The excellence with which Bradesco handles a series of aspects of its operations is recognized by the market and by clients. These include:

  • Operating scale: the size and volume of operations permit greater dilution of the Organization’s fixed costs.
  • Innovative technology: capacity to invest in technology, a key factor to drive increased efficiency and continuous improvement in product and service quality. The Organization is concluding a multi-year technology investment program which positions it ahead of its global peers in IT.
  • Distribution network: presence in every city in Brazil, reaching 68 million clients, complemented by electronic channels providing high service levels.
  • Leadership in main product lines: Bradesco is a one stop shop for clients, with first-rate products in all segments.
  • Solid corporate culture: noted as one of the strengths of the Organization, which invests in employee training and development as part of its internal career policy, driving long-term commitment.
  • Alignment of interests between the administration and investors: more than 50% of the Administration’s remuneration is based on shares that may only be redeemed in the long term (after retirement).
  • Leader in the insurance segment: products are among the main businesses, corresponding to around 29.6% of income. This positioning enables robust growth opportunities and risk diversification.
  • INSS: leader in payment of INSS retirement and pension benefits, favoring payroll credit business.
  • Solid capital base: it is adequate, meeting the rigorous Basel III requirements (10.3% of Common Equity by fully loaded criteria). The capital position should continue to improve over the coming years.
  • Improvements in efficiency: Bradesco has a close focus on operating efficiency and will continue to intensify rigorous cost control and revenue growth, particularly in the service provision segment. The Operating Efficiency Ratio has been improving continuously over time.
  • Credit operations: the Organization is focused on credit quality and margins in the origination of loans, seeking to improve its credit rating systems constantly.
  • Service revenues: there is room for growth in service revenues, the main opportunity being improved segmentation.
  • Profitability: new sustainable level in Return on Equity (ROE) at around 20%.
  • Ease of access to banking by cellular phone: Bradesco has a key differential in the context of financial and digital inclusion: it is the only financial institution in Brazil that offers account access through the Bradesco applications without operator data package charges for users. This was made possible by an agreement established with the main telephone carriers in the country.

Another series of measures supports the Organization’s gradual and steady growth, including the following strategic differentials that boost its competitiveness:


Throughout its history Bradesco has continually launched innovative products and services aimed at ensuring even greater convenience and security for its clients. It was one of the highlights in the e-finance Award, organized by the magazine Executivos Financeiros, worthy of note among the winning categories being Special Innovation, with an award for the case inovaBRA, an open innovation program in partnership with startups focused on the creation of new business models, products and services, now an ongoing activity at Bradesco.

In mobility, Bradesco launched an unprecedented solution in the country enabling clients to deposit checks via mobile devices, eliminating the need to deliver the check to a branch. The company also reached the mark of two million active clients using the cell phone token. Additionally, Bradesco launched its Connected Car project, based on the integration of the Bradesco Exclusive application with Ford SYNC®, enabling the top up of pay-as-you-go cell phones and the location of branches and ATMs via voice command on the car’s dashboard.

The electronic terminals, in addition to having a more modern design, have gained new functionalities with a differentiated menu and improved accessibility for the disabled, in addition to enabling the unblocking of debit cards with chips by means of a security device (biometrics, physical token or token on cell phone).

Bradesco won the 2015 Brill Awards, promoted by the UpTime Institute (USA – California), in the Operational Data Center Upgrade category with its project to expand and modernize its secondary data center, located in Alphaville (São Paulo).

The telecommunications network is being expanded and the process of installing Wi-Fi networks in branches has been initiated to permit clients to access Bradesco applications. In May 2015, Bradesco commemorated the 20th anniversary of the internet in Brazil, having been the first financial institution in the country to be part of the world wide web with the creation of, as well as the first bank in Latin America to have a global domain with “”, ensuring greater security and convenience for clients.

In line with the company’s sustainability guidelines, employees’ work stations are turned off automatically outside working hours, resulting in an estimated reduction in electricity consumption of 8,000,000 wwwwwkWh/year. To drive continuous growth, in 2015 Bradesco invested R$5.720 billion in infrastructure, information technology and telecommunications.

2012,4.408, 2013,4.842, 2014,4.998, 2015,5.720


A key element in the context of the digital transformation and innovation pursued by the Organization is inovaBRA, a program involving startups whose technological solutions are capable of adding value to the company’s businesses through technological developments that meet the Organization’s technology needs, as well as contributing to products and services that boost client satisfaction.

In the initial phase, inovaBRA, attracted 560 startups nationwide, of which eight were chosen because of their potential to generate business. The resulting products will be launched in the coming years. The second phase of the project is expected to attract more than a thousand participants.

There follows a description of some of the products and services that have already been developed:

Virtual shop window

Virtual shop window: aimed at transmitting interactive content on screens for use in branches or the internal environments of the bank. The content is transmitted in accordance with the way the person reacts and moves in front of the screen and will drive service improvement and speed in internal processes.

Virtual queue

Virtual queue: the client may access the virtual queue, for example, via cell phone, to make an appointment at the branch. This solution will permit improvements in the client experience and the reduction of fixed costs through the opportunity to promote migration from the physical to the digital channel.


Wearables: technology that will permit the substitution of cards for making payments with other physical devices, such as a clip or stud attached to a watch or bracelet. The wearables solution is aimed at a market that currently processes more than R$1 trillion, according to estimates by the Bradesco Research and Innovation Department.


Gamefication: the use of game design elements and mechanics in different contexts. This has the potential to improve employee capacity to learn, as well as enhance the client experience. an application that can leverage employee self-development in a playful, interactive way, via questions and answers about Bradesco and general using the concepts of gamification and social learning.

Mídia digital

Digital Media: an application enabling other solutions to adopt the Bradesco cell phone application’s features and interactions.

Nova plataforma

New platform: aimed at employee training, with the participation of the Bradesco Corporate University (UniBrad).

Quero Quitar

Quero Quitar: a debt renegotiation platform providing clients with a complete and interactive view of renegotiation proposals, while offering greater privacy. Initially it is expected to cover around 125,000 of the bank’s contracts, focused on recovering credits. The solution is aimed at a market worth over R$100 billion, according to estimates by the Bradesco Research and Innovation Department.

Rede Frete Fácil

Rede Frete Fácil: the solution optimizes fleets and processes, generating savings and environmental benefits, such as lower GHG emissions. Potential to negotiate up to 2 million operations.

The second edition of inovaBRA has held in the fourth quarter of 2015 with 549 submissions. New startups will be selected to drive innovations in the financial sector in 2016 in partnership with Bradesco.


The Organization invests heavily and continuously in the development of digital tools and solutions that may translate into products and services able to fulfill client needs. The amounts and volumes transacted on a daily basis are on a par with the highest in the world. Over recent decades, Bradesco has been developing different approach strategies to serve clients and drive loyalty in the digital world, given that the physical branches have been undergoing a transformation into financial consulting spaces.

In the digital relationship, the value proposition is based on an agreeable personalized experience which in addition to retaining the client base enables the generation of value added products and services.

More and more, Bradesco clients enjoy a seamless experience in all their contact channels with the bank as the multichannel approach evolves into an omnichannel one based on and supported by Customer Relationship Management (CRM) tools. These tools enable the identification of behaviors, wishes and needs, permitting the bank to customize actions, products and services to engage and delight its clients.

In recent years, Bradesco has been developing a dynamic product and service integration layer that enables the rapid and efficient creation and connection of applications to provide clients with the best possible experience. A major effort is underway to build a digital nucleus to boost the capacity to build products and services using agile development methodologies, to increasingly enhance and facilitate client interactions.

In 2015, the highest ever positive levels were reached in social conversations, with some contents receiving 99% of positive comments. For the Organization, the social networks constitute not only an efficient service channel, but also a means of relationship that strengthens and builds enduring connections with clients and non clients.

Relacionamento digital


Passwords and security devices are still used for access and transactions in digital channels. Digital Validation was implanted in 2014, providing a higher level of security through the optical scanning of the physical token or QR code technology integrated into the Bradesco application, which permits clients to authenticate transactions previously undertaken in the branch.

Biometric technology has been consolidated and, in addition to secure, is perceived as rapid and convenient by clients. Bradesco selected biometric authentication because it is considered to be one of the most secure technologies – cloning is not possible because the veins in the palm of the hand are unique; the technology is used with more than 13.3 million active accounts. By means of sophisticated technologies for processing data gathered internally and externally, Bradesco seeks to anticipate events and take proactive measures to counter risks associated with physical and logical security in its operations. Modern tools that undergo constant technological innovation are also used to monitor the digital channels and 24X7 debit cards.

The products and services are analyzed by specialized Corporate Security Department teams, whose mission is to guarantee security for the information and systems supporting the businesses through preventive and corrective measures.


Voice commands in the Fone Fácil Bradesco electronic service: adopted in 2014, the new technology resulted in a series of advantages for clients in 2015. Speaking naturally, they can perform services such as pay payment orders, bills, make transfers between Bradesco accounts and electronic transfers to other banks, among others. With greater transaction efficiency, financial specialists and digital convergence specialists are able to focus on building relationships and business through personalized service.

Internet and Bradesco Cellular for Individuals: Bradesco has 70 websites (23 transactional and 47 institutional) accessed by 11.6 million users. In 2015, 5.3 million transactions were conducted (3.3 million account holders have the M-Token security key on their cell phones).

Net Empresa and Bradesco Cellular for Organizations: small, medium and large companies have 19 websites for access and doing business, 7 of which are transactional and 12 institutional. They are used by 821,000 clients who conducted 3.1 billion transactions during 2015. The institutional sites for corporate clients received 34 million visitors.

Self-service: the park consisting of 31,500 company-owned terminals and 18,900 in complementary networks served 27.6 million users in 2015, totaling 2 billion transactions. All the self-service terminals are equipped with biometrics technology and there are 13.3 million active clients using this technology.

Telebanco: the 4 million users conducted 278 million transactions, with 93% of the calls being handled by the Audible Response Unit and 7% handled personally.

Connected car: Bradesco is the only financial institution in the country whose Bradesco Exclusive application is integrated with the multimedia system in Ford cars, used for voice command communications. The client can synchronize the cell phone app with the car’s system to locate ATMs and top up their cell phones.

B.Checkin: an application via which Bradesco Cards clients can locate the closest offers using the geolocation function on their smartphone. The user just has to check-in at the participating establishments, pay with a Bradesco credit card, and redeem the credit acquired in the offer on the credit bard bill.

Integration with Apple Watch: the Bradesco, Bradesco Exclusive and Bradesco Prime applications enable users to consult balances and access the M-Token security code directly on the watch.

Touch ID: this functionality is available on the Bradesco, Bradesco Exclusive and Bradesco Prime applications. It permits the client to associate his/her fingerprint with the four-digit password, making access to the account via the apps quicker and more practical.

Next Móvel: the branch of the future, which was located in the Shopping JK Iguatemi mall, is now a mobile experience space which is installed in diverse malls for some months at a time. It retains its innovative, futuristic design and its function as a space in which people can see and test Bradesco innovations at first hand, as well as learning how to use new technological concepts.

IBM Watson: Bradesco is investing in the IBM Watson supercomputer, which provides a set of cognitive computing services and applications capable of generating rapid, efficient responses in processes.

Bradesco Exclusive App: since 2010, Bradesco has provided this solution for iPhone, Android and iPad users, totally customized for the segment.

Bradesco Net Empresa App: with a more modern design and a variety of products and services, the new application enables small and midsize business owners to manage their company and conduct their banking operations more easily and on the go. The check deposit by mobile cellular phone feature is also available now for business clients.

Bradesco Universitário App: launched in 2015 for the Android operating system, the application includes Bradesco app transactions and other features designed to make life easier for university student clients: record of scores and absences, timetable and a tool to record all shared expenses.

New self-service visual standard: Bradesco enhanced the usability of self-service terminals, making navigation more intuitive and simplifying the transaction menu. It also started offering hearing-impaired clients the possibility of making withdrawals using Brazilian sign language, Libras.

Own domain: the bank launched its own electronic domain “”, an initiative that streamlines access to the contents on the Organization’s websites. The domain extension makes the addresses easier to assimilate, offering clients greater security, since Bradesco alone is responsible for managing the site. The address is still valid.

Touchscreens: around 1/3 of the self-service terminals installed in 2015 use touchscreen technology, substituting the use of buttons. This technology offers a new user experience in the channel, enhancing navigation and the perception of modernity during transactions.


In 2015, Bradesco migrated 1,400 self-service terminals to the Banco24Horas network – an operation which in addition to increasing security and mitigating risks, permits savings in operating costs through gains in logistics and transportation, space rental, equipment maintenance and updating of the network, all reflected in administrative expenses. The goal is for the main Brazilian banks to migrate their external self-service terminals to the Banco24Horas environment. In order for this to happen, it was necessary to develop a biometrics combo that enables service for Bradesco clients– identified by the palm of the hand – and those of the other banks who are identified only by their fingerprint. With this combo, only Bradesco clients will be able to conduct transactions without using a card.

Real time deposit: the money deposited in self-service terminals is credited to the account in real time.

Check deposit via cell phone: Bradesco is the only financial institution in the country that allows private and business clients to make deposits by capturing an image of the check via the Bradesco application using the cell phone’s camera (iPhone and Android).

Digital Validation: Digital Validation is a means of increasing security levels to validate internet banking transactions. A QR-code appears on the transaction screen of the computer. With the camera of their cell phone, the clients scan this code via the Bradesco application and key in the numerical combination that is sent to the cell phone when the transaction is being concluded. Digital Validation is also possible via the physical token using optical scanning.

Worthy of note in the Integrated Insurance Platform (PIS in the Portuguese acronym) is Client Relationship Management (CRM) linked with managing the policy holder data bank. The system was enhanced to provide a single unified view of the clients. The program proposes a new relationship model with policy holders, incorporating strategic concepts and initiatives to expand the Bank’s field of activities.

Other notable Bradesco Seguros initiatives in 2015 were:

  • Launch of the Digital Wallet, a tool that combines the virtual cards of all the company’s activity segments, meaning the user does not have to carry plastic cards.
  • Launch of the new Bradesco Advantages Club portal: the existing 465 partners were joined by new members including Casas, Ponto,, Portal das Malas,

There follows a description of Bradesco Seguros targets and goals:

Configuration mechanism for products and estimate process for pre-formatted products – Individual Life and Residential
Corporate Identity Management Model
Restructuring of campaign and digital services process
Commissions and Incentives Management (ICM in the Portuguese acronym) – Registration (BVP, Saúde and BARE), Centralization (Health and BARE) and Calculation (Health and BARE)
Online sale of insurance products (initially Car Insurance, Travel Insurance and Personal Accident Insurance (APP – Acidentes Pessoais Premiável) and later VGBL/PGBL, Capitalization, Dental and Residential)


G4-EC8 | G4-FS13

Bradesco is committed to enabling people to have access to the financial system and to credit, which helps drive the concept of civic awareness and local development. With at least one branch, service point or banking correspondent in each municipality in Brazil, the Organization offers products and services, as well as orientation and dissemination of the concepts of financial responsibility, sustainable budgeting and changing attitudes towards handling money. DMA Indirect economic impacts | DMA Community

This behavior is aligned with the bank’s Sustainability Policy, which offers guidelines on the indirect economic impacts of its activities, even though there are neither targets nor studies that set forth these impacts on a national, regional or local level. However, the Organization is planning to create a project aimed at establishing a structured process to identify its significant economic, environmental and social impacts through which it will: assess the extent of its positive and negative impacts on the value chain; periodically verify the relevance and effectiveness of the policies and directives adopted; and identify and quantify the positive and negative externalities for society provided by activities/products/services, such as Click Conta, Primeira Proteção Bradesco, products for retirees, among others.

Currently, in addition to monitoring its network of service points and correspondents to ensure that all municipal districts receive adequate services, during the regional meetings on financial education, participant the satisfaction and interest is measured by means of an assessment form. This permits Bradesco to make changes and ensure the content is appropriate for the events.

Bradesco Saúde also puts into practice its mission of offering health insurance clients the best management solutions and qualified access to private healthcare services by promoting increases in productivity for organizations, industries and the economy as a whole by means of access to care and to preventive programs.

This includes programs such as Health Promotion, Risk and Disease Prevention (Promoprev) and Second Medical Opinion, in addition to initiatives such as the expansion of the accredited network and the direct acquisition of orthotic and prosthetic devices. To monitor performance efficiency, the company has the Quality Discussion Forums and the Operational Committee, which control quality indicators for the sector, such as the Supplementary Health Performance Index (IDSS) and the panel with Integrated Sector Quality Data. To improve understanding of indirect economic impacts at national, regional and local levels, the Organization participates in sector forums promoted by organizations such as Fenasaúde and CNSeg.

Regarding Normative Instruction No. 42 on the monitoring and assessment of services for beneficiaries by healthcare plan operators, Bradesco Seguros tracks the indicators established in the ruling. Among other issues, these measure complaints by policy holders stemming from non guarantee of access and coverage mandated by law, regulation or contract, the maximum time limit for attendance or other questions processed under preliminary investigation notifications.

There is also legislation to incentivize the adoption of Health Promotion and Risk and Disease Prevention programs aimed at changing the assistance-based model in the healthcare system and improving quality of life for the beneficiaries of healthcare plans.

Bradesco Saúde and Mediservice have 26 programs registered with Brazil’s ANS National Health Agency (Agência Nacional de Saúde). The Healthcare Plan Operators Accreditation Program is a voluntary quality assessment and certification system for healthcare institutions. The process consists of checking whether the Organization’s practices comply with predetermined standards, the main focus of which is the quality of the care provided for policy holders. Bradesco Saúde received accreditation at Level 1 in May 2015, valid for four years from this date.

Also in 2015 the company achieved its target of disseminating the Bradesco Seguros Libras (Prodeaf) application for the hearing impaired, with a significant increase in the number of downloads, which totaled 601,433. To do this, it publicized the project on a broad scale in digital communities aimed at deaf people and in its own digital and social media. Assessment of the use of these applications is periodic and is published in monthly reports.

In this context, Bradesco Expresso and the PAs promote economic development in areas in which poverty levels are high through the bankarization process. Of the 3,511 PAs, around 1,600 are located in economically underprivileged areas, examples being Mangueira, Chapéu da Mangueira, Cidade de Deus, Vila Kennedy, Complexo do Alemão, Gardênia Azul, Cantagalo, Turano and Santa Marta in Rio de Janeiro, and Paraisópolis in São Paulo, which benefit more than 1 million people; from 43,560 Bradesco Expresso Correspondents, around 15,000 are located in economically underprivileged areas. The initiative helps to open up access to consumption and regulated credit, fostering development in less economically privileged areas or ones with low population density, injecting more than R$260 million into the local economies on a monthly basis, generating indirect employment and income for the population. In these areas, the bank also provides services for those receiving INSS social benefits. Currently, 34% of the receipts via bank order are through Bradesco Expresso. The number of pensioners who are paid through banking correspondents is also significant, totaling more than 2 million account and non account holders.

The number of correspondent units in the country was reduced by 12.9%, due to the termination of some partnerships with retailers as a result of strategic and/or temporary changes in their businesses.

The Bradesco floating branches gained a distinction in the Accenture Distribution & Marketing Innovation Awards (EFMA). Bradesco maintains a partnership with two vessels: Voyager IV and Voyager V. Each one covers a 1,600 kilometer route between Manaus and Tabatinga, in the state of Amazonas. The 15-day journey (there and back) serves 11 municipalities and 50 communities – a population of 250,000 people, most of whom are indigenous and previously had no access to financial services. In addition to the floating units, the region has another three Bradesco Expresso posts in communities served by Fundação Amazonas Sustentável (FAS) programs.

Infrastructure finance projects are aligned with Bradesco’s proposal to encourage measures having the potential to generate positive economic impacts, such as regional development, job generation, service creation and improvements in healthcare and education. Any negative impacts are dealt with in line with internal policies and commitments and in accordance with the company’s socio-environmental risk management processes and procedures.


AREAS/ REGION Total points in economically
underprivileged or low population density areas
% of access points in
relation to total in region
South 0 0
Southeast 6 0.3
Midwest 2 0.6
North 18 6.6
Northeast 258 30.6
Total 284 6.3

AREAS/ REGION Total points in economically
underprivileged or low population density areas
% of access points in
relation to total in region
South 122 44
Southeast 364 46
Midwest 189 86
North 208 93
Northeast 727 78
Total 1,610 67

AREAS/ REGION Total points in economically
underprivileged or low population density areas
% of access points in
relation to total in region
South 1,558 25
Southeast 3,017 15
Midwest 2,693 77
North 1,699 51
Northeast 6,391 53
Total 15,358 35

Classification criteria: the information on low population density or economically underprivileged areas was assessed based on demographic density (2010 Census – IBGE) and MHDI (Atlas Brasil 2013, United Nations Development Program). The bank considered an MHDI below 0.600 and demographic density below 24 inhabitants per km2 as areas defined in the classifications mentioned.



G4-FS14 | G4-FS7 | G4-FS8

Service Posts (PAs): 9% increase in the number of units adapted to permit access to the physically disabled. From 3,511 PAs, 89.4% permit access for the physically disabled.

Debit card: 9,000 high relief cards and 100 Braille kits issued annually.

Bradesco Click Conta: aimed young people aged 17 years, providing their first checking account experience.

Bradesco Click Conta card: debit card for young people up to 17 years old.

Bradesco Universitário: the strategic positioning of the University Student Account makes the relationship between the bank and young people even more productive during their student years.

Bradesco Cartões Welcome Kit in Braille with enlarged font: project aimed at wholly or partially visually impaired clients with the contract, benefits guide and card holder with data, such as numbers, validity and card security code, printed in Braille and in enlarged font. The product is free for account holders.

INSS Benefit Payment Card: permits retirees and pensioners to make payments by direct debit. Seventy five thousand cards are issued per month, making an annual average of 900,000 cards.

Bradesco Continuous Benefit Payment Card – INSS beneficiaries: for disabled people with proven per capita income of less than 1/4 of a minimum salary. Fifteen thousand cards are issued per month, making an annual average of 180,000 cards.

Agência preparada para deficientes

Guided Production Microcredit: in 2015, the bank expanded services for small entrepreneurs by accrediting retail branches and continues to expand in this area.

Cards with philanthropic institutions (AACD, APAE, Casas André Luiz): the bank passes on par t of the annual card fees to the institution.

BNDES Card: onlending of BNDES funds for the acquisition of machinery, equipment and capital goods.

Bradesco Visual Mouse: exclusive software for people with motor disorders who are unable to move their upper limbs, enabling control of the mouse cursor with head movements with no need to use the hands or arms. To insert text, using the computer’s virtual keyboard the person moves the cursor towards the key or letter chosen with his/her head and opens and closes his/her mouth slightly to click. The product is free for account holders.

Virtual Vision: since 1998, Bradesco has offered the visually impaired Virtual Vision – a screen reading software that permits access to the account via internet banking, in addition to Windows, the Office suite and the internet. The licenses are distributed free to account holders and non account holders.

Call Center – Hearing or Speech Impaired: service via digital communication using TDD (telecommunications device for the deaf) technology.

Consolidated Monthly Statement in Braille or Enlarged Font: visually impaired clients may access their current account transactions using this format.

Template for Filling out Checks in Braille or Enlarged Font: permits the visually impaired to fill out checks independently with no help from third parties. It is necessary to fit the check in the template and follow the instructions.

Banco Popular G4-FS14

In partnership with the Banco do Brasil, Bradesco received Central Bank authorization to create the Banco Popular, an institution focused on the low-income population, that is, people receiving up to three minimum salaries per month and in many cases not having a bank account. The Banco Popular will come into operation in 2016, with sufficient funding to make loans totaling R$1 billion, as well as credit card and prepaid card operations, through IBI Financeira, a company controlled by the two organizations. The new bank will initiate operations with a network of 145 banking correspondents.

Libras (Brazilian sign language): communications with translation from Portuguese to Brazilian sign language, available in internet banking – under the item Abra sua Conta – and the bank’s Facebook page – an exclusive channel for information about banking products and services with translation into sign language and subtitles.

Accessible self-service: the entire terminal park is compliant with Brazil’s ABNT accessibility standards and is equipped with voice software and tactile markers, as well as terminals accessible for wheelchair users. Clients with visual impairment may use the Bradesco Easy Withdrawal service – during the operation the client is informed by voice about the amount and denominations of the notes to be dispensed. Hearing impaired clients receive information about the withdrawal in sign language.

Accessibility page: at, clients receive information about all accessible products and services and how to request them.

Bradesco SOS Mata Atlântica Card: this drives education and knowledge about the Atlantic Rainforest, promoting social, environmental and civic awareness. The cards are made from post-consumer PET bottles collected from nature.

Bradesco Fundação Amazonas Sustentável Card: this promotes sustainable involvement, environmental conservation and improved quality of life for riverside communities in the state of Amazonas. The main initiatives revolve around income generation, community infrastructure, social empowerment, education and research programs, benefiting more than 40,000 people in 574 communities. The cards are also made from post-consumer PET bottles collected from nature.

EBTA Account Virtual Card (Amex): this eliminates the need for a plastic card. It is a virtual solution for centralizing air travel expenses.

CPB Virtual Card (Visa and Master): this also eliminates the need for issuing plastic. It is the ideal means of payment for managing and controlling company spending on travel through accredited tourist branches.

Hotel Bill Virtual Card (Amex): with no need to issue plastic, this centralizes a company’s accommodation expenses, offering advantages such as consolidated billing.

BTB Virtual Card (Master): developed to manage spending on accommodation, events or vehicle rental by means of a web platform that enables the manager to include specific parameters, facilitating management of corporate spending. It eliminates the need to issue plastic.

Bradesco Cartões Loyalty Program: the redemption of points in the Bradesco Cartões Loyalty Program for charities enables members to contribute to social projects.

Membership Rewards Program (American Express): the campaign to donate points to partnering charities enables the member to contribute to environmental, social and cultural projects.

Bonus Club Program: o the redemption of the categories in the program for partnering charitable institutions contributes to social and environmental projects. The social and environmental credit lines are made available with own resources or onlending from the foment bank BNDES (Banco Nacional de Desenvolvimento Econômico e Social). The balance in this portfolio in December 2015 was R$1.20 billion.

Bonus Club for online Courses Program: the redemption of the categories in the program for online courses in Sustainability, Finance, IT, among others, enables members to improve their learning.

Bradesco for retirees: retirees have an exclusive website with information on health, well-being, culture, leisure, free online courses and exclusive discounts for theater plays and trips, in addition to benefits and financial solutions. Upon opening an account with Bradesco, retirees also receive a benefits package, which includes payroll credit with differentiated interest rates and terms of up to 72 months, a credit card offering exclusive benefits for payments in installments and a pre-approved credit limit, among others.

For insurance – Bradesco Vida (Bradesco Life) and Previdência (Pension Plan):

  • Vida Segura for Companies: aimed at small and midsized companies.
  • Primeira Proteção, Microsseguro Proteção em Dobro and Microsseguro Proteção Premiável: mass market, aimed at private individuals in classes C, D and E.
  • ABS Senior: indicated for the elderly, may be contracted by people up to 80 years old.
  • Prev Jovem and De Pai para Filho: pension plans with reduced contributions.
DMA Labeling/Former FS16


The Organization promotes financial education measures for employees, clients and non clients, aimed at contributing to their financial well being and helping them to get out of debt through the rational use of money, responsible use of credit, incentives for saving and the choice of investments appropriate for their profile and needs.

During 2015, 313 Bradesco Regional Encounters were held in lesser developed regions where banking services are provided via PAs and/or banking correspondents. These encounters consist of talks on the responsible use of credit and other products and services, as well as proper management of personal finance. During the year, more than 5,900 people attended the classes, which were given by the Bradesco Expresso commercial team. In diverse presentations, handbooks containing guidance on the subjects were handed out. Since the project began in 2010, there have been more than 32,500 participations in the talks. The target for 2016 is to organize another 300 encounters.

There follows a description of the Organization’s goals and objectives:
Elaborate a plan to offered personalized service to disabled clients, accompanied by quantitative and qualitative targets that contribute towards the development of Accessibility in the Organization.

Along the same lines, Bradesco has the blog Saber para Crescer (Knowing and growing), an educational channel via a relationship platform close to the target public in which the bank provides tips and ideas in easy, straightforward language. The contents are divided into the categories Extra Income, World and Culture, Pocket Conscious, Thinking about the Future, Smart Routine and You as an Entrepreneur. Approximately 25 subjects are covered on a monthly basis between these categories and the Facebook page, which has 410,000 fans.

In the Fundação Bradesco, financial education is a key element in Mathematics studies at primary and secondary level. Based on problem situations, students are invited to reflect on managing the expenses of a residence, covering notions of discounts, economy and saving, preparing for future financial planning based on real situations. The subject is also developed in the form of a project with a proposed study trip. Fundação Bradesco students also make visits to supermarkets and markets in their region and participate in activities designed to make them reflect on consumption and the economy.


DMA Training and Education | G4-LA10

Bradesco prioritizes internal career development, preferentially hiring people for starting level positions and developing them to assume higher level ones. Based on this philosophy, the Organizations drives the professional and personal development of its employees, offering equal opportunities for growth in accordance with the individual’s profile and performance. Investment in education for employees is significant and demonstrates the importance attributed to qualification as a differential for success.

The guarantee of opportunities for growth and professional development, whereby employees may envisage the possibility of occupying a whole range of positions encourages the entire work force, fostering creativity, innovation and the ongoing pursuit of learning as a means of keeping up with developments.

Another differential is the opportunity to be trained and move up in the bank provided by the integrated vision resulting from the Bradesco Corporate University’s (UniBrad) strategy. In 2015, Bradesco reached its target of 100% performance appraisal for its employees – a measure which like the Competencies Map, supports the training and development of leaders. The idea is that all employees should know in detail what is required for their development, how they are positioned and how they are perceived by their leaders. G4-LA11

The Competencies Map is a tool used to identify employees’ development needs and to point out the career paths open to each in the Organization, using an integrated approach to improve individual skills and potential.

UniBrad comprises nine schools focused on corporate strategies linked with the competencies required by Bradesco senior management. To meet the growing demand for innovation and technology products, the university opened another training front: the Digital School. This addresses a new organizational need: the development of learning solutions in digital channels to ensure employees are increasingly prepared for transformations and trends in the digital world, including the migration of clients to these channels.

Business Organizational identity
Operational excellence Civic awareness and sustainability
Business intelligence Client relations
Operational security and solutions People
Leadership Digital
DMA Labeling/Former FS16

Worthy of note was the National Financial Education Week, held from March 9 to 15. During this period, the Bradesco Organization offered its diverse audiences (internal and external) a series of measures, including live talks, distance training, promotion of the Viva Bem (Live Well) financial guidance channel and the Financial Education Portal, video training courses, consulting with specialized CFP (Certified Financial Planner) professionals and promotion of the Digital Library. There were 9,900 accesses and participations in these learning solutions.

In 2015, the Organization invested more than R$145 million in corporate education. Based on its internal career philosophy, Bradesco promotes and fosters the personal and professional development of all its employees via UniBrad, driving ongoing learning, the dissemination of knowledge and career development.

Corporate education is based on the organizational strategies of efficiency, growth and sustainable results. Due to the capillarity of the Organization, the training and development structure is spread throughout all regions of the country. In 2015, we recorded more than 900,000 participations in the diverse classroom and distance events offered to employees at all levels. UniBrad also offers courses aimed at the personal and professional development of clients and non clients, all of which are free of charge.

To support employees dismissed without due cause, Bradesco offers two programs: a refresher course for those who intend to continue working and a severance package – both provided for in collective agreements. These cover the entire work force. Discharged employees receive an allowance of up to R$1,349.79 for professional requalification, which may be used for language, computing and civil service preparation courses, among others. G4-LA10

Bradesco Seguros’ Universidade do Conhecimento do Seguro or UniverSeg operates along the same lines, using the Bradesco Organization’s experience in training employees and brokers in the commercial, technical and behavioral areas. In 2015, the 674 classroom and 348 online solutions offered attracted 159,040 participations, benefiting the Product, Leadership, Management and Systemic View areas in the Auto, Health/Dental, Elementary Branches, Pension, Life and Capitalization segments. In addition to the UniverSeg portal, all the brokers are supported by the Portal 100% Corretor, idealized to organize business, program the receipt of statements and consultations, access policy records, consult types of insurance and register producers.

Employees close to retirement may enroll in distance education courses. G4-LA10

The Digital Channels area, in conjunction with Human Resources, promotes its own training and selection programs for more than 2,700 employees, of which 1/3 are promoted within their actual area or become financial specialists and digital convergence agents supporting the Organization’s programs, products and services in the context of technology. The mobility coordinators, who are trained digitally, visit the branches providing support and updating employees in the innovation and technologies available. The role of mobility agent was created inside the branches with the mission of disseminating technology products, services and solutions to both employees and clients.

Competencies map G4-10
Men. 39,147 em 2015, 42,437 em 2014 e 42,185 em 2013
Women. 39.913 em 2015, 41.844 em 2014 e 40.220 em 2013
Total. 79.060 em 2015, 84.281 em 2014 e 82.405 em 2013
Courses available – related links