Page 36 - Sicredi Ingles Flipbook

alternative service channels like internet banking and ATMs grew exponentially in all credit concessions.
Similarly, managerial control of risks in granting credit was structured according to an integrated management model, whereby each event is analyzed from different perspectives of existing risks. The model was extended to other credit unions in 2014, presenting significant outcomes in the consolidation of information and gains in scale.
Another project that leveraged proximity with members and agility in service was the 2015 endeavor called Projeto 3C - Capital, Cadastro e Conta-Corrente (3C Project - Capital, Registration and Check Account). It resulted in the deployment of a new platform that simplified the membership process, along with the steps necessary to open a check account and immediately contract our solutions. These processes were concentrated into a single system, replacing systems that operated independently. In 2017, all the credit unions part of the System concluded the deployment of the project.
This process simplification led to operational gains, allowing employees to dedicate less time to bureaucratic activities and more time to building relationships and developing financial solutions for members.
Furthermore, the availability of consistent information on the different member profiles allowed for the systematic restructuring of credit policies, with the adoption of more agile analysis and approval frameworks and tools that ensure more qualified decisions reducing risks and steering us towards new business opportunities.
Development of financial solutions that make a difference
One of the harshest effects of a financial crisis, like the one that has swept the nation over the past decade, concerns worsening social inequality. Brazil has one of the highest rates of inequality in the world and, linked to this is the fact that around 30% of Brazilians do not have active bank accounts, according to a 2007 study by Global Findex. They are | 34