Brazil 2009 Tenth Annual CEO Conference

1. Brazil 2009 Tenth Annual CEO Conference

2. 2.6 2.2 1.8 1.7 2.1 1.3 507.3 1.5 1.4 1.3 1.3 32.1 32.5 367.2 26.8 26.1 296.4 23.0 253.0 239.0 24.7 22.8 22.5 22.2 19.5 CAGR: 20.7% 8.8 2004 2005 2006 2007 2008 6.0 5.9 Assets1 - R$ billion 4.2 6.7 3.0 Recurring ROA ROA 5.1 3.7 3.4 2004 2005 2006 2007 2008 Recurring ROE % Net ROE % We create value to our shareholders... R$ billion Recurring Net Income Net Income 1 Consolidated

3. … which is also seen in our 2009 commitments. Domestic Credit Portfolio Individuals: 23% - 25% Companies: 16% - 19% Agribusiness: 2% - 5% Net Interest Margin 6.8% - 7.2% Domestic Credit Portfolio Total: 13% - 17% Fee Income 5% - 8% Recurring ROE 19% - 22% Total Deposits 10% - 14% Provision for Loan Losses 3.8% - 4.2% Administrative Expenses 9% - 12% Tax Rate 26% - 29%

4. Individuals Companies Relating to credit, we foresee… • BNDES disbursement leadership. • Capital Markets structure strengthening. • Operational activities specialization and centralization. Payroll Loans • Leverage the public servant customer base from payroll purchases and state banks acquisitions. Auto Loans • Increase share in the credit cooperative market. • Keep up as SME’s main partner. • Synergic join venture with Banco Votorantim aiming at auto loans market share growth.

5. 361 30 291 18 10 5 3 2004 2005 2006 2007 2008 2009 2010 105 75 69 50 43 36 4 26 17 2 14 11 Argentina USA Brazil Chile Italy China Japan France England Portugal Germany Netherlands 5% mortgage market share by 2013. Disbursements2 - R$ billion • Business opportunities • Assets growth • Income fees increase • Customer base expansion and fidelity • Companies financing Mortgage- % GDP Source: ABECIP 1 Estimates 2 Banking Industry - Savings

6. Brazilian Production Growth1 Soybean + 34.7% Corn + 25.0% Meat + 51.1% Banco do Brasil’s Agribusiness market share maintenance. Opportunities Banco do Brasil’s Guidelines Keep operations under reserve requirements level • Recovery of international demand • Strong domestic market • Production raise capacity • USA subsidies decrease • Agro-energy Maintain Market Leadership Agro book mostly with controlled rates Grow Agro book but decrease its share in BB’s total credit portfolio Increase risk mitigators use Focus on short term operations Improve Agro book risk Reduce over rolled book Social-environmental Responsibility 1 Source: MAPA, Crop 2018/2019 expected growth in relation to Crop 2007/2008

7. Active role in the Foreign Trade with efficiency gains. 2009 Estimates Foreign Exchange US$ 73 billion Financing US$ 17 billion Initiatives BB • Online Foreign Trade / Digital Signature • Documents Digitalization / Electronic File • International Trade Bureau • Vanguard in Foreign Trade Credit Card • Consult and training in international business Exporting US$ 44 billion 28% share Exporting US$ 14 billion Importing US$ 29 billion 25% share Importing US$ 3 billion

8. 900 15.6% Share BB - 22% 2014 Share BB – 17% 867 741 R$ billion 630 Private Label 532 446 Debit 375 302 245 200 Credit 159 04 05 06 07 08 09 10 11 12 13 14 Cards’ Market Opportunities: 22% market share by 2014. Cards’ Market Billing Potential with the perspective of market share increase by BB • Initiatives BB • Multiple Functions Card. • Access to a different kinds of credit • Platform integrated to banking services granting more synergy with check account. • Replacement of other payment means. • Low income customers attractions. 1 Souerce: ABECS, BCG/BB analysis.

9. 17.4 11.2 10.5 8.9 7.5 7.0 5.3 4.9 3.2 2.8 Italy USA India Chile Brazil Spain Japan France England Germany Insurance: doubled by 2013 following market expansion. Expected market by 2013: Capitalization - R$11 billion Supplementary Pension Plan - R$68 billion Auto - R$32 billion Life - R$18 billion Health - R$12 billion Insurance ( % GDP ) - 2006 Ranking • BB Initiatives • Intensify selling through brokerages • Grow cross-selling in traditional means • Grow selling through call center and Internet • Grow partnerships

10. Processes optimization due to improvements in technology and back-office model seeking productivity gains Back-office model restructuring and IT platform modernization Modernization of BB’s ATMs network, the largest of Latin America Mainframe structure and processing revision Back-office platform creation all around Brazil Digitalization of all documents, including the pre-existing ones Linux install in all automated teller machines New data ware center

11. Business management generate sustainable results. Agenda 21 Social Economic Environmental Processes, Products and Services Credit and Socio-environmental analysis Eco-efficiency Program Transparency GRI Sustainability in BB’s businesses. 3,000 2,500 2,100 1,700 1,300 1,211 Regional Sustainable Development Families Involved - thousands 726 231 71 2005 2008 2007 2009 2011 2012 2013 2006 2010

12. Customers Return Expansion Wide Distribution Network Distribution Alternative Means New Products Portfolio Customers Diverse Product Portfolio + 48 million 9 million + Organic Growth1 8.2% a.a. Ease Access ATMs New Technologies 1 Check Accounts CAGR since 2004

13. Investor Relations SBS - Quadra 1 - Bloco C - Ed. Sede III - 5° andar 70073-901 - Brasília (DF) Telephone: 55 (61) 3310 3980 Fax: 55 (61) 3310 3735 bb.com.br ri@bb.com.br Further details atbb.com.br/ri