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Banco do Brasil

Banco do Brasil. Highlights. Latin America’s largest bank in terms of deposits, assets, number of clients and distribution network. One of the lowest funding costs among Brazilian banks . Strong Balance Sheet and low funding cost allow quick expansion of loans.

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Banco do Brasil

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  1. Banco do Brasil

  2. Highlights Latin America’s largest bank in terms of deposits, assets, number of clients and distribution network One of the lowest funding costs among Brazilian banks Strong Balance Sheet and low funding cost allow quick expansion of loans Cost cutting leads to improving efficiency High and recurrent profitability

  3. 180% 160% 140% 120% 100% 80% 60% 40% 20% 0% India Chile Egypt China Korea Brazil Russia Turkey Mexico Taiwan Malaysia Spain South Africa Brazil: Low Penetration in Banking Services • Approximately 40 million people do not have access to banking services in Brazil Loans / GDP* (%) Brazil: Loans* / GDP (%) 30% 25% * As of 2004 23% 21% 18% 18% 15% 15% 14% 14% 13% 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 * Including leasing transactions

  4. 264.6 139.2 216.4 163.2 75.5 93.8 51.7 36.7 24.7 34.8 Banco do Bradesco Itau Unibanco Nossa Banco do Bradesco Itaú Unibanco Nossa Brasil Caixa Brasil Caixa 105.5 84.4 72.0 39.7 6.4 Banco do Bradesco Itau Unibanco Nossa Brasil Caixa Banco do Brasil is the Largest Bank in Brazil Assets (R$ billion) Total Deposits (R$ billion) Loan Portfolio (R$ billion)

  5. 14,870 23.3 16.6 12.6 5,498 6.5 3,199 4.8 1,282 1,099 Banco do Bradesco Itau Unibanco Nossa Caixa Banco do Bradesco Itau Unibanco Nossa Brasil Brasil Caixa 169.2 135.6 131.3 39.9 13.1 Banco do Bradesco Itau Unibanco Nossa Brasil Caixa Banco do Brasil is the Largest Bank in Brazil Number of Clients (million) Outlets Assets Under Management (R$ billion)

  6. Largest Distribution Network North 236 Branches Retail: 227 Wholesale: 2 Government: 7 Northeast 976 Branches Retail: 957 Wholesale: 8 Government: 11 • Largest number of branches in most Brazilian states • Almost 15 thousand outlets and 41 thousand ATMs • Presence in more than 21 countries, with branches in the major financial centers in the United States, United Kingdom, Japan and China, allows for a wider funding base and boosts trade finance 6% 25% 10% Midwest 388 Branches Retail: 378 Wholesale: 5 Government: 5 38% Southeast 1494 Branches Retail:1437 Wholesale: 49 Government: 8 21% South800 Branches Retail: 773 Wholesale: 22 Government: 5

  7. 112.1% 92.2% 103.9% 80.9% 93.1% 71.8% 80.3% 80.6% 67.4% 57.9% 55.8% 54.2% 55.7% 55.9% 48.1% 48.1% 1999 2000 2001 2002 2003 2004 2005 1Q06 1999 2000 2001 2002 2003 2004 2005 1Q06 12,398 7,648 11,524 11,298 6,607 5,491 2,103 3,156 2,992 1,767 2003 2004 2005 1Q05 1Q06 2003 2004 2005 1Q05 1Q06 Consistent Improvement in Operating Efficiency Efficiency Ratio (ER) Banking Services Fees / Personnel Expenses Administrative Expenses Operating Income ER= Administrative Expenses (R$ Million) Banking Services Fees (R$ million) CAGR IPCA – 6.6% CAGR: 4.8% CAGR: 18.0% 5.5% 19.0%

  8. 18.3 17.1 15.6 15.2 13.7 12.7 12.2 8.8 2000 2001 2002 2003 2004 2005 1Q05 1Q06 Capital Structure • Solid balance sheet structure with low leverage allows Banco do Brasil to benefit from credit expansion R$ 8 billion Capitalization PROEF Improvements in operating efficiency and risk assessment Strong Balance Sheet 2001 1997 Basel Ratio (%)

  9. 4,154 3,024 2,381 2,343 965 2003 2004 2005 1Q05 1Q06 63.0 29.3 26.8 23.0 22.3 2003 2004 2005 1Q05 1Q06 Recurring Profitability Net Profits (R$ million) CAGR: 32.1% • R$ 1.4 billion from non-recurring revenues: • Activation of R$ 1.9 billion tax credits • Additional PCLD Expenses of R$ 500 million 938 817 Return on Equity (%) 23.5* 24.6* * Recurrent profit per adjusted equity

  10. Retail • Banco do Brasil’s strategic focus and main business catalyst • Country’s largest franchise • Wide presence of branches, servicing roughly 21.5 million clients • Large deposits base with low funding cost (demand, savings and legal deposits) • Leader in credit and debit card financial volumes • Expansion of Real Estate loans, Payroll loans and Consumer Finance • Partnerships with retailers • Use of automated channels • Investments in IT amounting to R$ 1.2 billion in the past 2 years • Leader in Internet and Mobile Banking – 8.1 million clients enabled Individuals Breakdown 21.5 million clients monthly salary 0.04% > R$ 10,000 2.38% > R$ 4,000 3.55% > R$ 1,000 24.81% < R$ 1,000 69.13%

  11. Wholesale • Wide range of products and strong customer service • Leader in trade finance, with volumes reaching US$ 11.9 billion in 2005 • R$ 11.1 billion for working capital • 29,200 corporate clients • Services companies with annual revenues above R$ 10 million • One of the leaders in underwriting of local debt • Wholesale activity generates more than 2 million clients (individuals) to the retail segment

  12. Public Sector • Banco do Brasil: Strategic relationship with the Federal, State and Municipal Governments • R$ 21.7 billion in legal deposits are in Banco do Brasil: low-cost funding • As demanded by law, legal deposits shall only be made in state-owned banks • 4.3 million accounts from government employess: • 1.5 million federal employees; • 0.8 million state employees; • 2.0 million municipal employees; • Official bank of 7 Brazilian states

  13. 64.4 63.0 55.9 50.7 47.9 44.4 35.7 28.6 28.5 20.9 19.3 14.2 13.3 ' 13.6 9.9 9.0 8.1 8.1 7.2 6.2 Dez/03 Dez/04 Dez/05 Mar/06 Institutional Investors Individuals Government Corporate Foreign Investors Brazil’s Largest Asset Manager • Well-known excellence in Asset Management • 20.1% market share (ANBID ranking)* • R$ 169.2 billion assets under management • Strong participation of Institutional Investors and Individuals (68%) Assets Under Management (R$ billion) * ANBID – Associação Nacional de Bancos de Investimento

  14. Corporate Governance • Novo Mercado Listing: long-term commitment to policies directed at creating value for shareholders Minimum of two independent board members in a total of seven 100% of common shares Two-year term for board of directors Global Compact, Princípio de Equador and Agenda 21

  15. Structure General Shareholders’ Meeting Board of Auditors Board of Director Audit Committee Internal Audit Board of Officers President VP of Rural Businesses and Government Affairs VP of Retail Service and Distribution VP of International Business and Wholesale VP of Finance, Capital Market and Investor Relations VP of Technology and Logistic VP of Human Resources and Social-Enviro- nmental Responsibility VP of Credit Controlling and Risk Management Employee Relation And Social-Env. Responsibility Human Resources Restructuring of Operational Assets Strategy and Organization Risk Management Security Management Finance Capital Markets and Investments Controlling Executive Secretariat Logistic Technology Accounting Credit Internal Controls Government Affairs Distribution and Retail Channels Agribusiness Legal Micro and Small Businesses Marketing and Communication Retail Services Foreign Trade Commercial Private International Information Technology Software Development Directorships Investor Relations Sustainable Regional Development Units Autonomous Departments

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