Meeting with Investors

Paulo Caffarelli – CEO

September 23rd, 2016

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.

3

The path to the new sustainable growth cicle

The increase of the economy’s productivity and competitiveness

depends on the following factors:

Investments increase, focusing in infrastructure (concession

program);

Greater insertion of the country in the international trade;

Government’s ceiling expenses approval;

Tax structure reform and simplification;

Pension reform.

4

Banco do Brasil will increase

profitability to its private

competitors’ levels.

5

Strategy Foundations

Profitability

Customer Experience

Efficiency

Charge Provisions Management

Capital

6

Loan origination with quality and adequated risk

precification

Companies

R$ 327.6

billion Agribusiness

R$ 184.5 billion

Individuals

R$ 187.9

billion

Abroad R$ 51.2

billion

R$ 751.2 billion Loan Portfolio Broad Definition as of Jun/16

(1) Annualized data. (2) It does not include loans with government sector. (3) Series revised from 1Q15 due to methodology adjustments.

Loan Portfolio Net Interest Income

Jun/15 - Jun/16

-1.2% +17.5% 2Q16 / 2Q15

Spread by Segment (%)(1)

NIM From 4.3% on 2Q15

to 4.9% on 2Q16

4.8 4.5 4.8 4.8 4.9 5.6 5.7 5.8 5.9 5.9

7.0 7.1 7.4 7.5 7.7

14.0 14.9 15.515.8 16.3

2Q15 3Q15 4Q15 1Q16 2Q16

Agribusiness Companies² Loan Operations³ Individuals

7

Customer experience improvement and Digital Services

Digital Services

Operation hours

8 a.m. - 10 p.m.

Operation hours

10 a.m. - 4 p.m.

SPECIALIZED CONSULTANCY

Telephone

Email

Chat/Msg

Videochat

Documents exchange

Double confirmation

Traditional Account

Manager Digital Account

Manager

Human Solutions

8

New digital business model adds value to relationship

Resu

lts

Profitability increases in

about 20% to 44%.

Eff

icie

ncy

35% of Efficiency growth

Sati

sfa

cti

on

Estilo customers

satisfaction and loyalty

(NPS)1 is 16% higher

BB

Es

tilo

1.1 million clients on 1H16

1.3 million clients projected by the end of 2016

Pers

on

alizad

o /

Exc

lus

ivo

3.2 million clients on 1H16

3.7 million clients projected by the end of 2016

(1) Net Promoter Score.

9

Business diversification and assertive supply of

products and services

11 million clients receive their

salaries at BB

20 million clients with insurance potential

15 million clients with possibility to take credit

6 million clients with fundraising potential

10

Expenses control and continuous efficiency improvement

(1) Cost to Income Ratio: Administrative Expenses / Operating Revenues. Data from the Income Statement with Reallocations.

109.6 thousand

employees

5,428 branches

June / 16

4.9 4.7 5.0 4.8 5.0

2.9 3.13.4

3.0 3.0

2Q15 3Q15 4Q15 1Q16 2Q16

Personnel Expenses (R$ billion) Other Administrative Expenses (R$ billion)

43.442.4

41.540.8

39.7

Efficiency¹ - 12 months (%)

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In 2019, the Common Equity Tier I ratio will reach at

least 9.5%

Organic Earnings Generation

Focusing on better return businesses

Loan Portfolio profitability

Customer experience improvement

Administrative expenses control

continuity

Operational efficiency improvement

Delinquency control and ALL

management

RWA management

Photo image: CCBB SP.

12 12

Thank you!

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The largest bank in Latin America

Av. Paulista 2163, 2nd Floor – Cerqueira César

São Paulo/SP - Brazil - 01311-933 +55 (11) 3066-9110 www.bb.com.br/ir ri@bb.com.br