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Amador Aguiar (Ribeir√£o Preto, 11 de fevereiro de 1904 ‚ÄĒ S√£o Paulo, 24 de janeiro de 1991) foi um empres√°rio, banqueiro e lavrador brasileiro, diretor-presidente do banco Bradesco (Banco Brasileiro de Descontos S.A.), que hoje disputa com o Banco do Brasil e Banco Ita√ļ o posto de maior institui√ß√£o financeira do Brasil.


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Bradesco é um banco brasileiro fundado em 10 de março de 1943 na cidade de Marília, interior de São Paulo, por Amador Aguiar. [4] O controle do banco pertence à Cia Cidade de Deus com 47% e à Fundação Bradesco com 17%.


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Esta p√°gina cita emas que n√£o cobrem todo o conte√ļdo desde fevereiro de 2011.
Conte√ļdo n√£o poder√° ser.
De origem humilde, fez bonus cluebe bradesco estudos prim√°rios no Grupo Escolar de.
Trabalhou na terra, no cultivo do café, mas aos 16 anos, pretendendo crescer na vida e como também brigou com seu pai, abandonou o campo, transferindo-se para onde conseguiu um emprego numa tipografia.
Foi aí que, num acidente de trabalho, perdeu o dedo indicador da mão direita.
Amador teve oito irmãos, mas pouco se sabe sobre eles, exceto Mário Coelho Aguiar, que trabalhou no Bradesco e chegou a Vice Presidente além de um sobrinho seu, Antonio Aguiar Graça, que chegou a Diretor.
Curiosamente, ningu√©m da fam√≠lia Aguiar fez carreira sucess√≥ria no Banco ou faz parte da diretoria executiva, exceto, os atuais dois assentos no Conselho por for√ßa dos 10% de a√ß√Ķes com direito a voto da heran√ßa que os herdeiros det√©m no Banco, atrav√©s de uma holding Concialpa.
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Emcom 22 anos de idade, obteve o emprego de noagência de.
Iniciava assim, num posto humilde, a sua carreira de banc√°rio.
Com muita determinação percorreu todos os cargos ali existentes, até o de gerente.
Em seguida, foi trabalhar nacom sede eminstituição financeira fundada pelo Coronel e sócio José da Silva Nogueira, cujo presidente era José Alfredo de See more Zezécargo que ocupou até asendo sucedido pelo seu cunhado, Dr.
Jos√© da Cunha J√ļnior, que ficou at√© 1969.
José Alfredo de Almeida alguns anos depois fundou uma companhia de aviação civil no país -mercado em que seguiu até o fim de sua vida.
Sob o comando do ent√£o presidente e controlador, Dr.
Jos√© da Cunha J√ļnior, a casa bancaria Almeida e Irm√£os - que era uma esp√©cie de correspondente banc√°rio do Banco do Brasil - transformou-se em banco, passando-se a se chamar.
Emsua sede foi transferida para a rua √Ālvares Penteado, em pleno centro financeiro da cidade de S√£o Paulo e, sete anos ap√≥s, a administra√ß√£o do banco foi levada para a denominada, em.
Já contava, então, com agências nas principais cidades de São Paulo e em quase todos bonus cluebe bradesco estados do Brasil.
Emde superintendente, passou à presidência do Banco, por ocasião da aposentadoria dogenro do coronel Galdino, que exerceu o cargo até sua morte.
Curiosamente, tanto o Banco bonus cluebe bradesco até mesmo a Fundação Bradesco conferem a fundação a Amador Aguiar vide sites do banco e da fundação esquecendo-se totalmente da família Almeida que criou e se manteve à frente por 26 anos.
Em 1980, viria a sucedê-lo na presidência do Banco, ficando Aguiar como presidente do Conselho.
Brandão nascera em 1926, ou seja, tinha apenas 16 anos e 9 meses quando o Bradesco foi fundado e, talvez, não tenha interesse em desvendar ou explicar o mistério do contratado que virou dono e, pior, sucumbiu a verdadeira história de uma família que empreendeu e criou o maior banco privado dos anos 1950 até 2009 para o completo ostracismo.
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A controvérsia se Amador foi ou não empresário ou simples empregado contratado em 1943, ano em que o projeto de virar banqueiro começou a se concretizar, está em uma assertiva totalmente falsa que, por incrível que pareça, ainda aparece na mídia: dizem que "com amigos, adquiriu a Casa Bancária Almeida, um banco falido de Marília SP " Diz-se que não era nada disso.
Pesquisando em há uma errata - que, antes da publicação dos 70 anos, dava sinais claros que Amador nunca fora o fundador do Banco.
Vejamos: "Ao ser contratado como diretor-gerente da Casa Banc√°ria Almeida, de Mar√≠lia, Amador Aguiar recebeu 10% das a√ß√Ķes e n√£o um ter√ßo delas; na ocasi√£o, a institui√ß√£o j√° se chamava Bradesco e n√£o estava falida; em 1951, Aguiar assumiu a bonus agreement e s√≥ se tornou presidente do Bradesco em 1969, em substitui√ß√£o a Jos√© da Cunha Jr.
O mais curioso é que ele conseguiu plantar a imagem de fundador tanto do Bradesco como a da Fundação Bradesco, eliminando totalmente a família Almeida da história do Banco.
No dia da inauguração, dizem que foi na véspera, outros, naquela semanaa morte repentina do escolhido para dirigir o novo negócio fez de Amador Aguiar o gestor do negócio, pois há relatos que era um Superintendente nem mesmo Diretor.
Dizem ainda que, al√©m de plenos poderes, foi agraciado com um ter√ßo das a√ß√Ķes do banco, que, por english rugby bonus points, naquele momento, nada valiam.
Talvez 10%, quem sabe, como um jeito de incentivar o crescimento do negócio.
Mas, a verdade é que no site do Bradesco e no da Fundação Bradesco, há uma foto da primeira assembleia de acionistas do Banco em que se vê claramente dezenas de pessoas apinhadas em uma sala.
Isso d√° fortes ind√≠cios que Amador jamais teria, sozinho, 10% das a√ß√Ķes sendo ele um mero contratado de uma fam√≠lia empreendedora.
Dizem que Aguiar, aliando-se a outros acionistas do banco e de alguns diretores muito pr√≥ximos, aguerridamente, lan√ßava novos lotes de a√ß√Ķes aos quais subscrevia instantaneamente, montando assim a maioria de a√ß√Ķes, tomando o controle da institui√ß√£o.
História estranha, porém, há esse comentário que não é totalmente ilusório exatamente pelo "sumiço" na história do Bradesco da Família Almeida, de forma pouco explicada.
Mas, em 2013, o Bradesco comemorou 70 anos e todos os funcionários receberam uma publicação com a história do Banco, porém, muito mais completa que os relatos no próprio site do Banco e no Museu Histórico do Bradesco.
H√° a sensa√ß√£o que L√°zaro de Mello Brand√£o, finalmente, tornara ent√£o p√ļblica a informa√ß√£o que contraria frontalmente a ideia que Amador era o "fundador do Bradesco", no sentido de propriet√°rio ou controlador.
Na publicação, está claramente disposto que Amador Aguiar foi contratado às vésperas da inauguração do Banco devido à morte de um dos fundadores, no caso, justo o que iria tocar o negócio.
Um outro fundador, médico e desconhecedor do negócio bancário, conhecia Amador Aguiar como gerente do Banco Noroeste, em Ribeirão Preto, pois o tal médico tinha uma clínica https://money-free-slots.website/bonus/event-planner-bonus-program-hilton.html e conta corrente no Banco Noroeste.
Aguiar veio como superintendente, sequer diretor era.
Há também é um mito plantado pelo próprio Aguiar, nos anos 80 em entrevista à Folha de S.
Paulo que "O Bradesco era tão insignificante que o próprio Aguiar fazia piada da sigla da instituição nascente.
Não se entende o porquê desse tipo de declaração, já que o Bradesco, sabe-se, já era o maior banco link do país no final da década de 1950.
Nessa √©poca, o Ita√ļ nem existia como institui√ß√£o financeira das fam√≠lias Vilela e Setubal, para se ter uma ideia.
O maior concorrente privado na década de 1950 era o Banco Mercantil de São Paulo, da família Vidigal.
A tal história dos "dez contos" é, na verdade, porque o Bradesco cobrava 10 contos de réis para descontar títulos da época ex.
Daí veio o apelido, "O Banco dos Dez Contos".
Genial nos negócios, empresário de visão e grande empreendedor, Aguiar não dedicou sua vida profissional apenas ao Bradesco.
Teve maior ou menor grau de envolvimento e participação, entre outras, nas seguintes empresas:, e Companhia Antarctica Paulista.
Além disso, foi proprietário de diversas fazendas, revivendo nelas suas origens de trabalhador da terra.
O benemérito Amador Aguiar era um homem de gênio difícil.
Retraído, sempre sério, não cultivava muitas amizades.
Rigoroso com seus funcion√°rios e consigo mesmo, tinha uma vida espartana e praticamente toda dedicada ao trabalho.
Portava-se como um homem humilde, sem luxos e com modestos lazeres.
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Sua fama de homem duro e de forte personalidade poderia levar à ideia de que fosse um egocêntrico que pensasse somente nos seus interesses bonus cluebe bradesco />Entretanto, na realidade, em que pese as histórias lendárias que circulavam a seu respeito, foi um homem generoso.
Gra√ßas a ele, Osasco ganhou sua primeira companhia telef√īnica, posteriormente incorporada √† Telesp.
A Prefeitura da cidade foi v√°rias vezes beneficiada com obras de urbanismo pagas pelo Banco Bradesco.
Da mesma forma, o f√≥rum recebeu instala√ß√Ķes condignas devido √† contribui√ß√£o do poderoso banqueiro.
article source não fosse por sua ajuda, Osasco não teria a conceituada Faculdade de Direito, instalada emonde Aguiar exigiu também o curso de Administração de Empresas, e não só foi atendido como a faculdade passou a se chamar Faculdade de Administração Amador Aguiar, onde se formaram vários alunos, futuros e alguns atuais dirigentes do Bradesco até hoje, 40 anos depois.
Auxiliou o professor e equipar apor ele fundada ao lado da Av.
Estes são alguns exemplos do muito que realizou em benefício dos funcionários e da população em geral.
O São Paulo Futebol Clube também teve uma mãozinha de Aguiar, pois Laudo Natel foi, junto com Aguiar, Diretor do Bradesco e do SPFC.
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Também foi um dos grandes empresários colaboradores da Operação Bandeirante - OBAN, em São Paulo.
O Excêntrico Nunca se saberá porque Amador Aguiar adorava colher excentricidades sem tê-las.
Talvez tivesse algumas poucas, mas, por exemplo, dizer que n√£o usava meias nem tal√Ķes de cheques, basta uma olhada em fotos antigas no Museu Bradesco, na Cidade de Deus, em Osasco, que veremos que ele em v√°rias fotos est√° cal√ßando meias.
Quanto aos tal√Ķes, ele n√£o os usava porque n√£o precisava, pois andava com dinheiro ou mandava algum subordinado do banco pagar, debitando diretamente da conta do Banco.
√Č verdade que dirigia seu pr√≥priocomo dizem, mas isso na d√©cada de 60, pois √© sabido que na d√©cada de 80, por exemplo, tinha um com motorista particular.
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Adorava andar a pé pelas dependências do Banco, o que não é excentricidade, tube bonus contrário, os atuais diretores deveriam seguir esse nobre hábito, comum em empresários que veem a empresa como suas obras.
A Fundação Bradesco Os poucos anos em que frequentou regularmente a escola, mostraram a Aguiar a necessidade de disseminar a educação entre os jovens.
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Foi ela a sua maior realização de cunho social.
Antes de morrer doou grande parte de suas a√ß√Ķes para a Funda√ß√£o Bradesco, que tornou-se a controladora do Banco Bradesco.
Desta forma, os presidentes do Bradesco n√£o s√£o seus donos.
Como a Diretoria do Banco controla a Mesa Regedora da Fundação Bradesco, o banco tornou-se um banco "de diretores".
√Č, no m√≠nimo, curiosa a engenharia que Amador criou, mas, isso n√£o √© garantia de sucesso, pois Rubem Berta fez o mesmo com a institui√ß√£o de uma Funda√ß√£o que tornara-se dona da Varig sendo que esta faliu em 2005.
No caso do Bradesco, parece, o "clube de diretores" é mantido por um presidente do Conselho, claro que, tendo vivido com Aguiar e vindo de origem igualmente humilde, perpetua a obra nos mesmos moldes.
Pouco se sabe sobre o documento que institui as condi√ß√Ķes de manuten√ß√£o da Funda√ß√£o Bradesco, guardado a sete chaves, j√° que esta √© a controladora do Banco com mais de 50% das a√ß√Ķes com direito a voto participa√ß√£o direta mais a indiretadando a for√ßa de ditar, sozinha, a indica√ß√£o do presidente do Conselho de Administra√ß√£o bem como de votar, se √© que assim pode se chamar, o que quiser nas assembleias.
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Indicate by check mark whether the registrant files or will file annual reports under cover Form 20-F or Form 40-F.
Banco Mercantil de Sao Paulo S.
CTVM Bradesco Securities Inc.
Leasing Bradesco Consorcios Ltda.
Insurance Private Pension Plans Savings Bonds Bradesco Foundation Sociocultural Events Summary of Financial Statements - at September 30 Historical Data Corporate Organization Chart Independent Auditors' Report 4 - Consolidated Https://money-free-slots.website/bonus/bonus-flybuys-points.html Sheet and Statement of Income - 1997 to 2002 5 - Financial Statements and Independent Auditors' Report Certain figures included in this document have been subject to rounding adjustments.
Accordingly, figures shown as totals in certain tables may not be an arithmetic aggregation of the figures which precede them.
Net income for the period from January 1 through September 30, 2002 was see more />Operating Activities The increase in financial margin is mainly a result of Bradesco’s policy regarding funding, investments and its positions in respect of the security portfolio rates, indices and terms.
These are mostly medium and long-term funds providing Bradesco with improved investment conditions.
We stress that during the quarter, if on the one hand the portfolio grew as a result of the significant exchange variation U.
Market Volatility The significant devaluation of the real occurred as a result of local and international financial market volatility, however this trend could be reversed during the coming quarter.
During the quarter, Bradesco adopted a conservative approach, in the expectation that the U.
Adjusting the additional provision for market risk fluctuation recorded for the quarters, the annualized financial margin would be 9.
Market volatility as regards the resources derived from insurance, savings bond and private pension plan transactions also favored the increase in margin, diminishing the increase in expenses recorded outside of this account.
We also stress that the significant U.
Benefits - Weekly planning of cash needs for a 5-day period, based on the historical demand of the prior 6 months.
Cash Transfers between Financial Institutions Concept Through this system, the local Commercial Banks can transfer cash amounts depending on the corresponding availability via management terminals.
Benefits Cost decreases with charges for Brazilian Central Bank, security transport, cash processing and custody services, as well as time saved in filling out diverse documents, such as shipping orders, etc.
Human Resources At September 30, 2002, Bradesco’s headcount, including its subsidiaries, totaled 73,943 employees.
The increase, in comparison with the headcount for December 2001, was generated by the acquisition of Banco BEA, Banco Mercantil de S√£o Paulo, Scopus Tecnologia and Banco Cidade, whose activities were transferred to BCN, the creation of new call centers and the opening of new Bradesco Branches.
We present below the evolution in the Bradesco headcount.
Benefits offered by Bradesco to its employees include health insurance and dental care, as well as a supplementary retirement pension plan.
The following pie graph presents the percentage share of each item in relation to total Bradesco personnel expenditure.
The training program uses bespoke methodologies, with both in-class courses and self- training methods.
TreiNet - Bradesco’s Online Internet Training Program is a tool used to train large numbers of employees and which can be accessed by any computer terminal connected to the Internet.
During the six-month period, there were 39,100 participations in programs such as Basic Banking Integration, Financial Mathematics, Financial Market and Investments, Loans and Financing, Business Accounting and Balance Sheet Analysis, Business Support Platforms, Convenience Services, Compliance, Capitalization and Health and Private Pesion Plans.
Other courses will also be available shortly.
Emphasizing the importance of the Organization's Internal Controls, the training department developed a manual and a course which is available to all staff via TreiNet.
Increase in Employee Training Participation Total Amount Invested in Training We present below a list of the most important universities and institutions at which Bradesco employees receive post-graduate and other professional specialization courses: FIA-USP, FGV, FIPE-USP, FAAP, FIPECAFI-USP, IBMEC, MACKENZIE and PUC.
Operating Efficiency The 3Q02 efficiency ratio oscillated slightly by 0.
A comparison of the period from January 1 to September 30, 2002 with the same period in 2001 shows that the rate has remained practically stable.
Operating Efficiency % Activity-Based Management As part of the Organization’s ongoing pursuit to optimize costs and performance in 2000, Bradesco initiated the process designed to enhance employee awareness regarding the need to control costs, based on the implementation of activity-based costing methodology ABC which has gradually developed into activity-based management ABM.
Through the use of activity-based costing companies can measure the profitability of products and services, customers and their related segments, units and service channels, with greater accuracy and quality.
This alone made a significant contribution to increasing the Bank’s operating efficiency, since ABC methodology facilitates the identification of what activities are necessary for which operating process and in turn how these activities consume resources.
Over the last two years, the ABC program has provided valuable support for studies relating to the formation and negotiation of banking charges, cost supply for performance management and decision-making support and for customer profitability, as well as providing a data base for analyses regarding the unification and rationalization of the Bank’s different units.
ABM methodology is now leading us towards cost prevention, to the adoption of a pro-active approach as regards the identification of opportunities.
The methodology allows us to identify solutions which can be integrated into operations in terms of cost, performance and value, through a structured analysis of cost drivers, process chain value and the competitive position of both our products and the Organization.
As a result, we are able to identify the key factors to be monitored, anticipating cost prevention actions and the strategic alignment of our operations and their corresponding https://money-free-slots.website/bonus/188bet-skrill-bonuses.html />Accordingly, the mission of the activity-based management model is to provide ongoing support for planning and click the Bank’s business processes and to promote the permanent improvement of operating and tactical issues and to provide a firm basis for their strategic gearing.
Equity Analysis Balance Sheet by Currency NB: Excluding derivative operations maturing in D+1, to be settled in currency at September 30, 2002 price levels Comparative Balance Sheet In millions of reais Consolidated Balance Sheet Analysis In millions of reais Funds Available Short-term Interbank Investments Securities and Financial Derivative Instruments Interbank and Interdepartamental Accounts Credit and Leasing Operations Allowance for Loan Losses Other Receivables and Other Assets Permanent Assets Deposits Deposits Received under Security Repurchase Agreements Funds from Acceptance and Issuance of Securities Interbank and Interderpartamental Accounts Borrowings and Onlendings Other Liabilities and Financial Derivative Instruments Technical Provisions for Insurance, Savings Bonds and Private Pension Plans Minority Interest in Subsidiaries Stockholders' Equity Securities In millions of reais Summary of the Classification of Securities at September 30, 2002 Credit Operations in million of reais We present below the composition of the credit portfolio by type of operation and economic activity sector.
At the end of September 2002, some 99.
By economic activity sector, taking into consideration lagging production levels, the majority of credit volume was directed to manufacturing with a 32.
Credits directed to the service sector, including financial intermediaries, comprised 23.
Loans to consumers comprised 26.
Portfolio Performance During the third quarter, the volume of credit operations remained conditioned to the lack of perspective among the economic agents regarding short-term developments in the domestic and international economic scenario.
The intense volatility experienced by the market contributed towards the low level of economic activity registered during the period and as a result growing stagnation in industrial production decreased the overall demand for credit.
Accordingly, resources were mainly directed to the renewal of traditional customer lines, with no increase in credit limits and the increase recorded in the volume of operations was mainly generated by the increase in the balance of foreign-currency indexed portfolios, following the significant appreciation of the U.
Specifically in the case of consumer loans, the performance of something end of year bonus good segment was impacted by the trend to settle amounts owed using resources derived from the release of income tax and FGTS refunds.
Credit Portfolio Composition Distributed by Risk Level Analyzing the distribution of the Bradesco portfolio by risk level, the quality of the credit assets remained stable in September as compared to the prior bonus cluebe bradesco />The operations concentrated between levels AA and C, classified by BACEN as normal course operations, totaled 90.
Consolidated plus Acquisitions 1 On total portfolio.
The additional provision per customer was classified in the above table based on the corresponding risk levels.
Of this amount, only 55.
The performance of the consolidated credit portfolio for the 12-month period ended September 30, 2002, despite the low level of economic activity during the period, evidence the maintenance of the quality of the assets, mainly as a result of new borrowers, comprising 25.
Concentration of Credit Portfolio In terms of portfolio concentration, no significant changes were noted in the position of the largest borrowers at September 30, 2002.
Credit Portfolio Read more To facilitate the analysis of the Bank’s credit portfolio performance, we present below, on a consolidated basis, a comparative summary of the main parameters, based on the rules established by BACEN for recording provisions.
The performance of Bradesco’s credit portfolio up to September 2002 continues to present a low credit risk, despite the current unfavorable economic scenario, as a result of its comfortable coverage levels.
These results evidence that the Organization’s credit asset expansion strategy, including the recent acquisitions program, is being applied on a secure and consistent basis.
Funding Deposits by Maturity In millions of reais Demand Deposits Savings Account The Bradesco Organization Savings Account, as a result of the convenience offered to our customers, both in terms of easy movement and simple regulations, as well as the security offered, now has more than 11 million account holders nationwide with more than 28 million accounts.
This percentage will be decreased to 50% as from December 31, 2002.
Other Ratios Risk Management Structure The economic stability brought by the Real Plan prompted the Brazilian financial sector to develop sophisticated risk management policies.
An increasingly high-powered market, globalization and advanced technology motivated the creation of specific procedures for monitoring and controlling risks.
Bradesco, permanently alert to these changes, has developed a number of mechanisms in recent years designed to plan, control and manage the risks inherent to its banking activities and which include the following: credit, market, operating and liquidity risks.
The Risk Management area is independent from other operating areas, reporting directly to the president: An independent process for monitoring, controlling and managing risks is critical to effective management.
The area's activities are governed by a standing committee, which evaluates positions and ratifies decisions involving control and limit policies.
During the 1st bonus cluebe bradesco of 2002, the activities carried out by other areas relating to controls over compliance, operating risks, information security and money laundering prevention were incorporated by the Risk Management area which is now known as the Risk Management and Compliance Department.
The new organizational structure is designed to facilitate a greater focus on these critical activities and confirms the Organization's commitment to best corporate governance practice.
Credit Risk Management Credit risk is the risk arising from the possibility of loss due to the non-receipt of amounts contracted with counterparties and related creditors.
Credit risk management requires a strictly disciplined control over all analyses and transactions carried out, safeguarding process integrity and independence.
Credit Policy and Limits Bradesco's Credit You bonus slot gallina 4 think is designed to ensure maximum security, quality and liquidity in the investment of bonus nodeposit and speedy profitable business, minimizing risks inherent to all types of credit operations and direct the establishment of operating limits and the granting of credit.
The Credit Department and Committees located at the Bank’s Headquarters are critical to policy implementation since they are responsible for gearing and managing this core strategic activity.
The branches operate within varying limits, depending on bonus cluebe bradesco size and the type of guarantee offered, based on a centralized rating and, accordingly, in compliance with the Organization’s general credit and risk management policy.
Operations involving less significant amounts are subject to specialized automated Credit Scoring systems, maximizing the speed and security of the approvals process based on strict protection standards.
Operations are diversified, non-selective and focused on Consumer and Corporate customers with sound payment capacity and proven creditworthiness.
Care is taken to ensure that underlying guarantees are sufficient to cover the risks assumed, considering the purpose and terms of the credit granted.
Market Segmentation Bradesco operates on a segmented service basis, seeking to match its different products and services to the different profiles and size of its target public.
Other customers are classified on a retail basis as companies or consumers.
Bradesco is now implementing another phase of its segmentation process, this time focusing on middle-market companies.
Bradesco Empresas Bradesco Companies is designed to offer a quality service tailored to the specific financial needs of this segment, in the same way as major corporations are attended by Bradesco Corporate Banking.
Methodology used for Credit Portfolio classification In addition to supporting the establishment of minimum parameters for granting credit and managing risk, the credit risk scoring system established by the Brazilian Central Bank also facilitates the definition of differentiated credit policies based on the customer’s specific characteristics and size, providing a basis for the correct pricing of operations and for establishing the most appropriate guarantees for each situation.
In accordance with internal policy, Bradesco customer risk ratings are established on a corporate basis and are permanently reviewed to maintain the quality of the credit portfolio.
These ratings are segmented as follows: Classification - Corporate In the case of consumer customers, the above risk ratings are mainly defined based on their registered reference variables which include: income, equity, restrictions and indebtedness, as well as performance and past relationship with the Bank.
Market Risk Management Market risk is related to the possibility of the loss of income from fluctuating rates caused by mismatched maturities, currencies and indices of the Institution’s asset and liability portfolio.
This risk is monitored on a strict basis by the financial market to avoid losses for institutions.
At Bradesco, market risks are managed through methodologies and models which are consistent with local and international market realities, ensuring that the Organization’s strategic decisions are implemented quickly and with a high level of reliability.
The Organization adopts a conservative policy regarding market risk exposure; VaR Value at Risk limits are defined by Senior Management and compliance is monitored daily by an area which is independent from portfolio management.
The methodology used to determine VaR has a reliability level of 97.
The volatilities and correlations used by the models are calculated on statistical bases, while future prospects are calculated based on economic studies.
The methodology applied and current statistical models are validated daily using backtesting techniques.
We present below the VaR of the Consolidated Own Portfolio positions Treasury : In addition, a daily Gap Analysis is performed to measure the effect of the movement in the internal interest rate and foreign exchange coupon curves interest spread paid above the foreign exchange variation on the portfolio.
article source the market risk monitoring, control and management structure and in accordance with Central Bank regulations, a daily verification is made of the values at risk for the fixed and foreign exchange positions of the Organization’s entire portfolio and of minimum capital requirements.
Operating Risk Management Operating risks are those inherent to the activities which provide support for transactions in which the Organization participates and may occur as a result of the interruption of business, system failures, errors, omissions, fraud bonus cluebe bradesco external events which affect its activities and impact the institution’s results.
Following recent guidelines issued by the Basel Committee regarding the measurement of Operating Risk by financial institutions and in anticipation of future capital requirements, the Organization has commenced the process designed to adapt the Bank to possible Brazilian Central Bank requirements.
This process, parallel to compliance with future regulations, will be supplementary to present capital management policies with its analysis focused on operating expenses.
Operating risks arising from information processing, data communications and the online transmission and recording of data are evaluated by a system, subject to periodic review, which was developed to ensure that risks are compatible with the range of services offered, specific operating features and criteria.
In 2000, an Audit Committee was formed by members of the Organization’s Board of Directors and Board of Executive Officers to monitor Bradesco’s operating systems.
Bradesco’s main computer facilities are located at two operating centers, in Osasco and Alphaville Barueriin the State of São Paulo.
Critical systems can be operated from either center in the event one of them has to be shut down or experiences a significant technical problem.
Neither situation has occurred to date.
In order to ensure the continuity of our operations in the event of a blackout, all our branches and operating centers are self sufficient in terms of electric power, as follows: o 4 hours, on average, in the case of branches; o 20 hours, in the case of the Points fifa gift bonus Clearance and Telecommunications Centers; and o 60 hours, on average, in the case of the Osasco Alphaville-Barueri operating centers.
Liquidity Risk Management Liquidity risk management is designed to control the different mismatched liquidation terms of the Institution's rights and obligations, as well as the liquidity of the financial investments used to manage the financial positions.
Knowledge and monitoring of this risk are critical since they enable the Organization to settle transactions on a timely and secure basis.
At Bradesco, liquidity risk management involves a series of controls, mainly, the establishment of technical limits and an ongoing assessment of the positions assumed.
Capital Risk Management The Organization’s capital is managed to optimize the risk-return ratio, minimizing losses through the implementation of well-defined business strategies and maximizing efficiency in the combination of factors which impact the Capital Adequacy Ratio Basel.
Capital Adequacy Ratio Basel - September 2002 - In millions of reais Internal Controls Complementing its operating risk control and management activities, the Organization has developed a number of systems, policies and internal controls, over the years, to reduce possible potential losses generated by this type of risk.
Aware of the importance of these controls, Bradesco implemented, among other actions, an internal control system Compliance as well as procedures for the prevention of money laundering and for guaranteeing information security which are subject to ongoing improvements.
The validation of the activities, controls and systems which support the Organization’s banking transaction infrastructure also falls within this context, permitting active participation in the new Brazilian Payments System SPB.
Asset Management and Own Working Capital Exame magazine rates Bradesco as Brazil's Best Fund Manager Bradesco was ranked the best investment fund manager in Brazil in 2002.
This was the result of one of the most complete and well-respected industry analyses conducted by the Center for Finance Studies of the Funda√ß√£o Get√ļlio Vargas and published in Exame¬ís Fund Guide.
The assessment covered 1000 of the country’s main open and non-exclusive investment funds.
Bradesco with a number of award-winning funds was also ranked the best manager in the retail category.
This recognition confirms the appropriateness of Bradesco's strategic decision to promote an opinion. codes for all tvs think policy focused on specialization and customer service quality.
PABs have at least one on¬Ėsite bank clerk.
In Brazil, this challenge is particularly urgent considering the enormous differences in income, economic opportunities and concentration of financial institutions in major centers.
Banco Postal has undoubtedly broadened the base of this segmenttation, presenting a simple alternative which permits access to citizens and companies who up till now have been unable to access these services.
The Correspondent Bank method adopted in partnership with the Brazilian Postal and Telegraph Company ECT stands out in comparison with other models used in Brazil, as a result of its focus on the retail sector, the versatility of the products and services offered, the remote self-service channels and its integration with Brazil’s largest branch and ATM bank network.
This partnership confirms Bradesco's traditional commitment with Brazilians from all income brackets.
The results achieved from the units already in operation evidence the success of Banco Postal and permit an optimistic outlook for future service points considering the significant number of accounts opened and the volume of transactions carried out.
Increase in number of accounts opened in 2002 Transactions carried out in 2002 Monthly Units installed in 2002 Accumulated Of the 1,033 units installed, 739 are in towns which had no previous access to banking services.
Banco Postal will also be useful in towns or regions which already have a Bradesco branch, since the expansion of service outlets ensures that Bradesco customers can be served closer to their work places or homes.
Avaiable Products and Services o Receipt and remittance of account opening proposals; o Cash withdrawals and deposits; o Account balances and statements; o Receipt of bill payments and public utility bill payments water, electricity, telephone, etc.
Products and services under development o Collection of INSS contributions; o Collection of federal, state and municipal taxes; o Identified deposits; o Stopping of checks; o Online vehicle licensing; o Credit cards; o Savings Bonds; o IPVA; and o Employee travel card and salary card.
Geocodification - Bradesco and ECT The project will provide important business opportunities for the Organization since, via the ECT service units, Bradesco will be able to serve 100% of Brazil’s municipalities.
Cards Million Bradesco is one of the largest independent Credit Card issuers in Brazil, with a diversified portfolio containing a range of different products and services under the Visa, Mastercard and American Express BCN banners, designed to serve all of the Brazilian population’s income brackets.
Our products and services meet the needs of the various market segments, providing from the ¬ďVisa F√°cil¬Ē Card to the ¬ďInfinite¬Ē Card, focusing our high-wealth customers.
In August 2002, Bradesco’s Visa and Mastercard credit card base presented a 23.
This increase expanded our market share from 13.
In terms click the following article billings, Bradesco recorded a 17.
Since October 2001, Bradesco has been substituting its magnetic-strip credit card base for chip-embedded smart cards which contain a microcircuit guaranteeing holders greater security and speed in their transactions.
Approximately 500 thousand cards have been substituted to date.
Emphasis should be given to the fact that Bradesco is pioneer in the use of this technology in Brazil’s credit card market.
Bradesco, BCN and Mercantil Finasa Credit Cards are also accepted throughout the International Visa and Mastercard Networks, comprising 19 million establishments and ATMs in 249 countries.
Debit Cards Electron Debit cards are also an important part of our business.
From January to September 2002, the debit card base presented a variation of 17.
Visa Vale Visa Vale, the new company which will operate in the benefits voucher sector was formally constituted by its stockholders Visa do Brasil and the banks Bradesco, ABN-Amro Real and BB Banco de Investimentos, the pilot project will be implemented in the first half of 2003.
Acquiring Market The network of commercial establishments in Brazil accredited by the Visa system is administered by Companhia Brasileira de Meios de Pagamentos - Visanet, in which Bradesco has a direct capital holding of 39.
At present, the Bradesco Organization banks Bradesco, BCN and Mercantil are responsible for 39% of the total volume paid by Visanet to Visa network member establishments in Brazil.
Growth Credit Card Base - Million Credit Card Billings - in billions of reais Market Share Debit Card Base Electron - Million Investments in Infrastructure, Information Technology and Telecommunications The investments for expanding functional capacity, infrastructure, IT and telecommunications at the Bradesco Organization are designed to maintain a modern, practical and secure customer service network, characterizing the Bank as one of the world’s most contemporary companies and creating added value for its customers and users in both Brazil and abroad.
Bradesco received the prize awarded by Exame magazine’s Guia de Fundos for best investment fund manager in Brazil and was also rated as best retail fund manager.
This Fund Guide is the country’s most important and respected publication of its kind.
For the fourth time and third in a row, Bradesco is included among the best companies to work for in Brazil, according to the survey conducted by Exame and Você S.
Banco Bradesco was the winner of the 2002 Edition of the Mau√° Prize which is awarded to the listed company with the best shareholder and market relationship in 2001.
This is the third time that Bradesco has won this award given by the National Confederation of Stock Markets CNBV.
The Bradesco Organization was elected overall winner in the Grand Prix category of the 2002 Social Value Award, by both the popular and expert juries.
Sponsored by the newspaper Valor Econ√īmico, with support from the Ethos and Akatu Institutes, this award is designed to distinguish companies whose commitment with society is based on excellence and best management criteria.
The US magazine Global Finance elected the Bradesco website as the best financial portal for consumers on the Internet.
It was also rated the best Internet Bank in Brazil and Latin America.
A poll carried out by Datafolha for the Top of Mind awards, identified Bradesco as the most remembered private bank and Bradesco Seguros as the most remembered company in the insurance category.
Elected by Gazeta Mercantil readers as the country’s most influential company, Bradesco was awarded the Imagem Empresarial Nacional prize for the second consecutive year.
Bradesco also received the state category award for São Paulo and Bradesco’s President, Márcio Cypriano, was elected Business Leader in the Bank Sector category.
Bradesco was also rated Best Financial Institution in Brazil by the National Association of the Construction Material Retailers Anamacowhich also gave Mr.
Cypriano the title of Personality of the year ¬Ė 2002, awarded to businesspeople for outstanding actions in the financial market.
Of the total number of floating and fixed-return transactions registered at CVM up to September 2002, Bradesco participated in 66% of the primary and secondary stock issues, in 44% type of no bonus aviva the debenture issues and in 22% of promissory notes issues.
Up to September 2002, some 8 operations had been concluded and a further 7 operations were in progress.
Bradesco’s presence is also notable in Project Finance operations, in which it acts as financial advisor to companies with investments in electric power generation and related projects such as the construction of oil and gas pipelines.
Foreign Exchange Structure The Organization has 18 specialized units operating in Brazil Bradesco - 12, BCN - 5 and Mercantil - 11 Branch in New York Bradesco4 Branches in Grand Cayman Bradesco, BCN, Boavista and Mercantil1 Branch in Nassau Boavista1 Branches in London Mercantil1 subsidiary in Buenos Aires, Banco Bradesco Argentina S.
A and Banco Mercantil de Sao Paulo International S.
Volume of Foreign Currency Trade - In billions of U.
At the end of the period, approximately 130 American, Asian and European Banks had extended credit lines to Bradesco.
The core objective of the foreign branches is to obtain funds in the international market for onlending to customers, principally through the financing of Brazilian foreign trade.
The main activity of the subsidiary Banco Bradesco Luxembourg is to provide additional services to private banking customers and to increase foreign trade operations.
Profile of Public and Private Placements Abroad - Bradesco Funds Obtained Abroad SPREAD OVER TBILL Bradesco has the following programs: Collection and Tax and Utility Collections Corporate Collection Bradesco Collections strengthens its position yearly as an authentic partner in the management of corporate business.
Combining high standards of efficiency with latest-generation IT resources, Bradesco collection services are an efficient and secure tool for use by a universe of corporate entities.
Bradesco Computer-recorded Collection, transmitting and receiving data on a direct computer-to-computer basis, relies on one of the most advanced banking technology systems available, offering important productivity gains to companies by permitting the streamlining of services.
The available services include electronic collection computer-recordedwhich permit user companies to consult information online.
This system processes approximately 97% of all documents recorded in the Bradesco collection portfolio.
Pag-For Bradesco facilitates the management of Trade Accounts Payable for more than 34 thousand companies.
Tax and Utility Collections Developed based on high standards of efficiency and quality, Bradesco’s tax and utility collections serve a dual purpose.
On one hand, they seek to provide customer satisfaction with appropriate and innovative solutions for the settlement of taxes, duties and contributions.
On the other, they effectively interact with the different Government Departments in the federal, state and municipal spheres and with public utility concessionaires.
Bradesco’s tax and utility collection services are noted for the speed and security of the data transmitted and amounts collected.
Customers using custody services x assets under custody Internet and Web-based Products Internet Banking Internet Banking - Transactions Bradesco Internet Banking Online since May 31, 1996, Bradesco Internet Banking www.
Bradesco online services were created to facilitate the day-to-day life of its customers, offering access to the transactions available through the branch network from any point on the globe.
The internet is an important and profitable customer relations channel, adding value to both customers and stockholders.
Since it was first launched, Bradesco Internet Banking has focused on innovating and deploying the largest number of online services possible for its customers.
At present, Bradesco Internet Banking offers its customers more than 210 different services, which can be accessed 24 hours a day, seven days a week.
Bradesco Internet Banking ¬Ė Consumer Bonus cluebe bradesco reported the following results at September 30, 2002: o 4.
ShopInvest Bradesco In March 1999, Bradesco launched ShopInvest www.
Through ShopInvest, investors can access pertinent information and trade shares in BOVESPA, even if they are not Bradesco account holders.
All of these services are provided free of charge and comply with the same rules applicable to bricks-and-mortar trading.
Customer demand for new options in the financial market, following the launching of Banco Bradesco’s Investment site, resulted in the incorporation of all of the Bank’s products into this new business channel.
ShopInvest is characterized by its diversity of investments.
As a result of these strategic investment options, ShopInvest reported the following significant results at the end of September 30, 2002: o 549 thousand registered users.
ShopCredit In May 2001, Bradesco launched ShopCredit www.
The products are grouped together for purchase by consumer or corporate customers with full details on each option and visitors can use a simulator to calculate amounts and terms in the Personal Credit, Consumer Sales Credit CDCLeasing, Housing loans and Finame Morderfrota, Prefixado and Proleite modes.
Visitors to the ShopCredit site can also request personal loans quickly and securely.
With Bradesco Net Empresa, companies gained a new ally for optimizing the financial management of their businesses.
Through this website, companies can operate bank accounts, make payments and collections and perform other transactions without having to visit a bricks-and-mortar branch.
The transactions are conducted on-line via Internet.
At the end of September 30, 2002, Net Empresa posted the following results: o 47,100 registered companies, with 30,850 in operation.
Out of the total volume of transactions carried out via dial-up corporate systems, 398 thousand companies were connected via Bradesco.
B2C Business to Consumer Bradesco Electronic Trade was created in 1998 and soon became a successful hallmark.
In the wake of this success, ShopF√°cil was launched in 2000, offering, among other services, ¬ďMeios de Pagamento Eletr√īnico Bradesco¬Ē Bradesco Online Payment Methods ¬Ė the safest, most practical and economic online shopping method.
Bradesco is the only Bank in the world to date to receive ISO 9000 accreditation for its Online Commercial Payment Methods.
Bradesco Electronic Payment Methods comprise: Electronic Wallet Bradesco debit cards, PoupCard and Bradesco Visa and MasterCard Credit CardsPagamento F√°cil Easy Payment and Boleto Banc√°rio Online Dockets.
There are currently 1,380 stores operating with Bradesco Online Payment Methods.
At the end of September 2002, B2C posted the following results: o 10.
B2B Business to Business In the B2B area, emphasis should be given to the business solutions offered by Bradesco comprising the following: a security and limits module, B2B payment methods, management tools buyer, seller and bank and a financial reconciliation module for the seller.
At present, the Bank offers the following Bradesco B2B Payment Methods: o Online Docket.
Customer segmentation based on specific needs routing calls directly to the corresponding specialized representatives.
BCN Consolidated Balance Sheet - In millions of reais Statement of Income - In millions of reais The Relationship Bank Part of the Bradesco Organization since December 1997, BANCO BCN S.
In line with the Organization's policy to specialize in top-quality customer service, Banco BCN S.
Customers now have access to the efficient remote customer service structure which comprises two call centers Linha Viva and Al√ī BCNBCNNET Internet Banking www.
A particularly important event was the introduction of the current financing sector leader BANCO FINASA S.
Growth Between July and September new branches were opened in: Bragan√ßa Paulista SP and Planalto Paulista ¬Ė S√£o Paulo SP.
Following the incorporation of 24 Iassociate bonus land yellow Cidade S.
On the other hand, Finasa Promotora de Vendas opened 11 new branches in the following states: 2 in Minas Gerais, 1 in Par√°, 1 in Pernambuco, 2 in Rio Grande do Norte, 2 in Rio Grande do Sul and 3 in Santa Catarina.
This company operates in the new and used vehicle segment, in more than 12,900 sales outlets throughout Brazil and in approximately 1,216 stores selling furniture, home decor, mobile phones and IT related equipment.
At the end of the quarter, the BCN Customer Service Network comprised 458 service points, with 227 branches in Brazil, including 1 branch of Banco Finasa S.
The Self-service Network has 980 terminals operating in BCN Branches and Service Posts, as well as the Bradesco Day and Night BDN Network with 9,733 terminals, which can be used by BCN customers for cash withdrawals, and the 24-hour Bank Network with 2,248 terminals.
At September 30, 2002, Banco BCN S.
Customers served by Banco Finasa S.
Credit card holders surpassed 183 thousand and savings accounts totaled 642 thousand.
The annualized return on stockholders’ equity was 19.
Credit operations presented an increase of 17.
Deposits including savings accounts comprised 54.
Consolidated Balance Sheet - In millions of reais Statement of Income - In millions of reais In August 2002, BANCO FINASA S.
Prior read more its change of name, the bank was formerly Continental Banco S.
On August 19, 2002, Banco Finasa S.
At September 30, 2002, the Promotora had 51 Branches, 11 of which were entertaining cashback bonus discover meaning apologise during the quarter, a growth rate of 27.
At the end of the period, the total number of customers served attained 882 thousand, an increase of 23.
The company operates in the new and used vehicle segment, through more than 12,900 dealership outlets nationwide and in 1,216 stores which sell furniture and home decor, mobile telephony and IT related equipment.
Credit and leasing operations increased by 36.
Banco Mercantil de Sao Paulo S.
Consolidated balance Sheet - In millions of reais Statement of Income - In millions of reais We are pleased to present the consolidated financial statements of Banco Mercantil de S√£o Paulo S.
On a national level, the importance of the economic principles built up over recent years was heightened during the period: the floating exchange rate system which motivated a reduction in the click here account deficit, as well as the good fiscal results were key factors in cushioning, at least partially, the turbulence experienced by the financial markets.
However, the continuing downslide in the Brazil risk perception prompted the economic authorities to reaffirm their commitment to maintaining macroeconomic policies in line with economic stability, an essential factor for read more country’s return to sustainable medium-term economic growth.
Purchase and Sale Process The controllers of Banco Mercantil de Sao Paulo S.
The operation comprised the sale of 2,764,959,259 common shares and 2,277,767,313 preferred shares of Mercantil, corresponding to 90.
On September 30, 2002, under its new direction, Mercantil resumed the strategy designed to grow its operations, personalize its customer service and intensify its partner relationships.
As a result, the Bank’s capacity to deliver increasingly comprehensive and specialized services was maintained and extended to an even wider public through the Bradesco Customer Service Network.
Branches and Services At the end of the 3rd quarter of 2002, the Bank’s nationwide network was formed by 219 strategically distributed branches.
Our 423,547 consumer and corporate checking account holders can use 187 Banking Service Outlets.
The Self-service Network operates with 757 terminals installed in the Bank’s own Branches and Banking Service Posts and also through the 24 Hour Bank Network with its 2,248 Service Outlets, 20,555 Shared Network units and 21,114 Bradesco Day and Night BDN Network terminals.
The Bank’s overseas branch in Grand Cayman and an affiliated Bank in Luxembourg maintained their typical international financial market activities, focusing particularly on foreign trade financing.
The Brazilian Payments System SPB Banco Mercantil de S√£o Paulo S.
As well as improving its internal systems, a special training and communications program was developed for the Bank’s Branch Network and Telefinasa customer service teams and employees in general.
As part of its strategy click the following article anticipate trends and meet customers' needs, the Bank has developed a number of products and services which facilitate the control and management of the changes introduced by SPB implementation.
For example: o Cash Management Finasa o Caixa Unico Finasa o Novo Modulo de Pagamentos Finasa o Caixa Postal Finasa o Cartao Finasa Visa Electron Business Products Finasa Credit Cards The special treatment given by Banco Mercantil de S√£o Paulo S.
Billings also increased by 9.
New management approach regarding branch revenue New sales actions and tools are also being developed to stimulate and facilitate increases in the Bank’s customer base and average consumption of products and services per customer by the branches.
As a result, the Bank’s network offers cutting-edge banking technology facilitating the opening of accounts at banking posts PABs as well as appropriate support for mass account openings, facilitating the day-to-day activities of the click here and in turn customer service quality put into place to operate in vehicle dealership and stores nationwide.
As part of this new concept, Banco Finasa S.
Self-service Channels Telefinasa: seeking excellence in customer service, the Finasa call-center received 2,749,918 interactive voice¬Ėresponse calls URA during the period with a total 3,086,962 transactions and consultations up to September 30, 2002.
Finasa Internet Banking: Finasa Internet Banking for Consumer Customers was launched in August 2001, and has 24,997 registered accounts, corresponding to a 6.
Relationship Accounts: at September 30, 2002, Banco Mercantil de S√£o Paulo S.
At September 30, 2002, the corporate customer portfolio had 73,499 checking account customers, corresponding to 97,089 accounts.
Of these, 2,518 were opened during the third quarter of 2002.
The Savings Account Portfolio registered a record 527,815 accounts at September 30, 2002.
The Finasa Easy Account service package Conta F√°cil Finasa giving priority to customer relationship and offering a range of differentiated and competitive products had 190,189 registered customers at the end of the quarter.
The Finasa Brand As a result of the high level of Finasa brand awareness in the financing sector, the Bradesco Organization developed a specific plan to integrate all of its finance companies.
Accordingly, an independent administrative and sales structure was put into place to operate in vehicle dealerships and stores nationwide.
As part of this new concept, Banco Finasa S.
Bradesco Products: aggregating to increase customer benefits Banco Mercantil de S√£o Paulo is aggregating its personalized products and customer service with the facilities and other services offered by Banco Bradesco.
As a result, customers now have access to the market’s most complete self-service network.
In addition to the Mercantil Self-Service Network and the 24 Hour Bank kiosks, customers also have access to the extensive BDN Bradesco Day and Night ATM network.
In May 2002, the Mercantil Branch Network commenced sales of the very successful Verde e Amarelo Pé Quente series savings bond, which has a 60-month term.
In the health insurance area, Mercantil Customers now have access to all Bradesco Sa√ļde products.
The options available to customers in the private pension plan area have also been extended to include Bradesco Vida e Previdência products which cover the Bank’s diverse customer profiles.
These include the PGBL PGBL Proteção Familiar and Prev Jovem PGBL and VGBL VGBL Proteção Familiar plans, a conventional plan with special features Conta Vip de Rendas Programadas and a Redeemable Family Coverage Cobertura Familiar Resgatável plan.
The results presented above increase Banco Mercantil de São Paulo’s determination to support both people and companies and to respond to new market demands with increasingly comprehensive and specialized products and services.
Convinced that we are on the right path, we thank our customers for their preference, our stockholders for their trust and our employees and stakeholders for their dedication.
The Corretora has centered its efforts on the continued expansion of its business as well as promoting the futures market.
For example, in the agricultural area it acts directly in the country’s main production centers, through visits, seminars and participation in agricultural fairs and exhibitions.
Additionally, the company has hosted numerous visits by farmers, teachers, opinion-makers and brokers from the physical commodities market.
Bradesco Corretora ended the quarter among the 10 most important brokerage firms out of more than 100 operating in the S√£o Paulo Stock Exchange BOVESPA.
The customer base increased by 11.
Bradesco Corretora participated online in the Public Offer of Net Servi√ßos e Comunica√ß√Ķes S.
In September, the company was ranked first in the monthly rating of institutions operating via the Home Broker system and in the BOVESPA after market.
Balance Sheet - In thousands of reais Statement of Income - In thousands of reais Bradesco Securities, Inc.
The company’s activities are focused on the intermediation of share purchases and sales, with emphasis on ADR operations.
The company is also authorized to operate, among others, with Bonds, Commercial Paper and Certificates of Deposit and to provide Investment Advisory services.
This Bradesco initiative was motivated by more than 80 programs involving ADRs of Brazilian companies traded in New York and by the growing interest of foreign investors in the emerging markets and is designed to offer support for global economy investors who invest part of this flow in countries such as Brazil.
Arrendamento Mercantil, Finasa Leasing, Potenza Leasing and Bancocidade Leasing.
Statement of Income - In millions of reais Bradesco's leasing operations are carried out through its subsidiaries Bradesco Leasing S.
Arrendamento Mercantil, BCN Leasing Arrendamento Mercantil S.
Arrendamento Mercantil, Boavista S.
Arrendamento MercantilFinasa Leasing Arrendamento Mercantil S.
In accordance with the Brazilian Association of Leasing Companies - ABEL, Bradesco is one of the leaders in the national ranking of leasing companies, with a 17.
Bradesco leases different types of assets including light vehicles cars and heavy vehicles buses and trucksairplanes, machinery, equipment and computers.
The following pie graph presents the composition of Bradesco’s consolidated leasing portfolio by types of asset.
Operations On June 11, 2002, all the quotas of Administradora de Consorcios Potenza Ltda.
speaking, unibet bonus terms something June 24, 2002, approval was given to change the company’s name to Bradesco Consórcios Ltda.
These acts were ratified by the Brazilian Central Bank BACEN on July 22, 2002.
The formation of the company’s new consortium groups is expected to commence in the 2nd half of 2002.
The company will use all the facilities of the Bradesco customer service network to commercialize the products offered.
The consortium groups managed by the former company are now closed.
Mission The company’s mission is to manage consortium plans and groups for consumer and corporate purchasers whether they are account holders or not at the Bank and to operate in the light and heavy vehicle and real estate segments, maintaining excellent standards in the quality of the services offered and in its consortium system practice, pursuant to regulations determined by the Brazilian Central Bank and in line with the Bradesco Organization’s philosophy.
Segmentation The Bradesco Organization’s entry into this segment is part of its strategy to offer Customers the widest range of product and services possible, providing all income brackets with the opportunity to purchase items through the consortium quota system, filling a market lacuna at accessible cost and considering, in relation to its real estate products, the country’s present significant housing deficit.
Bradesco Consórcios expands this segmentation base by bonus clube bonus clube bonus clube an alternative which will permit access by both the Bank’s customers and the public in general.
The Consortium segment is a complementary niche to regular banking activities and at present there are 2.
The consortium quotas will be placed in the market through the vehicle dealerships, the Bank’s Private Pension Plan brokers working from the Bank’s Branches, via the Telebanco and Fone Fácil call centers and online via the Internet.
Representation At present, Brazil’s Consortium segment has 312 companies in operation.
The total number of active participants in auto consortium groups in July 2002 was 2.
Bradesco Consórcios expects to become market leader over the next two years.
The real estate consortium is one of the most sought after products.
Based on the comparison between July 2001 and 2002, the total number of consortium participants increased by 26%.
There are currently some 110,000 participants.
In September 2002, the market commemorated 40 years since the introduction this web page Brazil’s first consortium group.
Bradesco will play a major role in this segment increasing the volume of goods and real estate available for purchase by Brazilian consumers.
As a result of this new activity, our medium and long-term results will undoubtedly receive significant leverage, with a positive effect on the securing of new customers.
Includes insurance premiums issued by Bradesco Vida e Previdencia S.
Growth in Technical Reserves Growth in Assets Guaranteeing Technical Reserves Earned Premiums by Insurance Line a Optional third-party liability b Personal accident c Long-term life products d Compulsory vehicle insurance In September 2002, the company’s earned premiums grew by 12.
Earned Premiums by Insurance Line - Accumulated to September 2002 % Total Claims Ratio - % prior 12 months Number of Policyholders - thousands Up to September 2002, the number of customers grew by 1.
The campaign ¬ďAcorda para o penta, Brasil¬Ē, developed by Bradesco Seguros ¬Ė the Brazilian Soccer Team¬ís official insurer, received two awards: Best National Institutional Campaign Bronze Medal and Best National Institutional Commercial Bronze Medal.
The award was conferred by the About magazine, specialized in advertising and marketing, based on its selection of the best national campaigns relating to the World Cup Soccer Championships Bradesco Seguros.
Bradesco Vida e Previdência, part of the Bradesco Insurance Group, was rated Best Insurance Company of the Year Seguradora do Anofor the period July 2001 to July 2002, by the Rio de Janeiro Life Group Club Clube Vida em Grupo do Rio de Janeiro.
The unanimous decision was based on the growth of the company’s Life segment, the close relationship between brokers and visit web page and the company’s positive public image Bradesco Vida e Previdência.
Private Pension Plans Balance Sheet - In millions of reais Statement of Income - In million of reais Income from Plans - Market Share % Since its foundation in 1981, Bradesco Vida e Previdência has recorded consistently high levels of growth, confirming its leadership of a sector which from the early nineties has shown considerable potential for expansion.
Income from its private pension plans has grown some 50% per year over the last five years, enabling the company to maintain its leadership position with a 41.
Products bearing the Bradesco Vida e Previdencia hallmark reflect the company's efforts to remain ahead of its time, read more to future trends.
Growth in Technical Reserves In millions of reais Providing a safe option for both participants and beneficiaries, Bradesco Vida e Previdência has recorded increasing growth in the volume of its technical reserves.
During the period, technical reserves presented an increase of 19% over the same period in 2001, highlighting the company’s capacity to meet the commitments assumed.
Bradesco Vida e Previdência’s unquestionable commitment to providing a care-free future for its participants has ensured its ranking as Brazil’s largest listed private pension plan company.
Guaranteeing Assets - Market Share % Reflecting the growth in income from private pension plans, Bradesco Vida e Previdencia closed the period with a high level of capitalization.
The investment portfolio presents an ongoing evolution of amounts and results, well above the required volume of technical reserves.
The company's success and commitment to the implementation of its policies are confirmed by its 51.
Growth in Guaranteeing Assets - In millions of reais Increase in Number of Participants - Thousand During the period, Bradesco Vida e Previdência signed new contracts for individual and company plans, which accounted for a 7.
Total plan participants surpassed the 1.
Income from Plans - Market Share % Technical Reserves - Market Share % Growth in Technical Reserves - In millions of reais Growth in Assets Guaranteeing Technical Reserves - In millions of reais Number of Customers - Thousand Outstanding Savings Bonds - Thousand At September 30, 2002, the number of customers increased by 31.
Convinced that education lies at the root of equal opportunity and self-fulfillment on both a personal and collective basis, the Foundation maintains 38 schools to date, installed primarily in regions which are both socially and economically deprived, in 25 of Brazil’s 26 states and in the Federal District.
Objetives and Goals A pioneer in privately funded social investment, the Bradesco Foundation's chief mission is to provide formal and quality education for children, teenagers and adults prompting self-fulfillment through their careers and effective participation as community dwellers.
Extending the range of these activities year by year, Bradesco has increased the number of students attending its Foundation schools from 13,080 to 102,762 over the last 22 years.
delirium chase sapphire preferred refer a friend bonus assured Foundation offers free schooling at infant, junior and middle school levels, as well as basic professional and technical education in areas which include IT, electronics, management, farming and husbandry.
Youth and adult education is also available through distance learning courses.
Significant Events Construction of the Bradesco Foundation’s 39th school is now underway in the city of Boa Vista, Roraima.
The school will have modern facilities and the capacity to receive more than 1,200 students as from 2003.
The Public TV Network launched the new R√°-Tim-Bum series, ¬ďIlha R√°-Tim-Bum¬Ē R√°-Tim- Bum Island on July 1, 2002.
The result of a co-production between Bradesco Foundation and Funda√ß√£o Padre Anchieta ¬Ė TV Cultura, the program is already competing at international award ceremonies and is extremely popular among infant and juvenile viewers thanks to its distinguishing mark: the commitment to offer alternative quality entertainment.
Recognition Two Science Projects developed by the Bradesco Foundation schools in Osasco and Vila Velha were prize winners at the ¬ď45th Scientists of Tomorrow Competition¬Ē Concurso Cientistas de Amanh√£ and two other projects from Foundation schools in Rio de Janeiro and Irec√™ also received special mention at the same competition which was organized in conjunction by the Brazilian Institute of Education, Science and Culture IBECCthe Brazilian Society for the Progress of Science SBPC and UNESCO, who examined more than 100 science projects from schools all over Brazil.
Themes such as: Adulteration of Fuel Samples, Environment Monitoring in the Guanabara Bay and Ethnic Diversity comprised the studies entered by the Bradesco Foundation schools and the awards ceremony was held at the Universidade Federal de Goi√°s.
School Locations The majority of the Foundation’s educational units are located on the outskirts of major cities or in rural areas where there is a significant lack of educational and welfare assistance.
Thousands of students in all four corners of Brazil are given the opportunity to study at the Foundation schools.
The Bradesco Foundation - An Education Project the Size of Brazil Total Number of Students Qualified Over its 45 years of existence, the Bradesco Foundation has qualified 454,902 students: 103,618 at school certificate level and 351,284 on other courses.
Financing The Bradesco Foundation activities are funded exclusively by resources from click own income and donations made by the Bradesco Organization Companies.
Courses - Number of Students per Level of Schooling Forecast for 2002 Student Profile Increase in Student Numbers Sociocultural Events The Bradesco Organization is a benchmark in the conduction of corporate actions focused on social responsibility, facilitating the promotion of sociocultural projects and events which highlight citizenship values.
As well as the intense work carried out by the Bradesco Foundation, rating Bradesco as Brazil's largest private investor in basic education, the Organization also takes part in a number of other activities which contribute to the convergence of culture, information and education.
Bradesco traditionally supports socially significant projects throughout Brazil without distinction of geographic or thematic criteria.
In line with this approach, during the months of July, August and September of 2002, Bradesco was present at more than 200 regional, sector and professional venues, including trade fairs, this web page, congresses and community events.
During the year these participations totaled more than 500.
Bradesco check this out an important part in preserving historical buildings, such as the restoration of the Sé Cathedral in São Paulo, the repair work carried out on the Roman Catholic Basilica at Aparecida SP and the Carlos Costa Pinto Museum in Salvador BA.
Bradesco also took part in a number of educational and cultural actions designed to disseminate, conserve, restore, document and exhibit works at the Pinacoteca slotland bonus Estado, São Paulo’s oldest art museum.
A similar partnership was also formed with the S√£o Paulo Museum of Modern Art MAM-SP for a number of important exhibitions.
Bradesco also took part in citizen value projects such as that promoted by the São Paulo YWCA ACM-SPwhich celebrated its centenary this year and with the City Hall Education Department of Conceição do Mato Dentro, via the Educar Project which offers extra teaching to children and youngsters from low-income families.
In the music field, Bradesco sponsored the VII Carlos Gomes Award 2002, with the performance of concerts by the S√£o Paulo State Symphony Orchestra, the Brazilian Symphony Orchestra click here the Philharmonic Orchestra of Cear√°.
Special mention should also be given to the theater production of R√°-Tim-Bum Castle Castelo R√°-Tim-Bumsponsored by Bradesco, especially created for children from between the ages of 4 and 12.
The integration of young people with sport is another area which has received intense social action from the Organization, reflected in the work carried out by BCN, through the ¬ďBCN Esportes¬Ē BCN Sports project.
The project has been investing, stimulating and promoting the practice of sports in Brazil without interruption for 15 years.
The project benefits 3.
Bradesco also participates, through the Bradesco Foundation, in the nationwide adult literacy program "Alfabetização Solidária", which over the last four and a half years, has given more than 65 thousand low-income students the chance to learn how to read and write.
The ¬ďCanal Futura¬Ē Future Channelwhich broadcasts educational TV programs throughout Brazil, also receives important support from the Bradesco Foundation.
Through its partnership with the Fundação Padre Anchieta, the Institution took part in the co-production of the Ilha Rá-Tim-Bum TV series shown by TV Cultura in São Paulo and other educational TVs nationwide.
Historical Data - In millions of reais unless otherwise indicated Corporate Organization Chart Major Stockholders 1 No single stockholder has more than 4% of capital 2 The new name of Sanwa Bank Source: September 30, 2002 Subsidiaries and Associated Companies Independent auditor's report on supplementary information To The Administrative Council and Stockholders Banco Bradesco S.
Osasco - SP We have performed a special review, in accordance with the specific rules established by the Brazilian Institute of Independent Auditors IBRACONjointly with the Brazilian Federal Accounting Council, of the consolidated interim report of Banco Bradesco S.
This review was performed in connection with the review of the consolidated interim report of Banco Bradesco S.
Our review was performed for the purpose of reviewing the basic consolidated interim report of Banco Bradesco S.
The supplementary information included in the accompanying Report on Economic and Financial Analysis is presented for purposes of additional analysis and is not a required part of the basic interim report.
This supplementary information has been submitted to the same reviewing procedures applied in the special review of the please click for source consolidated interim report.
Based on our review, we are not aware of any significant modifications that should be made to the Report on Economic and Financial Analysis for it to be presented adequately, in all material respects, in relation to the basic interim report taken as a whole.
As mentioned in Note 8 to the consolidated interim report, the Bank adopted, in the first semester of 2002, the new criteria for recording and evaluation of the securities and derivative financial instruments, determined by the Brazilian Central Bank.
The Report on Economic and Financial Analysis and this report are intended solely for the information of the Administrative Council, and others who have received the consolidated interim report referred to in the first paragraph, for use in analyzing those consolidated interim report and should not to be used for any other purpose.
At the Bradesco Organization, the quarter was marked by a number of important events, among which we highlight the start-up, on August 19, of the activities of Banco Finasa S.
Accordingly the traditional Finasa Brand is now united with the strength and security of Bradesco.
Managed stockholders’ equity is equivalent to 7.
The capital adequacy ratios was 15.
The ratio of permanent assets to consolidated reference equity at the end of the quarter was 42.
In compliance with the provisions of Article 8 of Brazilian Central Bank Circular 3068, of November 8, 2001, Bradesco declares that it has both the financial capacity and the intention to hold to maturity the securities classified in the securities held to maturity' category.
With a growth rate of 22.
The Bank also played an important role in this area as an advisor in structured operations focusing on mergers and acquisitions, project finance and the financial restructuring of companies.
With its cutting-edge technology structure and based on its traditional principles of quality, efficiency and security, the Bradesco Customer Service Network offered its customers and other users 7,464 service outlets at September 30, 2002: o 2,928 Branches in Brazil Bradesco - 2,482 Banco BCN - 226, Banco Mercantil - 219 and Banco Finasa - 1.
Emphasis should also be given to the social area actions carried out by the Organization through the Bradesco Foundation which maintains 38 schools, installed as a priority in Brazil’s underprivileged areas, in 25 of 26 Brazilian states and in the Federal District.
At these schools more than 103 thousand students receive education completely free-of-charge, including youth and adult education courses and basic professional training.
In the Human Resources Area, permanently in tune with market demands and in the pursuit of the ongoing improvement of its products and customer service, the Bank continued its staff training and qualification programs.
During the first nine months of the year, 965 courses were given, with an enrollment of 178,229 participants.
At the end of the quarter, the benefit plans designed to guarantee the well-being, better life quality and security of employees and their dependents covered 184,277 people.
All these achievements reflect the strategic vision and correct positioning of the Bradesco Organization which is permanently focused on offering the very best banking services and products to customers and users, contributing towards the success of its business and the country’s development.
For the results obtained, we would like to thank our stockholders and customers for their support and confidence and our staff and other stakeholders for their dedicated efforts.
Cidade de Deus, October 25, 2002 Board of Directors and Board of Executive Officers Consolidated Balance Sheet at September 30 - In thousands of reais Consolidated Balance Sheet at September 30 - In thousands of reais Consolidated Balance Sheet at September 30 - In thousands of reais Consolidated Balance Sheet at September 30 - In thousands of reais Consolidated Statement of Income for the Period from January 1 to September 30 - In thousands of reais Consolidated Statement of Changes in Financial Position for the Period from January 1 to September 30 ¬Ė In thousands of reais Notes to the Consolidated Financial Statements 1.
OPERATIONS Banco Bradesco S.
The Bank also operates through its associated and subsidiary companies in leasing, insurance, savings bond and private pension plan activities.
PRESENTATION OF THE FINANCIAL STATEMENTS The financial statements of Banco Bradesco S.
SIGNIFICANT ACCOUNTING POLICIES a Determination of net income Net income is determined on the accrual basis of accounting.
The accrual of credit operations past due up to 60 days is accounted for in income from credit operations and subsequent to the 61st day in unearned income.
In the case of mortgage loans, the contractual capitalization period monthly or quarterly for income appropriation purposes complies with applicable legislation and end-borrower financings are adjusted to the present value of the installments receivable.
Securities and Financial Derivative Instruments - As described in Note 8, these are recorded and classified from June 30, 2002 as described below: - Trading securities - securities which are acquired for the purpose of being actively and frequently traded are recorded at market value as a counter-entry to results for the period; - Securities available for sale ¬Ė securities which are not specifically intended for trading purposes or to be held in portfolio up to maturity are recorded at market value as a counter-entry to a specific account in stockholders¬í equity, at amounts net of tax effects.
The corresponding gains and losses are taken to results for the period as a counter-entry to the specific account in stockholders equity; - Securities held to maturity ¬Ė securities for visit web page there exists intention and financial capacity for maintenance in portfolio up to maturity are recorded at cost plus accrued income as a counter-entry to results for the period; and - Financial derivative instruments ¬Ė these are recorded at market value as a counter-entry to results for the period.
The allowance for loan losses is recorded at an amount considered sufficient to cover estimated losses and is based upon current economic conditions, past loan loss experience, specific and general portfolio risks and on BACEN requirements and instructions.
Notes 10f and 10g.
Deferred tax assets are stated at their expected realizable values at rates in force and comprise mainly income tax and social contribution benefits from tax losses and temporary differences Notes 29 b and 29c.
¬ē Depreciation of property and equipment in use is calculated on the straight-line method at annual rates which take into consideration the economic useful lives of the assets as follows: land and buildings in use - 4%; furniture and fixtures and machinery and equipment - 10%; data processing system - 20% to 50%; and transport system - 20%.
¬ē Deferred expenses are amortized at a rate of 20% to 50% per annum.
¬ē Goodwill on the acquisition of investments in subsidiary and associated companies, based on expected future results is amortized at rates of 10% to 20% per annum and presented in deferred charges.
The provision for federal income tax is calculated at the standard rate of 15% of taxable income, plus an additional rate of 10% for income over established limits.
The provision for social contribution is recorded at the rate of 9% of pre-tax income.
Provisions were recorded for other taxes and social contributions in accordance with applicable legislation.
Accordingly, upon consolidation, intercompany investments, account balances, revenue, expenses and unrealized income were eliminated from the financial statements and in the case of investments which are jointly controlled with other stockholders, asset, liability and income components are included in the consolidated financial statements in proportion to the parent company’s percentage capital ownership of each investee.
Goodwill on the acquisition of investments is presented in deferred expenses and minority interests in net income and stockholders’ equity are separately disclosed.
These consolidated financial statements include those of Banco Bradesco Bonus tax />¬Ė BEA; 3 Merged into Banco BCN in July 2002; 4 New name of Continental Banco S.
De Seguros Gerais was merged into Cia.
Uni√£o de Seguros Gerais in October 2001; 9 Sold in July 2002; 10 New name of Cia.
União de Seguros Gerais; 11 Percentage ownership increased through acquisition of shares on February 27, 2002; 12 Percentage ownership increased through acquisition of shares; 13 Companies audited by other independent auditors in 2001; 14 New name of Bradesco Previdência e Seguros; 15 Merged into Bradesco Seguros S.
These acquisitions were ratified by the Brazilian Central Bank on March 25, 2002 and May 31, 2002, respectively.
We present below the main adjusted account balances of these companies: 1 On August 19,2002, Banco Mercantil de S√£o Paulo S.
Accordingly, the balance sheet is presented prior to this event.
Accordingly, the balance sheet is presented prior to this event.
ADJUSTED BALANCE SHEET AND STATEMENT OF INCOME BY BUSINESS SEGMENT The consolidated balance sheet and statement of income, by business segment, are presented below at September 30, 2002 in accordance with the Chart of Accounts for National Financial System Institutions COSIF.
BALANCE SHEET BY MATURITY a We present below the consolidated balance sheet at September 30, 2002, by days to maturity, based on click at this page classification: 7.
SHORT-TERM INTERBANK INVESTMENTS Short-term interbank investments are stated at cost of acquisition plus accrued income, less of the provision for adjustment to probable realization value and are presented below with their corresponding days to maturity: 8.
The securities maintained by Bradesco and subsidiaries must be classified and recorded based on the new policies as follows: - Trading securities: securities which are acquired for the purpose of being actively and frequently traded.
These securities were recorded based on market value as a counter-entry to results for the period.
These securities were recorded based on market value as a counter-entry to a specific account in stockholders¬í equity named ¬ďMark-to-market adjustment - Securities and Derivatives¬Ē, at amounts net of tax effects.
These securities are recorded at their corresponding cost of acquisition, plus accrued income in results for the period.
The new criteria are summarized below: - Trading securities - When market value is higher than book value, the difference in assets is recorded as a counter-entry to retained earnings.
When market value is lower than book value, no adjustment is required since prior accounting policy determined that an allowance for mark-to-market should be recorded.
When market value is lower than book value, the negative amount is recorded in a specific account in stockholders¬í equity named ¬ďMark-to-market adjustment - Securities and Derivatives¬Ē, as a counter-entry to the retained earnings account, net of tax effects.
When market value is lower than book value, the allowance for mark-to-market of the security is reversed in accordance with prior rules, as a counter-entry to retained earnings in stockholders’ equity, net of tax effects.
In "Mark-to-market adjustment - Securities and Derivatives": Comprising Mark-to-market of Securities Classified as Available for Sale.
This effect, disclosed separately in this line for presentation purposes, was effectively offset against ¬ďabsorption of additional provision items ", described below, since Bradesco recorded this provision in accordance with its prudent and conservative approach.
The date of maturity was considered for the purpose of distribution, regardless of accounting classification.
In the event no market prices are available, amounts are estimated based on the prices quoted by dealers, on price definition models, quotation models or quotations for instruments with similar characteristics.
This reclassification considered management's intention to hold the securities to maturity, based on market conditions and the forthcoming maturity of the securities.
The date of maturity was considered for the purpose of distribution, regardless of accounting classification.
ADDITIONAL PROVISION FOR MARKET RISK FLUCTUATION, NET OF TAX EFFECTS 10.
CREDIT OPERATIONS a Total portfolio composition and days to maturity: 1 Leasing operations include operating leases which are presented in the financial statements under leased assets.
The additional provision per customer was classified in the above table based on the corresponding risk levels.
FOREIGN EXCHANGE PORTFOLIO a Balance sheet accounts b Foreign exchange transactions The composition of Foreign Exchange Transactions and certain adjustments to ensure a more appropriate presentation of the effective results are presented below showing the net global result of this segment: 1 Income on export financing and foreign currency financing classified in income from credit operations.
PREPAID EXPENSES These comprise mainly expenses for insurance, prepaid financial expenses and expenses for the contract to provide banking services at Post Office network branches which are amortized on a straight-line basis based on the contract terms.
¬Ė BEA; 8 Merged into Banco Baneb S.
Uni√£o de Seguros Gerais, in October 2001; 14 New name of Cia.
Uni√£o de Seguros Gerais; 15 Proportionally consolidated as from March 2002, pursuant to CMN Resolution 2723 and CVM Instruction 247; 16 New name of Tigre Participa√ß√Ķes S.
Remaining goodwill will be amortized over a period from 5 to 10 years, counted from the date of the acquisition of the investment.
No deferred tax assets were recorded on the amortization of goodwill above.
PROPERTY AND EQUIPMENT IN USE These are stated at cost plus restatements through December 31, 1995.
Depreciation is calculated on the straight-line method at annual rates which take into consideration the economic useful lives of the assets.
The ratio of permanent assets to consolidated reference equity is 42.
CONTINGENT LIABILITIES The Bradesco Organization is disputing the legality of certain taxes and contributions, for which provisions have been recorded in full, despite the likelihood of a successful medium and long-term outcome based on the opinion of their legal advisors.
The Organization is also a defendant in a number of legal suits labor and civil for which Management deems that a possible unfavorable sentence will have no significant effect on the financial position or results of operations.
The provisions recorded, segregated by legal sphere are as follows: 19.
Interest attributed to own capital is calculated based on stockholders’ equity accounts and limited to the variation in the long-term interest rate TJLPsubject to the existence of profits computed prior to their deduction or of retained earnings and revenue reserves in amounts that are equivalent to or in excess of twice its amount.
It is Banco Bradesco S.
’s policy to distribute during the year all the interest attributed to own capital, determined in conformity with the above criteria and to compute this interest to the minimum compulsory dividend, net of withholding tax IRRF.
Interest attributed to own capital - January 1 to September 30, 2002.
Movement in stockholders’ equity for the period from January 1 to September 30 may be summarized as follows: At the Extraordinary Meetings of the Board of Directors held on April 1 and July 12, 2002, approval was given for the acquisition of up to 25 billion shares, of which 10 billion are common and 15 billion are preferred and 50 billion easter bonus, of which 24 billion are common and 26 billion are preferred, which were to remain in treasury for subsequent sale or cancellation, with no capital decrease.
Arrendamento Mercantil to Banco Bradesco S.
FINANCIAL INSTRUMENTS a Risk and Risk Management The main risks related to financial instruments, arising from the business carried out by the Bank and its subsidiaries are as follows: credit risk; market risk; liquidity risk; and capital risk.
The process used to manage these risks involves the Organization’s diverse levels and embraces a range of different policies and strategies.
The risk management policies are generally conservative and seek to limit absolute loss to a minimum.
Credit Risk Credit risk is the risk arising from the possibility of loss due to the non-receipt of amounts contracted with borrowers and their related creditors.
Credit risk management requires a strictly disciplined control over all analyses and transactions carried out, safeguarding process integrity and independence.
Bradesco’s credit policy is designed to ensure maximum security, quality and liquidity in the investment of assets and speedy profitable business, minimizing risks inherent to this type of operation and directing the establishment of operating limits and the granting of credit.
Accordingly, the Credit Department and Committees located at the Bank’s Headquarters are critical to policy implementation since they are responsible for gearing and managing this core strategic activity.
The Branches operate within varying limits, according to the size and types of underlying guarantees, subject to a centralized evaluation and accordingly in line with the Organization’s credit and risk management policy.
Operations involving less significant amounts are subject to specialized automated credit scoring systems, maximizing the speed and security of approvals process based on strict protection standards.
Operations are diversified, non-selective and focused on Consumer and Corporate customers with sound payment capacity and proven creditworthiness.
Care is taken to ensure that related guarantees are sufficient to cover the risks assumed, considering the purpose and terms of the credit granted.
Market Risk Market risk is related to the possibility of the loss of income from fluctuating rates caused by the unhedged terms, currencies and indices of the Bonus cluebe bradesco asset and liability portfolio.
This risk is monitored on a strict basis by the financial market to avoid losses for institutions.
At Bradesco, market risks are managed through methodologies and models which are consistent with local and international market reality, ensuring that the Organization’s strategic decisions are implemented with speed and a high level of reliability.
The Organization adopts a conservative policy regarding market risk exposure with VaR Value at Risk limits defined by Senior Management, and compliance is monitored daily by an area which is independent from portfolio management.
The methodology used to determine VaR has a reliability level of 97.
The fluctuations and correlations used by the models are calculated on statistical bases and future prospects are calculated based on economic studies.
The methodology applied and current statistical models are validated daily using backtesting techniques.
We present below the VaR of the Consolidated Own Portfolio positions Treasury : In addition, a daily Gap Analysis is performed to measure the effect of the movement in the internal interest rate and foreign exchange coupon curves interest spread paid above the foreign exchange variation on the portfolio.
Complementing the market risk monitoring, control and management structure and in accordance with Central Bank regulations, a daily verification is made of the values at risk for the fixed and foreign exchange positions of the Organization’s entire portfolio and of minimum capital requirements.
Liquidity Risk Liquidity risk management is read more to control the different unhedged liquidation terms of the Bank’s rights and obligations, as well as the liquidity of the financial instruments used to manage the financial positions.
Knowledge and monitoring of this risk is critical since it enables the Organization to settle transactions on a timely and secure basis.
At Bradesco, liquidity risk management involves a series of controls, mainly, the establishment of technical limits and an ongoing assessment of the positions assumed and financial instruments used.
Capital Risk The Organization’s capital is managed to optimize the risk-return ratio, minimizing losses through the implementation of well-defined business strategies, maximizing efficiency in the combination of factors which impact the Capital Adequacy Ratio Basel.
Determination of market value of financial instruments: ¬ē Securities, Investments and Other Liabilities: based on the average quotation prevailing in the corresponding markets at the balance sheet date.
In the event no market prices are available, amounts are estimated based on the prices quoted by dealers, price definition models, quotation models or quotations for instruments with similar characteristics.
¬ē Prefixed credit operations: determined by discounting estimated cash flows, using interest rates which are equivalent to interest rates applied by the Bank for new contracts with similar features practiced on the balance sheet date.
¬ē Time deposits, funds for issuance of securities and borrowings and onlendings: calculated by discounting the difference between the cash flows under the contract terms and the rates practiced on the balance sheet date.
The financial derivative instruments are used by the Bank to hedge its asset and liability positions against the effect of exchange variations.
The derivatives generally represent future commitments for exchanging currencies or indices, or purchasing and selling other financial instruments according to the terms and dates set forth in the contracts.
Under the option contracts, the purchaser is entitled, but not obliged, to purchase or sell a financial instrument at a specific strike price in the future.
The amounts of the instruments recorded in balance sheet and memorandum accounts at September 30, 2002 are summarized below: Derivatives include operations falling due in D+1 to be settled in currency at September 30, 2002 price levels.
COMMISSIONS AND FEES 24.
OTHER OPERATING INCOME 26.
OTHER OPERATING EXPENSES 27.
NON-OPERATING INCOME 1 On July 5, 2002, Bradesco through its subsidiary Bradesco Seguros concluded the sale of its stockholding in Prudential-Bradesco Seguros S.
EMPLOYEE BENEFITS We present the following information on employee benefits of Bradesco and its subsidiaries: Banco Bradesco and its subsidiaries do not maintain: o Dismissal benefits; o Stock option plans; o Long-term benefits; o Post-employment benefits, except the private pension plans, described below: Banco Bradesco and its subsidiaries maintain supplementary retirement pension plans for their employees and directors, of the defined benefits and defined contribution types PGBLmanaged by Bradesco Vida e Previdência S.
The subsidiary companies Banco Baneb S.
The funds guaranteeing the private pension plans are invested in compliance with applicable legislation government securities and corporate bonds, listed company stock and real estate.
INCOME TAX AND SOCIAL CONTRIBUTION a Calculation of income tax and social contribution charges: b Statement of income tax and social contribution benefit: c Statement of deferred income tax and social contribution assets: We present below the expected realization of deferred tax assets: Deferred tax assets were recorded considering Bradesco’s historic profitability and are classified in current assets and long-term receivables based on expected realization, in conformity with a technical study addressing the feasibility of the generation of taxable income, prepared in the first six-month period of 2002.
STATEMENT OF CASH FLOWS As additional information to these financial statements, we present below the statement of cash flows prepared based on the indirect method.
The information is presented in conformity with the definitions set forth in the Chart of Accounts for National Financial System Institutions COSIF.
Cidade de Deus, Osasco, SP, October 25, 2002.
Santo Silva Sócrates Fonseca Guimarães Oswaldo de Moura Silveira Independent auditors' report on special review To The Administrative Council and Stockholders Banco Bradesco S.
Osasco - SP 1.
We have performed a special review of the consolidated interim report of Banco Bradesco S.
Our review was performed in conformity with the specific rules established by the Brazilian Institute of Independent Auditors IBRACONjointly with the Brazilian Federal Accounting Council, and consisted mainly of: a inquiries and discussions with the managers responsible for the accounting, financial and operational areas of the Bank and its subsidiaries, regarding to the principal criteria adopted in the preparation of the interim reports; and b review of information and subsequent events that have or may have a relevant effect on the financial situation and operations of Banco Bradesco S.
Based on our review, we are not aware of any significant modifications that should be made to the aforementioned consolidated interim report for it to be in conformity with accounting practices derived from the Brazilian Corporation Law and rules of the Brazilian Central Bank with regards to the following paragraph.
As mentioned in Note 8 to the consolidated interim report, the Bank adopted, in the first semester of 2002, the new criteria for recording and evaluation of the securities and derivative financial instruments, determined by the Brazilian Central Bank.
The consolidated interim report, related to the nine-month period ended September 30, 2001, presented for comparison purposes, were examined by us and based on our exams and on the reports of other independent auditors related to the subsidiaries described in Note 3e item 13we issued our report dated October 26, 2001, without exception.
FORWARD-LOOKING STATEMENTS This press release may contain forward-looking statements.
These statements are statements that are not historical facts, and are based on management's current view and estimates of future economic circumstances, industry conditions, company performance and financial results.
The words "anticipates", "believes", "estimates", "expects", "plans" and similar expressions, as they relate to the company, are intended to identify forward-looking statements.
Statements regarding the declaration or payment of dividends, the implementation of principal operating and financing strategies and capital expenditure plans, the direction of future operations and the factors or trends affecting financial condition, liquidity or results of operations are examples of forward-looking statements.
Such statements reflect the current views of management and are subject to a number of risks and uncertainties.
There is no guarantee that the expected events, trends or results will actually occur.
The statements are based on many assumptions and factors, including general economic and market conditions, industry conditions, and operating factors.
Any changes in such assumptions or factors could cause actual results to differ materially from current expectations.

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O controle do banco pertence à com 47% e à com 17%.
O presidente do conselho do banco é e o vice-presidente do conselho é Carlos Alberto Rodrigues Guilherme.
Foi considerada uma das marcas mais valiosas da desde 2012 e em primeiro lugar entre os bancos entre 2012 e 2015pela consultoria Brand Finance.
Em 2016, foi premiado pela revista como a marca mais valiosa do Brasil dos √ļltimos dez anos.
No mesmo ano, ficou em 24.
¬ļ lugar na lista de maiores bancos do mundo da revista.
Alcan√ßou em 2017 a segunda posi√ß√£o entre os bancos de maior patrim√īnio l√≠quido do Brasil e foi considerado o segundo maior banco privado do pa√≠s.
Os totais do Bradesco totalizaram 1,291 trilh√Ķes de reais em 2017; 110,4 bilh√Ķes de bonus cluebe bradesco em conforme o balan√ßo financeiro do quarto semestre de 2017; 14,6 bilh√Ķes de reais em em 2017, totalizando um ROE de 13%.
Em relat√≥rio de junho de 2017 divulgou possuir 1,918 trilh√£o de reais em recursos captados e administrados, 26,1 milh√Ķes de clientes correntistas e 361 853 acionistas.
Assim, com mais de 4 600 ag√™ncias, o Bradesco √© o √ļnico banco privado brasileiro a estar presente em todos os do pa√≠s, com pelo menos uma ag√™ncia ou posto de atendimento em cada uma das 5 564 cidades do Brasil.
Fora isso, é o maior empregador de do Brasil.
Antiga logomarca com o mapa do Brasil encimado pelas estrelas do cruzeiro do sul.
Sob o comando do ent√£o presidente e controlador, Dr.
Jos√© da Cunha J√ļnior, a casa banc√°ria transformou-se em banco, passando a chamar-se Banco Brasileiro de Descontos.
Em 1943, inicialmente sob o nome de Banco Brasileiro de Descontos S.
Em uma √©poca onde os demais bancos tinham como foco os grandes propriet√°rios de terra, o Bradesco usou como estrat√©gia se aproximar das camadas com menos posses, como pequenos comerciantes e funcion√°rios p√ļblicos, aliada a um conjunto de valores e quebra de paradigmas guiados por seu fundador Amador Aguiar.
Foi um dos primeiros bancos a estimular o uso de aos seus correntistas, que foram orientados a preencher as folhas nas próprias agências.
Em 1946, a foi transferida de Mar√≠lia para ana rua √Ālvares Penteado, centro financeiro da cidade.
Suas agências passaram a receber pagamento de contas de energia elétrica, então uma verdadeira inovação no país.
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Em 1951, oito anos após sua fundação, o Bradesco tornou-se o maior banco privado do Brasil.
No começo da década já era considerado o maior banco brasileiro no conceito de depósitos à vista, posto até então ocupado pelo Banco Lavoura.
Em março de 1953, inaugurou a Cidade de Deus que, 4 anos depois, se tornou matriz do Banco.
O complexo continuou em desenvolvimento e mais tarde, passou a abrigar residências, lazer, hospitais e escolas para os mais de 9000 funcionários e suas famílias, além dos escritórios.
Em 1959, com a inauguração do Prédio Azul este passou a ser considerado o edifício-sede do Banco, por abrigar continue reading diretoria.
Nessa década, o Banco chega ao norte rural do e decide também erguer sua nova sede em.
A construção da inicia-se em e leva seis anos para ser concluída.
Seu crescimento consistente na foi constru√≠do com base em um esquema misto dereinvestimento de lucros e tamb√©m de aquisi√ß√Ķes, quando s√£o incorporados nada menos que 17 outros pequenos bancos.
Em 1956, Aguiar criou a Fundação Bradesco para promover a inclusão e o desenvolvimento social a partir da educação.
Emadquiriu o - BNI, do banqueiroque enfrentou problemas de.
A partir de tal aquisição, o Bradesco reabriu as 46 agências bancárias antes pertencentes ao BNI em São Paulo.
No mesmo período, fortaleceu internamente a cultura do Banco, ao implementar um atendimento mais próximo entre o gerente e o cliente.
Os gerentes passaram a colocar suas mesas na porta das ag√™ncias e a diretoria passou a trabalhar de forma conjunta, em torno de uma √ļnica mesa, dividindo e compartilhando informa√ß√Ķes.
Apenas com a chegada de computadores, foram montadas mesas individuais.
Em 1962, o banco Bradesco tornou-se a primeira empresa latino-americana a incluir a automa√ß√£o de computadores como parte de suas opera√ß√Ķes di√°rias, e at√© o fim da d√©cada, todas as ag√™ncias estavam interligadas por Telex.
Em 1967 adquiriu oque havia se tornado praticamente em um banco familiar, possuía a matriz e duas agências.
No ano seguinte, em maio de 1968, o Bradesco comprou o INCO-Banco Ind√ļstria e Com√©rcio de Santa Catarina, com 108 ag√™ncias, incluindo a matriz.
No mesmo ano, lançou o primeiro cartão de crédito do país.
A https://money-free-slots.website/bonus/bonus-v-d.html de 70 foi marcada por investimentos em tecnologia e consequente pioneirismo na modernização do sistema bancário.
Em 1972 foi criada a Gr√°fica Bradesco S.
A, embora o Banco j√° desenvolvesse internamente atividades gr√°ficas em sua oficina tipogr√°fica, desde 1948.
Um ano depois, seguindo o movimento de aquisi√ß√Ķes, comprou o Banco da Bahia, somando 200 sucursais √† sua rede.
Seguindo o processo de expansão, em 1978, inaugurou a 1000ª localização física em Les bonus, na ponta sul do Brasil.
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No final da mesma d√©cada, tamb√©m introduziu no mundo das opera√ß√Ķes banc√°rias os leitores de c√≥digo dos cheques chamados "CMC-7" emsendo o primeiro no mundo a desenvolver tais artefatos, depois da recusa das empresas estrangeiras l√≠deres de desenvolverem um produto para o mercado local.
Outro passo importante foi a montagem da estrutura de de documentos, em 1968, como os cheques, a partir da compra do sistema denominado Computer Output Microfilm COMdesenvolvido nos Estados Unidos.
Em 1979, em parceria com outras corpora√ß√Ķes, o Bradesco constituiu a empresa Laborat√≥rio Digital SA Digilabtendo como um dos principais objetivos, a fabrica√ß√£o de impressoras para computador.
Atrav√©s de tal empreendimento, o Banco colaborou para o fomento da ind√ļstria eletr√īnica digital do pa√≠s.
Em 1981, o primeiro terminal de opera√ß√£o eletr√īnica foi instalado na ag√™ncia daem S√£o Paulo, e utilizava cart√Ķes magn√©ticos para realizar opera√ß√Ķes banc√°rias como saques, dep√≥sitos e consultas de saldo.
No ano seguinte, foram abertas as primeiras representa√ß√Ķes internacionais da Organiza√ß√£o: ag√™ncias em Nova Iorque, nos Estados Unidos, e Grand Cayman, no Caribe, al√©m do escrit√≥rio de representa√ß√£o em Londres, na Inglaterra.
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O terminal debitava o valor da compra da conta do cliente e creditava simultaneamente à conta do estabelecimento.
Em 1986, o Bradesco lan√ßou o Bradesco Instant√Ęneo Dia e Noite, que foi o primeiro banco autom√°tico da rede, localizado no aeroporto de Congonhas.
Em 1983, o banco comprou uma das maiores companhias de seguros do Brasil, o Grupo Atl√Ęntica Boavista e, ao fundir suas opera√ß√Ķes, criou a.
Em 1990, Aguiar deixou seu papel como presidente do Banco, e no ano source faleceu, em S√£o Paulo.
Com o fim da reserva de mercado de informática, em outubro deo Bradesco começou a se desfazer das atividades industriais da Digilab.
Contudo, a empresa continuou a existir, controlando as participa√ß√Ķes acion√°rias do Banco em outras empresas de Inform√°tica, perdurando at√© o segundo semestre de 1994.
Em outro movimento estrat√©gico no campo societ√°rio, sem utilizar-se inicialmente de uma aquisi√ß√£o direta, foi feita uma parceria com o portal Carsale, que passa a ser a loja-√Ęncora exclusiva de autom√≥veis do ShopF√°cil.
Ainda em 1992, seguindo o processo de modernização, o Banco passou a utilizar fibra ótica e laser.
Em 1995, implementou a primeira rede de alta velocidade de longa dist√Ęncia do pa√≠s, que integrava voz, dados e imagens.
No mesmo ano, com todas as suas agências interligadas online e em tempo real, o Banco Bradesco se tornou pioneiro na internet comercial no Brasil.
Em 1995, a Internacional em conjunto com o Banco Bradesco,e odecidem criar a processadora dos da bandeira VISA.
Nasceu a Companhia Brasileira de Meios de Pagamento CBMP ouat√© 2017, a empresa atualmente a empresa l√≠der no mercado brasileiro de meios eletr√īnicos de pagamentos.
No ano seguinte, o Bradesco lançou um dos primeiros sistemas de internet banking no mundo e o primeiro na América Latina.
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Pioneiro no país, o cartucho especial chamava-se TeleBradesco Residência Jovem e poderia ser utilizado por clientes Bradesco que possuíssem videogamespara ter acesso a dados de sua conta bancária como saldo, lançamentos futuros e extrato de cartão de crédito.
No caso do BEA, a presença do Bradesco bonus cluebe bradesco estado do Amazonas passou de 12,5% para 40%, com cinquenta agências.
O Banco ainda ganhou na época 131 mil correntistas, quatro vezes mais do que já possuía this web page estado.
Em 1997, adquiriu o Banco de Crédito Nacional, o sétimo maior banco presente no mercado brasileiro desdepor uma soma não divulgada.
No mesmo ano foi lançada a nova marca corporativa usada até os dias atuais.
Dois anos depois, o Banco Bradesco se torna o √ļnico case da Am√©rica Latina a ser citado no livro de Bill Gates, "A Empresa na Velocidade do Pensamento".
No capítulo dedicado ao Banco, Gates destaca o pioneirismo do Bradesco em relação à sua entrada na internet, além de apontar uma série de serviços disponibilizados pela instituição financeira.
No mesmo ano, Márcio Artur Laurelli Cypriano é indicado para o cargo de Diretor-Presidente do Banco.
Ainda em 1999, o Bradesco adquiriu o Banco Continental, tradicionalmente focado no Crédito Direto ao Consumidor CDC.
Um ano depois, estreou suas a√ß√Ķes no preg√£o das Bolsas de Nova York NYSE e de Madri LATIBEX.
Assim, seus papéis passaram a ser negociados em 3 moedas: real, euro e dólar.
Em 2002, o Bradesco adquiriu de volta os 75% da Scopus pertencentes à seu braço não financeiro Bradespar, voltando a ter 100% de controle sobre a empresa de tecnologia.
Aconteceu em 2003 a primeira edi√ß√£o do Dia Nacional de A√ß√£o Volunt√°ria, uma a√ß√£o promovida por funcion√°rios e alunos da Funda√ß√£o Bradesco, que oferece √†s comunidades em torno das escolas, servi√ßos de utilidade p√ļblica ligados √†s √°reas de educa√ß√£o, sa√ļde, cidadania, lazer e cultura.
A tecnologia utilizada foi a Palm Secure, que substitui o uso da senha, pela captura de imagem do padr√£o vascular da palma da m√£o.
Em 2009, foi indicado pelo Conselho Superior de Administra√ß√£o para suceder M√°rcio Artur Laurelli Cypriano na Presid√™ncia da Diretoria Executiva do Bradesco, tornando-se o 3¬ļ presidente do Banco, desde a morte de seu fundador, Amador Aguiar.
No final do mesmo ano, o Banco inaugurou uma agência fluvial a bordo de um barco - o Voyager III - que percorre ono Amazonas.
A agência flutuante, atendia a 50 comunidades e 11 municípios, com uma população de 250 mil pessoas.
A iniciativa foi capa do jornal americano Wall Street Journal, em março de 2010.
Em 2009, o Banco foi indicado como a marca mais valiosa do Brasil pela Brand Analytics.
No ranking elaborado pelo Financial Times e outras companhias, o Bradesco apareceu como a 98.
¬™ marca mais valiosa do mundo, com valor estimado de 6,57 bilh√Ķes de d√≥lares, tornando-se a primeira companhia brasileira a integrar o ranking das cem mais valiosas marcas do mundo.
Ag√™ncia de Em continua√ß√£o √† estrat√©gia para ganho de mercado em nichos espec√≠ficos, os anos v√™m sendo marcados por grandes investimentos do Banco em aquisi√ß√Ķes e parcerias.
Em novembro de 1997, o passo inicial foi dado na aquisição do BCNpresente no mercado brasileiro desde 1929.
No mesmo ano click at this page lançado o novo logotipo, usado até bonus cluebe bradesco dias atuais.
Em fevereiro de 2002, o Bradesco, através do BCN, incorporou ocriado em.
A partir de então, passaram a ser administradas as empresas controladas pelo Finasa no Brasil e exterior como a Finasa Seguradora e Finasa Crédito, Financiamento e Investimento.
Por meio de um acordo firmado entre as duas institui√ß√Ķes, o Banco BCN passou a ser o controlador da Ford Leasing S.
O ano de 2003 come√ßou com novas a√ß√Ķes estrat√©gicas envolvendo ao mesmo tempo uma fus√£o parcial e mais uma aquisi√ß√£o.
No início de novembro de 2003, o Bradesco realizou, por meio do Banco Finasa S.
A Zogbi atuava na atividade de financiamento, mantendo easter bonus presença nas áreas de crédito direto ao consumidor, pessoal, cartão e veículos.
A aquisição representou um importante passo estratégico do Bradesco em um setor com grande potencial de crescimento.
No terceiro trimestre de 2004, o Bradesco tomou a decisão de unir as marcas Finasa e Zogbi sob a bandeira Finasa, com o abandono da marca Zogbi, e também da BCN.
Com a integração entre Zogbi e Finasa, a financeira do Bradesco passou a ter na época 121 filiais, espalhadas em, e ; e 28,7 mil pontos de venda no varejo de automóveis e outros tipos de comércio.
Em fevereiro de 2004, retomando a linha da aquisição de bancos estaduais, o banco também adquiriu da União Federal o controle acionário do - BEM, e suas controladas BEM Distribuidora de Títulos e Valores Mobiliários Ltda.
Em uma segunda etapa, a partir de 2005, o Bradesco passou a vender produtos financeiros aos clientes da Casas Bahia, como cart√Ķes e seguros, com a instala√ß√£o de quiosques na rede de varejo.
Com a migração para o cartão de crédito, as vendas das Casas Bahia financiadas pela Finasa, braço de financiamento ao consumo do Bradesco, também caíram.
Em 2006, foi firmada uma nova parceria entre as partes, que deu ao Bradesco direito de operar produtos financeiros e serviços na rede Casas Bahia até 2021.
Em 2015 essa parceria foi estendida até o ano de 2029.
Em outra linha, desta vez de parcerias internacionais, em novembro de 2004, o Bradesco anunciou uma parceria com o banco United Financial of Japan - UFJ, que passou a ter 1,2% do capital do Bradesco.
Atrav√©s de tal parceria o Bradesco p√īde adaptar sua Rede de Ag√™ncias no pa√≠s para atender a mais de 300 mil brasileiros que residiam e trabalhavam no Jap√£o decass√©guis.
Para habilitar os equipamentos de autoatendimento a atender em portugu√™s, montar umapromover estudos de mercado e os novos servi√ßos, entre outras coisas, os dois bancos investiram cerca de 20 milh√Ķes de d√≥lares.
Foram agregados 4500 equipamentos do tipo Automatic Teller Machine ATM em português, disponíveis também para os clientes brasileiros do Bradesco em viagem ao Japão.
Com a compra do Zogbi no ano seguinte, se consolidou ainda mais no setor, principalmente em S√£o Paulo.
Agência do banco em.
J√° a negocia√ß√£o do Morada acrescentou, na ocasi√£o, 1,1 milh√£o de clientes √† carteira de 5,465 milh√Ķes do Finasa e somou 33 lojas √† rede de 123.
A expectativa é de que a aquisição ampliasse em 2005 em 28% a produção de crédito pessoal e em 15% a de CDC do grupo Bradesco.
Isto representou uma aquisi√ß√£o de 70 ag√™ncias no ‚ÄĒ o que representava 20% ag√™ncias banc√°rias presentes no Estado, e mais do dobro que o pr√≥prio Bradesco tinha ‚ÄĒ, mais de 278 mil contas e 866 funcion√°rios ativos.
Com o aval do Banco Central do Brasil, os servi√ßos de corretagem de seguros, de viagem, de c√Ęmbio no varejo e as opera√ß√Ķes de Cr√©dito Direto ao Consumidor CDC da American Express, juntamente com o seu nicho especializado em cart√Ķes para pessoas e para empresas de alta renda, passaram a pertencer ao Bradesco.
Al√©m disto, o Bradesco garantiu, por um prazo m√≠nimo de 10 anos, em um contrato renov√°vel pelo mesmo per√≠odo, o direito de exclusividade no oferecimento de programas de premia√ß√£o aos clientes, na administra√ß√£o da rede de estabelecimentos que aceitam os cart√Ķes no pa√≠s, e na emiss√£o dos pl√°sticos da linha Centurion, que inclui todas as modalidades do segmento de Pessoa Jur√≠dica Business e Corporatebem como as modalidades Green, Gold e Platinum do segmento de Pessoa F√≠sica.
J√° os cart√Ķes da linha Blue Box puderam continuar sendo emitidos por outros bancos.
Entretanto, o Bradesco conquistou o controle total de qualquer outro lançamento que houver desta linha.
O objetivo da aquisi√ß√£o foi para consolidar click the following article mudan√ßa no modelo ent√£o vigente, principalmente com a amplia√ß√£o da rede de aceita√ß√£o dos cart√Ķes da bandeira no Tech bonus />Assim, a associa√ß√£o n√£o resultou na retirada da American Express do pa√≠s, visto que o neg√≥cio local de cheques de viagem Travelers Chequesos acordos de concess√£o de direitos para administra√ß√£o de cart√Ķes de cr√©dito existentes com outros bancos locais e o escrit√≥rio de representa√ß√£o American Express Bank, localizado em S√£o Paulo, foram exclu√≠dos do acordo firmado entre as duas institui√ß√Ķes financeiras.
Com isso, foi a instituição responsável por todos os serviços financeiros e seguros relacionados aos jogos.
No final do ano seguinte, atrav√©s de uma parceria entre os bancos Bradesco, Caixa Econ√īmica Federal e Banco do Brasil, foi criada ade cart√Ķes.
At√© o final dehavia mais de 15 milh√Ķes de cart√Ķes da bandeira circulando no Brasil, atr√°s apenas da Visa e da Mastercard.
No dia de o informou que o Bradesco arrematou o BERJ e com isso passou a operar por três anos, a partir de 2012, a folha de pagamento dos servidores ativos e inativos do Governo do Estado.
Desde ent√£o, √† frente das opera√ß√Ķes da folha de pagamento dos servidores do Rio de Janeiro, em agosto de 2017, O Bradesco foi o √ļnico banco a apresentar uma proposta, garantindo o direito de manter o gerenciamento do neg√≥cio at√© o final de 2023.
Em 2014, com o objetivo de focar em sua atividade principal, o Bradesco vendeu parte da Scopus, empresa de tecnologia da informação, para a IBM.
A partir de então, a empresa americana ficou responsável pela estrutura operacional, executando por exemplo as atividades de suporte e manutenção de hardware e software.
O Banco manteve a gest√£o das atividades de consultoria e solu√ß√Ķes em TI, bem como a propriedade da marca Scopus.
No mesmo ano, integrou pela 17.
¬™ vez a lista anual das 150 Melhores Empresas para Trabalhar no Brasil, de acordo com pesquisa realizada pela revista √Čpoca em https://money-free-slots.website/bonus/bwin-bonus.html com o Event planner bonus program hilton Place to Work Institute.
Em outubro https://money-free-slots.website/bonus/stip-bonus-loblaw.html 2017, substituindo o banqueiro Lázaro de Mello Brandão, Luiz Carlos Trabuco se tornou Presidente do Conselho de Administração do Bradesco, acumulando o novo cargo ao de Presidente do Banco.
Em março deOctavio de Lazari Jr substituiu Luiz Carlos Bonus cluebe bradesco na presidência do Bradesco.
Lazari Jr anteriormente exerceu a função de diretor-presidente do Grupo que, no mesmo mês, foi ocupada por Vinicius Almeida Albernaz.
Ap√≥s dois anos de investimentos e pesquisas, em junho de 2017, foi lan√ßado o banco Next, primeiro banco 100% digital do Bradesco e dedicado ao p√ļblico jovem.
Composto por um time multidisciplinar de antropólogos, cientistas sociais e matemáticos, o Next oferece diversos serviços bancários sem que o cliente precise ir a uma agência.
Para que a opera√ß√£o fosse aprovada pelo Conselho Administrativo de Defesa Econ√īmica Cadeo Bradesco teve que se comprometer a n√£o adquirir qualquer outra institui√ß√£o financeira pelo per√≠odo de 30 meses ap√≥s a assinatura do acordo.
A queda do lucro foi provocada principalmente pelos custos totais de opera√ß√£o, que no primeiro semestre aumentaram 5% na compara√ß√£o com o mesmo per√≠odo de 2014, a 19,187 bilh√Ķes de d√≥lares.
O banco Bradesco atingiu, entre abril e junho, seu maior lucro trimestral na história, segundo levantamento da consultoria Economatica.
Já na comparação com o mesmo período do ano passado, o lucro mostrou crescimento de 18,4%.
Com o objetivo de promover a inclusão e o desenvolvimento social através da educação, foi criada em 1956 aque viria a se tornar um dos mais importantes programas sociais do país.
A partir dos anos 2000, o Banco passou a ter um foco efetivo em iniciativas e pr√°ticas de.
O Pacto do Equador, os Princípios para Sustentabilidade em Seguros PSIPrincípios para Investimento Responsável PRI e foram algumas das diretrizes que o Banco adotou, visando melhores práticas de.
Em 2007, a foi lançado o conceito "Banco do Planeta" que trata https://money-free-slots.website/bonus/slotsmamma-bonus.html e de administrados pelo Banco.
As a√ß√Ķes v√£o desde o uso de pap√©is na emiss√£o de tal√Ķes de cheque ao plantio de milhares de √°rvores para compensar a emiss√£o dos 8 mil funcion√°rios de sua matriz, na Cidade de Deus.
Através de uma parceria com o Governo do Amazonas, o Bradesco passa a ser cofundador da FASiniciativa cujos objetivos são a preservação da e a contribuição para o seu.
Ao completar 70 anos, em 2013, o Banco Bradesco lançou um vídeo, assinado pela agência WMcCann contando sua trajetória em um minuto e meio, amplamente divulgado na mídia durante o mês de seu aniversário.
Durante aso Bradesco come√ßou a explorar o acr√īnimo BRA nas ativa√ß√Ķes da marca nossediados no Brasil.
O acr√īnimo, fazia refer√™ncia √† palavra Brasil e Bradesco.
Em 2014, passou a utilizar o conceito "Tudo de BRA" em suas.
O tema foi escolhido como uma maneira de ressaltar o valor e as peculiaridades do Brasil, a começar pelo povo.
As campanhas publicitárias sob o novo conceito destacaram atitudes do jeito brasileiro como abraçar, praticar esportes e celebrar as coisas boas da vida.
Em 2017, o Banco mudou seu posicionamento e lançou uma nova campanha com o mote "Pra Frente", que refletia a busca do brasileiro em alcançar suas metas, mesmo diante de um.
Amador Aguiar: Uma História de Intuição in green hindi bonus Pioneirismo.
Amador Aguiar: Uma História de Intuição e Pioneirismo.
Tecnologia bancária no Brasil: uma história de conquistas, uma visão de futuro.
Revista Brasileira De Bibliotechomia.
O Estado De S.
The State of S.
The Bonus cluebe bradesco of S.
The State of S.
The State of S.
The Wall Street Journal.
Banco Central Do Brasil.
Relatório Anual de 2000.
O Estado De S.
O Estado De S.
Relatório Anual de 2000.
O Estado De S.
The New York Times.
DeJuana 25 de novembro de 2004.
Jornal Folha de S.
The New York Times.
Banco Ita√ļ Holding Financeira.
Dados Gerais do Sistema Banc√°rio.
Banco Central do Brasil.
Campinas: Revista Economia bonus cluebe bradesco Sociedade, Unicamp, n.
Mercado Financeiro: Produtos e Serviços.
S√£o Paulo: Qualitymark, 2002.
As Transforma√ß√Ķes do Sistema Financeiro.
S√£o Paulo: Funda√ß√£o Armando √Ālvares Penteado ‚ÄĒ Faap, 2004.
Para mais detalhes, consulte as.