Annual
Report 2013

For 20 years, we have become a household name in the Brazilian retirement industry as a dynamic and groundbreaking company.

We are constantly trying to improve our processes and seeking solutions to meet the needs of different client profiles. Through these efforts, year after year, our performance is consistent with and better than the industry average.

In order to achieve our vision of being the leading company in the industry, our strategic map established goals that aim to create a roadmap with growing and sustainable results to add value to all our stakeholders.

In 2013, in line with our management model and to consolidate our high-performance culture, we reviewed our corporate competencies, which stemmed from our corporate identity (mission statement, vision statement, and core values). The description of competencies – which were divided into three major categories (corporate, functional, and leadership competencies) – state what we expect from our employees. According to different levels of complexity, employees are reviewed during the performance cycle, a management tool that aligns the goals and behaviors of each professional with our strategic direction.

Throughout the year, we continued to develop our new IT platform. With a dedicated multidisciplinary team, this project, slated for completion in 2016, will enable integrated processes and functionalities of retirement plan management systems. We want a user-friendly state-of-the-art technological environment that makes our operations even more reliable, improves our processes, and streamlines resource utilization.

In late November, we merged with Mapfre Nossa Caixa. We bought this company on July 31, 2012 and renamed it to Brasilprev Nosso Futuro Seguros e Previdência S.A. With the merger, Brasilprev Nosso Futuro ceased to exist. For participants, the only change was the registration number, since plans kept the same rates and conditions.

In late 2013, we established a new MO and a reviewed strategy map and value network were the first two major projects delivered as a result of this process. Our new strategy map for the next four years (2014-2017) was based on the balanced scorecard (BSC) methodology and summarizes the guidelines and objectives that will enable our sustainable growth to achieve our vision.

To support our strategy, we also reviewed our value network, a tool that summarizes our entire business model by using macroprocesses.

This literature was circulated to the entire company so all employees are aware of the impact of their work on our strategy.