Speed, modernity, partnership and competitiveness were the words of the day at Banco do Nordeste. The largest-scale process of organizational change ever seen took place, with a clear mission statement and strategic foci, targeting the Region’s sustainable development, so as to reach balanced domestic development. Hierarchical structures were eliminated and a new functional model was adopted, in which all actions are geared towards the needs of the client: the regional producer, seeking their competitive insertion in a globalized market.

1993

Banco do Nordeste officially launched, throughout the Region, the Program for Generation of Income and Employment in the Northeast, initially operated with FNE funds (Constitutional Fund for Financing in the Northeast) and, as of 1994,  also used funds from the FAT (Workers’ Support Fund). Implemented in partnership with state governments, town halls, other public bodies and NGOs, the program supported small rural producers and those in the periphery of large cities, seeking to integrate them into the productive process.

In 1993, Banco do Nordeste and UNDP (United Nations Development Program) undertook a joint agreement to provide technical and managerial training for cooperatives and associations, with a view to local development.

1995

The largest process of change ever to take place in Banco do Nordeste began with the redesign of the credit concession process, which afforded greater speed in operations and the reorientation of the network of branches, which came to have different models as a response to the market. A participative model of management was adopted, enabling employees to become involved in the construction of change in the company, discussing strategic issues which affect their activities. Training and technological modernization received special attention: around 6,500 training opportunities are offered, both internal and external; the data communication web was widened and state of the art computers were purchased, enabling the bank to provide, effectively, one computer per employee.

The Bank undertook intense articulation with the state governments and business classes in the region, expanding the level of partnership and incorporating state economic priorities in its actions, through agreements and protocols signed in all states.

1996

Banco do Nordeste became pioneers by introducing into the region the Development Agent, so as to extend their presence to all the municipalities of the Northeast. The agent works directly with communities, mobilizing and guiding local producers, contributing to their organization into associations, so as to maximize efficiency and develop local economic vocations and potential.

The funds invested by the Bank in the region’s economy, of around R$ 2.5 billion, enabled creation of 570 thousand new employment opportunities.

1997

Actions that contributed to the rise of income and employment level in the region were intensified, in tune with the Federal Government policy to make programs with strong social impact operational.  New programs, such as CrediAmigo – Banco do Nordeste Micro Credit Program, and FNE-Verde, of finance of environmental conservation and control were launched in order to provide small entrepreneurs with quick and easy credit,. The Bank reinforces its role as a link between foreign capital and the opportunities for investment in the Northeast, raising more resources and promoting the Region abroad. That year, the Bank invested R$ 2.8 billion in the Northeastern economy by signing 287 thousand loan agreements, which enabled creation of 667 thousand employment opportunities.

1998

The bank continued expanding its participation in the regional banking system and, in the year 1998, invested resources of over R$ 3.2 billion. It participated in events for investment promotion in Brazil and abroad more and more, presenting the Northeast as a viable and safe opportunity for private inversions. Business planning also contemplated several actions which reinforced the differentiated nature of the Bank performance, related to the promotion of investments, scientific and technological research, training of production agents in business management, consolidation of agro-industrial and irrigation poles, strengthening of productive chains, intensifying of partnerships and expansion of the local development program.

1999

Amidst the market and stock exchange crisis and devaluation of the Brazilian Real, the Bank concentrated its efforts on the restructuring of regional economy with a focus on local development, opening breathing channels to guarantee the maintenance of investments made and, above all, the jobs created.  

The Development Beacon (Farol do Desenvolvimento) was launched in all of the 1,873 municipalities in the bank’s operational area. The Development Beacon is an open space for discussions with leaders about the local reality, with the aim to diagnose the present situation and develop actions from a shared view of the municipality, with organization and action focus on the municipality concrete development opportunities. With this instrument, the Bank reinforced the local development action and advanced in the citizenship issue, once the program stimulates the community to decide - and make – the paths of their own development. 

The Bank working area was expanded to 1,955 municipalities, including Vale do Jequitinhonha, in the State of Minas Gerais, and the North of the State of Espírito Santo. The innovative experiences of CrediAmigo and Development Beacon gave the bank two more Hélio Beltrão Prizes.

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