Apimec Meetings

Banco do Brasil

Disclaimer

This presentation may include references and statements, planned synergies, estimates,

projections of results, and future strategy for Banco do Brasil, its Associated and Affiliated

Companies, and Subsidiaries. Although these references and statements reflect the

management’s belief, they also involve estimates and unforeseen risks. Consequently,

results may differ from those anticipated and discussed here. These expectations are highly

dependent on market conditions, on Brazil’s economic and banking system performances, as

well as on international market conditions. Banco do Brasil is not responsible for updating

any estimate in this presentation.

Net Income

2Q15

3.0 3.0

1Q15

3.0

5.8

4Q14

3.0 3.0

3Q14

2.9 2.8

2Q14

3.0 2.8

Adjusted Net Income Net income

14.2

14.1 14.5

29.3

16.6

16.2

16.1

15.5

17.1

16.1

Adjusted ROE - % ROE - %

R$ bilion

5.4

1H15

8.8

6.1

1H14

5.5

14.2

15.5

20.9

15.3

Net Income reached R$ 8,8 billion on the First Half of 2015, corresponding to a ROE of 20.9%

57.9

10.4

21.6

7.7

2.4

National Treasury

Previ

Foreign Investors

Other

Treasury Shares

Ownership Structure and Value Creation

Free Float

29.3

2014

4.5

2013

6.3

2012

4.9

2011

4.9

1H15

3.5

2.2

1H14

R$ billion

Ownership Strucuture(%) Amount Distributed (Dividends and Interest on Own Capital)

BB distributes 40% in Dividends and Interest on Own Capital

Leaderships

20.9% Market Share¹

(1) Source: Banco Central do Brasil – March/2015

20.8% Market Share¹

(1) Source: Banco Central do Brasil – March/2015 (1) Source: Banco Central do Brasil – June/2015

24.7% Market Share¹

Bank A Bank B

Assets (R$ billion) Loan Portfolio¹ (R$ billion) Deposits (R$ billion)

1,030

1,231

1,534

463.4 566.6

776.8

195.9 208.4

445.6

Jun/2015

Bank A Bank B Bank A Bank B

(1) Source: Banco Central do Brasil – March/2015

Branches

4,628 3,863

5,544

Bank A Bank B

24.0% Market Share¹

Strong Financial Performance

Guidelines for 2015

Efficiency and Innovation

Profitability

Funding

Loan Portfolio

Other Businesses

Commercial Funding

R$ billion

634.6

214.5

118.1

148.7

74.2

48.2 31.0

Dec/13

607.2

247.3

82.6

140.7

75.8

33.6 27.2

Dec/12

515.7

263.0

34.1

117.7

74.8 9.6 16.6

Jun/15

642.2

199.3

152.6

147.3

64.8

44.0 34.2

Dec/14

LCA + LCI Savings Deposit Demand Deposits Repo Interbank Deposits Time Deposits

92.5 92.1

86.2 86.5

Adj. Net Loan Portfolio/Comm. Funding (%)

Funding Sources Diversification

LCA + LCI 41.2% in 12

months

3.8% in 12 months

Foreign Borrowings and Assets Under Management

Jun/15

50.4

21.4

17.5

7.2

3.5 0.7

Dec/14

51.1

21.1

17.0

8.9

3.4 0.6

Dec/13

51.2

20.1

15.3

10.1

3.2 2.4

Dec/12

45.0

17.5

10.9

11.2

3.2 2.2

Bond issues

Interbanking

Companies

Individuals

Repo + Special

US$ billion 22.2 % Market Share²

Jun/15

604.8

Dec/14

554.7

Dec/13

493.7

Dec/12

444.0

R$ billion

Foreign Borrowings Assets Under Management¹

(1) It does not include Banco Votorantim’s figures (2) Source: Anbima – June/2015

BB DTVM overcomes R$600 billion in assets management

12.8% in 12 months

1st

Loan Portfolio¹

776.8

Jun/15

353.3

186.9

168.3

50.2

68.3

Dec/14

760.9

354.1

179.7

164.9

62.1

Dec/13

693.1

322.3

168.2

144.8

57.8

Dec/12

580.8

270.6

152.0

108.0

21.1 20.3 20.8 21.0 Market Share (%)²

(1) Broad Concept. It includes private securities and guarantees provided. (2) Domestic Loan Portfolio/ Bank Industry Total. Source: Banco Central do Brasil.

Offshore

Companies

Individuals

Agribusiness

R$ billion

8.0% in 12 months

Best in Class Loan Portfolio ...

Individuals Loan Portfolio¹

153.6

14.4

21.4

117.9

Jun/14

142.3

14.9

19.3

108.2

+11.6%

Jun/15

158.9

15.2

21.5

122.2

Mar/15

(1) Classified Concept – Organic Portfolio.

(2) It doe not include Banco Votorantim operations and acquired portfolios.

76.9% 76.0%

R$ billion

... With concentration in loan operations with lower risk

Payroll + Salary Loans + Auto Loans + Mortgage Other Credit cards

Lower risk lines

Mortgages (R$ billion) Payroll (R$ billion)

+9.9%

Jun/15

61.1

Mar/15

59.9

Jun/14

55.6

24.6% Market Share BB had 7.0% of market share, remaining in the second position¹.

Jun/15

44.1

32.8

11.2

Mar/15

41.0

30.4

10.6

Jun/14

32.0

23.5

8.4

+37.8%

Individuals Companies

(1) Source: Banco Central do Brasil - March/2015.

Organic Portfolio • 88.8% Civil Servants • 7.4% INSS’s Retirees and Pensioners • 3.7% Private Sector Employees

Loan to Companies¹

16.9 24.3

21.6

108.7

187.4

Jun/14

335.3 16.1

19.5 16.9

101.7

181.2

+5.4%

Jun/15

353.3

18.6 22.7

24.2

105.3

182.5

Mar/15

358.9

(1) Broad Concept. It includes Private Securities and Guarantees provided.

(2) It incluides Working Capital, Receivables, Pre-Aproved-Credit, Credit Card and Overdraft Account

Trade Finance

Other

Guarantees

Investment + Corp. Bonds & Notes

Working Capital²

This portfolio reinforces the commitment with brazilian companies

R$ billion

+3.3%

Jun/15

24.1

3.2

20.9

Mar/15

25.0

3.7

21.3

Jun/14

23.4

3.6

19.7

Fampe FGO

101.1

+5.4%

Jun/15

353.3

255.5

97.8

Mar/15

359.0

258.6

100.4

Jun/14

335.3

234.2

Medium and Large Companies and Government SME²

(1) Operations Guarantee Fund and Fundo de Aval às Micro e Pequenas

Empresas.

R$ billion

Corporate portfolio by Size SME Portfolio – FGO and Fampe¹

Loan to Companies¹

(1) Broad Concept.

(2) Companies with annual revenues of up to R$ 25 million.

Foreign Trade Finance Absolute Leadership and main partner in Brazilian foreign trade

FCE/ACE Pre-Export Finance

34.0 % Market Share¹ 21.1 % Market Share²

(1) Balance - Source: Banco Central do Brasil – June/2015

(2) Source: Banco Central do Brasil – June/2015

%

34.0

18.6

12.2

3.8

5.2

11.1 2.1

21.1

12.3

16.7

10.5

5.7

11.9

1.5

Bank 5 Bank 4 Bank 6 Bank 1 Bank 2 BB Bank 3

1st 1st

Agribusiness

(1) Broad Concept. It includes Rural Product Bills and guarantees provided.

(2) Source: Banco Central do Brasil – June/2015.

Vintage 14/15 (Jun/15)

Agribusiness Loan Portfolio¹ (R$ billion) Mitigators Use (Working Capital for Input Purchase)

+5.1%

+7.6%

1st 60.5 % Market Share²

BB is the Agribusiness Bank in Brazil

+7.1%

Jun/15

168.3

33.2

135.1

Mar/15

163.4

30.4

133.0

Jun/14

157.2

31.6

125.6

Rural Agroindustrial Total disbursement in

14/15 Crop: R$ 73,3 billion

45.1% 54.9%

Not Insured

Insured

Banco Votorantim

(1) Comprised of CDC veículos (Autos Consumer Credit) and vans.

BV – Lightweight Vehicles¹ : Production per Business Channel and Delinquency

BV – Net Income(R$ million)

2T15

2.7

0.4

2.4

1T15

3.1

0.5

2.6

2T14

3.0

0.5

2.5

Car dealers (R$ billion)

Multi-brand car dealers (R$ billion)

5.1 5.1 6.5

NPL 90 - Managerial Loan Portfolio (%)

146

122

75

135 140

2Q15 1Q15 4Q14 3Q14 2Q14

Positive results over the quarters

Fee Income

12,768

+9.1%

1H15 1H14

11,703

Highlights on 1H15

Capital Market

R$ 278 mi

Asset Mgmt. Fees

R$ 2.3 bi

Fiduciary Services

R$ 237 mi

18.1%

21.9%

12.8%

Over 1H14

Consortium

R$ 205 mi 41.4%

91.1%

Account Fees

R$ 2.1 bi 9.2%

Services represent 91.1% of the Fee Income

R$ million

BB Seguridade

995949845

+30.1%

+17.7%

1H15

1,944

1H14

1,494

2Q15 1Q15 2Q14 (1) Source: Susep - June/2015

Adjusted Net Income (R$ million) Insurance’s Premiums and Collection¹

Top-notch Performance in Brazil

Insurance´s PremiumsMarket

Share %Ranking

Vehicle 16.2 2nd

Life 20.2 1st

Mortgage 6.3 3rd

CollectionMarket

Share %Ranking

Pension Plan 40.4 1st

Premium Bond 35.3 1st

Monitor Delinquencies

Asset Quality

Indicators

Asset Quality

(1) Required Provision / Classified Loan Portfolio

Risk Level– Jun/15 (%) Coverage Ratio +90 days² (%)

Average Risk¹ (%)

(2) Required Provision + Additional / Overdue +90 Days

Banco do Brasil AA-C: 94.2%

Jun/15

5.00

3.97

Mar/15

4.90

3.92

Dec/14

4.90

3.75

Sep/14

4.80

3.66

Jun/14

4.80

3.57

Mar/14

4.90

3.58

Dec/13

5.00

3.56

Sep/13

5.10

3.57

Banking Industry BB

Jun/15

205.21

172.41

Mar/15

201.58

175.00

Dec/14

195.37

181.48

Sep/14

185.93

165.52

Jun/14

192.12

165.52

Mar/14

193.47

168.97

Dec/13

191.65

178.57

Sep/13

191.88

154.55

BB Banking Industry

Monitoring methodologies reflect in Portfolio stability

AA55.3

A17.1

B17.2

C4.6

D0.8

E-H5.0

Delinquency

NPL 15 Days (%) NPL 90 Days (%)

NPL Ratio +90 days (%)

Jun/15

2.04

1.89

2.90

Mar/15

2.05

1.84

2.80

Dec/14

2.03

1.86

2.70

Sep/14

2.09

1.91

2.90

Jun/14

1.99

1.77

2.90

Mar/14

1.97

1.76

2.90

Dec/13

1.98

1.81

2.80

Sep/13

1.97

1.77

3.30

Banco do Brasil BB ex BV Banking Industry

Jun/15

1.3

4.5

4.5

Mar/15

1.3

4.7

4.6

Dec/14

1.2

3.9

4.3

Sep/14

1.1

4.1

4.3

Jun/14

0.9

3.8

4.3

Mar/14

1.1

3.8

4.6

Dec/13

1.2

3.3

4.1

Sep/13

1.1

3.6

4.4

Jun/15

0.7

2.7

2.2

Mar/15

0.8

2.5

2.2

Dec/14

0.7

2.6

2.3

Sep/14

0.6

2.7

2.4

Jun/14

0.6

2.4

2.3

Mar/14

0.7

2.2

2.4

Dec/13

0.8

2.3

2.6

Sep/13

0.7

2.2

2.5

Agribusiness Companies Individuals Agribusiness Individuals Companies

Ratios lower than the Banking Industry

Individuals Portfolio¹ SME Portfolio²

Relationship Portfolios focused on long time relationship

%

Jun/15

66.6

20.9

12.5

Mar/15

66.4

21.0

12.6

Jun/14

66.3

15.4

18.3

More than 10 years From 5 to 10 years Up to 5 years

40.7

Jun/15

33.1

26.2

Mar/15

39.4

33.0

27.6

Jun/14

38.9

30.7

30.3

(1) Classified Concept.

(2) Companies with annual revenues of up to R$ 25 million.

Efficiency and Innovation

Global Presence

Clients and Service Network Channels

Technology

Human Resources

Global Presence

Northeast 32.0%

Midwest 26.2%

North 27.9%

South 24.3%

Southeast 19.7%

(1) Banking Agents and Postal Bank branches.

Quantity of Bank Branches

(Regional Market Share)

Total = 23.4% Market Share in Brazil

Brazil Total Service Network Jun/15

Own Service Network 18,690

Branches 5,544

MaisBB Network¹ 14,574

Banco Postal 6,166

Shared Service Network 34,898

Total 68,162

Branches 11

Sub-branches 4

Representative Offices 7

Subsidiaries and affiliates 17

Shared Services Units 2

Banco do Brasil in the World

Presence in 24 Countries

Clients and Service Network Channels

Clients

62,1 million Clients

11,4 million Savers

2,3 million SMEs

2,3 million INSS’s Pensioners

ATM

44.1 thousand 17.5 thousand Bco24h 4.1 thousand BRB+CEF

Inte

rnet

-

Ind

ivid

ual

s

489.3 million Transactions 12.2 million Users

Mobility aligned with business – BB Clients can count on several network channels.

Specialized Offices

Tran

sact

ion

s

29.6 % Internet 27.6 % Mobile 22.7 % ATM 4.8 % In Person 15.3 % Other

Automated Service Channels

BB Mobile

BB Digital – Mobile (million transactions)

2Q15

894.6

2Q14

277.6

2Q13

96.7

5.5

4.2

3.1

+ 222.3% over 2Q14

Registered Users (million)

27.6% of all transactions in 2Q15 were through BB Mobile

10th Most Common App in Brazil¹

(1) Source: Mobile Time - May/2015.

1th Most Common App in Brazilian’s home screen among all

Brazilian Companies.

Portal BB Solução de Dívidas

R$ 1 billion in deals since the portal launch

Efficiency improvement in transactions renegotiation

More than 100 thousand renegotiations

Efficiency to the clients

Administrative Expenses and Cost to Income Ratio

R$ billion

42.3 42.5 44.6

Cost to Income Ratio (%)¹

(1) Administrative Expenses / Operating Revenues. Data from the Income Statement with Reallocations. Quarterly cost to income ratio accumulated in 12 months.

1H15

6.7

10.0

1H14

6.6

8.9

Other Expense Personnel Expenses

41.3 43.7

3.3

2Q15

5.1

1Q15

3.4

4.9

2Q14

3.4

4.5

Cost to Income Ratio improving every quarter

Human Resources

Profile of Staff Members Education’s Level

Changes of BB’s Staff (thousand)

Jun/14

31.1%

45.8%

22.8%

0.4% 0.4%

Others

Specialization, Master’s and Doctorate

College

High School

Jun/15

118.0 5.6

112.3

Mar/15

117.4 5.7

111.6

Dez/14

116.9 5.3

111.6

Set/14

117.9 6.0

111.9

Jun/14

117.3 5.8

111.5

Interns Employees

Jun/14 Jun/15

33.5%

44.3%

21.9%

Jun/15

41.6%

58.4% 58.4%

41.6%

Male Female

A strong Company as BB is made of people

BIS Ratio¹ ²

%

2T15

16.18

8.71

11.36

4.82

1T15

16.02

8.68

11.36

4.66

4T14

16.11

9.04

11.39

4.71

3T14

16.04

9.28

11.51

4.52

2T14

14.19

7.46

10.13

4.06

Core capital

Level I

Level II

Robust Capital

(1) Financial Consolidated. From 1Q15 on, Prudential Conglomerate.

(2) Methodology used since Oct. 01st., 2013, according to CMN Resolution 4.192/2013.

Guidance

Adjusted Return on Equity¹ 14 - 17 14.2 -

Net Interest Income 9 - 13 14.2 11 - 15

Commercial Funding² 5 - 9 3.8 -

Domestic Loan Portfolio³ - Broad Concept 7 - 11 6.4 -

Individuals 6 - 10 7.8 -

Companies 7 - 11 5.4 -

Agribusiness 10 - 14 7.1 -

Allowance for Loan Losses⁴ 2.7 - 3.1 3.1 3.1 - 3.5

Fee Income 3 - 6 9.1 -

Administrative Expenses 5 - 8 7.2 -

2015 Performance2015 Guidance New Guidance

(1) Adjusted ROE estimated for 2015 uses estimated adjusted shareholders’ equity, free from the effects of: (i) the restatement of assets and actuarial, liabilities arising from

the Deliberation CVM/695; and (ii) minority interests in controlled companies.

(2) Commercial Funding includes Total Deposits, Agribusiness Letters of Credit, Real Estate Letters of Credit and Repos with Corporate Bonds.

(3) It includes private securities and guarantees provided.

(4) Allowance for Loan Losses expenses of the last twelve months / Average Classified loan portfolio for the same period.

Sustainability

Efficiency and Innovation

Sustainability

Agenda 21 BB

Social Investment

Governance and Process

Business

Resolution

CMN 4.327

10 years of Agenda 21

Updated every 2 years

Capital Market Acknowledgment: DJSI, ISE, ICO2

DEFINITION OF THE CHALLENGES

STAKEHOLDERS PANEL

INTERNAL DEBATE

RESULTS AND ACTION PLAN

VALIDATION AND EXECUTION

ACCOUNTABILITY

Social Businesses

6,072 new transactions

5.7 million in new contracts (R$) 11,680 produced house units

37.7 billion in Portfolio (R$)

* 2Q15 information

“Profitable initiatives searching ways to solve social problems - the social businesses that use market mechanisms to resolve social problems, so as to reduce socioeconomic inequalities in a sustainable manner while ensuring income, productive inclusion and access to public services.”

5.1 billion disbursement (R$)

Sustainable Regional Development (DRS)

Society Social Inclusion

Cultural Respect

Environmental Care

Employment and Income Generation

Eco-Efficiency

22,000 volunteers

67 million (R$)

destined to the program

1 million seedlings planted

14 million benefited user

(2005 to 2015)

1.201 branches with

waste selective collection 2 million (R$)

economized (1H15)

1.483 business plans

1.916 cities served

Água Brasil

83 thousand Direct beneficiaries

Approximately 1 million of seedlings planted

665 hectares restored

829 hectares with best practices implemented

+ than 12 thousand people trained in responsible consumption, solid waste and ecologic practices

* Programa Água Brasil resources results and local partners

www.bbaguabrasil.com.br

+ than 14 million Indirect beneficiaries

Fundação Banco do Brasil Origem dos Recursos 1S15

35,37

254,89

136,16

223,90

136,18118,61

93,9980,47

1S15 2010 2013 2011 2014 2009 2008 2012

38,42

19,79

16,99

15,27

3,19 6,34Educação

Agroindústria

Água

Resíduos Sólidos

Agroecologia

Demais

Investimento Social (R$ milhões)

Vetores de Atuação 1S15 (% Investimento Total)

100% de recursos próprios

R$35,37 milhões

Investor Relations Av. Paulista, 2.163 – 2nd floor – São Paulo – SP – CEP 01311-933

Phone: +55 11 3066 9110

ir@bb.com.br | bb.com.br/ir