direct and efficient way of contributing to achieve a fair
and developed society. One of the operational fronts of
Santander Universidades is Innovation and Entrepreneurship,
which designs and executes the setting up of “Digital
Spaces” (Espaços Digitais), in the preparation of furniture,
the availability of computers, and connection to the Internet.
The purpose is to offer the academic community easy access
to information and promote digital inclusion. In 2011, seven
digital spaces were handed over: Universidade Federal
Fluminense (UFF), Unesp Jaboticabal, Centro Universitário
Augusto Motta (Unisuam), Unesp Bauru, Universidade
Tiradentes (UNIT) Aracajú, Faculdade Integrada Tiradentes
(FITS) Maceió and Vila Cruzeiro (Rio de Janeiro).
The more than 40 Digital Spaces benefit around 1 million
people, because in addition to students, teachers and
employees, the local community has free access to these
locations on weekends.
Also focusing on higher education, since 2004 we have
been promoting the Prêmio Santander Universidades, these
are awards granted in order to encourage entrepreneurship,
scientific research and university extension courses, and the
search for excellence at universities, always with a focus
on sustainable development.
In the 7th edition of the awards, 6143 projects were
submitted, with 20 of them being awarded prizes.
In addition to the total of BRL 1 million in prizes and
international scholarships, all those who applied can take
part in an on-line course in entrepreneurship from Babson
College, which has the objective of providing participants
with basic education on the topic, with certification in
entrepreneurship focused on the creation of new enterprises.
The Prêmio Santander de Empreendedorismo (Santander
Entrepreneurship Award) is granted to undergraduate
and graduate students, and has the purpose of supporting
and recognizing the creation and development of projects
by students with an entrepreneurial profile and stance.
20 Relatório Anual 2011 There are four categories: Industry; Information Technology,
Communication, Culture & Education; Products & Services;
and Biotechnology & Health The total prize money is BRL
200,000 (BRL 50,000 for each category), in addition to
scholarships for classroom-based courses at Babson College
for the leaders of the winning projects, and for the
supervising teacher.
The scholarships include air tickets, board and lodging.
The finalists receive feedback on their projects and present,
to a panel of well-known executives in Brazil, the evaluation
of two partners of Santander Universidades: the Fundação
Dom Cabral and Endeavor.
We also hold the Prêmio Santander de Ciência e Inovação
(Santander Awards for Science and Innovation), which
recognize researchers-doctors with innovative research
in the following categories: industry; Communication
Technology, Information and Education for Sustainability;
Biotechnology; and Health. The winner of each category
receives a prize of BRL50,000 and they may decide whether
they will use the prize for the execution of the project.
This is in recognition of the contribution of these scientists
to the development of research in Brazil.
There is also the Santander Universidade Solidária award,
which recognizes university extension projects under the
topic “Sustainable Development with an Emphasis on
Income Generation”, drawn up and implemented by
universities, with the participation of professors, students
and the local community.
The purposes of the award are to contribute to build
citizenship in future professionals, giving the student the
opportunity to review and systematically use the knowledge
acquired at university through practice in the community;
to enable Higher Education Institutions share their
knowledge with low-income communities, contributing
to improving living conditions and supporting university
extension courses, encouraging the sharing of knowledge
and insertion in the community.
Photo: Léo Freitas
Every year, eight projects are selected and receive funding
for implementing/expanding the initiative and specialist
consultancy. The projects are monitored during the year by
specialists, represented by a technical team from the bank
and Universidade Solidária (UNISOL), a social organization
which is our partner in the awards. Monitoring is carried out
through meetings in person, remote advice, as well as onsite
visits which enable a constant evaluation of the results.
Based on this information, the projects may have their
support renewed for a further year.
In 2011, six employees visited projects implemented in their
towns and cities, while a partnership was also initiated with
Microcrédito in Arapiraca (Alagoas), in the development
of a financial education brochure for local waste pickers.
15 projects were supported and had the participation
of 272 students, 76 professors and with 2703 persons
directly benefited.
Within the scope of international academic mobility,
we have 11 programs through which university students
and professors are invited to have an academic experience
in a foreign country, with a subsidy from Santander
Universidades. Through a partnership with more than 1000
partner universities in 17 countries where we are present,
the TOPs Programs offer participants a complete structure
provided by Santander. We mobilize groups of students
and professors to study in four countries (Spain, China,
the United States and the United Kingdom), over a threeweek period, for cultural and academic immersion. We also
receive university students from China and the United
Kingdom, through partnerships signed between Brazilian
universities and institutions in those countries.
We also have another four initiatives which grant
scholarships for students and professors to choose their
university destinations, and improve their knowledge base
in one of the 17 countries where Santander Universidades
is present. They are as follows: Programa de Bolsas IberoAmericanas Graduação (Ibero-American Undergraduate
Scholaship Program), Programa de Bolsas Ibero-Americanas
Jovens Professores e Pesquisadores (Ibero-American Young
Professors and Reseachers Scholarship Program), Bolsas
Fórmula Santander and Bolsas Luso-Brasileiras.
Two initiatives were launched in 2011. The first was
in October, when we sponsored the participation of nine
professors, directors and vice-deans from partner institutions
in the Global Engineering Education, in Beijing, China,
the Global Engineering Council, the Global Engineering
Deans Council (GEDC), with the aim of obtaining specific
knowledge in Engineering education.
The second initiative was Top USA - Massachusetts, which
seeks to provide support for researchers and teachers from
Brazilian and American universities share their experiences.
Six universities participated in this program in the state
of Massachusetts - MIT, Harvard, Brown, North Eastern,
University of Boston and the University of Massachusetts,
and seven Brazilian institutions: USP, UNESP, UFMG, UFPE,
UFRGS, UFRJ and UNICAMP. In the 2012 edition, 28
graduate, masters, doctorate and undergraduate students,
will be divided into groups of four people, and will be
granted a scholarship of BRL 45,000 per group.
We also grant scholarships to High School research projects
(pré-iniciação científica) with a total value of BRL 720,000
for High School students from public schools in the state of
São Paulo. For undergraduate research projects, BRL 270,000
was granted to undergraduate students from the University
of São Paulo (USP).
Last but not least, we support junior enterprises
at the Universidade Estadual Paulista (UNESP), with BRL
170,000 a year, over a 4-year period, from 2009 to 2012.
The Junior Enterprise project aims to support the generation
of new businesses by university students, who will be
shortly part of the labour market. UNESP has 44 organized
junior enterprises.
21
Diversity
The program Talentos da Maturidade (Mature Talents),
created in 1999 to celebrate the International Year of
Older Persons, encourages the protagonism of people
with 60 years of age or more, with the aim of helping
to change the way society views the so-called Old Age.
The program is divided into five categories: Arts,
Photography, Literature and Vocal Music for the elderly;
the Exemplares Programs supports innovative projects
or proposals which have the aim of implementing,
developing and disseminating policies or programs
for the promotion of an active old age and improving
the quality of life of the elderly.
In 2011, we had the participation of eight employees
who visited projects implemented in their towns and
cities. A total of 10 initiatives were supported throughout
the country, benefiting 5531 people. As with other social
initiatives, in addition to financial resources allocated
to the projects, we also offer technical support
and the sharing of experiences.
Based on a partnership with CEERT (Centre for Studies
of Work Relationships and Inequality), since 2002 we have
also supported the holding of the Prêmio Educar para
a Igualdade Racial (Educar Awards for Racial Equality),
that identifies and recognizes outstanding initiatives
for the promotion of racial equality in public schools.
In November 2011, we launched the 6th edition of the
awards during the National Seminary for Early Childhood
Education and Racial Equality, with an expected record
number of applications, and because it’s held every two
years, will take place in 2012.
Aliança Empreendedora, a social organization which
is a partner in the implementation of the program.
The organizations receive training, and workshops
on management, production, design and sales. Based
on the results, their support (technical and financial)
may be renewed for a further year.
In 2011, four organizations involving 13 enterprises were
supported, which directly benefited 143 people.
Children and Youths
The program Amigo de Valor (Valued Friend)
is based on the Child and Youth Protection Act (ECA)
and facilitates the allocation of financial resources by
employers, interns, clients and suppliers of Santander
to the Municipal Funds for the Child and Youth Rights.
In this way, it is possible to support initiatives and priorities
defined by the Municipal Councils for Child and Youth
Rights, to promote, advocate and enforce the rights
of children and adolescents in municipalities where
the conditions of life and the protection of this population
are extremely critical.
The purpose is to promote improvements in the service
provided to children and youths in these municipalities,
strengthening the Councils and the Funds for Child
and Youth Rights and enabling employees, suppliers
and clients to participate as citizens, through actions
for protection and promotion of the rights of children
and adolescents.
In addition, we provide the Virtual Vision software free
of charge, which is a screen reader that allows the use of
the Internet and main Window applications. This initiative
is a partnership with the firm Micropower and in 2011,
resulted in the donation of 588 software packages to
clients and non-clients with impaired vision, and
institutions that work with this audience.
Every two years, five organizations are selected and
receive funding for the implementation/expansion of their
initiative, with support by specialist consultants. These
initiatives are monitored during the course of a year by
specialists, represented by teams from the bank and
22 Relatório Anual 2011 Photo: Pisco del Gaiso
Santander also runs the Parceiras em Ação Program
(Partners in Action) focused on social organizations
and institutions which support micro-enterprises run by
women in low-income communities. The purpose
is to strengthen these community production groups,
enabling an improvement in the quality of life of the
women involved, and consequently, their families.
During the mobilization campaign, encouraged to a great
extent by the dedication of 348 Santander employees from
Work Group of the Amigo de Valor Program, associates,
clients, and suppliers are encouraged to transfer part of their
Income Tax to Funds for Child and Youth Rights in the
municipalities we support. In addition to carrying out
mobilization actions, the workgroup has the key role of
selecting the municipalities to be supported by the program
and monitoring the development of the initiatives.
In 2011, we reached a record number of employees and
interns who joined the program: 29,678 participants, which
represent 52% of the organization’s workforce, an increase
of 12% compared to 2010. The amount collected was also
unprecedented: more than BRL 4.4 million was donated,
up 17% compared to the previous year. Contributions from
our clients increased by 74% compared to 2010, totalling
BRL 997,800.89. Of this total, we saw the adhesion of
3572 clients, 827 of which were individuals and 2745 legal
entities. Santander allocated BRL 3.6 million to the program,
which represents 1% of the income tax of the Group’s
companies in Brazil. Added to these results and efforts,
at the end of 2011, the Amigo de Valor program allocated
BRL 9 million to all the social projects selected, distributed
over 45 municipalities in 19 Brazilian states.
Other Investments in society
In 2011, we developed a series of regional communication
initiatives, with the purpose of being closer to clients in the
main regions where we operate, strengthening our ties and
encouraging the generation of business.
We have supported the building of Museu do Amanhã (RJ)
(Museum of Tomorrow) and are committed to maintaining
it for a further 10 years counting from the inauguration
date planned for 2014. The project, which was devised
by the Spanish architect Santiago Calatrava, introduces
a new concept for Science museums, and intends to involve
its visitors in thinking how we can contribute to creating
a more sustainable planet. In addition to having movable
solar energy panels, the building will be kept cool using
water from the Guanabara Bay, which will be returned
clean to the sea.
We also proceed with our Recyclable Investment Program,
which is executed by Aliança Social (consisting of Santander,
the Fundação Banco do Brasil, Suzano, Fundação AVINA and
Instituto Ecofuturo), in order to support cooperatives and
associations of waste pickers through reimbursable funding
and training.
The program has the purpose of contributing to the
sustainability of the waste pickers cooperatives in order
to promote an improvement in their quality of life,
and strengthening the management of these cooperatives.
Thus, we seek to encourage improvement in productivity
and profitability, the reduction in welfarism, and the
integration of these cooperatives into production and
financial systems. In 2011, we launched the 3d edition
of this program, benefiting two cooperatives in the towns
Itu and Biritiba Mirim, both in the state of São Paulo.
The table below shows the investments by Santander
in 2011
EXTERNAL CULTURAL AND SOCIAL INVESTMENT EC8
We have “adopted” various town squares in the cities
of Porto Alegre, Recife, Brasília and particularly Rio de
Janeiro, where we have established a strategic plan, which
involves investments in various production sectors. In São
Paulo, the adoption of 14 town squares has strengthened
the presence of our brand name in this city’s main avenues,
which have a daily flow of more than 1 million people.
A total of 45.587 m² of green area is renovated every year
with 1,144.226 kg of CO2 neutralized. EC8
We also carry out hundreds of institutional initiatives,
programs and projects in a number of Brazilian
municipalities, including at Santander Cultural in Porto Alegre
and Recife. In addition to regional development, these
cultural initiatives were based on local demand and arts.
We also note the inauguration of a space in Vila Cruzeiro
(RJ), in a partnership with AfroReggae, where we offer
cultural activities, training and digital inclusion.
We also installed Christmas trees at Ibirapuera Park (SP)
and in the Complexo do Alemão low-income community (RJ),
in addition to open-air gyms, also in the Complexo do Alemão
and Cidade de Deus low-income communities (RJ). EC8
Culture
Child and Youth Rights
Education
Entrepreneurship and income
generation
Valuing diversity
The environment
Sports
Others
Total
External social investment as
a % of net income
2009
28,627
6,470
30,278
1,487
7,387
Amount (BRL ‘000)
2010
2011
17,146
25,735
5,261
5,937
26,716
35,283
4,308
78,557
1,910
6,954
2,677
1,548
11,488
73,700
2,367
10,794
2,907
3,808
7,386
94,217
4.35
1.91
2.65
From the total amount invested in 2011, BRL 29,377
thousand corresponds to tax benefits (deductible donations,
donation to the Fund for Child and Youth Rights, Rouanet
Act Art. 18 and the Sports Act). EC4
23
Destacamos os principais projetos:
Category
Amount
invested
(BRL ‘000) Purpose of the project
Program/Project
Year of start
Instituto Santander
Cultural (Porto
Alegre and Recife)
Porto Alegre in 2001 4,561
and Recife in 2000
Non-profit civil association which has the mission of performing
the role of stimulation, integration and education with units in
Porto Alegre and Recife
Natal
2000
4,987
Programa Amigo
de Valor
2002
5,928
Assembly and display of Santander Christmas tree at Ibirapuera
Park, in São Paulo, and assembly and display of Christmas tree in
the Complexo do Alemão, a low-income community in Rio de
Janeiro.
The program facilitates for Santander employees, clients and
suppliers to transfer part of the income tax payable to the Funds
for Child and Youth Rights The program has the purpose
of strengthening the role of the councils in their actions
on behalf of children and youth
Academic support
2001
7,239
Support for higher education institutions, in their different
academic demands
International
scholarships
2001
5,681
TOP, programs, where Santander sponsors 100% of the
scholarships for Brazilian students and professors to study
in China, Spain, Portugal, UK and USA.
National
scholarships
2001
3,752
National scholarships to students and professors, support to High
School Research projects, Jurista award from USP, language course
scholarships, on-line language course scholarships, etc.
Digital space
2001
1,124
Digital inclusion, with the creation of "Digital Spaces of Santander
Universidades” so that more students have access to computers,
knowledge and Internet connectivity
Culture
Child and
Youth Rights
Education
24 Relatório Anual 2011 Audience benefited
Society as a whole in the cities
of Porto Alegre and Recife
Key achievements in 2011
In 2011 Santander Cultural began the process of integration between its
units of Porto Alegre and Recife, preserving the identity and the goals of
each one. In total the units had 416,079 participants in 2011.
Inhabitants of the city
of São Paulo and the
community of Complexo
do Alemão, in Rio de Janeiro
Children and youths in
municipalities with a low child
development index and social
exclusion index, in critical
situations; Municipal Councils
for the Child and Youth Rights
Assembly and display of Christmas tree at Ibirapuera Park, in São Paulo,
and in Complexo do Alemão, in Rio de Janeiro. There was also the
distribution of 15,000 toys by Santa Claus for the community in the
Complexo do Alemão and presentations of the Christmas Choir
We reached a record number of employees and interns who joined the
program: 29,678 participations, which accounts for 52% of the workforce
of the organization, up 12% compared to 2010. The amount collected was
also unprecedented: more than BRL 4.4 million allocated/donated resulting
in an increase of 17% compared to the previous year. Contributions from
our clients reached BRL 998,000. In total we had the adhesion of 3572 clients:
827 individuals and 2745 legal entities. Santander allocated BRL 3.6 million
to the program, which accounts for 1% of the income tax of the Group
companies in Brazil. As a result, at the end of 2011, the Programa Amigo
de Valor allocated BRL 9 million to 100% of the social projects selected
and distributed in 48 municipalities in 19 Brazilian states
We made available for the University of São Paulo (USP) High School
Research scholarships totalling BRL720,000, for students in the public
high schools in the state of São Paulo. And for undergraduate research,
BRL270,000 was granted to graduate students of USP. We support the
junior enterprises at UNESP - Universidade Estadual Paulista “Julio de
Mesquita Filho”, with the amount of BRL 170,000 annually, over four
years, from 2009 to 2012.
Granting of 38 scholarships for the Top España 2011 program, which
involved 38 students and professors, who will study for 3 weeks at the
University of Salamanca, in Spain. Another initiative is the consolidation
of the Top programs of International Mobility, which benefited students
and professors in initiatives such as Top España (168), Top China (100),
Top UK (22), TOP Brasil China (44), Top Brasil - UK (40), Luso-Brasileiras
(330), Programa Ibero-Americanas Graduação (150), Programa IberoAmericanas Jovens Professores, Pesquisadores (50), Top Engineering
(10 member of the academic community).
45 students were benefited by Ibero-American scholarships,
6400 language course scholarships, 9 research fellowships,
and 27 scholarships to universities part of Andifes (National Association
of Directors of Federal Higher Education Institutions). As a result
of this initiative by Santander Universidades Brasil, in October 2011
the Santander Group was the first bank to appear in the Best Global
Green Brands ranking, according to an international assessment by
Delloite and Interbrand, ranking in 40th place.
In 2011, 7 Digital Spaces were handed over: UFF, Unesp Jaboticabal,
Unisuam, Unesp Bauru, UNIT Aracajú, FITS Maceió and Vila Cruzeiro Rio de Janeiro.
Students and teachers
Partners
Branco Produções, CIEE / RS,
IPHAE / RS, the Ministry
of Culture, the Porto Alegre
Local Government, Câmara
Riograndense do Livro, State
the Rio Grande do Sul State
Government Concrepoxi,
Expomus, Fundação Alice, State
Government of Pernambuco,
Iphan –PE, the Ministry
of Culture, State Museum
of Pernambuco, Sebrae – PE
São Paulo Local Government
and São Paulo Tourism
Department
Nexpress Tercerização
e Logistica em Marketing,
Prattein Consultoria em
Educação e Desenvolvimento
Social, Cantatur Viagens
e Turismo
USP, UNESP, FUSP – Fundação
de Apoio à Universidade
de São Paulo
Participating universities,
Walhatur Viagens e Turismo,
Pepper Comunicação
Pepper Communication
BRASCIN, Pepper
Communication
25
Category
Education
Program/Project
Year of start
Amount
invested
Prêmio Santander
Universidades
2005
4,389
Consists of awarding prizes to the best works on sustainability,
technology development, new businesses, student guide,
proposals by students and professors from the entire academic
world. With the support of Editora Abril, Babson College and
the Dom Cabral foundation
Technology transfer 2001
10,990
Implementation of “Targeta Universitária Inteligente” -TUI,
in universities
The Educar para
Igualdade Racial
Award
345
The award identifies and awards teachers and educators in public
and/or private schools that develop Pedagogy practices/projects
for ethnical-racial appreciation in the categories of kindergarten,
elementary school and high school
Through the Escola Brasil project, a voluntary program of
Santander, employees of the organization act to improve the
elementary school network, in a continuous and organized
manner, in a partnership with school principals, teachers, students,
parents, among other members of the school community.
2003
Escola Brasil project 1998
1,345
The Santander
Universidade
Solidária Award
1995
1,674
Parceiras em Ação
Program
2005
520
Entrepreneurship,
income generation
26 Relatório Anual 2011 The Santander Universidades Awards reinforce the commitment
of Santander to higher education and the development of the
country. The awards are granted to students and professors,
researchers and higher education institutions so they can transform
their projects into reality and thus contribute to a more balanced
and sustainable society. The Santander Universidade Solidária Award,
which are part of the Santander Universidades Awards, invests
in university extension projects under the topic of “sustainable
development with an emphasis on income generation”, drawn up
and implemented by universities, with the participation of professors,
students and the local community. The purposes of the award are:
to contribute to build citizenship in future professionals, giving the
student the opportunity to review and systematically use the
knowledge acquired at university through practice in the community;
to enable Higher Education Institutions to share their knowledge with
low-income communities, contributing to improving living conditions
and supporting university extension courses, encouraging the sharing
of knowledge and insertion in the community.
The Parceiras em Ação Program (Partners in Action) focused
on social organizations and institutions which support microenterprises run by women in low-income communities.
The purpose is to strengthen these community production groups,
enabling an improvement in the quality of life of the women
involved, and consequently, their families.
Audience benefited
Students and professors
Students, professors and
employees
Teachers and educators
in the elementary and high
school system
In this 7th edition in 2011, 6143 projects were submitted, with 20 of
them being awarded prizes. In addition to the total of BRL1 million in
prizes and international scholarships, all those whose projects were
awarded prizes may carry out an exclusive on-line course free of charge
from Babson College, a US institution that is considered to be a world
benchmark on this subject.
Introduction of University card in 50 universities
Partners
Editora Abril, Rocker
Comunicação, Walhatur
Viagens e Turismo, Academia
Brasileira de Ciências, Fundação
Dom Cabral, Endeavor, UniSol
e Babson College.
Gemalto, Better Solutions,
partner universities, Sualtech,
DHL
In November 2011, the 6th edition of the awards was launched during
the National Seminar on Child Education and Racial Equality
Centro de estudos das
Relações do Trabalho
e Desigualdade - CEERT
Children and youths from public We ended the year with 1875 volunteers distributed over 227 groups
schools throughout Brazil
that act in partnership with 183 public schools throughout Brazil. In addition,
we are in the process of executing a partnership with three municipal
departments of education, and negotiating with another 15. In these
initiatives of continued education for teachers, key programs were
“Além das Letras” (beyond letters) and “Além dos Números” (beyond
numbers), involving 39 technicians from the education departments
in 15 municipalities where PEB is present. Through this initiative, we
investment in the promotion of Pedagogy practices for 494 teaching
coordinators and 5427 teachers, with an impact on 124,778 students.
Students, teachers,
We had the participation of 6 employees visiting projects implemented
researchers and higher
in their cities and also the start of a partnership with Microcrédito
education institutions
in Arapiraca (Alagoas), in the development of a financial education
and the relevant community
brochure for local waste pickers. 15 projects were supported, and had
the participation 272 students, 78 professors with 2703 people
directly benefited.
Instituto Escola Brasil
Community production groups
were formed and led by women
in low-income areas
Associação Aliança
Empreendedora, Cantatur
Viagens e Turismo
4 organizations involving 13 enterprises were supported,
directly benefiting 143 people
Associação Alfasol, Walhatur
Viagens e Turismo
27
Category
Program/Project
Year of start
Amount
invested
Ecological Corridor
2009
1,800
Reforestation project in an Ecological Corridor in the region
of Vale do Paraíba. The bank is the founder and will support
the initiative for the first 3 years
Floresta Santander
2008
509
Mature Talent
1999
9,217
The Talentos
da Maturidade
Contest - The
Programa
Exemplares
(Oustanding
Programs) Category
Virtual Vision
1999
1,331
Compensation for Santander institutional emissions through
the planting of native Atlantic Forest trees, with the involvement
of the community and the generation of income for the local
population involved.
Encourages the protagonist of retired people, valuing their talent
(or experience of life) and stimulating their social participation,
through the creation of relationship networks that integrate and
stimulate people of 60 years old or more, to be transformation
agents in the construction of a better. This is composed of five
categories Four of these artistic and destined to retired people.
These are: art, photography, literature and vocal music
The Programas Exemplares category supports innovative proposals
or projects that have the purpose of implementing, developing and
disseminating policies or programs for the promotion of an active
aging, improving the quality of life of the elderly.
2004
195
AfroReggae
2009
3,348
Relief Aid
2008
500
Environment
Valuing diversity
Others
28 Relatório Anual 2011 Santander donates the software Virtual Vision to clients
and non-clients with impaired vision; this is a screen reader
which enables people with impaired vision to use computers.
With Virtual Vision, people with impaired vision can navigate
on the Internet and use the main Windows applications.
Collaboration with NGO that offers social and cultural activities to
young slum dwellers as a way of strengthening their self-esteem,
contributing to the construction of citizenship while, keeping
them away from violence, drug trafficking and sub-employment
The strategy of Santander's social investment to provide relief aid
in the event of disasters in the country was defined and published
in its Policy for Relief Aid. The policy provides guidance about the
support to employees affected, and joint action with the
communities The institutional action of the bank focus its efforts
on the remodeling or reconstruction of infrastructure concerning
education, in other words, day-care centres, schools, education
departments, etc. In addition, Emergency Aid is also provided,
including guidance, through a variety of communication channels
to employees, clients, suppliers on ways of collaborating. Support
for other countries can take place, but in special circumstances
and/or if decided upon by the bank's headquarters.
Audience benefited
Bank, companies and
population in the region
of Vale do Paraíba
Small land owners,
local communities and
municipalities received
the plants
People of 60 years or more
172.02 hectares were planted in 2011 (average of 1700 saplings
of native Atlantic Forest species per hectare). 10 municipalities involved
in the forestry revitalization project of Fibria and the Associação Corredor
Ecológico do Vale do Paraíba, and approximately 35 rural producers.
We involved 7200 students from the municipal public schools in activities
on the project (games and pedagogical activities), as well as 320 municipal
teachers. We involved 300 parents in sustainability workshops (use of
recyclable material for the making of decorations for parties). The latter
was in a partnership with Fundo Social de Solidariedade de Guaratinguetá
and Casa do Artesão.
Planting of 63,125 trees in a partnership with the Corredor Ecológico Project
Partners
Associação Corredor
Ecológico do Vale
In 2011, the program had 9559 inscriptions, and inaugurated its fan
page on Facebook, which has more than 3500 fans and had an impact
on 935,980 people.
Inter-Age
GERAR - Geração de
Emprego Renda
Institutions that support senior 10 projects were supported throughout Brazil, benefiting 5531 people.
Prattein Consultoria em
citizens in vulnerable conditions We had the participation of 8 employees visiting the project implemented Educação e Desenvolvimento
or entrepreneurial pensioners
in their towns and cities.
Social, Inter-Age Conultoria
em Gerontologia, Cantatur
Viagens e Turismo
Clients, non-clients, people
with visual impairment and
non-profit institutions that
work with this audience
We donated 588 software packages.
Nexpress Tercerização e
Logistica em Marketing
Dwellers in the poor
communities of Rio de Janeiro
Sponsorship of the TV show Papo de Polícia, the 4th season of the show
Conexões Urbanas, ao Desafio da Paz, launching of the Rio Communities
Program, Christmas in the Complexo do Alemão and the inauguration of
the project in Vila Cruzeiro.
We allocated resources to the municipality of Rio do Sul in Santa
Catarina for the reconstruction of the Centro de Educação Infantil Ruth
Schoroeder Ohan, whose infrastructure was damaged during a period
of heavy rain.
Not applicable
Employees and the local
community
The Rio do Sul Local
Government-Local Education
Department
29
Categoria
Programa/Projeto Ano de inicio
Valores
investidos
(R$ mil)
NAC
CRIATICIDADES
2011
660
NAC PRODECS
2011
110
The Comunidade
Viva Network
2010
110
TOTAL
70,314
Others
30 Relatório Anual 2011 Objetivo do projeto
The first part of the project (on-going) involves five documentary
shows, 30 videos and a website which will show how Creativity
Economics can contribute to the social and economic development
of Brazil's towns and cities. The shows are based on cases and
interviews with Brazilian and foreign specialists, featuring examples
of municipalities that managed to achieve good results. The shows
will be exhibited on the Internet, as well as on open TV channels.
The second part (pursuing financing) consists of a contest for the
mapping of small creative towns in the state of Rio de Janeiro so
that some of them are featured in new documentaries, and can be
provided consultancy in order to get support in sustainable
development and their creative projects.
This is an entrepreneurial cooperative program which fosters
the capacity of managers, by using a methodology based on
dialogue and the collective construction of knowledge, through
lessons with management tools and the development of creative
businesses, the sharing of experiences among participants,
individual coaching with specialists, also having the support
of a virtual environment with information, discussions and the
sharing of knowledge. The project is divided into 4 modules:
(1) Conceptual and strategic base (2) Communication: positioning
and organization, (3) business plan (4) sustainability.
The Rede Comunidade Viva program seeks to develop changing
socio-environmental intervention actions to contribute to improving
the quality of life in communities where Santander is present,
through the engagement of partners and employees, clients,
nonclients, to name a few. Changing actions are understood
to be interventions that are capable of mobilising and empowering
the community. In this sense, the general purpose of the program
is that a work group designs and supports the implementation
of an initiative that it deems to be important for the community
selected, and subsequently, the initiative must be conducted
by that community in an independent manner.
Público beneficiado
Entrepreneurs in the cultural
and creative sector
Principais realizações em 2011
Launching the project with the participation of important specialists
on the topic, including the website and social networks.
Parceiros
Umana produções, Garimpo
de soluções
Entrepreneurs in the cultural
sector and creative sector
Launching of the project's social networks Participation of specialists on
the topic in immersion programs.
SP Turis, Cemec,
Rodamoinho, Oople, Brant
Associados, Cultura e
Mercado, São Paulo Anjos,
Museu da Pessoa, It´s Noon,
TAM
Audience served by the partner
NGO
Pilot project carried out with 3 groups from 22 branches in downtown SP Instituto Lygia Jardim , NGO
and 6 external partners, that will develop projects on the topics: urban
Novo Glicério, Ação Local XV
cleanliness, street dwellers, and child and youth rights.
November and external
partners
31
SUPPORT/ SPONSORHIP: INSTITUTIONAL SUPPORT: WE SUPPORT OUR PARTNERS IN THE EXECUTION OF ITS SOCIAL GOALS
Categoria
Culture
32 Relatório Anual 2011 Iniciativas Apoiadas
Agora/Ágora - Rouanet Act
Institutional Support
Arcos da Lapa
Contemporary Art of Pernambuco - Rouanet Act
Cine Santander
Cine Santander Cultural Porto Alegre - Rouanet Act
Curta às Seis - Rouanet Act
David Hockney - Rouanet Act
Donka show - a Chekhov letter - Rouanet Act
Maria do Caritó show
Artur Bispo do Rosário exhibition - Rouanet Act
Livro Primeiro Tempo - Pelé
MAC 20 anos - Rouanet Act
MAM - Museum of Modern Art- Rouanet Act
Miguel do Rio Branco - Rouanet Act
Zona Tórrida Exhibit - Rouanet Act
RS Contemporânio Exhibits- Rouanet Act
Museu do Amanhã
Brazilian Symphonic Orchestra - Rouanet Act
Paideia - O Sentido da Educação - Rouanet Act
Project for the restoration of Casarão do Valongo Rouanet Act
Jorge Amado Universal Project - Rouanet Act
Parceiros
Daniel Muller Caminha
Carlos Núñes
Centre for Studies and Research 28
Notion Art Design
Editora Abril
Prana Filmes, the Ministry of Culture
Centre for Social and Cultural Development
Zadig Promoções de Eventos Culturais
Oficina de Arte Produções Culturais
Rubim e Siman Produções Culturais
Oficina de Arte Produções Culturais
Magma Cultural e Editora
Imago Escritório de Arte
Museu de Arte Moderna de São Paulo
Notion Art Design
Fundação Roberto Marinho
Fundação Orquestra Sinfônica Brasileira
Rainmaker Projects and Productions
Organização De Desenvolvimento Cultural e Preservação
Ambiental
Na Caixa Promoçoes, Rubim & Siman Produções Culturais,
Mercado Cultural
SUPPORT/ SPONSORHIP: INSTITUTIONAL SUPPORT: WE SUPPORT OUR PARTNERS IN THE EXECUTION OF ITS SOCIAL GOALS
Categoria
Culture
Child and
Youth Rights
Education
Entrepreneurship,
Income Generation
Sports
The Environment
Valuing diversity
Iniciativas apoiadas
Parceiros
Projeto Musica Combustivel para todos os gostos - Year 2
First Film Project - Rouanet Act
Santander Cultural Instrumental - Rouanet Act
Tesouro à vista - O que Revela Uma Obra de Arte (Jean
Boghici) - Rouanet Act
Association
Na Caixa Promoções
Casa de Cinema de Porto Alegre
Branco Productions, the Ministry of Culture
São Carlos – Empreendimentos e Participações
Compromisso Todos pela Educação
(Everyone Committed to Education)
FIS
Associação Parceiros da Educação
NGO Parceiros Voluntários
Todos Pela Educação
The Investimento Reciclável
(Recyclable Investment) Program
Academia na Praça
Rio Praia Maravihosa
Yoga Pela Paz
Aguas Claras do Rio Pinheiros
(Cleanup of Pinheiros River)
Association
Carbon Disclosure Project
Instituto Eco Futuro Futuro para o Desenvolvimento Sustentável
Amil, Supermercado Zona Sul
Amil, Supermercado Zona Sul
Dermacidy, Trip Magazine
Associação Aguas Claras do Rio Pinheiros
Green Economy - Vitae Civilis
Other
Association
Association
Movimento Nossa São Paulo
New Ventures
Rio +20
Association
The Child-Friendly Business Seal - Abrinq Foundation
Fundação Getulio Vargas
Instituto Empreender Endeavor Brasil
WWF BRASIL
Fundação Conama
CLRB Logistica Reversa
ABRAAP - Associação das Entidades Fechadas
de Previdência Complementar
Instituto para o Desenvolvimento Meio Ambiente e Paz
Integrare
Instituto São Paulo Contra Violência
Instituto Ethos de Responsabilidade Social
Conselho Empresarial Brasileiro para o Desenvolvimento
Sustentável - CEBDS
Centro de Estudos de Liderança Pública - CLP
Sociedade Brasileira de Economia Ecológica
Comunitas - Parcerias para o Desenvolvimento Sustentável
Ação da Cidadania - Comitê dos Funcionários
do Santander Banespa
ABAS - Associação Banespiana de Assistência Social
Associação Viva o Centro
Instituto Akatu
Instituto Ethos de Responabilidade Social
Associação Palas Athena do Brasil
Instituto São Paulo Sustentável
Instituto Nacional de Moda e Design
CEPAL - UN
GIFE - Grupo de Institutos, Fundações e Empresas
33
Suppliers
Santander providers and/or suppliers are different in size,
years in existence, complexity and how mature they are
concerning management processes. However, some
principles and practices must be present in the day-to-day
running of all of them for the building and maintenance
of a relationship which generates value for those
involved. It was thinking along these lines that we created
the document Parceria de Valor (Valuable Partnership),
which sets out the main guidelines in the bank’s
relationship with its suppliers.
This document covers, in its contractual clauses, themes
such as combating corruption, tax evasion, human rights,
labour relations, respect for diversity and transparency
and is available to all our suppliers. In this way, we seek
to share beliefs and challenges so that together we can
foster a society that is economically efficient, socially fair,
politically democratic and environmentally sustainable.
With the purpose of building strong ties and
strengthening partnerships with our suppliers, we also
created the Canal do Fornecedor (Supplier’s Channel),
which is a website that provides important information
for firms that wish to work with Santander, and for those
that already have a supply agreement signed with the
bank. In this website we provide information such as:
• Process to prospect new suppliers and instructions
on the filling of pre-registration forms to be forwarded
to the bank’s database;
• Procedures for selection, qualification, negotiation,
contracting and management of suppliers,
the objectives of each step, and the areas involved
in their implementation;
• The Parceria de Valor document;
• List of products and services used by the bank
where sustainability in manufacturing or delivery
processes is key;
• Bank of good sustainable practices in business
management, including actions by Santander,
its employees and partners, which provide innovative
solutions and seek to achieve the responsible
consumption of resources
• Space for the publication of events and initiatives; and
• Dialogue channels through which suppliers can
make suggestions, complaints and ask questions with
regard to any conduct considered to be inappropriate
by Santander representatives with the purpose of
continually improving our processes and attitudes.
The Canal do Fornecedor, is therefore, a communication
means that seeks to build closer relationships between
Santander and its suppliers in a transparent and
sustainable manner. FS5
Santander suppliers also have a specific report
channel, which is run by the Compliance Area.
In 2011, there were no cases of reports with regard
to the discrimination of employees and suppliers. HR4
Santander suppliers are based all across Brazil.
The Southeast, where most of our branches and
administrative buildings are concentrated, is also the
region where we have largest number of suppliers. EC6
SUPPLIERS: NUMBER, AMOUNT SPENT AND PERCENTAGE BY REGION - EC6
2010
Region
Number
2011
Amount spent
(BRL '000)
% Of total
amount spent
Number
Amount spent
(BRL '000)
% Of total
amount spent
Midwest
24
33,239
0.5%
34
61,299
1.0%
South
88
388,294
5.4%
98
289,814
4.6%
916
6,620,456
92.5%
1,771
5,767,994
92.2%
8
11,053
0.2%
12
55,883
0.9%
Southeast
North
Northeast
Total
34 Relatório Anual 2011 51
102,714
1.4%
54
82,129
1.3%
1,087
7,155,756
100.0%
1,969
6,257,119
100.0%
In the supplier selection process, Santander does not use
criteria which privileges local suppliers, but rather local
labor, since the transport of these resources would increase
the costs of services provided. In this way, we seek to hire
firms with a regional coverage or which have local service
providers as subcontractors.
Santander also has a partnership with Projeto Integrare,
a non-governmental organization which facilitates business
between major buyers and micro and small entrepreneurs.
In 2011, we purchased more than BRL 4.6 million from six
suppliers duly approved and winners of tender processes.
Panel for payments and “incidents”
In 2011, we have introduced the Payment Panel
to provide managers with information on payment
expenditure (gross amount, taxes and net amount)
and the Incident Panel, for the registration and reporting
of incidents with suppliers directly to those in charge.
We also created a Payment Committee, which evaluates
incidents during the month, identifying and implementing
corrective actions, ensuring that payments take place
within the deadline as provided in the contract, and in
accordance with institutional guidelines. Our rate of
extensions in 2011 was 5.49%.
ACTIVE SUPPLIERS
Number of active suppliers
% of overdue payments
2009
2,081
2010
1,087
2011
1,969
0.65
0.16
0.34
In 2011, we consolidated the introduction of the billing
control process, in other words bills began to be subject
to obligatory payment in accordance with accounting
standards, depending on their nature, requiring that all
the steps of the purchasing process be fulfilled within the
Orion SAP tool. This process, which adheres to a corporate
model, results in better management of the purchasing
and supplier contracting process, as well as a reduction
in operational risks.
Risk management and
best practices
To avoid the risk of incidents with respect to Human
Rights, our suppliers undergo a process of evaluation
and qualification. In addition, there are clauses in both
service and supply agreements with respect to socioenvironmental responsibilities whereby e supplier and/or
provider agrees to avoid any form of discrimination,
in addition to respect the environment, collaborate
in the prevention of child and bonded labor, and avoid
moral and sexual harassment, to name a few. HR2
Suppliers considered to be of high impact (agreement
for a value equal to or in excess of BRL 1 million)
also receive a visit for the collection of evidence with
respect to the information provided in the qualification
questionnaire. On this occasion, in addition to
documentary evidence, external auditors also visit
the supplier premises, and evaluate occupational
health and safety conditions. If the supplier or provider
is considered unfit, the registration is blocked and after
180 days only he can apply for a new approval. HR2
All suppliers and providers within high impact
categories that have completed their registration,
also sign a commitment for the non-use of child labor
in their operations and their supply chain. These groups
also undergo the qualification step every 12 months,
which has the purpose of evaluating technical/operational
aspects, administration and finance, governance, social
and environmental aspects, resulting in the generation
of an IQF (Supplier Qualification Index), which score
ranges from one to four. If the index is lower than two,
and in case there is interest in maintaining the supplier,
the manager of the area in charge of the contract must
authorize the approval of the supplier via e-mail, and shall
request the supplier an action plan for improvement.
After six months, a new visit to this supplier can be
requested, with the purpose of identifying the
improvements in the process and an increase in IQF score.
To help the supplier, we send them the results of the
qualification and some recommendations. HR2
35
CRITICAL SUPPLIERS
% of contracts with critical/significant suppliers which included human rights evaluation criteria
% of critical/significant suppliers that have been declined or imposed performance conditions*
Volume of purchases from critical/significant suppliers (BRL '000) **
% Volume of purchases from critical/significant suppliers to total suppliers
100%
0.91%
BRL 1,935,673
31%
* In 2011, 18 suppliers had an IQF score lower than 2. One of these did not have its contract authorized
** Suppliers domiciled abroad were excluded from the calculation base
Santander does not have operations identified
as having significant risk for incidents of child, forced
or bonded labor. However, to avoid this risk and to
contribute to the elimination of this type of labor,
the subject is dealt with in the document entitled
Parceria de Valor, including the clauses of the contracts
signed by bank, and in the questionnaire used for the
qualification of companies in high risk segments for our
business. In addition, all suppliers with a high impact
sign a labor commitment statement, by which they agree
themselves not to expose minors under 18 years of age
to hazardous or unsafe work, and not to engage minors
under 16 years old in their operations. HR6 HR7
36 Relatório Anual 2011 Specific Training
Training on human rights policies and aspects
for outsourced security teams are carried out by
the firms themselves, in compliance with Act 7,102/83,
which regulates this activity. As a consequence, training
is not carried out by the Corporate Security area
of the bank. HR8
The training which these security service providers
undergo at branches and administrative buildings
is focused on standardized security procedures.
Instructions that refer to the A+ Quality of Service
Project are also provided, focusing on principles
of cordiality, courtesy and professional attitude,
with tools to achieve excellence in service, and
highlighting the importance of the role of the security
staff as part of our standards of service. This process
is carried out on an annual basis, and in 2011, 6293
of the total of 7000 security staff in our branches
underwent training. HR8
Dialogue with and engagement
of Stakeholders
Dialogue and Engagement
The way Santander does business translates our
commitment to sustainability and guides our approach
to the multiple possibilities of disseminating this topic
within the organization and throughout our value chain.
This model is participative and involves initiatives such
as the Espaço de Práticas em Sustentabilidade (Space for
Sustainability Practices, see more details below) and a series
of other initiatives and forums focused on our associates.
Today we have two advisory committees (Microcredit and
Ethical Fund), which cover different aspects of sustainability,
and offer a range of training, both classroom-based and
e-learning based, to disseminate the topic to all employees.
We also participate in external forums and workgroups
related to the topic to discuss ways of doing business
more sustainably in the private sector. We are also present
within 14 dialogue forums and workgroups related
to sustainability.
For more information, please access the following link:
www.santander.com.br/sustentabilidade/
Sustentabilidade para Nós
Compromissos e fóruns
Space for Sustainability Practices
Santander also has a specific program which is unique
in the market to disseminate sustainability practices
to its clients, business partners, and society at large.
We believe that our experience on the topic can help
other organizations to rethink their business in a profitable
and innovative manner, integrating financial results,
environmental protection and the development of society.
The Espaço de Práticas em Sustentabilidade (Space
for Sustainability Practices) give substance to this idea
through a portfolio of courses, contents and tools
structured to inspire and mobilize clients, suppliers
and other stakeholders.
The main initiative is a classroom-based course entitled
“Sustainability in Practice: Pathways and Challenges”
(Sutentabilidade na Prática: Caminhos e Desafios), offered
to suppliers, corporate clients and other firms, through
partnerships with trade and business associations throughout
Brazil. In this course the experience of implementing
the topic of sustainability within the bank is presented
in a consistent form, allowing discussion and development
of action plans for each participating organization.
In all, we have held 15 intakes for “Pathways &
Challenges”, including partnerships with organizations
such as ACIJS (Associação Empresarial de Jaraguá do
Sul), FIEMG (Federação das Indústrias do Estado de
Minas Gerais), ACSP (Associação Comercial de São
Paulo), FACESP (Federação das Associações Comerciais
do Estado de São Paulo), FIEC (Federação das Indústrias
do Estado do Ceará), CIEE-RS (Centro de Integração
Empresa Escola) and the Plataforma Liderança
Sustentável (Platform for Sustainable Leadership).
With these activities, we had the opportunity to reach 10
towns and cities during 2011, impacting a total of 1129
leaders from 685 organizations. In the period, we had
1372 participants in 10 video chat sessions carried out,
where were discussed sustainable businesses, leadership,
financial guidance, education, social action, diversity,
leadership for youngsters, to name a few.
MORE THAN
1.5
MILLION VISITS
WERE REGISTERED ON THE PRÁTICAS
PORTAL IN 2011, AN INCREASE OF 10%
COMPARED TO 2010
37
1129
LEADERS
FROM 685 ORGANISATIONS PARTICIPATED
IN SOME ACTIVITY OF PRÁTICAS IN 2011
One of the highlights of the content portfolio was the
theatre play season Quilt of Dreams, which covered topics
such as entrepreneurship, financial education and the
environment, in eight presentations held in São Paulo,
reaching a total of 551 people and 63 entrepreneurs.
To increase the coverage of this content, we transformed the
play into a web-based series, currently available to everyone
at our sustainability portal. In six movie sessions (Caruaru,
in Pernambuco, and in the low-income communities of
Vigário Geral and Complexo do Alemão, in Rio de Janeiro),
430 people watched the film free of charge.
With the purpose of overcoming geographical barriers,
we made on-line educational content available, of particular
note being:
- The Financial Guidance Brochure, published monthly on
the sustainability portal and developed in a partnership with
the Instituto Akatu. In the second half of 2011, 14 chapters
of the brochure were made available, with more than
700 downloads.
- The partnership with video blogger Denis Lee, who
prepared and published five web videos on financial
guidance, energy efficiency, sustainable tourism, water
and leadership. This work accounted for 67% of YouTube
accesses to sustainability content, with a total number
of 313,448 accesses, with strong penetration among
the younger audience.
Caminhos & Escolhas
Santander’s Caminhos & Escolhas (Pathways & Choices)
is a pioneering virtual platform, created to attract
and interact with young people interested in working
in the banking sector. Open and free of charge for
any person who seeks self-development, in addition
to contribute, share ideas and ask questions about career
and employment possibilities at Santander, the platform
encourages the user to experiment activities that help
in self-knowledge, or that provide information on the
day-to-day running of the bank or the financial market.
In 2011, we continued the program to attract young
people and develop their careers, focused principally
on university students, through the Santander Caminhos &
Escolhas platform – a social network open to anyone
from any education institution in the country.
Caminhos & Escolhas provides guidance and support
to youngsters in the most important phase of their lives,
which is the moment of choosing a career. The environment
is completely collaborative and user may try out activities
which encourage self-knowledge, or which provide
information on the day-to-day running of the bank and the
financial markets. The platform also enables users to share
experiences through forums, chats, articles and interviews.
We reached a total of 1,582,747 accesses to this content in
2011, representing an increase of 10% compared to 2010.
In addition, our base of registered users reached 37,647,
of which 5,676 are new users registered in 2011.
Since its launch in April 2010, we have had 145,097
registered users, with 17 chats sessions carried out on
various topics concerning career guidance and we have
published 10 workshops in a number of areas, five career
guidance and self-knowledge products, a virtual tour
through the various areas of the bank, and e-learning
on sustainability.
Also to encourage and stimulate other players
in society to incorporate social and environmental topics,
in November 2011 we launched Santander Práticas de
Educação para Sustentabilidade (Santander Education
Practices for Sustainability), a contest which aims to reward
and disseminate the work of Economy and Administration
professors who work on the topic in the mandatory
disciplines they teach. FS5 FS10
We have also published 104 articles and 21 quizzes
focused on career guidance, through which young people
can get updated information and carry out tests on various
topics focused on self-knowledge. We also had 3,487
forums suggested by platform users, which have generated
21,777 comments, we also held two meetings with
bank professionals (in person and via the web).
For 2012, we intend to enhance products and activities FS5
38 Relatório Anual 2011 The Brincando na rede Website
The Entrepreneur Portal
Created in 2001, Brincando na Rede is a light-hearted
and collaborative entertainment website, focused on the
education of children from 5 to 12 years, with the idea
of developing creativity, imagination and logical reasoning.
The purpose of the portal is to stimulate the development
of critical and active individuals, encouraging debate and
consideration on topics such as sustainability, financial
education and entrepreneurship.
The Portal do Empreendedor (The Entrepreneur Portal)
has the purpose of providing support for entrepreneurs
who wish to obtain training and information, offering
free courses, recorded seminars with specialists in the
management of small and medium-sized enterprises,
advice in the evaluation of businesses, to name a few.
In 2011, the portal received 388,871 visits, and reached
a total of 6,888 registered users. FS5 FS10
Entrepreneurship, for example, is a topic covered in the
section Máquina de Ideias, a virtual space where any child
can create a product to collaborate towards a better world,
as well as developing his or her entrepreneurial side,
analysing the risk and return of the product. Since 2010,
the Máquina has received 2859 collaborations.
We have also developed other initiatives to share
concepts of sustainability with our clients. In 2011,
in a partnership with Greenvana, we carried out
a campaign to encourage the use of sustainable
products and another to encourage adhesion to the
Programa Amigo de Valor (see more on page 22).
Brincando na Rede also has a list of financial guidance
activities (Caderno de Atividades de Orientação Financeira),
which includes practical activities for parents and teachers
alike, and the Lojinha de Trocas, a virtual store where children
learn concepts of financial education. They win points and
afterwards exchange them for personalized products on the
website, which received a total of 643 exchange requests
in 2011. The purpose of this tool is to show children that
waiting and intellectual effort (collaboration) can bear fruit.
A statement can also be generated, where it is possible to
check the points accumulated, and the gifts redeemed. FS16
As of 2011, there were a total of 439,996 children
registered. During the year, we had 54,518 collaborations
and 821,458 visits to the website.
Santander has also developed the Kids Project, through
which we seek to strengthen the relationship between
parents and children to learn together about financial
education and sustainability. Through one-minute long
videos, broadcast through cable TV channels, we discuss
such topics in a light-hearted and amusing manner, with no
intention of selling products to kids or offering promotional
gifts. The characters on the Brincando na Rede website are
the actors in these films. FS5 FS10
Sustainable Construction
Another important program for the engagement
of stakeholders is Obra Sustentável (Sustainable
Construction), through which we encourage our clients
in the building sector to adopt good practices in their
activities and operations. Before granting loans, we carry
out a socio-environmental evaluation of the project to
detect problems and recommend solutions. In this way,
we encourage our clients to reduce their environmental
impact and to adopt good corporate governance
practices. We also carry out technical and economic
studies to analyse the feasibility of the works and require
an official document to certify that the soil is free
of residues. Constructions that are carried out in
accordance with the concepts and criteria of the
program receive a recognition plaque from the bank.
In 2011, 18 construction works were included in the
program, and two new recognition plaques were
granted. Another seven developments maintained their
certification during the year. FS10
39
Government
PARTICIPATION IN PUBLIC POLICIES
4.12
Santander’s commitment to sustainable development
has been evidenced by, among other initiatives,
its monitoring and contribution to development
in public policies. They operate with a focus not only
on the regulations and self-regulation inherent to the
financial system, but also on all the topics which are
of interest to our stakeholders: employees, suppliers,
shareholders and clients. We appreciate processes of
public consultation with an impact on people, as they
enable society to participate in collective decisionmaking. We believe that these processes are instruments
which create links for the commitment to encourage
good practices through laws and self-regulation. SO5
In 2011, we influenced and supported the development
the following public policies: SO5
• CTFIN (Technical Chamber for Finance) part of
the CEBDS (Brazilian Business Council for Sustainable
Development): we continued to participate in the
CTFIN, which represents the opinion of financial
institutions on subjects related to sustainable finance
in debates and the development of public policies with
governments and other stakeholders;
• National Plan for Solid Residues: we understand
the importance of this plan and contribute by
participating in public consultation, by making
suggestions for the final wording of the plan drawn up
by the Ministry of the Environment, since a variety of
views from society will result in management practices
on the topic by top management;
• Climate and Forestry Code: we follow the discussions
on these topics and have retained a specialist on climate
change to help us analyse warnings and risks for our
business and for our clients;
• Private Financing and Climate Change: Stimulating
and contributing to the development of climate policies
in Brazil is part of the bank’s actions, and through the
participation in studies organized by the Fundação
40 Relatório Anual 2011 Getúlio Vargas we aim to collaborate and learn
so that we can transform these into practical actions
within the organization.
• Green protocol: Engaged with the Green Protocol
(commitment by private-sector Brazilian banks to the
Ministry of the Environment), we have completed the
matrix of indicators and have analysed the preliminary
results, working with them as one of the guides
of Santander’s Sustainability initiatives;
• Social Responsibility and Sustainability Committee
in the Brazilian Banking Federation (FEBRABAN):
Linda Murasawa, Head of Sustainable Development
has taken over the position of assistant director of this
Committee. This has strengthened our positioning
with respect to discussions on the financial sector
and sustainability with bodies and institutions: the
Brazilian Central Bank, the Ministry of the Environment
and UNEP-FI;
• Meetings with the Ministry of the Environment:
we hold meetings with the Ministry of the Environment
to discuss issues on climate (Brazilian Forum for Climate
Changes), Socio-Environmental Risk (Central Bank
Resolution No. 3547), Water Resources and the Forestry
Code (Febraban/National Council for Financial
Institutions - CNF);
• The Executive Director of Asset Management
of Santander Brasil, Luciane Ribeiro, has become
part of the PRI Council (Principles for Responsible
Investment), an initiative of the UN Secretary-General.
In September 2008, Asset Santander reiterated its
adhesion to the PRI, and in Brazil we are part of the
Engagement Group of the organization, which strives
to raise the awareness among companies and mobilize
them on socio-environmental issues.
Santander Asset Management is the first institution
in Brazil to support the Forest Footprint Disclosure,
an initiative of the Global Canopy Foundation,
which since 2008, has been seeking to improve
the understanding of forestry impact generated by the
use of commodities, such as soybeans, palm oil, wood,
cattle and bio-fuel.
The bank also participates in a number of initiatives
on corporate responsibility:
• Round Table on Responsible Soy Association (RTRS),
which has developed a green seal for responsible
soybean cultivation;
•T
echnical Group for Sustainable Cattle-Raising (GTPS)
as a member of the council; this is an initiative which aims to
disseminate and include sustainability in cattle-raising
production chain;
• F orums for debate on the promotion of sustainability
in the financial sector, with a focus on credit risk;
•T
he Ecuador Principles, a global association of banks
which aims to promote the best socio-environmental practices
in Project Finance; Santander has been a signatory since 2009;
•U
NEP FI, an initiative of the United Nations Environment
Programme, which involves the promotion and dissemination
of the best socio-environmental and sustainability practices
in the financial sector.
41
Fernando de Assis, Superintendente Executivo da Rede SP Sul do Santander, atende o cliente Belarmino Fernandez Iglesias durante visita do V200
BUSINESSES
42 Relatório Anual 2011 Social and Environmental Risks
Santander’s Socio-environmental Risk practices assess
clients from the 14 sectors of the economy which have
a significant impact on the environment or the surrounding
communities due to the nature of its activities and
operations, provided their credit limit and/or risk is in excess
of BRL 1 million. These clients are required to complete
the Socio-environmental Questionnaire (QSA), which
is assessed by the Socio-Environmental Risk (RSA) team.
Project Financing requires specific analysis and compliance
with the Ecuador Principles. The acceptance of new clients
also involves socio-environmental analysis carried out by the
Compliance area. Our policy is available to all employees
on the intranet and other information can be found
at www.santander.com.br/sustentabilidade/
Sustentabilidade para Nós under the title
Relatórios (Reports) FS1 FS2
Corporate clients with credit limits equal to or in excess
of BRL 1 million or operating in capital markets undergo
analysis by the Socio-Environmental Risk Team during
the credit extension process. This process includes a number
of areas at the bank. The commercial team begins the
process with a visit to cover the socio-environmental
practices of the client and the bank, based on the QSA
questionnaire completed by the client. This questionnaire
is forwarded to the credit analyst, who in turn will forward
it to the socio-environmental risk team. This team analyses
the answers provided and compares them with information
from research carried out on websites of environmental
authorities such as the IBAMA (The Brazilian Institute of
Environment and Natural Resources), as well as information
on bonded labour from the NGO Repórter Brasil website.
The Socio-environmental Risk Area also uses other tools,
such as: research of public information, visits, engagement
with non-governmental organizations and government
agencies, independent consultants and auditors, whenever
required, and technical advice for financing socioenvironmental improvements. FS2
Once the analysis is completed, the final opinion is forwarded
to a committee which has the final decision on credit
extension and client approval. The opinion issued is valid
for a 12-month period, and is reviewed upon credit limit
renewal. FS2
For certain financial operations, specific opinions are issued
regardless of any assessments of the socio-environmental
questionnaire. This applies to cases where additional risks
other than those already assessed are identified for the
relevant client, and which could cause a substantial increase
in the bank’s exposure. The assessment by the Socioenvironmental Risk Team takes into account the client, the
type of project or allocation of resources, legal compliance
and the adoption of the best socio-environmental practices.
Whenever a particular client is deemed not to be
in compliance with the good practices proposed by
the bank, we seek to engage the client through dialogues
and visits. In situations where the client fails to make
the appropriate adjustments, the credit facility and
the banking relationship are terminated. Currently,
all the clients in the Wholesale segment are screened
to identify his area of activity, and any companies from
sectors considered to be of high socio-environmental risk
are submitted to a more detailed analysis. FS3
The Compliance area, which includes a Unit for the
Prevention of Money Laundering (UPLD), also analyses
the socio-environmental aspects of clients whenever a
relationship is started. We identify and monitor potential
socio-environmental risks and opportunities through the
verification of aspects such as bonded labour and illegal
deforestation. The Socio-Environmental Risk Area is
consulted, whenever required, to provide input at the
moment of decision making.
In 2011, the Socio-Environmental Risk Area recommended
the Compliance area to turn down 27 clients, approve 91,
and approve a further 24 with a qualified opinion. 4.11
43
Santander | BUSINESSES
Socio-Environmental criteria are also applied by the Unit
for the Prevention of Money-Laundering, to meet the
requirements of the local regulators and prevent the use
of the financial system for money laundering or terrorism
financing. For this reason, before initiating a relationship with
the bank, clients are evaluated based on risk criteria
previously established.
In the case of real-estate businesses, the Socio-Environmental
Risk Area may be requested to assess developments in plots
of land that require special attention. In 2011, nine clients
were approved, four were approved with qualified opinions,
and five were turned down.
Socio-environmental assessments do not have a direct
impact on the calculation of rating, spread or premium
of the operations.
OPINIONS ISSUED BY THE SOCIO-ENVIRONMENTAL
RISK AREA – FS1
Opinion
Approved
Approved with a qualified opinion
Not approved
Total
2009
2,001
143
2
2,146
Number of clients
2010
2011
1,521
1,072
38
51
0
3
1,559
1,126
Princípios do Equador
All the significant advisory and financing contracts
in the Project Finance contain clauses that comply with
the Ecuador Principles, to which we have been a signatory
since 2009. The assessment to identify the social and
environmental risks of the project proposed includes
a comprehensive questionnaire drawn up by the bank,
and may involve client visits, as well as the use of other
verification and monitoring tools (such as software programs
to search specific subjects). Category A or B Projects receive
proposals for mitigation and management measures,
appropriate both to the nature and the scale of the project
proposed. The topics covered by the assessment involve
issues concerning the environment, the protection of human
rights, and the protection of public health and safety
in the community (including risk, impacts and management
of the use of security teams in the project). FS2
All the contracts for Financial Advice in Project Finance
contain a clause whereby the client agrees, with the
support of Santander, to fulfil the socio-environmental
obligations applicable to the project as a consequence
of the socio-environmental legislation in force, and in
compliance with the standards defined by the Ecuador
Principles. In the event of the possible participation by
Santander in the financing of the project, the client must
guarantee that the funds from the financing will not be
used for any purpose or projects which could cause
social damage, or which do not strictly adhere to the
legal standards and regulations that rule the Brazilian
Environmental Policy and the provisions established by
the Ecuador Principles HR1 fs2 4.11
PROJECTS ASSESSED IN ACCORDANCE WITH THE ECUADOR PRINCIPLES, BROKEN DOWN BY CATEGORY – FS2
Category
A (1)
B (2)
C (3)
2010
0
0
0
Approved
2011
0
0
0
2010
2011
0
0
11
8
0
0
2010
0
0
0
Not approved
2011
0
0
0
(1) Projects with significant potential social or environmental impact which are diversified, irreversible or without precedent.
(2) P rojects with limited social or environmental impact which are low in number, generally specific to the location, completely reversible and promptly dealt
with mitigation measures.
(3) Projects with no social or environmental impact, or with minimal impact.
PROJECTS ASSESSED IN ACCORDANCE WITH THE ECUADOR PRINCIPLES, BROKEN DOWN BY AREA – FS2
Corporate Finance
Project Finance
Others
0
2
0
2010
1
8
2
2011
0
8
0
PROJECTS ANALYZED IN ACCORDANCE WITH THE ECUADOR PRINCIPLES, BROKEN DOWN BY INDUSTRY SECTOR – FS2
Category
Energy
Manufacturing
Infrastructure
Mining and
metallurgy
Oil and gas
2010
0
0
0
0
Approved
2011
0
0
0
0
0
0
2010
2011
3
5
1
1
3
1
0
0
4
2010
0
0
0
0
Not approved
2011
0
0
0
0
0
0
1
PROJECTS ASSESSED IN ACCORDANCE WITH THE ECUADOR PRINCIPLES, BROKEN DOWN BY VALUE – FS2
Over USD 1 billion
USD 500 million - USD 1 billion
USD 250 million - USD 500 million
USD 50 million - USD 250 million
Less than USD 50 million
2009
1
0
0
1
0
2010
2
5
3
1
0
2011
2
3
2
1
0
Client and project reviews
Internal Audit
The Socio-environmental Risk Area carries out reviews
of clients and projects to check for alignment with
the Ecuador Principles. FS3
In 2011, our internal audit identified improvements
in comparison to 2010 when reviewing the socioenvironmental risk analysis process; however it should be
noted that a specific questionnaire should be forwarded
to analysts that are experts in socio-environmental risk.
The audit department recommended an informal analysis
for cases where a questionnaire is not applicable.
This review process takes place annually. FS9
This process takes place through the assessment
of documentation, conversations with the client and visits,
and can result in proposals for improvements and
adjustments to the project.
Whenever we identify a non-compliance, we work in a
collaborative manner to enable the client to make the
necessary adjustments in order to comply with the laws,
agreements and contracts in force. An action plan is
drawn up on a joint basis by the bank and the client,
who agrees to meet its terms; subject to termination of
the financing contract. The monitoring of this plan by
the bank is included in the financing contract. FS3
The need to retain an independent socio-environmental
auditor is considered at the time the project is assessed
for compliance with the Ecuador Principles applicable
to Project Finance. Projects falling into Category A must
necessarily be assessed by an external auditor. For the
other categories (B and C) retaining an auditor is not
mandatory, and its need is evaluated as applicable.
Socio-environmental Analysis
of Brokers
Stockbrokers that work with us also undergo socioenvironmental analysis. In this case, the purpose is to
rate the 34 brokers that work with the bank, under
governance, technical-operational, administrativefinancial, and social criteria. These criteria define a
rotating system whereby the top performers work for
longer periods with the bank. FS2
In 2011, no independent auditors were retained by the
Socio-environmental Risk Area of the bank. FS3 FS9
45
Asset Valuation
Santander Asset Management has its own methodology
for asset valuation. For businesses included in the Ethical
Fund portfolio, for example, we use a methodology based
on indicators which evaluate their practices concerning
management, corporate governance, the environment,
society and risk management. FS11
Policy of voting for sustainability
TOTAL SHAREHOLDER’S EQUITY – FS11
Fund
SRI - Sustainability and Responsible Investment
Variable income
% SRI of Total Variable Income
Amount
(BRL '000)
254,615
5,076,300
5%
Santander Asset has implemented a bonus program for
corporate clients in our fixed-income and multi-market
portfolios which have good environmental, social and
governance practices. To receive this benefit, these clients
are assessed in accordance with the same principles
as the Ethical Fund. We export the SRI (Sustainable
and Responsible Investment) valuation model to
allocations in debt securities issued by corporate clients,
such as debentures, promissory notes and other private
sector loan assets. The SRI analysis in this class of assets
functions as an additional filter to the analysis previously
carried out: we define an allocation percentage in
accordance with the quality of the company’s credit and
the transaction maturity date, and we further grant an
additional premium in accordance with the sustainability
assessment for the company and its sector, which can
increase the bonus by up 5% of the total invested. The
criteria are applied to assets to be allocated in our product
portfolios, and involve companies in various sectors.
In 2011, 24 private sector loan transactions were evaluated
from 21 companies. The maximum bonus permitted for
sustainability analysis totalled BRL 203.1 million, equivalent
to 16.07% of the total private sector loan volume approved
in the period.
46 Relatório Anual 2011 The Private Equity area, with respect to socioenvironmental risk, has been acting since 2006 as
manager of the Fundo Infrabrasil, a fund for investment
in infrastructure projects, and carries out analyses based
on the International Finance Corporation (IFC) standards.
Santander Asset’s voting practice are aimed at the
fulfilment of the items in the agenda previously
established for the Shareholders’ Meetings of the
companies in which the asset manager invests, and
whenever possible, addresses to the relevant areas issues
not included in the agenda, or proposes a new agenda
with prior notice. In the event a socio-environmental
issue is included in the subject matter to be resolved
at the meeting, the bank receives the agenda of the
Shareholders’ Meetings and agrees to vote. Our
guidelines are based on criteria with respect to the
environment, society and corporate governance (ESG).
The more significant socio-environmental impacts are
referred to the company’s Investor Relations area, in
addition to other relevant areas. We carry out a
continuous engagement work with companies to raise
their awareness and minimize the impact generated by
their businesses; we are also part of engagement groups
which work towards demanding greater transparency
and accountability. Therefore, significant deviations from
standards are not permitted. Practices are monitored on
a case-by-case basis, due to the need for differentiation
by project, sector and impact. The votes are registered in
the Minutes of the Shareholders’ Meetings of the
companies which convened the meetings, and are
available to the public. FS12
Socio-environmental products and services
Microcredit
The Santander Production Guided Microcredit Program
(Microcrédito Produtivo e Orientado) facilitates credit
access for formal and informal small entrepreneurs.
We use a specific methodology focused on the
profile and needs of each client, which stimulates
the production activities and social relationships,
generating jobs, income and local development. FS7 FS13
In the same period, we reached the BRL 1 billion mark
in disbursements to microcredit clients, increasing the
fixed investment share in our active portfolio, from 10%
to 24%. This facility is specifically for investment in new
machinery and the renovation of premises. We have
inaugurated 2 community libraries, one in Rio de Janeiro
and the other in North-eastern Brazil. FS7 FS13
Currently, we have 23 microcredit service outlets
throughout the country. To automate and speed up
the loan process, in 2011 we introduced the Intelligent
Form (Formulário Inteligente) project, whereby portable
computers were made available to all credit agents.
For 2012, we plan to offer products such as insurance
and capitalização (long-term savings with prizes), in
addition to opening a current account for these clients.
FS7 FS13
MICROCREDIT – FS7 FS13
Sector
Food and beverages
E-commerce
Decoration
Education
Entertainment
Health and beauty
Services and sales
Textiles
Transport
Others
Total
2010
20,141
646
109
0
824
14,725
29,444
46,888
530
9,352
122,659
Amount (BRL '000)
2011
46,018
1,034
345
333
434
20,570
36,377
72,806
798
1,710
180,425
2010
16,768
501
80
0
613
11,674
20,533
36,628
567
6,256
93,638
Clients
2011
24,922
590
176
153
204
12,720
19,381
40,283
618
904
99,951
2010
39,290
83,369
Amount (BRL '000)
2011
57,787
122,638
2010
29,378
64,259
Clients
2011
31,075
68,876
MICROCREDIT – FS7 FS13
Sector
Men
Women
47
Investment funds and
socio-environmental financing
For more than a decade, Santander has been developing
products in line with the Principles of Responsible
Investment (PRI).
One of these is the Ethical Fund, launched in 2001,
which became the first fund in Latin America to be managed
under the Principles of Responsible Investment. In 2008,
we launched the Fundo Floresta Real (Real Forest Fund),
which introduces an innovative concept, in line with the
carbon credit market. FS7 FS8
In July 2010 Santander Asset Management also started
to use ESG (Environment, Social and Governance) criteria
in its fixed-income, DI referenced and multi-market
portfolios in Brazil. As a result, the same criteria previously
used for the purchase of shares are now considered for
allocations in the debt securities issued by companies,
such as debentures and other private sector loan assets.
While at Santander Financiamentos we highlight 3
products: CDC Acessibilidade (accessibility), financing
for the acquisition of equipment for disabled persons,
such as the adaptation of vehicles; CDC Eficiência Energética
de Equipamentos (energy efficient equipment), for the
acquisition of equipment and services that use alternative
energy from natural sources, as well as the efficient use
of energy from conventional sources; and CDC Produção e
Processos Mais Limpos (cleaner production and processes)
intended for the purchase of equipment that promotes
or improves the socio-environmental performance of the
companies, such as conforming to environmental legislation,
the efficient use of raw materials, as well as the reduction,
recycling and reuse of materials. FS7 FS8
We also have our Sustainable Working Capital
(Capital de Giro Sustentável), a product focused
on construction works, projects, consultancies,
certifications and companies that manufacture goods
or provide services that directly contribute to socioenvironmental improvements.
FUNDO FLORESTAS DO BRASIL
Florestas do Brasil is an equity interest
investment fund created by Santander
Asset Management as a closed-end fund,
with a 20 year-term. It has the purpose
of providing quota holders appreciation
for its quotas, through the acquisition
of shares and/or equity stakes in companies
in the following sectors: forestry,
reforestation, forestry management,
manufacturing, processing and sale
of forestry products, and other activities
related to the forestry and wood sector. fs8
The fund seeks to invest in projects which
combine profitability with sustainable
action from a social and environmental
perspective. It has an Investment
Committee, which members include the
fund’s major quota holders, as well as its
administrator (Banco Santander Brasil S.A.)
and manager (Cláritas Investimentos).
Since it this is an equity investment fund
(FIP), it is closed to new investment. fs8
The valuation of the Florestas do Brasil Fund
in 2011 amounted to BRL 75,135,000. fs8
Floresta Real, in turn, is a fixed income fund
which, in addition to achieving profits for
the funds invested, entitles the quota holders
to receive an amount in Brazilian Reals
equivalent to the carbon credits originated
from the Floresta Santander Project, a
reforestation project for the compensation
of CO2 emissions. In June 2012, the fund
effected the payment of carbon credits
corresponding to the interest of each quota
holder that has been part of the fund since it
was created. fs8
SOCIO-ENVIRONMENTAL FINANCING FS7 fs8
Socio-environmental financing (Corporate + Individuals)
873,429
Amounts in BRL ‘000
2010
2011
834,750
1,218,131
Development of solutions
for sustainability
Access to Financial Services
We evaluate socio-environmental opportunities for the
development of products and services in various ways: FS15
In 2011, we inaugurated a branch in Vila Cruzeiro,
a low-income community in Rio de Janeiro where
100,000 people live. In a partnership with the Centro
Cultural AfroReggae, we also opened a Santander
Universidades service centre, a digital space and training
room for community members. The rooms were equipped
with 15 computers, furniture and printers, as well
as a high-technology electronic blackboard for training
purposes. This is part of the Rio Comunidades Program,
which received an investment of BRL 142,000
in 2011. FS13
The Area of Solutions for Sustainability: one of the
activities of this area is the analysis of market trends and
demands to come up with solutions and/or help in the
structuring of products and services for sustainability.
The analysis is guided by a number of different topics,
such as regulations and critical issues, such climate
change, energy, residue management, water, sustainable
production, national residue policy, to name a few.
In 2011, the area restructured:
- thematic campaigns related to water, energy and
residues, including sales arguments and training for sales
teams, in a partnership with the area for sustainable
business in the Retail segment, in order to support sales
initiatives. Based on these commercial initiatives, the Retail
commercial Network launched a campaign for Sustainable
Working Capital, a specific product focused on a socioenvironmental financing.
- We selected nine sectors from the Corporate
portfolio, and have enhanced business opportunities,
sales arguments, presentations to decentralized areas
in Brazil, in addition to preparing a brochure of guidelines
for sales managers.
The staff includes three community members
(two cashiers and one assistant), including two
promoted employees (an account manager and
a customer service manager), from the branch
in the Complexo do Alemão, as well as indirect
employees (a cleaner and a security guard).
The building where the branch was set up was rented
from the Associação Comunitária do Parque Proletário
da Penha, and provides significant annual revenues
for the association, encouraging initiatives and projects
for the community.
- In Agribusiness, we participated in the Agrishow trade
fair, introducing the approach for good practices in the
sector. By encouraging these practices, we can help in
building sustainable agriculture production. In an effort
to encourage producers, we have prepared a brochure
describing sustainable practices associated with the
financial products available for financing.
Product Committee: Its purpose is to ensure that products
and services are sold in accordance with excellence
standards and in compliance with the applicable
regulations, as well as approving procedures related to
activities and topics concerning product suitability and
control. In 2011, we revised the product development form
to incorporate sustainability aspects to be considered when
proposing the creation of a new product or service. FS15
We have carried out a sustainability plan with other
business and support areas, in which we included actions,
practices, and training to encourage, educate and promote
business opportunities, processes and management
focused on sustainability.
49
GOVERNANCE
50 Relatório Anual 2011 Transparency and accountability
Santander shares are listed on Corporate Governance
Level 2 of BM&FBovespa (the São Paulo Stock Exchange).
This means that we voluntarily submit to a set of strict
corporate governance rules and practices that go beyond
the legislation in force, aiming to ensure transparency and
accountability to shareholders, investors and stakeholders.
To reinforce this commitment, we have a set of policies
which establish rules with regard to the bank’s relationship
with these target audiences, including the disclosure
of information, conflict of interests and transparency.
To learn more about our governance practices, as well
as the policies that we adopt, access the following website
www.santander.com.br/ri, section on Corporate Governance.
4.6
Corporate Governance Structure
Members of the Executive Board receive a monthly
compensation that includes benefits, pension plan and
variable compensation, in accordance with the annual
global compensation limit approved at the Annual General
Meeting. Variable compensation is based on the bank’s
performance indicators, which includes indicators such
as recurring net income, return on risk-adjusted capital
(RORAC), area performance and individual performance.
The RORAC indicator is included to avoid taking excessive
risks. Individual assessments consider quantitative factors
that depend on the area he/she operates, as well as
qualitative factors (leadership, innovation and results,
people management, etc.). The compensation of
members of the Board of Directors is defined annually
at the Annual General Meeting, in accordance with the
responsibility and seniority of the members and is not
directly related to the performance of the organization in
the short and medium term. Social and environmental
performance indicators are not taken into account in the
compensation of the Board of Directors. 4.5
Code of Conduct
All employees that work directly or indirectly with the Stock
Market (Investment Bank) are subject to the Stock Market
Code of Conduct (CCMV). This code contains general
obligations, preventive and corrective actions for potential
cases of conflicts of interest and guidelines on how to deal
with sensitive information. Those employees subject to the
CCMV also sign a document acknowledging and accepting
to abide by the Code (“Termo de Conhecimento e
Aceitação”), and every year they fill in a form entitled
“Formulário de Declaração de Pessoas Equiparadas” which
lists any firms owned by the employee, including information
on spouse, minor children, and any dependants.
These employees also undergo mandatory training
on an annual basis through an Internet-based course.
The Compliance area acts in the investment bank in the
preventive manner, through the Compliance Officers,
who provide advice and teach classroom-based courses
as required by each area. They also monitor the personal
investments of the employees subject to CCMV, the
net-based courses, in addition to controlling the relevant
forms and answering to general questions.
Santander provides all its employees guidance on ethics
through its policies. Clause 8 of the employment contract
covers this subject to the effect that all employees are
aware of their obligations and the specific policies in force.
However, there is no specific affidavit on this subject.
Whenever it is updated, the Code of Conduct is published
on the intranet. For circumstances that involve an internal
and/or external conflict of interest concerning the
company, the employee must report the existence
of the conflict and abstain from making any decisions
on the matter. This guideline is contained in the Code
of Ethics. 4.8
51
Santander | GOVERNANCE
Commitment
to Sustainability
Our commitment to sustainability guides the way in which
Santander operates and seeks to generate businesses that
result in positive gains for society as a whole, through
management practices and unique financial solutions,
with the purpose of contributing to social development
and the longevity of natural resources.
We involve employees, clients, suppliers and
representatives from society in the creation and revision
of our way of doing business, seeking to constantly
improve our products and services, management
practices, policies, processes and relationships, also
sharing with society the lessons we have learned
over 10 years of working on the topic of sustainability.
We therefore believe in a participative model that covers
the insertion of sustainability in a systemic manner,
favouring the implementation of actions in the
organization and inviting all those in our relationship
network to walk this path with us.
We are signatories of the main voluntary commitments,
which are widely recognized and related to sustainable
development, covering both ethical issues in the financial
sector, as well as contributions to the eradication of social
and environmental problems in society in general. Our
management model seeks to ensure that our
commitments are in line with the nature of the operations
and the strategy of the organization; they provide
guidance to our associates based on the principles
contained in the model; and facilitate the monitoring of
progress in sustainability practices, through the disclosure
and accountability concerning the goals involved.
In practice, this concept is present in the day-to-day
running of the bank: in the processes and operations, in
the analysis of risks and businesses, and in internal and
external communication. This is a model that has led to
the development of structured processes and initiatives in
a number of levels and areas of the organization.
52 Relatório Anual 2011 Integrated View
of Sustainability
OUR COMMITMENT TO SUSTAINABLE
DEVELOPMENT INFLUENCES ALL AREAS
OF THE BANK – FROM BUSINESSES
TO OPERATIONS, IN ADDITION TO THE
ENGAGEMENT OF OUR STAKEHOLDERS.
THIS SYSTEMIC VIEW ON THE
IMPLEMENTATION OF SUSTAINABILITY
ENABLES THE CREATION OF PRODUCTS,
PROCESSES, TOOLS AND BUSINESS
APPROACHES WHICH PROMOTE ADVANCES
ON THIS TOPIC ON A LONG-TERM BASIS
BOTH WITHIN AND OUTSIDE
THE ORGANISATION.
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53
Santander | GOVERNANCE
Management of Corporate Risks
and Opportunities
Climate Governance
At Santander, we have adopted a Climate Governance
model which guides our operations in a wide-ranging and
systemic manner, with initiatives to reduce emissions and
stimulate the low carbon economy, as well as encouraging
the application of concepts associated to the topic, such as
eco-efficiency, leading to the dissemination of good practices
among clients, employees and suppliers. By taking an
integrated view of our environmental impact, resources and
management, we were able to identify risks and generate
good business opportunities, as was the case of the
management of organic residues generated in the
restaurants and cafeteria at the administrative building. These
residues, instead of being disposed in landfills, where they
generate methane gas, are transformed at the headquarters
into organic compost, and distributed to the cooperatives
that provide food to the bank, closing the production cycle
and resulting in a low emission from the final residue. EC2
By considering these impacts on the analysis of businesses,
processes and management, we have identified actions that
54 Relatório Anual 2011 help shaping our operations into a low carbon economy, to
such an extent that this was elected as a strategic focus for
sustainability in 2010. EC2
In 2011, as a result of the National Policy on Climate Change,
the National Policy on Solid Residue and the Forestry Code,
we have identified significant socio-environmental impacts,
and we have hired specialist consultants to work together
with areas such as Legal, Compliance, Agribusiness and
Socio-environmental Risk in order to support us in the
generation of new opportunities. EC2
This effort resulted in actions which align business efficiency,
legal compliance and environmental protection. An example
of this is the engagement of the logistics area, which resulted
in the review of routes and increased optimization among
suppliers in order to achieve lower levels of gas emissions.
This resulted in operational efficiency for both the bank and
its suppliers. EN29
Combating Bribery and Corruption
O Santander has specific policies for combating
all forms of corruption. One example of this is our
Anti-Bribery and Corruption Policy, which complements
our Code of Ethics, and clearly expresses our
commitment to reject any form of corruption, direct
or indirect, in order to achieve transparency concerning
issues that affect our businesses and in the proposal of
corporate governance mechanisms to avoid unnecessary
risks for the organization. Santander repudiates any
practices by its employees which are associated to
actions that favour people and are deemed as incidents
of corruption or bribery.
Our Anti-Bribery and Corruption Policy provides guidance
for all employees on the minimum standards concerning
behaviour in circumstances potentially involving bribery
and corruption or potentially deemed as such,
in order to reduce the bank’s exposure to image
and reputational risks.
These policies are available on the Internet, and all
employees who have contact with the public sector
receive special attention through corporate culture and
awareness programs.
Santander also has a channel to report corruption
incidents that is free of charge, with systems designed for
the registration and treatment of reports, as well as
professionals trained to take corrective actions and
preventive measures in partnership with areas such as
Legal, Internal Investigation and Human Resources, for the
investigation and treatment of the cases reported. so4
Legal Compliance
In 2011, there were no penalties or fines for noncompliance with voluntary codes related to information
and product and service labelling. Neither does
Santander have any active process involving Conar
(National Council for Self-Regulation in Advertising), with
respect to marketing communications, including
publicity, promotion and sponsorship. In addition, the
cases which have been closed, either filed by Santander
or Conar, were not granted any injunction ordering the
payment of fines. PR4 PR7
With respect to client security, in 2011, the bank paid
out BRL 11,284,000 in fines or penalties referring to
products (credit cards, current account, fees, insurance,
to name a few) and BRL 1,971,000 in fines or penalties
referring to security (branches, information, network,
client data, security guards, transport of valuables, to
name a few), totalling BRL 13,255,000. PR9
55
ENVIRONMENTAL
MANAGEMENT
56 Relatório Anual 2011 Climate change
Santander recognizes the potential direct and indirect
impact of its operations and the important role of financial
organizations with respect to environmental challenges,
such as climate change and the use of natural resources.
We seek to reduce these impacts by periodically updating
practices and methods in order to achieve improvements
to our environmental management model.
This initiative is included in our Environmental Policy, a
document which provides guidelines on risk management
and prevention, identification of opportunities and on
environmental issues. In practice, this results in a number
of integrated initiatives, many of which are disseminated
to clients and suppliers, which contribute to a low carbon
economy, focused on the reduction our direct and indirect
emissions.
In 2011, the expansion of the bank, which involved the
inauguration of 154 branches, resulted in an increase in
absolute CO2 emissions. There was a reduction, however,
in the emissions under Scope 3, with special attention to
organic residues and the building of new, more
sustainable branches. Emissions of ozone-depleting
substances were also reduced during the period. Emissions
of gases, such as, R22, for example, fell from 18,183 kg to
13,879 kg. EN16 EN19
For more information about the impact of our operations
and input consumption (water, energy, materials and
residues, to name a few) access the following link:
www.santander.com.br/sustainability/Sustentabilidade para
Nós under the title Relatórios (Reports).
DIRECT AND INDIRECT EMISSIONS – EN16 EN29
Scope 1
2010
Tons of CO2
Generators
Vehicle fleet
422
469
4,734
6,363
Refrigeration gases
Total emissions under Scope 1
Scope 2 - EN16
2011
Tons of CO2
386
766
5,542
7,598
Tons of CO2
Tons of CO2
Purchase of electric power
14,021
8,872
14,021
8,872
Tons of CO2
Tons of CO2
9,325
10,515
-
10,525
Scope 3 – EN17 EN29
Travel by air
Travel by land
Organic residues
3,724
683
Organic residues from third parties
2,567
4,291
Electricity consumption of third parties
343
347
Papa Pilhas (battery recycling program)
466
811
Transport (freight and transport of valuables)*
14,695
13,450
Paper
22,529
22,928
Building of new branches
28,634
20,538
82,283
84,088
EMISSION OF OZONE-DEPLETING SUBSTANCES – EN19
Substance
R22
R141
2010
2011
Volume (Kg)
Volume (Kg)
18,183*
13,879
1,675
1,500
R11
97
0
R407
47*
283
* excluding the building where Santander Financiamentos operates
57
GRI
CONTENT
INDEX
THE SANTANDER ANNUAL REPORT MEETS THE
REQUIREMENTS OF GRI LEVEL A+ APPLICATION. 3.12
* Annual Report/ Sustainability Indicators
ISE = Corporate Sustainability Index (Índice de Sustentabilidade Empresarial)
CDP = Carbon Disclosure Project
GRI
Indicator
Reported
Reason for
omission
Page AR/
Indicators*
PROFILE
1. Strategy and Analysis
1.1
Message from the
CEO
Complete
9, 11
1.2
Description of key
impacts, risks and
opportunities
Complete
11, 23, 24, 39, 53,
85, 102/ -
2. Organizational Profile
2.1
Name of the
organization
Complete
13/ -
2.2
Primary brands,
products and/or
services
Complete
77/ -
2.3
Operational structure
of the organization
Complete
36/ -
2.4
Location of
organization's
headquarters
Complete
São Paulo –
State of São Paulo
2.5
Countries where the
Complete
organization operates
and where its major
operations are
located
18/ -
2.6
Nature of ownership
and legal form
Complete
29, 36/ -
2.7
Markets served
Complete
13, 18, 48/ -
2.8
Size of the
organization
Complete
13, 14, 15, 17/ -
2.9
Significant changes
during the reporting
period
Complete
9, 13/ -
2.10
Awards received in
the reporting period
Complete
3, 106/ -
3. Report Parameters
3.1
Reporting period for
information provided
Complete
130/ 3
3.2
Date of most recent
previous report
Complete
2011
3.3
Reporting cycle
Complete
130/ 3
3.4
Contact point for
questions regarding
the report or its
contents
Complete
130/ 3
3.5
Process for defining
report content
Complete
130/ 3
3.6
Boundaries of the
report
Complete
130/ 3
3.7
Statement of any
specific limitations on
the scope or
boundaries of the
report
Complete
130/ 3
3.8
Basis for reporting
Complete
130/ 3
3.9
Data measurement
techniques and
calculation bases
Complete
If required, these
are described on
the relevant
indicator
3.10
Re-staments of
information provided
in earlier reports
Complete
130/ 3
58 Relatório Anual 2011 Reason for
omission
Page AR/
Indicators*
GRI
Indicator
Reported
3.11
Significant changes in
the scope, boundary
or measurement
methods applied in
the report
Complete
If required, these
are described on
the relevant
indicator
3.12
Table identifying the
location of the
information In the
report
Complete
132/ 58
3.13
Policy and current
practice with regard
to seeking external
assurance for the
report
Complete
-/ 67
4. Governance, Commitments and Engagement
4.1
Governance structure
of the organization,
including committees
under the highest
governance body
Complete
27, 29, 30/ -
4.2
Chair of the highest
governance body
Complete
30/ -
4.3
Independent or
non-executive
members of the
highest governance
body
Complete
30/ -
4.4
Mechanisms for
shareholders and
employees to provide
recommendations
Complete
35, 38/ -
4.5
Relationship between
employee
compensation and
the performance of
the organization
(including social and
environmental)
Complete
-/ 51
4.6
Processes to ensure
that conflicts of
interest are avoided
Complete
30, 40/ 51
4.7
Qualifications of the
members of the
highest governance
body
Complete
27/ -
4.8
Statements of
Complete
mission and values,
codes of conduct and
relevant internal
principles
9, 23, 41/ 51
4.9
Responsibilities for
the implementation
of economic,
environmental and
social policies
Complete
27, 30/ -
4.10
Processes for
the performance
self-evaluation
by the highest
governance body
Complete
27/ -
4.11
Explanation of
whether and how
the organization
applies the
precautionary
principle
Complete
102/ 43, 44
4.12
Letters, principles
or other initiatives
developed externally
Complete
102/ 40, 41
Reason for
omission
Page AR/
Indicators*
GRI
Indicator
Reported
4.13
Memberships in
associations and/or
national/international
bodies
Complete
4.14
List of stakeholder
groups engaged by
the organization
Complete
130/ 3
4.15
Basis for the
identification and
selection of
stakeholders with
whom to engage
Complete
130/ 3
4.16
Approaches to
stakeholder
engagement
Complete
130/ 3
4.17
Key topics and
concerns that have
been raised through
stakeholder
engagement
Complete
130/ 3
130/ 3
MANAGEMENT APPROACH
GRI / Indicator
Reported
Reason for
omission
Page AR/
Indicators*
EC
GRI / Indicator
Reported
Reason for
omission
Page AR/
Indicators*
HR
Procurement process
Complete
Non-discrimination
Complete
-/ 35, 44
Freedom of association
No
Child Labor
Complete
-/ 36
Forced/compulsory labor
Complete
53/ 36
Security Practices
Complete
Indigenous Rights
No
-/ 16
Non-material
-/ 36
Non-material
SO
Community
Complete
98, 121/ 18
Corruption
Complete
41/ 55
Public Policies
Complete
Anti-competitive behavior
No
Non-material
Compliance
No
Non-material
-/ 40
PR
Customer health and safety
Complete
-/ 6, 8
Product and service labeling
Complete
88, 109, 112,
116/ 5, 7, 39
Economic performance
Complete
66/ -
Market presence
Complete
25/ 34
Communication and marketing
Complete
-/ 9
Indirect economic impacts
Complete
119/ 18, 23
Customer privacy
Complete
-/ 6, 7
Compliance
Complete
41/ 55
Materials
Complete
127, 128/ -
FS
Energy
Complete
129/ -
Product portfolio
Complete
53/ 37, 43, 48
Water
Complete
128/ -
Audits
Complete
-/ 45
Biodiversity
No
Complete
85/ 49
Emissions, effluents and residues
Complete
Policies for the development and
sale of financial products
Products and services
No
Non-material
Active participation
Complete
98/ 39, 46
Compliance
No
Non-material
Transport
Complete
Overall
No
EN
Non-material
125, 128/ 57
128/ Non-material
LA
Employment
Complete
Relationship between workers
and governance
No
111/ -
Occupational health and safety
Complete
-/ 10
Training and education
Complete
110/ 12, 13
Diversity and equal opportunity
Complete
-/ 14, 15, 16
Non-material
59
Santander | GRI CONTENT INDEX
Topic
GRI
Indicator
Reported
Reason
for
omission
Green
Protocol
ISE
CDP
Global
Compact
Page AR/
Indicators*
ASPECT: ECONOMIC PERFORMANCE
Society
EC1
Direct economic value
generated and distributed
Complete
-
-
-
-
DFs BRGAAP
4Q11 (page 23)
Management of Corporate Risks
and Opportunities
EC2
Financial implications and
other risks and opportunities
due to climate changes
Complete
-
ECO 7.
2.1;
5.1; 6.1
7
The indicator Is
deemed to be
non-material,
but the bank
chose to account
for it on pages
128/54
Internal Audience
EC3
Coverage of the pension plan
obligations
No
Non-material
-
-
-
-
Society
EC4
Significant financial assistance
from government
Partial
Items left in
blank will be
deemed as
non-material
-
-
-
-
Non-material
-
-
-
-
PII
- 4.; PII - 4.1
SOC 42.
-
-
-
-
-
-
-
-
-
-
-
-
-
-
PIII - 6.
AMB-IF 15.1
-
8
-
-
-
-
The indicator Is
deemed to be
non-material but
the bank chose
to account for it
on pages -/23
ASPECT: MARKET PRESENCE
Internal Audience
EC5
Range of ratio of lowest wage
compared to the local
minimum wage
No
Suppliers
EC6
Policies, practices and
proportion of spending on
locally-based suppliers
Complete
Internal Audience
EC7
Local employee hiring
No
Non-material
The indicator Is
deemed to be
non-material but
the bank chose
to account for it
on pages -/34
ASPECT: INDIRECT ECONOMIC IMPACTS
Society
EC8
Impact of investments in
infrastructure provided for
public benefit
Complete
Society
EC9
Description of significant
indirect economic impacts
No
Consumption of inputs in
operations
EN1
Materials used by weight or
volume
Complete
operations
EN2
Percentage of recycled
materials used
No
operations
EN3
Direct energy consumption by
primary energy source
Complete
PIII - 6.
AMB-IF 15.1
12.2
8
The indicator Is
deemed to be
non-material but
the bank chose
to account for it
on the website*
operations
EN4
Indirect energy consumption
breakdown by primary energy
source
Complete
PIII - 6.
AMB-IF 15.1
12.2
8 and 9
The indicator Is
deemed to be
non-material but
the bank chose
to account for it
on pages 129/and on the
website*
operations
EN5
Energy saved due to
conservation and efficiency
improvements
Complete
PIII - 6.
AMB-IF 15.;
AMB-IF 15.1
-
8
The indicator Is
deemed to be
non-material but
the bank chose
to account for it
website*
operations
EN6
Initiatives to provide
energy-efficient products and
services
No
PIII - 6.; PIII
- 9.
AMB-IF 15.;
AMB-IF 15.1
-
-
Non-material
24, 121/ 18, 23.
No impact
assessment
studies were
conducted
previously to
effecting
investments in
infrastructure
ASPECT: MATERIALS
Non-material
The indicator Is
deemed to be
non-material but
the bank chose
to account for it
on the website*
ASPECT: ENERGY
60 Relatório Anual 2011 Non-material
Topic
GRI
Indicator
Reported
operations
EN7
Initiatives to reduce indirect
energy consumption and
reductions achieved
Partial
operations
EN8
Total water withdrawn by
source
Complete
Environmental impact of other
Bank operations
EN9
Water sources significantly
affected by water withdrawal
No
Reason
for
omission
Green
Protocol
ISE
CDP
Global
Compact
Page AR/
Indicators*
Non-material
PIII - 6.; PIII
- 9.
AMB-IF 15.;
AMB-IF 15.1
-
-
The indicator Is
deemed to be
non-material but
the bank chose
to account for it
on the website*
PIII - 6.
AMB-IF 15.1
-
8 and 9
The indicator Is
deemed to be
non-material but
the bank chose
to account for it
on pages 127,
128/ - and on
the website* For
its water
consumption the
bank relies on a
public utilities
organization
holding the local
water and
sewage
concession
-
-
-
-
-
-
-
8
ASPECT: WATER
Non-material
EN10
Percentage and total volume of Complete
water recycled and reused
Bank operations
EN11
Location and size of the area
owned
No
Non-material
-
-
-
-
Bank operations
EN12
Significant impacts of activities,
products and services on the
biodiversity
No
Non-material
-
-
-
-
Bank operations
EN13
Habitats protected or restored
No
Non-material
-
-
-
-
Bank operations
EN14
Strategies for managing
impacts on biodiversity
No
Non-material
-
-
-
-
Bank operations
EN15
Number of IUCN red list
species and other conservation
lists
No
Non-material
-
-
-
-
operations
The indicator Is
deemed to be
non-material but
the bank chose
to account for it
website*
ASPECT: BIODIVERSITY
ASPECT: EMISSION, EFFLUENTS AND RESIDUES
Climate Changes
EN16
Total direct and indirect
emissions of greenhouse gases
Complete
-
CLI 9.
7.1;
8.2;
8.8a
8
The indicator is
deemed to be
non-material but
the bank chose
to account for it
on pages 128/57
Climate Changes
EN17
Other relevant indirect
emissions of greenhouse gases
Complete
-
CLI 9.
8.8a;
15.1;
15.3
8
The indicator Is
deemed to be
non-material but
the bank chose
to account for it
on pages 128/57
Climate Changes
EN18
Initiatives to reduce
greenhouse gas emissions and
reductions achieved
Complete
PIII - 8.
CLI 11.
3.1
7, 8 e 9
The indicator Is
deemed to be
non-material but
the bank chose
to account for it
on pages 128,
129/-
Climate Changes
EN19
Emissions of ozone-depleting
substances
Complete
-
-
7.3
8
The indicator Is
deemed to be
non-material but
the bank chose
to account for it
on pages -/57
Climate Changes
EN20
NOx, SOx and other significant
air emissions
No
Non-material
-
-
-
-
Residues
EN21
Total disposal of water, by
quality and destination
No
Non-material
-
-
-
-
61
Topic
GRI
Indicator
Reported
Reason
for
omission
Green
Protocol
ISE
CDP
Global
Compact
PIII - 7.
AMB-IF 15.;
AMB-IF 15.1
-
8
-
-
-
-
-
-
-
-
Residues
EN22
Total residue weight per type
and disposal method
Complete
Residues
EN23
Total number and volume of
significant spills
No
Residues
EN24
Weight of hazardous waste
transported
Complete
Residues
EN25
Protection status and biodiversity
indices of bodies of water and
habitats
No
Non-material
-
-
-
-
Non-material
Page AR/
Indicators*
The indicator Is
deemed to be
non-material but
the bank chose
to account for it
on the website*
The indicator Is
deemed to be
non-material but
the bank chose
to account for it
on the website*
ASPECT: PRODUCTS AND SERVICES
Bank operations
EN26
Initiatives to mitigate
environmental impacts of
Partial
Non-material
-
-
-
-
operations
EN27
Percentage of products and
their packaging materials that
are reclaimed per product
category
No
Non-material
-
-
-
-
EN28
Monetary value of fines and
total number of sanctions in
connection of noncompliance
with environmental laws and
regulations
No
Non-material
EN29
Environmental impact in
connection with the transport
of products and workers
Complete
-
-
-
8
EN30
Total investment and expenses
incurred in environmental
protection
No
Non-material
-
-
-
-
Internal Audience
LA1
Total workforce per
employment type, employment
contract and region
Complete
-
-
-
-
-
The indicator is
deemed to be
non-material but
the bank chose
to account for it
on page -/ 16,
17
Internal Audience
LA2
Total number of employees
and rate of employee turnover
per age bracket, gender and
region
Complete
-
-
-
6
111/ 17
Internal Audience
LA3
A comparison between
benefits provided to full time
and part time/temporary
employees
No
Non-material
-
-
-
-
The indicator Is
deemed to be
non-material but
the bank chose
to account for it
on pages 125,
126, 127, 128/-
ASPECT: COMPLIANCE
Legal compliance
ASPECT: TRANSPORT
Bank operations
The indicator Is
deemed to be
non-material but
the bank chose
to account for it
on pages 128/,
54, 57, 128/ 54,
57
ASPECT: OVERALL
Climate Changes, Residues
ASPECT: EMPLOYMENT
ASPECT: LABOR/MANAGEMENT RELATIONS
Internal Audience
LA4
Percentage of employees
covered by the collective
bargaining agreements
No
Non-material
-
-
-
-
Internal Audience
LA5
A description of notices (terms
and procedures)
No
Non-material
-
-
-
-
ASPECT: OCCUPATIONAL HEALTH AND SAFETY
Internal Audience
LA6
represented in formal health
and safety committees
Complete
-
-
-
-
1
-/ 11
Internal Audience
LA7
Rates of injury, occupational
diseases, days lost by
employees and contractors
Partial
Not
monitored by
contractors
-
-
-
1
-/ 10
Internal Audience
LA8
Education, prevention and risk
control programs
Complete
-
-
-
1
-/ 10, 11
Internal Audience
LA9
Topics in connection with
health and safety covered by
agreements with unions
Complete
-
-
-
1
-/ 11
62 Relatório Anual 2011 * Annual Report/ Sustainability Indicators
Topic
GRI
Indicator
Reported
Reason
for
omission
Green
Protocol
ISE
CDP
Global
Compact
Page AR/
Indicators*
ASPECT: TRAINING AND EDUCATION
Internal Audience
LA10
Average number of hours of
training per year
Complete
PIV - 6.
-
-
6
110/ 13, 14
Internal Audience
LA11
Programs for competency
management; continuous
learning; retirement
Complete
-
SOC 6.
-
-
110/ 13, 14
Internal Audience
LA12
receiving performance reviews
Complete
-
-
-
-
-/ 14
-
SOC 6.; SOC
9.; SOC 24. a
SOC 28.; SOC
30.; SOC 31.;
SOC 35.; SOC
36.; SOC 40.;
SOC 45.; SOC
45.1;
-
1e3
ASPECT: DIVERSITY AND EQUAL OPPORTUNITY
Internal Audience
LA13
Composition of top
management and Board
represented by group and
gender
Partial
Internal Audience
LA14
Men/Women base salary ratio
per employee category
Complete
-
-
-
1, 2 e 3
-/ 16
-/ 44
Not
monitored by
age bracket
-/ 14, 15, 16
ASPECT: PROCUREMENT PROCESS
Suppliers
HR1
Description and percentage of
policies, guidelines to manage
all aspects of human rights in
investments
Complete
-
-
-
-
Suppliers
HR2
Suppliers are subject to
evaluations on human rights
Complete
PIII - 4.; PIII
- 4.1; PIII 4.2
SOC 16.; SOC
16.1; SOC
41.; SOC 42.
-
1, 2, 3 e 4
Internal Audience
HR3
Policies to evaluate and handle
performance in human rights
Complete
PIV - 6.
-
-
-
-
SOC 9.; SOC
16.1
-
1, 2 e 3
-
-
-
-
The indicator is
deemed to be
non-material but
the bank chose
to account for it
on page -/ 35
-/ 13
ASPECT: NON DISCRIMINATION
Clients, Suppliers, Internal
Audience
HR4
Total number of incidents of
Complete
discrimination and action taken
-/ 16, 34
ASPECT: FREEDOM OF ASSOCIATION
Internal Audience
HR5
Freedom of association policy
and extent of application
No
HR6
Action taken to contribute to
the elimination of child labor
Complete
-
SOC 16.1;
SOC 42.
-
1, 2 e 3
The indicator is
deemed to be
non-material but
the bank chose
to account for it
on page -/ 36
Action taken to stop forced/
compulsory labor
Complete
-
SOC 16.1;
SOC 42.
-
1, 2 e 3
The indicator is
deemed to be
non-material but
the bank chose
to account for it
on page -/ 36
Training policies in connection
with human rights for security
guards
Complete
-
-
-
-
The indicator is
deemed to be
non-material but
the bank chose
to account for it
on page -/ 36
HR9
Total number of cases of
violation of indigenous rights
and action taken
No
-
-
-
-
SO1
Programs and practices to
Complete
assess and manage the impacts
of operations in communities
-
SOC 14.; SOC
14.1
SO2
Units that underwent risk
analyses in connection with
corruption
-
-
Non-material
ASPECT: CHILD LABOR
Suppliers
ASPECT: FORCED/COMPULSORY LABOR
Suppliers
HR7
ASPECT: SECURITY PRACTICES
Suppliers, Internal Audience
HR8
ASPECT: INDIGENOUS RIGHTS
Society
Non-material
ASPECT: COMMUNITY
Society
10
24/ 18
ASPECT: CORRUPTION
Action against bribery and
corruption
Partial
Amount/%
not
monitored
-
-
The indicator is
deemed to be
non-material but
the bank chose
to account for it
on page -/ 55
63
Topic
GRI
Indicator
Reported
corruption
SO3
trained in anti-corruption
policies and procedures
Complete
corruption
SO4
Action taken in response to
incidents of corruption
Partial
Reason
for
omission
Non-material
Green
Protocol
ISE
CDP
Global
Compact
Page AR/
Indicators*
-
GER 16.; GER
16.1
-
10
-/ 13
-
-
-
10
The indicator is
deemed to be
non-material but
the bank chose
to account for it
on page -/ 55
-/ 40
ASPECT: PUBLIC POLICIES
Government
SO5
Positions in connection with
public policies
Complete
-
-
2.3
10
Government
SO6
Policy on financial
contributions to political
parties, politicians and entities
Complete
-
SOC 3.
-
-
No financial
contributions to
political parties
were effected in
2011, a
non-election
year
-/ 6, 7, 8, 9
ASPECT: ANTI-COMPETITIVE BEHAVIOR
Legal compliance
SO7
Number of litigations alleging
anti-competitive behavior
No
Non-material
SO8
Description of significant fines
and total number of
non-monetary sanctions
No
Non-material
ASPECT: COMPLIANCE
Legal compliance
ASPECT: CUSTOMER HEALTH AND SAFETY
Clients
PR1
Policy to ensure the customer's
health and safety while using
the product
Partial
Data is
partially
monitored
-
-
-
-
Commitments, awards in
sustainability and legal
compliance
PR2
Incidents of non-compliance in
connection with impacts
caused by products and
services
No
Non-material
-
-
-
-
Items left in
blank will be
deemed as
nonapplicable
PI
- 8.; PIV - 15.
-
-
-
-/ 9
-
-
-
-
The indicator is
deemed to be
non-material but
the bank chose
to account for it
on page -/ 55
PI - 5.; PI
- 5.1; PI - 8.;
SOC 18.
- SOC 20.;
SOC 43.; SOC
44.
-
-
-/ 5, 6
ASPECT: PRODUCT AND SERVICE LABELING
Clients
PR3
Type of Information on
products and services required
in labeling procedures
Partial
compliance
PR4
connection with the labeling of
Complete
Clients
PR5
Practices in connection with
Complete
customer satisfaction, including
survey results
ASPECT: COMMUNICATIONS AND MARKETING
compliance
PR6
Programs for adherence to
laws, standards and voluntary
codes
Complete
-
-
-
-
The indicator is
deemed to be
non-material but
the bank chose
to account for it
on page -/ 9
compliance
PR7
connection to communications
in products and services
Complete
-
-
-
-
The indicator is
deemed to be
non-material but
the bank chose
to account for it
on page -/ 55
PR8
Proven complaints in
connection with the violation
of customer privacy
Partial
-
SOC 4.; SOC
17.
-
-
-/ 7
PR9
Fines due to the
Complete
noncompliance in the supply of
products and provision of
services
-
SOC 48.
-
-
The indicator is
deemed to be
non-material but
the bank chose
to account for it
on page -/ 55
ASPECT: CUSTOMER PRIVACY
Clients
Data is
partially
monitored
ASPECT: COMPLIANCE
Legal compliance
64 Relatório Anual 2011 * Annual Report/ Sustainability Indicators
Topic
GRI
Indicator
Reported
Reason
for
omission
Green
Protocol
ISE
CDP
Global
Compact
Page AR/
Indicators*
ASPECT: PRODUCT PORTFOLIO
Socio-Environmental Risk;
Dialogue with and Engagement
of Stakeholders
FS1
Policies with specific
environmental and social
approach applied to business
lines
Complete
PII - 1.; PII
- 11.; PIV - 5.
AMB-IF 2.;
AMB-IF 8.
-
-
-/ 43, 44
Socio-environment risk
FS2
Procedures to assess and
classify environmental and
social risks in business lines
Complete
PII - 10.; PII
- 11.; PIV - 5.
AMB-IF 8.;
AMB-IF 9.;
AMB-IF 17.
-
-
51/ 43, 44, 45
FS3
Processes used to monitor the
implementation by the
customer of environmental and
social requirements included in
agreements or transactions
Complete
-
-
-
-
-/ 43, 45
Internal Audience
FS4
Processes to improve employee
competency in implementing
environmental/social policies
and procedures applied to
business lines
Complete
-
AMB-IF 1.3
-
-
-/ 12, 13
of Stakeholders
FS5
Interaction with clients/
initiatives/ business partners in
connection with environmental
and social risks and
opportunities
Complete
PI - 9.; PIII
- 4.2
AMB-IF 14.1
-
-
96, 115/ 34, 37,
38, 39
Socio-environmental Products
FS6
Percentage of business
portfolio per region, per size
(ex.: Micro/small/medium/
large-sized enterprises), per
sector
Partial
Percentage
not
monitored
-
-
-
-
48, 61, 77/ -
FS7
Cash value of products and
services created to provide a
special social benefit for each
business line, divided by
purpose
Partial
Percentage
not
monitored
PI - 1.1
AMB-IF 14.1
-
-
86, 98, 101/ 47,
48
FS8
Cash value of products and
services created to provide a
special environmental benefit
for each business line, divided
by purpose
Partial
Percentage
not
monitored
PI - 1.1
AMB-IF 14.1
-
-
86, 101/ 48
FS9
Coverage and frequency of
audits to assess environmental
and social policies in place,
including risk assessment
procedures
Complete
-
-
-
-
-
-/ 45
ASPECT: AUDITS
ASPECT: ACTIVE PARTICIPATION
of Stakeholders
FS10
Percentage and number of
firms In the bank's portfolio
with which the bank interacted
in environmental or social
issues
Partial
Percentage
not
monitored
-
-
-
-
-/ 34, 37, 38, 39
FS11
Percentage of assets subject of
environmental/social screening,
positive and negative
Partial
Percentage
not
monitored
PII - 17.
AMB-IF 3.;
AMB-IF 6.
-
-
-/ 46
Commitments and awards in
sustainability
FS12
Voting policies applied to
environmental or social issues
in stakes in which the
respondent has voting rights or
has an influence in votes
Complete
-
-
-
-
-
-/ 46
FS13
Points of access in scarcely
populated areas or low income
areas per type
Complete
-
SOC 13.
-
-
24, 89, 98/ 47,
49
Clients
FS14
Initiatives to improve access to
financial services by disabled
persons
Complete
-
SOC 22.
-
-
-/ 8, 15
ASPECT: COMMUNITY
ASPECT: PRODUCT AND SERVICE LABELING
FS15
Policies for the development
and sale of financial products
Complete
PI - 1.
AMB-IF 1.;
AMB-IF 14.
-
-
-/ 49
Clients
FS16
Initiatives to improve financial
education per type of
beneficiary
Complete
PI - 9.
AMB-IF 14.1;
SOC 21.
-
-
114/ 7, 8, 13, 39
65
GRI application level check statement
66 Relatório Anual 2011 Investors Services
ri@santander.com.br
Shareholders Services
acionistas@santander.com.br
Credits
General Coordination
Santander
Text
Contact us
Report Comunicação
For further information, requests or enquiries
concerning your account and/or products, please
call the Santander Customer Service Center:
Graphic Project
fmcom
4004 3535 (State capitals and metropolitan areas)
0800 702 3535 (Other Locations)
24 hours a day, 7 days a week.
(Special line for those with hearing and speech impairments)
For complaints, compliments or cancellations,
you may also call the Consumer Support Service – SAC:
0800 762 7777
24 hours a day, 7 days a week.
If you are not satisfied with the solution provided
by the bank, please call the Ombudsman Service:
0800 726 0322
Mondays to Fridays from 09:00 to 18:00 hours,
except public holidays.
Follow us, ask questions and interact with us on the
Social Networks:
Twitter: @santander_br
http://facebook.com/santanderbrasil
Access www.santander.com.br
3
INDICADORES DE SUSTENTABILIDADE 2011

environmental

Transcription

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