DMA Grievance mechanisms related to human rights and labor practices | DMA Non discrimination

Bradesco makes every effort to ensure transparent, constructive relations with all its stakeholders, fostering dialogue to maintain its reputation and reinforce key organizational attributes such as trust and robustness. It is no different with the Organization’s employees: the principle is to ensure a healthy work environment, respect for differences and recognition, as well as opportunities for development and growth.

The defense and protection of human rights is an organizational principle, declared publicly in Bradesco’s Code of Ethics and Human Resources Management policy, which establishes guidelines for relations between internal and external stakeholders and criteria for decision making.

The requirements of the AS 8000 certified management structure include the treatment of deviations from and breaches of established principles through the reporting channels at the disposal of the stakeholder groups. In 2015 the average time between the receipt, analysis, action and return to the person making the report was 56 days, 7% below the target established.

For 2016, the average target for the final return is 55 days.

The Social Responsibility Management System (SGRS SA 8000 in the Portuguese acronym) is aimed at promoting continuous improvement in relations and in the work environment, with the certified scope covering around 30,400 employees and 5,700 other workers. In the certified units there are suggestions boxes, post boxes and electronic forms, in addition to worker representatives of the management system. With the guarantee of anonymity, employees and workers may express their concerns or make suggestions about the SA 8000 standard, the Code of Ethical Conduct and the Human Resources Management policy, including complaints about harassment and discrimination. G4-35

These communications are received, recorded and processed. On a weekly basis, they are presented to the SA 8000 Committee, and forwarded every quarter to the Ethical Conduct Committee. The Bradesco SGRS indicators, which include cases of discrimination, are verified by means of compliance assessments and external audit four times a year.

The performance of the SGRS (SA 8000) system is addressed in the critical analysis meetings which are held periodically.

Since 2014, the Organization has worked on strengthening the Social Responsibility Management System in alignment with the strategic drivers of its human resources, focused on improving processes and developing solutions for the concerns presented via the communication channels.

For 2016, the goal is to maintain the plan to strengthen the SGRS (SA 8000) in preparation for expansion in 2017.


DMA Employment

People are a fundamental asset in the Bradesco value generation process. The Organization is attentive to questions such as attracting and retaining talent, employee quality of life, professional development and growth and the generation of employment and income, to the point that it is a company target to be featured in the main organizational climate rankings elaborated by reputable consultancies.

In 2015, Bradesco was featured in the main employee rankings in the country: the 130 Best Companies to Work for, by Época magazine; The 150 Best Companies for You to Work in, by Você S/A magazine; the Best in People Management – Valor Carreira; and the Best Companies to Start Your Career in, also by Você S/A.

One of the pillars in this process is to attribute value to people internally. The work environment is based on a solid culture in which career development is highly valued, with the guarantee of equal conditions for professionals to develop and progress in the organization. Preference is given to hiring people to occupy beginning level positions so that they may develop and be promoted inside the company. Most of the company’s executive and mid-level positions are filled by professionals who have risen through the Organization.

This is made possible by the career development system, which provides an overview of the opportunities available and the individual skills necessary to fill them, so that employees may plan their development and pursue higher positions. Additionally, internal recruitment enables employees to apply for vacancies posted on the portal and available in SAP, in accordance with their particular interests.

The company uses Competencies Mapping to identify each employee’s talents and gaps. Based on feedback provided by the individual’s manager, development measures are defined for the employee in the Individual Development Plan (PDI).

The bank ended 2015 with a work force of 92,861 people, whose profile (category, gender, schooling, age group and location) is presented ahead. With 5,415 admissions, staff turnover for the period was 8.8%. A total of 5,118 employees took maternity/paternity leave, of whom 99.4% returned to work.

All the Organization’s employees are entitled to freedom of association and are covered by collective work agreements. In addition to guaranteeing freedom of association, union membership and collective bargaining, Bradesco considers employees’ suggestions for improvements to internal processes. G4-11

DMA Freedom of Association and Collective Bargaining

The Human Resources Department is responsible for union relations, conducting negotiations with the respective representative bodies, offering infrastructure and providing guidance for company managers.

Employees and managers by category1 G4-9 | G4-10
  2012 2013 2014 2015
Directors + Board of Directors 142 143 137 132
Superintendents 151 146 147 153
Management 11,369 11,005 10,419 10,115
Supervisory/Administration 59,523 57,970 55,774 55,591
Operational 32,342 31,368 29,180 27,002
Third-parties 11,685 11,689 11,718 11,858
1. Members of the Board of Directors and the Statutory Board are not included in the total number of employees.

Breakdown of work force by gender G4-10

46.158 men. 46.703 women.

Over 50 years 8,072
From 30 to 50 years 40,695
Under 29 years 44,094
  Permanent employees Employees on fixed term contracts Total employees
3,345 40 3,345
12,326 142 12,326
4,435 44 4,435
63,840 750 63,840
8,673 53 8,673
242 0 242
  Total number of new employees admitted New admissions rate (%) Total number of employees terminated Turnover rate (%)
216 6 306 9.0
472 4 713 5.7
262 6 384 8.6
4,063 6 6,088 9.4
383 4 755 8.5
19 8 16 6.4
2,782 6 3,984 8.5
2,633 6 4,278 9.0
Under 30 years
5,152 12 4,579 9.9
From 30 to 50 years
262 1 3,075 7.6
Over 50 years
1 0 608 8.0
Total     8,262 8.8
Period Entitled Used Returned Remained after 12 months Return rate (%) Retention rate after 12 months (%)
2012 1,985 1,985 1,979 1,704 99.7 85.8
2013 2,129 2,129 2,126 2,072 99.9 97.3
2014 2,964 2,964 2,963 2,802 99.9 94.6
2015 3,502 3,502 3,464 3,309 98.9 95.5
Period Entitled Used Returned Remained after 12 months Return rate (%) Retention rate after 12 months (%)
2012 1,966 1,488 1,488 1,384 100.0 93.0
2013 1,858 1,357 1,357 1,302 100.0 95.9
2014 1,934 1,437 1,437 1,391 100.0 96.8
2015 1,912 1,616 1,616 1,562 100.0 96.6
Ratio of women’s average salary to men’s* (%) G4-LA13
EMPLOYEE CATEGORIES 2012 2013 2014 2015
Directors + Board of Directors 107 109 93 100
Superintendents 106 98 93 100
Management 87 86 83 82
Supervisory/Administrative 88 85 88 88
Operational 97 97 98 99
*Refers to basic salary or remuneration.
Value generation for the employees
  2012 2013 2014 20151
Number of employees 103,385 100,489 95,520 92,861
Salaries (in R$ billion) 5.70 6.00 6.40 6.80
Charges (in R$ billion) ) 2.20 2.30 2.40 2.50
Profit share (in R$ million) 1,030.90 1,115.30 1,256.40 1,342.30
Provision for labor suits (in R$ million) 649.90 806.20 1,284.80 972.10
Training (in R$ million) 132.60 126.80 144.70 145.10
Healthcare (in R$ million) 600.90 667.10 762.40 887.20
Food and meals (in R$ million) 1,080.90 1,146.10 1,203.80 1,290.00
Private pension (in R$ million) 590.90 622.20 622.80 610.90
Nursery/nursery allowance (in R$ million) 67.00 74.40 88.60 99.20
Others (in R$ million) 183.40 192.30 241.40 263.00
1. For further information please refer to explanatory note 4 – Balance Sheet and Income Statement in the Financial Statements for year ended on December 31, 2015.
Participation in training activities
TYPES OF ACTIVITY 2012 2013 2014 2015
Classroom 236,979 204,278 265,595 326,250
TreiNet (online) 1,328,242 833,115 544,869 429,509
Video training and training manuals 520,629 287,962 250,646 144,323
Total number of participations 2,089,906 1,325,355 1,061,110 900,082
Total number of hours 4,175,756 6,795,403 5,737,037 2,210,833
Average number of hours training for employees per year* G4-LA9
CATEGORY 2012 2013 2014 2015
  Men Women Men Women Men Women
Directors 127 66 107 51 144 60 103
Superintendents 200 73 77 144 224 79 144
Management 91 53 52 86 81 40 30
Supervisory/Administrative 180 112 107 117 121 26 23
Operational 155 71 77 58 56 17 18
Apprentices 106 43 41 37 33 0 0
Interns 105 73 87 71 79 6 5
Total 113 60 62 61 58 25.19 21.7
* From 2015, distance training was offered without a defined number of hours, for which reason the number of hours is not counted.

The Organization offers all employees salaries compatible with the market and the function exercised, regardless of gender. This is complemented by a range of benefits that goes beyond those required by law. Benefits include life and personal accident insurance, funeral allowance, discounted medicine at accredited drugstores, emergency loans, an online shopping channel, meal and food allowances, nursery/nurse allowance, free health and dental insurance, supplementary private pension plan and vaccination against influenza and the H1N1 virus, as well as leisure areas in certain locations, such as the Sports Area in the Cidade de Deus Nucleus in Osasco (SP). As a result of this policy, the climate survey conducted in 2015 showed a satisfaction rate of 78%. G4-LA2

Employee satisfaction climate survey (%)
Chart. 2012: 82%, 2013: 82%, 2014: 78%, 2015: 78%.

Investments in training (R$ million)
Chart. 2012: 132,6 millions, 2013: 126,8 millions, 2014: 144,7 millions, 2015: 145,1 millions.

Work environment

The employer-employee relationship in the Organization is characterized by respect, by equal treatment and by opportunities for development and growth. In addition to the balance between remuneration and benefits, Bradesco promotes initiatives to improve the work environment, driving employee commitment and performance.

One of these program offered is Viva Bem (Live Well), a set of measures aimed at promoting employee well-being. The initiative ranges from guidance and accompaniment for a healthy pregnancy, nutritional guidance to incentives for engaging in physical activities focused on health and increased employee awareness of the importance of fitness. The company also has partnership agreements with gyms, beauty salons, among others.

Via its communication channels, the company addresses matters such physical, mental and emotional vitality. Employees are submitted to workplace medical examinations every 120 days and to complementary exams as necessary, as well as participating in vaccination campaigns.

Additionally, the Organization is involved in two qualification processes for disabled persons: the Bradesco Professional Training Program with Emphasis on Inclusive Education, conducted in partnership with the Fundação Bradesco, and the Banking Sector Professional Training and Inclusion Program for the Disabled, run by the Brazilian bank federation FEBRABAN.

Employees are also encouraged to participate in institutional activities organized by the Bradesco Volunteers Program, such as National Volunteer Work Day (DNAV) and Voluntários Mais, or to undertake volunteer work independently. At the end of 2015, 13,905 volunteers were registered in the Bradesco Volunteers Portal.

Fifteen thousand six hundred and eighty four people participated in National Volunteer Work Day, of whom 2,741 were employees. There was a total of 288,406 attendances, benefiting 131 social institutions with 169,283 products donated, in particular foodstuffs. The second edition of Voluntários Mais engaged 4,647 employees and 162,214 family members, as well as friends and community members in activities related to the development of the corporate competencies valued by Bradesco, including creativity, communication, entrepreneurship, negotiation, strategic planning and interpersonal relationship. Working as volunteers, employees enhance their sense of community and social responsibility, as well developing competencies that may contribute to their personal and professional growth, not to mention the sustainability of the businesses.

Another focus of attention in the Bank is the prevention and elimination of discrimination. Thanks to strengthened relations, the dissemination of a culture of equality and the improved response to reports, 24 cases of discrimination were reported and analyzed in 2015. Of these, 23 were resolved and one is still under analysis and should be settled in the following cycle. The number is one third down on 2014, when 66 cases were reported. G4-HR3

Bradesco also provides training on human rights, with a total of 89,435 hours delivered in 2015. During 2015, 25% of the employees and workers received training in this area. G4-HR2

Composition of minority groups
  2012 2013 2014 2015
Women 51,013 49,781 49,279 46,745
Blacks (black + mixed race) 24,188 23,941 22,968 22,586
Employees aged over 45 years 14,212 15,047 15,549 16,269
Disabled people 2,079 2,185 2,045 2,092
Cases of discrimination G4-HR3
  2012 2013 2014 2015
Analyzed* 54 96 66 24
Resolved 39 96 66 24
Total 54 86 45 24
* Originating from the SGRS Bradesco communication channels, including Alô RH (corporate), workers’ representatives and the suggestions boxes (scope SA 8000).
SA 8000*
  2012 2013 2014 2015
Contacts received 1,893 1,628 1,173 848
*These include concerns, suggestions and audit results.
human rights cases* G4-LA16 | G4-HR12
Contacts filed 783
Contacts processed 783
Contacts resolved 643
Contacts from previous years resolved in 2015 120
*For the Organization, labor and human rights cases are treated jointly, it being impossible to manage them separately. The Bradesco Seguros Ombudsman service did not receive any human rights-related complaints.
Labor suits
  2012 2013 2014 2015
Suits Amount (R$) Suits Amount (R$) Suits Amount (R$) Suits Amount (R$)
Administrative suits – infractions of the articles of Brazil’s CLT labor legislation 127 370,960.07 368 1,812,151.45 294 2,486,034.11 505 1,765,775.01
Psychological harassment 46 2,446,309.26 46 1,642,562.09 29 1,057,180.21 36 1,882,544.80

Talent retention

A key organizational value is career development and equality of opportunity for employees. One of the directives guiding this concept is the offer of opportunities for professional growth both for employees who have developed within the Organization and those who have joined it via acquisition processes.

There are four gateways to Bradesco. One is the internal career model, in which the Organization admits employees for beginning level positions in its branches and departments. Secondly, there is the inclusion of professionals as a result of acquisition processes – in which the individual’s position, function and years of experience are taken into account. At the initial career levels, employees are selected preferentially in the cities in which they live.

The Organization also has a channel for admitting talents in partnership with the Fundação Bradesco, whereby the three most outstanding students in classes are guaranteed admission. Another form of admission is reserved for specialized positions and functions – in which case Bradesco seeks appropriate candidates in the market.

In 2015, around 95% of the overall Bradesco headcount fell into one of these categories, with around 33% of leadership roles filled by individuals joining the bank via acquisition processes.

Bradesco uses its competencies mapping system to assess the potential of professionals to assume leadership roles. In 2015, improvements were introduced in the internal open recruitment process, enabling employees interested in applying for vacancies in other areas to do so without the approval of their immediate boss. These vacancies are posted in the HR Portal, with the applications processed via an internal system.

Occupational health and safety

Occupational health and safety indicators

  2012 2013 2014 2015
Total number 1,876 1,805 1,742 1,597
% of total headcount 1.81 1.80 1.82 1.72
Rate (factor 200,000) 1.26 1.25 1.27 1.19
  2012 2013 2014 2015
Total number 1,147 1,004 1,380 1,320
% of total headcount 1.11 1.00 1.44 1.42
Rate (factor 200,000) 0.77 0.69 1.00 0.99
  2012 2013 2014 2015
Total number 302,477 301,351 303,576 284,893
Rate (factor 200,000) 203.18 208.25 220.70 213.05
  2012 2013 2014 2015
Days absent* 1,249,894 1,264,510 1,248,741 1,216,227
% of absenteeism 3.58 3.75 3.90 3.87
Rate (factor 200,000) 839.56 849.38 907.85 909.53
*Considering only days absent due to occupational accidents and health treatment lasting more than 15 days.

A description of Bradesco goals and targets:

Goals and targets for 2015 Status Justification Goals and targets for 2016
Implement measures to train volunteers Achieved Learning for the Public Good workshops were held in October 2015, aimed at training volunteers and making them more effective. Ongoing foment for use of Bradesco Volunteers Portal, increasing number of people registered.
Implant new version of TreiNet (distance learning platform), with collaborative and sharing functionalities In progress Tool was launched only for the departments segment in 2015. Full launch scheduled for the end of 2016. Expand Voluntários Mais activities, integrating volunteer work, quality of life, sustainability and personal finances.
Ongoing foment for use of Bradesco Volunteers Portal, increasing number of people registered Achieved In 2015,there was a 13.7% increase in the registration of volunteers compared with 2014. Measures to train volunteers.
Expand Voluntários Mais activities, integrating volunteer work, quality of life, sustainability Achieved Another edition of Voluntários Mais was organized, in which participants undertook volunteer activities involving sustainability and quality of life. To be featured in the main organizational climate rankings prepared by reputable consultancies.
Improve the Occupational Health and Safety Management system through the implementation of Occupational Health and Safety directives in accordance with planning Achieved The Environment, Health and Safety (EH&S) system and indicators were implanted, the Occupational Health and Safety area and its management models were restructured, internal and external partnerships were developed and a pilot implanted in regions considered to be critical to test the new models.  
To be featured in the main organizational climate rankings prepared by reputable consultancies Achieved The company was featured in the following rankings:
  • The 130 Best Companies to Work For – Great Place to Work/Época magazine
  • Best Companies to Work in Latin America – HSM Management magazine/GPTW
  • The 150 Best Companies to Work For – Você S/A magazine/Fundação Instituto de Administração
  • The Best in People Management – Valor Carreira magazine/AONHewitt
  • The 35 Best Companies to Start Your Career – Você S/A magazine/Cia. de Talentos
  • 100 Best Companies in HODI (Human Organizational Development Index); 150 Best Companies in People Management Practices, Psychologically Healthy Companies and Company of the Year in Corporate Citizenship – Gestão & RH magazine