R 255 G 240 B 70

R 244 G 207 B 0

R 255 G 230 B 21

R 0 G 94 B 171

R 0 G 112 B 186

R 0 G 66 B 137

R 75 G 92 B 102

R 91 G 112 B 124

R 219 G 220 B 222

Institutional

Presentation 4Q16

2

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.

Disclaimer

Agenda 01 COMPANY

PROFILE

EARNINGS HIGHLIGHTS

SUSTAINABILITY

MACROECONOMIC INFORMATION

02

03

04

Index

Uses

7

8

9

10

11

12

13

14

15

16

17

18

19

20

Digital Bank 25

Leaderships

21

23

Digital Channels 26

Digital Strategy Evolution 28

Digital Strategy 27

Digital Strategy Gains

2. Earnings Highlights

2016/2015 Highlights

Net Income

Pre-Tax and Pre-provision Earnings

Market Ratios

Loan Portfolio – Broad Concept

Loan Portfolio by Contracted Period

Loans to Individuals

Loans to Individuals: lower risk lines

29

30

31

32

33

34

35

36

37

38

39

1. Companie Profile

BB Data

BB Data

Highlights

Governance Timeline

Ownership Structure

Global Presence

Presence in Brazil

Assets

Funding

Funding Breakdown

Funding Breakdown

Current Debt Issues Abroad

Ratings

22

Customer Segmentation 24

Corporate Governance Loans to Companies – Broad Concept

Digital Solutions

40

Index

ALL Balance and Coverage Ratio

Coverage by segment

Current and Past Due Operations

Provision Flow / Loan Portfolio

ALL and Loan Portfolio

NPL Formation

NPL Formation by segment

Renegotiated Overdue Loan Portfolio

Renegotiated Overdue Loan Portfolio

Guarantees provided and Provisions

Write-off

Net interest Income

Spread by Portfolio

47

48

49

50

51

52

53

54

56

57

58

59

61

Banco Votorantim 63

Average Loans and NIM

Fee Income

60

62

Institutional Reorganization 64

BIS Ratio 66

Administrative Expenses and

Cost to Income Ratio 65

Full application of Basel III Rules

Basel III – Implementation Schedule

Guidance 2016

Guidance 2017

67

68

69

Vintages 42

Companies Portfolio by macro-sector

Agribusiness

41

43

Total Loan Portfolio – Risk Level 44

Delinquency Ratios 46

Average Risk 45

Renegotiated overdue Loan Portfolio -

NPL Formation 55 70

Index

Foreign Trade: Overview

Summary Table

Summary Table

4. Sustainability

Socio-environmental (RSA) Policy

RSA Governance

RSA Strategy – BB Agenda 30

RSA Strategy – BB Agenda 30

Socio-environmental Risk Management

Pacts and Voluntarily Commitments

Market Indexes and Awards

86

88

89

90

91

92

93

94

95

96

3. Macroeconomic Information

Inflation and Selic Rate

GDP

Loans / GDP

Unemployment and Confidence Indicators

Population: Age Pyramid

Population: Dependency Ratio

Social Security Deficit

Sustainable Growth

72

73

74

75

76

77

78

80

Agribusiness: Production x Planted Area 82

Main Pillars of Brazilian Growth

Agribusiness: Overview

79

81

Brazilian Agribusiness: Leaderships 83

Infrastructure: Projeto Crescer

Infrastructure Projects 84

71

85

87

01 COMPANY PROFILE

Founded in 1808

54.4% controlled by the Federal Government

1st company listed on the stock exchange in Brazil

Access to a broad spectrum of clients

8

More than 200 years of solid performance

Market

Leaderships

Solid

Financial

Performance

Focus on

Services

Stable and

Diversified

Funding

Lowest delinquency

of the Brazilian

Banking Industry

1 2 3 4 5

Highlights

9

Large, diversified and stable funding base

Business diversification including:

Banking

Services Insurance

Capital

Markets

Means of

Payment

International

Franchise

Asset

Management

10

Governance Timeline

BB Shares enter Dow Jones

Sustainability Index (DJSI) of

NY stock exchange

ADR Level I

1995

1996

2002

1906

1998

2001 2003

2005

2006

2004

2009

2012

2013

2007

2010

2014

1st Brazilian

company listed on

the stock exchange

BB Shares enter the

IBRX-50 portfolio

Bonus A

subscription BB Shares enter

the BM&F

Bovespa ITAG

portfolio

BB Shares enter the

ISE portfolio

Banco do Brasil

joined “Novo

Mercado” (BM&F

Bovespa)

BB Shares enter the

IBrX portfolio

Capitalization and

Restructuring Plan Inclusion of 100%

Tag Along clause

in the Bylaws.

Conversion of the

preferred shares to

common shares

Private placement

of common shares

linked to a public

offering for the

acquisition of

subscription bonus

Follow on

(secondary

shares)

Follow on

(primary shares)

BB Seguridade IPO

The Board of Directors of BB

approved the upgrade of its

program of American

Depositary Receipt-ADR

from level I to level II

11

1

2

Free Float 42.8%

Dec/16

Free Float Breakdown (%)

22.2%

20.6%

2.8%

54.4%

Dec/16

42.8

22.2

20.6

Sep/16

42.8

22.4

20.4

Jun/16

42.8

23.0

19.8

Mar/16

42.1

22.2

19.9

Dec/15

39.8

18.6

21.1

Others Foreign Capital Others

Foreign Capital

Shares Owned by the Company

Federal Government

Ownership Structure

12

Presence in Brazil

BB at a Glance (Dec/16)

Distribution Network

66,496

Branches

5,440

Customers

64,798 thousand

Employees

100,622

Market Share – 23.2% (Number of branches)

North 27.0%

Midwest 26.1%

Northeast 30.6%

Southeast 19.9%

South 24.1%

(1) Banking Agents and Postal Bank branches.

(2) Shared Service Network: lotteries (CEF), Banco 24h e ATM (BRB+CEF).

$

Own Service Network

16,625

MaisBB Network¹

13,630 Shared Service Network²

36,241

13

Banco do Brasil in the World

Branches

Sub-branches

Representative Offices

Subsidiaries, Affiliates and

Capital Markets Units

Shared Services Units

Global Presence

11

4

7

14

2

Presence in 24 countries

with 38 points of service

14

R$ billion

Dec/16

1,401.4

Sep/16

1,448.2

Jun/16

1,445.1

Mar/16

1,404.9

Dec/15

1,401.1

20.7 20.7 20.3 20.2

Market Share (%) Assets

2.4%

13.9%

8.7%

34.8%

40.3%

Breakdown - Dec/16

Loans

Available Funds, Short-Term

Interbank Investments, Interbank

and Intrabank Accounts

Securities and Financial Derivatives

Other

Permanent Assets

Assets

15

(1) Includes part of the balances of the Private Securities (Note 17). (2) Includes the balance of CRI (Certificates of Real Estate Receivables). (3) It refers to Deposits + Agribusiness Letters of Credit and Mortgage Letters of Credit quarterly cost.

69.3

142.0

151.8

204.2

Sep/16

619.9

23.9 31.6

61.6

150.6

148.7

203.5

Jun/16

624.8

27.5 30.4

62.5

153.5

148.4

202.5

Mar/16

638.6

36.9 30.5

62.6

154.1

151.9

202.6

Dec/15

669.5

41.5 52.1

66.5

152.9

151.8

204.5

25.6

Dec/16

613.6

20.7

Interbank Deposits Rep. Agreement with Private Securities¹ Demand Deposits Agribusiness Let. Credit + Mortgages Let. Credit² Saving Deposits Time Deposits

86.8 89.7 91.6 92.4 90.6

Adjusted Net Loan Portfolio / Commercial Funding

14.0

63.7

14.2

63.4

14.1

61.8

13.8

62.9

13.3

61.7

Accumulated Selic (% YTD in 12 months) Funding Expenses % Selic³

Funding

(1) Includes part of the balances of the Private Securities (Note 17). (2) Includes the balance of CRI (Certificates of Real Estate Receivables).

R$ billion

16

Sources

17

Jun/15 Sep/15 Dec/15 Mar/16 Jun/16 Sep/16 Dec/16

Commercial Funding¹ 639,193 660,175 669,506 638,611 624,778 619,944 613,611

Domestic Onlending 90,032 90,543 90,065 88,082 86,603 85,078 83,083

Subordinated Debt 56,260 59,951 59,936 58,049 58,648 60,027 61,976

Foreign Borrowing² 67,034 86,931 74,696 58,463 50,911 52,578 50,471

Hybrid Capital Instruments 32,604 40,082 37,342 34,806 31,068 31,825 31,466

Financial and Development Funds 12,404 14,675 15,003 14,781 13,741 14,620 14,791

Commercial Paper³ 2,735 65 2,117 2,309 2,393 2,673 2,734

Compulsory Deposits (57,168) (60,362) (60,811) (62,613) (65,404) (63,637) (63,451)

Total 843,093 892,059 887,854 832,489 802,737 803,107 794,680

R$ million

(1) Includes part of the balances of Private Securities (Note 17c). (2) Includes Foreign Borrowing, Foreign Securities, Foreign Onlending and Subordinated Debt Abroad. (3) Includes Letters of Credit and Debentures.

Sources

18

Commercial Funding

Foreign³

Jun/15 Sep/15 Dec/15 Mar/16 Jun/16 Sep/16 Dec/16

Saving Deposits 147,306 149,764 151,845 151,919 148,368 148,681 151,763

Agribusiness Letters of Credits 132,372 134,555 134,823 135,420 135,418 133,098 124,965

Judicial Deposits 116,805 116,107 113,652 114,140 116,655 119,281 121,969

Time Deposits 82,126 89,068 90,890 88,463 85,834 84,199 82,234

Demand Deposits 64,755 66,063 66,550 62,631 62,550 61,623 69,349

Rep. Agreement with Private Securities¹ 43,965 44,678 52,142 30,471 30,415 31,621 25,591

Interbank Deposits 33,337 41,465 41,483 36,885 27,473 23,919 20,665

Mortgage Bonds² 18,526 18,474 18,121 18,681 18,066 17,521 17,074

Total 639,193 660,175 669,506 638,611 624,778 619,944 613,611

Jun/15 Sep/15 Dec/15 Mar/16 Jun/16 Sep/16 Dec/16

Foreign Securities 34,773 44,085 33,500 22,885 18,631 20,274 20,393

Foreign Borrowing 23,074 31,236 29,617 25,178 22,763 22,812 20,409

Foreign Onlending 0 9 10 0 0 0 0

Subordinated Debt Abroad 9,186 11,600 11,569 10,400 9,517 9,491 9,668

Total 67,034 86,931 74,696 58,463 50,911 52,578 50,471

R$ million

(1) Includes part of the balances of the Private Securities shown on Notes to the Consolidated Financial Statements. (2) Includes the balance of CRI (Certificates of Real Estate Receivables). (3) Includes Foreign Borrowings, Foreign Securities, foreign

Onlending and Subordinated debt abroad.

Current Debt Issues Abroad

19

(1) A: annual; S: semiannual; Q: quarterly.

Issue DateVolume

(US$ thousand)Currency Term in Years Maturity Coupon (%)¹

Balance Dec/16

(US$ thousand)Structure

Rating

S&P/Moody's/Fitch

07/18/2007 187.198 BRL 10 07/18/2017 9.750 S 107.411 GMTN SR / Ba2 / SR

04/29/2008 150.000 USD 10 06/15/2018 5.250 Q 36.000 MT 100 BBB / Ba1 / SR

10/20/2009 1.500.000 USD Perpetual Perpetual 8.500 S 1.498.500 Perpetual SR / B2 / SR

01/22/2010 500.000 USD 10 01/22/2020 6.000 S 500.000 GMTN BB / Ba2 / BB

10/05/2010 660.000 USD 10 01/15/2021 5.375 S 660.000 Subordinated SR / Ba3 / SR

05/26/2011 1.500.000 USD 10.5 01/26/2022 5.875 S 1.500.000 Subordinated SR / Ba3 / SR

11/23/2011 500.000 USD 5 01/23/2017 3.875 S 500.000 3(a)2 SR / Ba2 / SR

01/20/2012 1.000.000 USD Perpetual Perpetual 9.250 S 648.727 Perpetual B- / SR / SR

03/05/2012 750.000 USD Perpetual Perpetual 9.250 S 750.000 Perpetual B- / SR / SR

06/19/2012 750.000 USD 10.5 01/19/2023 5.875 S 750.000 Subordinated B / Ba3 / SR

10/10/2012 1.925.000 USD 10 10/10/2022 3.875 S 1.809.700 3(a)2 BB / Ba2 / BB

01/31/2013 2.000.000 USD Perpetual Perpetual 6.250 S 1.988.000 Perpetual B- / SR / SR

07/25/2013 929.775 EUR 5 07/25/2018 3.750 A 738.430 GMTN BB / Ba2 / BB

12/20/2013 306.988 CHF 5.5 06/20/2019 2.500 A 270.483 GMTN BB / Ba2 / BB

03/26/2014 417.210 EUR 4 07/25/2018 3.750 A 316.470 GMTN BB / Ba2 / BB

06/18/2014 2.500.000 USD Perpetual Perpetual 9.000 S 2.169.700 Perpetual B- / B2 / SR

Uses

20

R$ million

Jun/15 Sep/15 Dec/15 Mar/16 Jun/16 Sep/16 Dec/16

Available Funds 135,813 166,819 153,218 116,384 106,054 122,741 139,059

Net Loan Portfolio (a) 707,280 725,240 734,636 716,105 696,683 680,366 655,621

Classified Loan Portfolio 689,777 712,471 719,568 703,878 691,832 672,638 653,591

Private Securities 45,078 44,695 48,645 47,625 41,819 45,242 38,100

Allowance for Loan Losses (27,575) (31,926) (33,577) (35,398) (36,968) (37,514) (36,070)

Adjusted Net Loan Portfolio (a) - (b) 583,042 597,764 606,317 589,982 572,451 556,270 532,435

Domestic Onlending Loans (b) 124,238 127,476 128,319 126,122 124,232 124,096 123,186

Total 843,093 892,059 887,854 832,489 802,737 803,107 794,680

Banco do Brasil: Ratings

21

2012 2013 2014 2015 2016

Standard & Poor's

Long-Term - Local Currency BBB BBB BBB- BB+ BB

Long-Term - Foreign Currency BBB BBB BBB- BB+ BB

Moody's

Long-Term Debt - Foreign Currency Baa1 Baa2 Baa2 Baa3 Ba2

Long-Term Deposits - Foreign Currency Baa2 Baa2 Baa2 Baa3 Ba3

Long-Term Deposits - Local Currency A3 Baa2 Baa2 Baa3 Ba2

Fitch Ratings

Long-Term - Local Currency BBB BBB BBB BB+ BB

Long-Term - Foreign Currency BBB BBB BBB BB+ BB

Deposits Loan Portfolio Assets under

Management¹

(1) It does not include Banco Votorantim. (2) Source: Anbima – Dec/16. (3) Source: Banco Central do Brasil – Dec/16. (4) Source: Banco Central do Brasil – Sep/16. (5) Source: SUSEP – Dec/16.

598.4

515.0

Bank A Bank B BB

708.1

234.2

Bank A BB

446.0

329.4

Bank B

730.9

Bank A

552.6 571.5

BB Bank B

19.8%

Market Share³

22.1%

Market Share⁴

22.4%

Market Share²

22

BB Seguridade⁵

Rural

Pension Plan

Life

Premium Bonds

Vehicle

Leaderships (R$ billion – Dec/16)

Corporate Governance

Decisions at any level of the Company are made

collectively, with the purpose of involving all the

executives in the definition of strategies and

approval of proposals for the different

businesses of Banco do Brasil.

Mitigate risks, share visions, aggregate

value and quality to the decision making

process and disseminate knowledge.

Objective

The Only Brazilian Bank listed since

2006 in this BM&F Bovespa segment,

comprised of companies that voluntarily

adopt the best practices of corporate

governance.

Investor Relations Executive Committee

Credit Risk Executive

Committee

Credit Limit Executive

Committee

Ethics Executive

Committee

Capital Management

Executive Committee

Products and Services

Executive Committee

Market and Liquidity Risk

Executive Committee

Related Companies

Governance Executive

Committee

Internal Controls and

Operational Risk

Executive Commitee

Prevention of Financial,

Foreign Exchange Illicit and

Information Security

Executive Committee

Administrative and

Operational Executive

Committee

Credit Transactions

Executive Committee

Information Technology

Executive Committee

Human Resources

Executive Committee

Disciplinary Review

Executive Committee

Asset & Liabilities

Management and Liquidity

Executive Committee

Credit Transactions

Committee Resources Committee

Information Technology

Committee

Asset and Liabilities Management

and Liquidity Committee Global Risk

Committee

2 Superior Committees

16 Executive Committees

Other Committees

23

Customer Segmentation

24

Companies¹ Individuals

Industry Commerce and

Services

> R$ 1.5bn > R$ 2bn

> R$ 400mm

≤ R$ 1.5bn

> R$ 600mm

≤ R$ 2bn

> R$ 120mm

≤ R$ 400mm

> R$ 25mm

≤ R$ 120mm

> R$ 200mm

< R$ 600mm

> R$ 25mm

≤ R$ 200mm

Corporate

Empresarial Upper Middle

Empresarial Middle

> R$ 5mm < R$ 25mm

> R$ 1mm ≤ R$ 5mm

≤ R$ 1mm

Empresa

Pequena Empresa

Microempresa

Large Corporate Private

Estilo / Estilo Digital²

Personalizado /

Exclusivo²

Varejo

Annual Income > R$ 10mm

Investments > R$ 2mm

Monthly Income ≥ R$ 8k

Investments > R$ 100k ≤ R$ 2mm

Monthly Income ≥ R$ 4k < R$ 8k

Investments > R$ 40k ≤ R$ 100k

Monthly Income ≥ R$ 1.5k < R$ 4k

Investments > R$ 5k ≤ R$ 40k

Mercado Emergente Monthly Income < R$ 1.5k

Investments ≤ R$ 5k

(1) Based on Companies annual revenues. (2) Digital Service only.

Digital

Bank

Digital Channels

Internet

Mobile

ATM

In Branches¹

Other2

26.4%

38.5%

17.6%

3.5%

14.0%

Transactions (2016) Mobile is the customers favorite channel to

do their transactions

Dec/15: 6.9 million mobile users

Dec/16: 10.2 million

10.7 billion of mobile transactions in 2016,

53.1% growth compared to 2015.

(1) Branch cashier. (2) POS, Banking Agents and others. 26

Digital Strategy – Improvement in customer experience

Branch

Relationship Manager

DIGITAL RELATIONSHIP

Manager

Specialized

Advisory

Human Solutions Digital Solutions

Telephone

E-mail

Chat / messages

Videoconference

Documents Electronic Exchange

Double Confirmation

From 10am to 4pm From 8am to 6pm

From 10am to 4pm From 8am to 10pm

Ind

ivid

ua

ls

Co

mp

an

ies

27

Digital Strategy Evolution

ESTILO DIGITAL

EXCLUSIVO

2015

3.9 MM Customers

420.7 Thousand Customers

High Income customers in Portfolio

High Income customers in the Digital Model

Digital Service units

Estilo Digital Costumers 414 Thousand

104 Branches

Offices 3 Exclusivo Customers 6.7 Thousand

ESTILO DIGITAL

EXCLUSIVO

2016

4.3 MM Customers

1.3 MM Customers

High Income customers in Portfolio

High Income customers in the Digital Model

Digital Service units

Estilo Digital Costumers 1.1 MM

250 + 1 Estilo Digital Office

Branches

Offices 34 Exclusivo Customers 0.2 MM

28

Digital Strategy Gains

The new models add value to the relationship

Result

Profitability improvement⁴ from 20% to 44%

Efficiency

Operational Capacity

increased by 35%

Satisfaction and Estilo costumers

loyalty (NPS) 16% higher

Satisfaction

E

s

t

i

l

o

a

n

d

E

x

c

l

u

s

i

v

o

Estilo Digital¹

Very small and

small companies³

Empresa Branch

Rural Producer

(1) Individual costumers with monthly income above R$ 8 thousand. (2) Individual costumers with monthly income between R$ 4 thousand and R$ 8 thousand. (3) Business Offices for very small and small companies services. (4) It considers the profitability

distance between costumers in portfolio and costumers not in portfolio, with the same profile.

Exclusivo²

Specialized Network

Digital Service

29

Digital Solutions

Mobile¹

• 34 thousand agreements

• R$ 245 million in renegotiated debts

Website²

• 337 thousand agreements

• R$ 3.6 billion

Debt Renegotiation

• More than 249 thousand active costumers

since launched.

• Ourocard-e⁵ instant issuance.

APP Ourocard

• R$ 193.5 million disbursed since launched.

• 6,299 transactions.

• 60.24% of the transactions happened in

weekends and out of the bank service hours.

100% Digital Auto Loan Password Issuance through Mobile

• Created from Pensa BB³ 2015. • Since solution launched⁴, 110 thousand

queue numbers for appointments in

branches were generated through the App.

(1) From Sep/16 to Dec/16. (2) From Sep/14 to Dec/16. (3) Pensa BB is Banco do Brasil's Corporate Incentive Program for employees Innovation. (4) From 11/28/16 to 12/31/16. (5) Ourocard-e is the digital credit card, with the same benefits, services and

characteristics of the plastic card. 30

02 EARNINGS HIGHLIGHTS

(1) Cost to Income Ratio: Administrative Expenses / Operating Revenues accumulated in 12 months. Data from the Income Statement with Reallocations.

2016/2015 Highlights

Pre-Tax and Pre-Provision Earnings

Increased by 7.3%.

Net interest Income

Grew by 13.0%.

Administrative Expenses

Under control (3.5% growth).

Cost to income ratio¹

Closed Dec/16 at 39.7%.

Fee Income

6.8% growth.

32

Net Income

Profitability Ratios

2016

8.0

2015

14.4

Net Income

2016

7.2

2015

11.6

Adjusted Net Income

33

4Q15 3Q16 4Q16 2015 2016

Shareholders ROE % 15.7 13.4 9.6 16.6 9.8

Adjusted ROE % 12.0 9.9 7.2 13.0 7.5

ROE % 12.7 11.1 4.5 17.8 9.5

Market ROE % 14.0 12.0 8.7 14.9 8.8

R$ billion

Pre-Tax and Pre-Provision Earnings

+7.3% +16.8%

2016

42.5

2015

39.6

2014

33.9

34

R$ billion

Market Ratios

Dividend Yield² (%) Earnings per Share

Price/Book Value Price/Earnings 12 months

(2) Dividends and Interest on Capital 12 months / Market Capitalization. Source: Economatica.

(1) Bloomberg estimative based on the average of analysts’ projections average. Banco do Brasil is not responsible for this information. As of Feb.15, 2017.

Source: Economatica.

2017E¹

8.08

4Q16

9.74

3Q16

6.63

2Q16

4.60

1Q16

5.05

4Q15

2.86

2017E¹

0.95

4Q16

0.90

3Q16

0.74

2Q16

0.57

1Q16

0.66

4Q15

0.50

2017E¹

3.16

4Q16

3.01

3Q16

4.86

2Q16

7.62

1Q16

7.38

4Q15

13.96

4Q16

0.63

0.34

3Q16

0.84 0.80

2Q16

0.65

0.88

1Q16

0.46

0.83

4Q15

0.95 0.89

Adjusted Earnings per Share - R$ Earnings per Share - R$

2016

2.57 2.84

2015 2017E¹

3.93 4.03 4.15

5.05

Source: Economatica.

35

Loan Portfolio – Broad Concept¹ R$ billion

348.5

187.7

179.5

61.7

Dec/15

798.4

364.6

185.0

174.9

73.8

Dec/16

708.1

294.7

187.8

179.8

45.7

Sep/16

735.4

316.8

187.6

179.6

51.5

Jun/16

753.0

327.6

189.7

184.5

51.2

Mar/16

777.5

Companies Individuals Agribusiness Foreign Branches and Subsidiaries

-11.3 -6.9 -1.2 2.3

7.6

Growth in 12 months (%)

2.8%

on/ Dec/15

1.5%

on/ Dec/15

6.4%

25.4%

26.5%

41.6%

9.2%

21.9%

23.2%

45.7%

(1) It includes private securities and guarantees provided. 36

3Q15

4Q15

1Q16

3Q16

4Q16

Dec/16

2Q16

2Q15

2014

1Q15

2013

2012 8.9

15.5

15.6

3.6

5.1

4.9

5.8

5.8

8.2

6.4

8.0

Sep/16

15.5

9.3

16.3

16.6

3.8

5.4

5.5

8.2

6.4

9.0

6.3

Jun/16

12.4

9.5

16.6

17.5

4.1

5.8

7.8

9.2

7.1

8.8

Mar/16

13.8

10.2

18.0

18.9

4.4

7.5

8.9

10.1

7.2

Dec/15

13.2

11.0

19.3

20.7

5.4

8.1

9.7

10.2

Until 2011 14.7

2016

28.4%

2015

19.4%

47.8%

Loan Portfolio (by closing date of the loan)¹

37 (1) BB Classified Loan Portfolio.

Dec/15 Sep/16 Dec/16

Payroll Loan 62,502 62,838 62,491

Mortgage 37,169 41,157 42,055

Salary Loan 18,610 20,348 19,258

Auto Loan 8,404 6,799 6,230

Credit Card 23,625 22,844 24,617

Consumer Finance 7,022 7,010 6,180

Overdraft Account 2,272 2,830 2,298

Microcredit 779 757 689

Renegotiated Loan 5,429 7,236 7,787

Other 1,093 798 735

Total 166,905 172,617 172,340

R$ million

75.9% 76.0% 75.5%

Loans to Individuals¹

38 (1) It considers the organic Loan Portfolio.

+9.5%

Dec/16

53.7

42.1

11.7

Sep/16

53.1

41.2

11.9

Dec/15

49.1

37.2

11.9

Mortgage - Individuals Mortgage - Companies

1.47 1.42 1.16

Individuals Mortgage NPL 90 (%)²

0.0%

Dec/16

62.5

88.5%

8.7% 2.9%

Sep/16

62.8

88.5%

8.5% 3.0%

Dec/15

62.5

89.0%

7.6% 3.4%

Civil Servants INSS´s Retirees and Pensioners Private Sector Employees

1.31 1.30 1.26

NPL 90²

+3.5%

Dec/16

19.3

Sep/16

20.3

Dec/15

18.6

-25.9%

Dec/16

6.2

Sep/16

6.8

Dec/15

8.4

2.42 2.49 2.88 NPL 90² 0.84 0.98 0.97

NPL 90²

R$ billion

Individuals Portfolio¹: Lower risk lines of credit

Market

Share

7.9%

Market

Share

22.0%

(1) BB Organic Portfolio. (2) BB Classified Loan Portfolio.

Payroll Mortgages

Auto Loans Salary Loans

39

Loans to Companies – Broad Concept¹

Corporate Portfolio by Size

-19.2%

Dec/16

294.7

33.5 14.5 104.8

142.0

Sep/16

316.8

33.0 16.9

114.3

152.6

Dec/15

364.6

29.1 19.6

132.4

183.5

Other Trade Finance³ Investments + Private Securities and Guarantees Working Capital²

Dec/16

294.7

226.1

68.7

Sep/16

316.8

241.9

74.9

Dec/15

364.6

274.5

90.2

Middle Market, Corporates and Government Very Small and Small Companies⁴

-23.8%

on/ Dec/15

-17.6%

on/ Dec/15

R$ billion

(1) It includes private securities and guarantees provided. (2) It includes Working Capital, Receivables, Credit Card and Overdraft Account. (3) It Includes FEC/ACE and BNDES Exim. (4) Companies with annual revenues up to R$ 25 million. 40

Companies Portfolio by Macro-sector¹

41

R$ million

(1) It includes Companies and Agro Companies Portfolio.

Dec/15 Share % Sep/16 Share % Dec/16 Share %

Oil and Gas 47,716 10.0 43,618 10.7 38,901 10.3

Public Administration 42,924 9.0 38,647 9.5 38,811 10.3

Metalw orking and Steel 43,986 9.2 37,618 9.2 35,058 9.3

Eletric Utilities 40,528 8.5 37,250 9.1 35,114 9.3

Food products of Vegetable Origin 37,512 7.9 30,974 7.6 29,388 7.8

Transportation 33,633 7.1 27,520 6.8 26,585 7.1

Automobiles and Components 28,189 5.9 20,403 5.0 17,620 4.7

Housing 22,013 4.6 20,399 5.0 19,843 5.3

Services 24,869 5.2 19,978 4.9 19,149 5.1

Retail Trade 19,435 4.1 16,173 4.0 14,211 3.8

Financials 17,456 3.7 16,066 3.9 10,067 2.7

Food products of Animal Origin 15,173 3.2 15,829 3.9 15,792 4.2

Construction Materials 15,742 3.3 13,191 3.2 12,297 3.3

Textiles 11,794 2.5 9,247 2.3 8,098 2.1

Agricultural inputs 11,740 2.5 9,033 2.2 8,173 2.2

Pulp and Paper 10,715 2.2 8,403 2.1 7,229 1.9

Electrical and Electronic Goods 9,868 2.1 7,529 1.8 7,498 2.0

Heavy Construction 8,305 1.7 7,207 1.8 6,860 1.8

Chemicals 9,339 2.0 6,306 1.5 5,835 1.5

Wholesale Trade and Industries 6,838 1.4 6,188 1.5 5,425 1.4

Telecommunication Services 7,740 1.6 5,964 1.5 6,051 1.6

Furniture and Forest products 6,394 1.3 5,904 1.4 5,244 1.4

Leather and Shoes 3,040 0.6 2,415 0.6 2,327 0.6

Beverages 1,875 0.4 1,395 0.3 1,298 0.3

Other Activities 157 0.0 19 0.0 40 0.0

Total 476,979 100.0 407,275 100.0 376,914 100.0

Vintages

42

Annual Vintage – Individuals Loan Portfolio

0 10 20 30

5.00%

4.00%

3.00%

2.00%

1.00%

0.00%

Delin

quency

90 d

ays

Vintage 2010Y 2011Y 2012Y 2013Y 2014Y 2015Y 2016Y

Months

40 50 0

0%

Months

5%

10%

15%

20%

Vintage 2010Y 2011Y 2012Y 2013Y 2014Y 2015Y 2016Y

10 20 30 40 50

Annual Vintage – Very Small and Small Companies

Loan Portfolio

Delin

quency

90 d

ays

Agribusiness Loan Portfolio by Purpose Use of Mitigators (Working Capital)

Harvest 16/17

The total disbursement in 16/17 harvest, added to pre

working capital of the first half of 2016 reached R$ 47.1

billion, an 8% growth compared to 15/16 harvest

disbursement (R$43.6bn).

Harvest 17/18 - Pre working capital

Disbursement of R$12 billion, for advanced acquisition of

inputs, R$1.7 billion more than the disbursement of the

previous harvest.

Harvest 16/17 (Dec/16)

59.2 % Market Share¹

+2.8%

Dec/16

179.8

150.5

29.3

Sep/16

179.6

149.1

30.5

Dec/15

174.9

138.5

36.4

Rural² Agroindustry

35.8%

64.2% Without Insurance

Insured

8.6%

on/ Dec/15

-19.4%

on/ Dec/15

Agribusiness

R$ billion

(1) Source: Banco Central do Brasil – Dec/2016. (2) It includes Rural Product Bills and guarantees provided. 43

R$ million

Total Loan Portfolio - Risk Level¹

44 (1) BB Classified Loan Portfolio.

Minimum Supplementary Required

AA 375,016 - 52.0 329,985 - 49.1 302,706 - - - 46.3

A 144,778 724 20.2 129,040 645 19.2 104,838 524 25 549 16.0

B 124,925 1,249 17.4 116,194 1,162 17.3 118,672 1,187 257 1,443 18.2

C 25,526 766 3.6 38,678 1,160 5.8 67,285 2,019 1,039 3,058 10.3

D 11,033 1,103 1.5 9,311 931 1.4 14,981 1,498 214 1,712 2.3

E 11,797 3,539 1.6 16,845 5,054 2.5 16,064 4,819 0 4,819 2.5

F 4,768 2,384 0.7 5,535 2,767 0.8 5,823 2,911 0 2,911 0.9

G 3,806 2,664 0.5 4,186 2,930 0.6 5,484 3,838 0 3,838 0.8

H 17,919 17,919 2.5 22,864 22,864 3.4 17,738 17,738 0 17,738 2.7

Total 719,568 30,349 100.0 672,638 37,514 100.0 653,591 34,535 1,535 36,070 100.0

AA-C 670,245 2,739 93.1 613,897 2,967 91.3 593,501 3,729 1,321 5,051 90.8

D-H 49,323 27,610 6.9 58,741 34,546 8.7 60,090 30,806 214 31,019 9.2

Dec/15 Sep/16 Dec/16

Balance Provision Share % Balance Provision Share % BalanceProvision

Share %

Average Risk (%)¹

6.50

5.70

5.52 5.58

6.50

4.22

Dec/16 Sep/16 Jun/16

6.30

5.34

Mar/16

6.00

4.86

Dec/15

Banking Industry Banco do Brasil

9.2%

10.3%

18.2%

16.0%

46.3%

D-H C B A AA

Loan Portfolio by Risk Level

90.8% of the

transactions are

concentrated in

levels AA to C

(1) Required Provision / BB Classified Loan Portfolio. (2) Source: SGS (Brazilian Central Bank). 45

2.15

3.42

0.97 1.19

Dec/15

2.39

4.01

0.95

Mar/16

2.37

4.82

0.96

Jun/16

2.56

5.26

0.99

Sep/16

2.67

5.83

Dec/16

Agribusiness Companies Individuals

4.48

5.56

1.66 1.80

Dec/15

5.46

7.07

1.45

Mar/16

4.55

7.09

1.79

Jun/16

5.97

8.47

1.81

Sep/16

5.26

9.29

Dec/16

Companies Individuals Agribusiness

Delinquency Ratios¹

3.40

2.23

3.50 3.50

2.59

3.26

2.85

3.50

3.70

3.06

3.70

3.29

Dec/16 Mar/16 Jun/16 Sep/16 Dec/15

BB BI BB ex specific case

NPL Ratio +90 days (%)

NPL Ratio +90 days (%) NPL Ratio +15 days (%)

(1) BB Classified Loan Portfolio. 46

175.68

167.74

175.68

159.39

180.00

163.87 171.43

193.83

167.65

209.19

1,209

35,398 1,535

37,514 36,968 34,535

Sep/16 Mar/16

37,514

Dec/16 Jun/16

36,070 36,968

34,189

Dec/15

33,577 3,228

30,349

Supplementary Provision Required Provision Additional Provision

ALL Balance and Coverage Ratio (%)

BB +90 days BI +90 days¹

R$ million

Minimun Provision

(1) Ratio created through Average Risk Index available at SGS (Time Series Management System) of the Brazilian Central Bank. 47

Coverage Ratio by segment (%)

370.65

161.23

291.88

222.18

150.29

2Q15 4Q15

254.92

201.82

316.09

145.07

1Q16

290.00

220.31 201.31

144.94

2Q16

155.03

295.58

190.86

140.99

3Q15 3Q16

228.89

199.57

145.77

4Q16

221.12

309.89 391.98 643.50 1,656.62

119.38 118.87 435.01

Agribusiness Individuals Companies Foreign Branches and Subsidiaries

48

ALL Balance – Current and Past Due Transactions

49

3Q16

16.03

36.07

4Q16

18.51

15.87

21.65

37.51

2Q16

16.31

20.66

36.97

1Q16

16.35

17.83

35.40

4Q15

14.76

15.59

33.58

Total Current (Generic) Past Due (Specific)

R$ billion

Provision Flow / Loan Portfolio (%)

0.4 0.4 1.7

3.5

0.5 0.6 0.1

2.21

1.38

-0.24

1.18

1.66

0.91

0.55

0.75

2.11

0.79

0.41

0.68

1.66

0.74

0.92

0.76

1.45

0.67

0.93

0.73

1.32

0.56

0.46

0.68

1.33

0.64

0.49

0.39

7,486

-336

2,207

5,517

98

3Q16

6,644 730

1,411

4,370

132

2Q16

8,277 396

1,282

5,794

804

1Q16

9,145 1,041

1,408

4,754

1,942

4Q15

6,991 954

1,326

4,319

391

3Q15

5,835

4Q16

1,221

3,832

246

2Q15

536 557 680

3,810

144

5,191

Agribusiness Individuals Companies Foreign Branches and Subsidiaries

ALL by Segment (R$ million)¹

Companies Total Agribusiness Individuals Foreign Branches and Subsidiaries

(1) Quarterly ALL expenses. It does not consider additional provision. 50

ALL (12 months) / Loan Portfolio ALL (quarterly) / Loan Portfolio

4.6 4.4 4.3 3.9 3.4

ALL / Loan Portfolio²

4Q16

7.5

662,757

3Q16

6.6

682,031

2Q16

8.3

698,644

1Q16

9.1

712,401

4Q15

7.0

713,227

Allowance for Loan Losses Loan Portfolio³

4Q16

31.6

688,845

3Q16

31.1

700,764

2Q16

30.2

704,002

1Q16

27.2

701,046

4Q15

23.7

691,579

Allowance for Loan Losses Loan Portfolio¹

1.1 1.0 1.2 1.3 1.0

ALL / Loan Portfolio⁴

(1) 12 months Average Loan Portfolio. (2) ALL expenses accumulated in 12 months / 12 months Average Loan Portfolio. (3) 3 months Average Loan Portfolio. (4) Quarterly ALL Expenses / 3 months Average Loan Portfolio.

Allowance for loan Losses (ALL) and Loan Portfolio

51

R$ billion

NPL Formation

4Q16

9.00 6.97

3Q16

6.14 7.12

2Q16

5.43 9.73

1Q16

5.18 7.39

4Q15

4.81 6.22

3Q15

3.97 5.59

2Q15

4.45 4.91

1Q15

4.16 4.28

4Q14

3.69 3.86

Write Off (R$ billion) New NPL¹ (R$ billion)

1.04 1.03 1.38 1.03 0.87 0.81 0.72 0.64 0.60

New NPL / Loan Portfolio² (%)

4Q16

9.00 7.63

3Q16

6.14 7.55

2Q16

5.43

10.48

1Q16

5.18 7.93

4Q15

4.81 7.13

3Q15

3.97 6.16

2Q15

4.45 5.45

1Q15

4.16 4.55

4Q14

3.69 4.15

Write Off (R$ billion) New NPL¹ (R$ billion)

1.13 1.09 1.49 1.10 1.00 0.89 0.80 0.68 0.64

New NPL / Loan Portfolio² (%)

98.16 88.03 78.94 115.34 98.10 94.70 95.31 124.30 117.92

Quarterly ALL/New NPL (%)

6,874

52

From the total contracts

in the 4Q16 in the

renegotiated loan

portfolio, 17.0% were

past due over 90 days.

Including the Past Due Renegotiated loan Portfolio³

(1) Quarterly change in the balance of past due for over 90 days operations + current quarter write-off. (2) It considers the Classified Loan Portfolio of the previous quarter. (3) Flow of the Renegotiated loan portfolio contracts of past due for over 90 days

operations.

107.43 93.32 85.05 123.80 112.32 104.30 105.68 131.99 126.76

Quarterly ALL/New NPL (%)

NPL Formation by Segment

4Q16

1.36 1.57

3Q16

1.31 1.61

2Q16

1.25 1.28

1Q16

1.19

1.70

4Q15

1.11 1.17

3Q15

1.08 1.16

2Q15

1.05 1.12

1Q15

1.20 1.09

4Q14

1.19 1.14

0.84 0.85 0.68 0.92 0.65 0.65 0.65 0.65 0.70

New NPL / Loan Portfolio (%)²

140.20 87.75 100.34 82.97 113.12 105.46

60.72 128.47 113.56

Quarterly ALL/New NPL (%) Write Off (R$ billion)

New NPL (R$ billion)¹

Ind

ivid

ua

ls

Co

mp

an

ies

4Q16

3.90 4.55

3Q16

3.99 4.63

2Q16

3.27

5.02

1Q16

3.43 4.71

4Q15

2.97 4.15

3Q15

2.34

3.61

2Q15

2.85 3.37

1Q15

2.53 2.41

4Q14

1.87 1.92

Write Off (R$ billion)

New NPL (R$ billion)¹

121.20 94.34 115.35 100.94 103.98 106.13 113.19 130.52 147.76

Quarterly ALL/New NPL (%)

1.73 1.69 1.75 1.58 1.43 1.26 1.17 0.85 0.70

New NPL / Loan Portfolio (%)²

-46.61

104.44 105.72 106.18 113.28 76.26 140.20 158.53 144.13

Quarterly ALL/New NPL (%)

Agribusiness

0.40 0.38 0.21 0.56 0.49 0.42 0.24 0.35 0.32

New NPL / Loan Portfolio (%)²

4Q16

0.66 0.72

3Q16

0.73 0.70

2Q16

0.76

0.37

1Q16

0.54

0.98

4Q15

0.60 0.84

3Q15

0.47 0.70

2Q15

0.51 0.40

1Q15

0.37 0.57

4Q14

0.29 0.49

Write Off (R$ billion)

New NPL (R$ billion)¹

53 (1) Quarterly change in the balance of past due for over 90 days operations + current quarter write-off. (2) It considers the Classified Loan Portfolio of the previous quarter.

Renegotiated Overdue Loan Portfolio R$ million

890

2016

4,551

3,284

2015

2,509 1,994

2014

1,791

Write-off Amortization Net of Interest¹

92.1%

59.4%

CAGR

2014/2016

(1) Principal and interest payments net of interest accrued in the period.

Credits Renegotiated Contracts %

0 to 14 days Past due 1,537 39.7%

15 to 90 days Past due 1,117 28.8%

Over 90 days Past due 660 17.0%

Writen-Off Operations 559 14.4%

Total 3,873 100%

4Q15 3Q16 4Q16

Credits Renegotiated When Past Due - Changes

Initial Balance 15,520 25,050 25,694

Contracts 6,015 2,758 3,873

Amortization Net of Interest¹ (1,037) (744) (1,113)

Write-Off (845) (1,370) (1,368)

Past due Renegotiated Loan Portfolio (A) 19,653 25,694 27,086

ALL Balance (B) 8,585 10,784 11,925

NPL + 90 days (C) 3,171 6,370 7,375

Indicators - %

ALL / Loan Portfolio (B/A) 43.7 42.0 44.0

NPL + 90 days / Loan Portfolio (C/A) 16.1 24.8 27.2

ALL Balance/NPL + 90 days (B/C) 270.7 169.3 161.7

Credits Renegotiated/Classified Loan Portfolio 2.7 3.8 4.1

54

Renegotiated Overdue Loan Portfolio NPL Formation

161.69 169.31 183.79 220.67 270.72

Quarterly ALL/New NPL (%)

9.24 8.37 10.78 9.71 9.96

New NPL / Loan Portfolio² (%)

4Q16

1.37

2.37

3Q16

1.37

2.10

2Q16

1.04

2.38

1Q16

0.78

1.91

4Q15

0.84

1.55

Write Off (R$ billion) New NPL¹ (R$ billion)

(1) Quarterly change in the balance of past due for over 90 days operations + current quarter write-off. (2) It considers the Classified Loan Portfolio of the previous quarter. 55

Renegotiated Loan Portfolio

56

Dec/16

11,925 10,952

Sep/16

11,751 10,734

Jun/16

11,316 9,760

Mar/16

10,524 8,563

Dec/15

9,572 8,112

BB - ALL Balance Peers Average - ALL Balance

27.2

24.5 24.8

26.8

22.5

23.5

19.5

24.0

16.1

23.6

BB - Renegotiated Portfolio NPL +90 days (%) Peers Average - Renegotiated Portfolio NPL +90 days (%)

BB x Peers¹

Renegotiated Loan Portfolio – 4Q16

4.7 4.1

Renegotiated Loan Portfolio/Classified Loan Portfolio (%)

Peers Average¹

20,922

BB

27,086

Renegotiated Loan Portfolio

R$ million

(1) It corresponds to the two large Brazilian private banks.

Guarantees provided and Provisions

431491430423505

Dec/16

17,957

Sep/16

18,241

Jun/16

19,326

Mar/16

25,750

Dec/15

29,366

Provisions Guarantees Provided

2.4 2.7 2.2 1.6 1.7

Provisions/Guarantees

R$ million

57

Dec/16

5.3

3.8

Sep/16

5.0

3.1

Jun/16

4.6

2.7

Mar/16

4.5

2.6

Dec/15

4.2

2.5

Peers Average² Banco do Brasil

Write-off – % of the Classified Loan Portfolio¹

58 (1) Write-offs accumulated in 12 months / Classified loan Portfolio (12 months). (2) It corresponds to the three largest Brazilian private banks.

Chg. (%) on

4Q15 3Q16 2015

Net Interest Income 14,267 15,099 15,333 7.5 1.6 52,537 59,341 13.0

Loan Operations 25,332 26,117 25,131 (0.8) (3.8) 94,749 101,637 7.3

Funding Expenses (11,305) (11,366) (10,806) (4.4) (4.9) (42,539) (44,136) 3.8

Financial Expenses with Institutional Funding¹ (3,830) (3,737) (3,523) (8.0) (5.7) (14,313) (14,778) 3.2

Recovery of Write-offs 1,247 968 1,359 9.0 40.4 3,717 4,571 23.0

Treasury² 2,824 3,117 3,172 12.4 1.8 10,923 12,047 10.3

4Q15 3Q16 4Q16Chg. (%) on

2015 2016

Net Interest Income

(1) It Includes senior debt, subordinated debt and hybrid capital instrument domestic and abroad (HCDI). (2) It includes interest income, tax hedge, derivatives and other financial instruments that compensate the exchange rate variation in result.

R$ million

59

Average Loans¹ and NIM (%)²

2.57

5.06

2.72

4.90

2.10

4.89

1.69

4.76

2.41

4.76

Risk Adjusted NIM Net Interest Margin (NIM)

(1) Quarterly Average Balance of Loans and Leasing. (2) Net Interest income / Average Earning Assets, annualized.

4Q16 2Q16

661.14 644.53

3Q16

677.47

1Q16

691.17

4Q15

694.44

60

Spread by portfolio (%)

4.80

7.45

5.83

15.47

4Q16

5.00

6.34

7.98

16.60

3Q16

4.97

6.10

7.86

16.48

2Q16

4.93

5.89

7.71

16.31

1Q16

4.77

5.92

7.49

15.80

4Q15

Agribusiness Loan Operations Companies¹ Individuals

(1) Government operations not included. 61

Chg. (%) on

4Q15 3Q16 2015

Fee Income 5,982 6,022 6,361 6.3 5.6 22,470 24,004 6.8

Checking Account Fees 1,458 1,600 1,660 13.8 3.7 5,224 6,229 19.2

Asset Management Fees 890 1,012 967 8.7 (4.4) 3,513 3,860 9.9

Insurance, Pension and Premium Bonds 750 751 840 12.1 11.9 2,915 3,123 7.1

Collections 419 424 415 (1.0) (2.0) 1,699 1,679 (1.2)

Loan Fees 485 374 506 4.3 35.0 1,718 1,684 (2.0)

Credit / Debit Cards 447 346 363 (18.8) 4.8 1,806 1,372 (24.0)

Billings 262 254 275 4.9 8.5 1,045 1,046 0.1

Interbank 200 209 212 5.8 1.5 775 846 9.1

National Treasury and Manag. of Official Funds 135 151 162 19.3 7.2 468 594 26.9

Fiduciary Services 123 143 133 7.7 (7.1) 491 538 9.7

Consortium 113 156 150 32.1 (4.3) 427 544 27.3

Capital Market 142 142 197 39.0 38.9 488 623 27.6

Other 558 461 482 (13.5) 4.6 1,900 1,867 (1.8)

20164Q15 3Q16 4Q16Chg. (%) on

2015R$ million

Fee Income

Adjusted Fee Income¹

(1) It excludes interchange revenues in Jan/15 and Feb/15 that migrated to Cateno from Mar/15. 62

Chg. (%) on

2015

Fee Income 22,062 24,004 8.8

Credit / Debit Cards 1,398 1,372 (1.9)

2015 2016

Net Income (R$ million)

Delinquency and Risk (%)

Banco Votorantim

11911210886

77

4Q16 3Q16 2Q16 1Q16 4Q15

Dec/16

88.3

11.7

Sep/16

90.2

9.8

Jun/16

90.2

9.8

Mar/16

90.6

9.4

Dec/15

88.8

11.2

AA-C D-H

5.5 5.5 4.6 4.6 5.7

NPL +90 days / Loan Portfolio

63

Reorganização institucional

(1) As of 03.01.2017.

Early retirement program: 9,409

Branches closing

Goal: 402 branches

Closed¹: 370 branches

Full branches Transformation into Points of Service

Goal: 379 branches

Transformed¹: 378 branches

Downsizing the organizational

structure

Institutional

Reorganization

64

Administrative Expenses and Cost to Income Ratio¹

41.6 39.7 39.7

5.2

3Q16 4Q16

3.4 3.1

5.3

4Q15

3.4

5.0

Other Administrative Expenses Personnel Expenses

2016

12.6

20.2

2015

12.4

19.3

41.6 39.7

Cost to Income Ratio - 12 months (%)

R$ billion

(1) Cost to Income Ratio: Administrative Expenses / Operating Revenues. Data from the Income Statement with Reallocations. 65

%

BIS Ratio¹

18.5

9.6%

5.7%

Sep/16

17.6

9.1%

5.4%

Jun/16

16.5

8.4%

5.1%

Mar/16

16.2

8.3%

4.9%

Dec/16 Dec/15

16.1

8.2%

4.7%

11.4% 11.3% 11.4% 12.2% 12.8%

Tier II Common Equity Tier I Tier I

(1) The consolidation scope used as a base for checking the operating limits was changed, so that it took into account only the Financial Conglomerate, from October 1, 2013, to December 31, 2014, and the Prudential Conglomerate, as defined in CMN

resolution 4,280/2013, from January 1, 2015. 66

BIS Ratio

Tier 1

Full application of Basel III rules

18.48 17.59 17.22 18.11 0.89

(0.89) (0.37)

BIS Ratio Deductions ScheduleAnticipation

BIS Ratio with fulldeductions

RWA RulesAnticipation

BIS Ratio with FullyLoaded Basel III

Rules

Use of Tax Credits Simulated BIS Ratiounder completeBasel III Rules

12.79 11.77 11.53 12.38

0.85 (1.02) (0.24)

Tier 1 Deductions ScheduleAnticipation

Tier 1 with fulldeductions

RWA RulesAnticipation

Tier 1 with FullyLoaded Basel III

Rules

Use of Tax Credits Simulated Tier 1under completeBasel III Rules

67

%

Implementation Schedule

BIS III – Implementation Schedule

(1) Additional CET1 Countercyclical Buffer not activated by the Brazilian Central Bank in 2017.

%

68

2017 2018 2019

Common Equity Tier I (CET1) 4.500 4.500 4.500

Tier 1 6.000 6.000 6.000

Brazilian BIS Ratio 9.250 8.625 8.000

Capital Conservation Buffer 1.250 1.875 2.500

Additional CET1 Countercyclical Buffer (superior limit) 1,250¹ 1.875 2.500

Additional CET1 Systemic (D-SIB) Buffer 0.250 0.500 1.000

CET1 + Buffers 6,000¹ 8.750 10.500

Tier 1 + Buffers 7,500¹ 10.250 12.000

Brazilian BIS Ratio + Buffers 10,750¹ 12.875 14.000

Guidance 2016

69

%

Guidance Performance

Adjusted ROE¹ 7 a 8 7.5

Net Interest Income 11 a 15 13.0

Domestic Loan Portfolio - Broad Definition² -9 a -6 -8.6

Individuals 1 a 4 1.5

Companies -19 a -16 -19.2

Agribusiness 4 a 7 2.8

ALL Expenses³ 4,5 a 4,6 4.6

Fee Income 6 a 7 6.8

Administrative Expenses 4 a 6 3.5

(1) Adjusted ROE for 2016 uses estimated adjusted shareholders’ equity, free from the effects of: (i) the restatement of actuarial assets and liabilities arising

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

(2) It includes private securities and guarantees provided.

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

Guidance 2017

70

Guidance

Adjusted Net Income - R$ billion 9.5 to 12.5

NII (Net of Recovery of Write-offs) - % 0 to 4

Organic Domestic Loan Portfolio - Broad Definition - % 1 to 4

Individuals - % 4 to 7

Companies - % -4 to -1

Rural Loans - % 6 to 9

ALL Expenses net of Recovery of Write-offs - R$ billion -23.5 to -20.5

Fee Income - % 6 to 9

Administrative Expenses - % 1.5 to 4.5

03 MACROECONOMIC INFORMATION

Inflation and Selic Rate

72

2013 2014 2015 2016

3.23

14.25

10.67

5.02

11.75

6.41

3.86

10.00

5.91

6.29

13.75

7.02

Real Interest Rate² Selic (EOP %) CPI (IPCA) – IBGE (% YTD in 12 months)

4.31

9.00

4.50 4.85

9.50

4.43

2017¹ 2018¹

(1) Source: Banco Central do Brasil and IBGE. Projection for 2017 and 2018, according to Boletim Focus as of 02/17/2017. (2) Real Interest Rate = Selic / IPCA

GDP

73 Source: Banco Central do Brasil. PSGD: Public Sector Gross Debt.

-3.6 -3.8

65.5

-6.0

69.6

0.5

56.3

54.2 49.3

-10.2 -9.0

53.1

-3.0

3.0

51.5

52.6

Nominal Result (% GDP - in 12 months) GDP (real % YTD in 12 months) PSGD (% GDP) Credit/GDP (% YTD in 12 months) - (%)

2013 2014 2015 2016

Loans / GDP

74

2016 2015

3,216.9

2014

3,017.5

2013

2,711.4

3,106.5

Banking Industry Loan Portfolio (R$ billion)

54.2 53.1 52.6 49.3

Credit/GDP (% YTD in 12 months) - (%)

Unemployment and Confidence Indicators

75

80.3 79.3 68.5 69.5 68.1 68.7 73.9 78.7

Consumer confidence (Rate - average for the quarter)

4Q16

84.9

3Q16

88.6

2Q16

80.3

1Q16

75.2

4Q15

75.0

3Q15

75.8

2Q15

77.0

1Q15

83.5

Entrepreneur confidence (Rate - average for the quarter)

Source: IBGE and FGV.

Dec/14

6.8

Dec/16 Dec/15

8.3

-3.0

11.3

-8.2

-6.6

7.2

2.1

Dec/13

Industrial Production (% YTD in 12 months)

Unemployment rate (% of employed population - average)

Demographics: Population Pyramid

0 to 4

5 to 9

10 to 14

15 to 19

20 to 24

25 to 29

30 to 34

35 to 39

40 to 44

45 to 49

50 to 54

55 to 59

60 to 64

65 to 69

70 to 74

75 to 79

+80

0 to 4

5 to 9

10 to 14

15 to 19

20 to 24

25 to 29

30 to 34

35 to 39

40 to 44

45 to 49

50 to 54

55 to 59

60 to 64

65 to 69

70 to 74

75 to 79

+80

0 to 4

5 to 9

10 to 14

15 to 19

20 to 24

25 to 29

30 to 34

35 to 39

40 to 44

45 to 49

50 to 54

55 to 59

60 to 64

65 to 69

70 to 74

75 to 79

+80

Demographics: Population Pyramid

2060 2015 1980

Subtitle: Men Women

20

15

20

60

261% increase in the elder population

76

Ag

e i

n y

ears

Ag

e i

n y

ears

Ag

e i

n y

ears

Population: Dependency Ratio¹

2000 2005 2010 2015 2020 2025 2030 2035 2040 2045 2050 2055 2060

55%

66.0%

40%

45%

50%

55%

60%

65%

70%

(1) Dependency ratio measures the relative participation of the potentially non-working population (under 14 years old and above 65 years old) to be sustained by the portion of the potentially employed population (between 14 years old and 65 years old).

Fonte: IBGE Development: BB

Last moment

of

demographic

bonus.

77

43.3%

Social Security Deficit – RGPS¹ (R$ billion)

The growing gap between the contributions and payment of social security benefits has driven the exponential

increase of the social security deficit over the last years.

Social Security Deficit – General Regime

(R$ billion - prices as of Oct/16)

(1) Social Security General Regime. Source: STN - Development: BB - * Balance accumulated in12 months .

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

No

v/2

016*

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

No

v/2

016*

120

170

220

270

320

370

420

470

520

9.3

23.2

29.4

34.7

29.1

42.3

57.5

65.4

72.0

77.6

79.9

61.1

69.0

65.9

51.2

55.8

64.2

68.3

94.5

141.7

Revenues and Social Security Benefits – General

Regime (R$ billion - prices as of Oct/16)

78

Social Security Benefits Social Security Revenue

Main Pillars of Brazilian Growth

Agriculture Infrastructure Foreign

Trade

79

80

Sustainable Growth

Brazil

USA China

India Russia

Argentina

Kasakhstan

Australia Canada

Germany

UK France

Korea

Italy

Spain

Japan

Mexico

Indonesia

Planting Area

> 140 million há¹ GDP

> US$ 1 trillion¹

Brazil has the ideal conditions for sustainable growth.

Only a few countries have the same potential.

Urban Population

> 80 million people¹

Source: World Bank and FAO. (1) 2011.

Brazilian Agribusiness: Overview

Area

8.5 milllion Km²

Overview

Population (2016)

206 million

GDP (2016)¹

-3.6%

Agribusiness GDP (2016)¹

-6.6%

Greater availability of low cost

arable land in the world.

Easy access to clean water supplies

Competitive prices for land

Excellent climate

Unique Advantages

Rich soil

Source: Ministério da Agricultura and IBGE. (1) Change in12 months. 81

Brazilian Agribusiness: Area X Production

82 Source: CONAB.

Planted Area (thousand HA) X Production (thousand Tons)

2016/17 E

59,536

2015/16

58,332

2014/15

57,915

2013/14

57,060

2012/13

53,563

2011/12

50,885

2010/11

49,873

2009/10

47,416

2008/09

47,674

Planted Area

215,269 186,621 207,770 193,622 188,658 166,172 162,803 149,255 135,135

Production

6.0%

CAGR

2.8%

CAGR

Production

Brazilian Agribusiness: Leaderships

Brazil: World Commodities Ranking

Exportation

Coffee

Orange Juice

Sugar

Soybean

Poultry

Beef

Corn

Source: USDA – PSD online as of Dec/2016. 83

PPPs in Brazil can reach R$ 1.66 trillion (USD 500 billion CAPEX) over the next 10 years

R$ 444 billion in Logistics and Urban Mobility

Toll Roads

R$ 66.1 billion

Toll Roads

R$ 10.5 billion

Logistics: R$ 196.5 billion

Railroads

R$ 86.4 billion

São Paulo Segue em Frente: R$ 13.4 billion

Bus Service

R$ 2.6 billion

Ports

R$ 37.4 billion

Metro Line

R$ 0.2 billion

Airports

R$ 6.6 billion

Regional Airports

R$ 0.1 billion

BNDES – Expectation of investments in Urban Mobility: R$ 234 billion

R$ 620 billion in Water and Waste, Urbanization & Street Lighting

Water

R$ 148 billion

Plansab – National Plan for Sanitation: R$ 616.3 billion

Street Lighting: R$ 3.5 billion

Sewage

R$ 220.5 billion

Waste

R$ 28.3 billion

Drainage

R$ 83.3 billion

Managment*

R$ 136.2 billion

* Actions related to increase efficiency in the management and provision of services, to technical qualification of employees and to

implementation of educational campaigns, among others actions.

R$ 186 billion in Power Sector

Generation R$ 22.2 billion

7 auctions occured in 2015

and 2016

Transmission Lines R$

23.1 billion 4 auctions

occured in 2015

R$ 408 billion* in Oil & Gas

Oil US$ 120 billion*

According to the Energy Ministry

Source: MPDG, MME, MCidades, MMA and SP Government.

Produced by: BB. ** USD = R$ 3.40 as of Jun 09, 2016.

84

Source: PPI Secretary.

Highways

2 Projects

Railroads

3 Projects

Airports

4 Projects

Ports

3 Projects

Oil and Gas

3 Auctions

Sanitation

3 Projects

Transmission

12 Projects Mining

4 Projects

Projeto Crescer – 34 Projects and/or Auctions

Infrastructure: Projeto Crescer

85

86

Brazilian Foreign Trade Balance: Overview

19.7 -4.0 2.3

47.7

Trade Balance (US$ billion – year accumulated)

2016

137.6

185.3

2015

171.5 191.1

2014

229.1 225.1

2013

239.7 242.0

Imports (US$ billion – year accumulated) Exports (US$ billion – year accumulated)

Source: Ministério do Desenvolvimento, Indústria e Comércio Exterior.

Brazilian Foreign Trade Balance Evolution (US$ billion)

Summary Table

87 All indicators were obtained from official sources such as Banco Central do Brasil, FGV (Fundação Getulio Vargas), IBGE etc.

2013 2014 2015 2016

Economic Activity

Nominal GDP in 4 Quarters (R$ in currents billion) 5,332 5,779 6,001 6,267

GDP (real % YTD in 12 months) 3.0 0.5 (3.8) (3.6)

Family Consumption 3.5 2.3 (3.9) (4.2)

Government Consumption 1.5 0.8 (1.1) (0.6)

Gross Fixed Capital Formation 5.8 (4.2) (13.9) (10.2)

Exports 2.4 (1.1) 6.3 1.9

Imports 7.2 (1.9) (14.1) (10.3)

Retail Trade Sales (% YTD in 12 months) 4.3 2.2 (4.3) (6.2)

Businessman confidence (rate - period average) 103.1 91.3 77.8 82.2

Consumer confidence (rate - period average) 102.1 93.2 72.4 74.4

Industrial Production (% YTD in 12 months) 2.1 (3.0) (8.2) (6.6)

Unemployment rate (% of employed population - period average) 7.2 6.8 8.3 11.3

Summary Table

88 All indicators were obtained from official sources such as Banco Central do Brasil, FGV (Fundação Getulio Vargas), IBGE etc.

2013 2014 2015 2016

External Sector

Current Transactions (% GDP in 12 months) (3.0) (4.3) (3.3) (1.3)

Direct Foreign Investment (US$ billion - year accumulated) 69.2 96.9 74.7 78.9

Trade Balance (US$ billion – year accumulated) 2.3 (4.0) 19.7 47.7

Exports (US$ billion – year accumulated) 242.0 225.1 191.1 185.3

Basic 113.0 109.6 87.2 79.2

Manufactured 92.9 80.2 72.8 73.9

Semi-manufactured 30.5 29.1 26.5 28.0

Special Operations 5.5 6.3 4.7 4.2

Imports (US$ billion – year accumulated) 239.7 229.1 171.5 137.6

Capital Goods 51.7 47.8 37.7 29.8

Intermediary Goods 106.5 103.0 81.2 70.9

Consumer Products 41.0 38.8 30.8 24.4

Fuels 40.6 39.5 21.8 12.4

International Reserves (US$ billion – end of period) 364.5 375.8 361.2 367.5

Sovereign Risk (basis points – end of period) 224.0 259.0 523.0 328.0

CDS 10Y (In base points - end of period) 244.8 259.4 558.2 359.5

Exchange Rate (R$/US$ - end of period) 2.3 2.7 3.9 3.0

Public Finance

PSGD (% GDP) 51.5 56.3 65.5 69.6

Nominal Result (R$ billion - in 12 months) (157.5) (343.9) (613.0) (562.8)

Nominal Result (% GDP - in 12 months) (3.0) (6.0) (10.2) (9.0)

Monetary Ratios

Selic (end of period %) 10.00 11.75 14.25 13.75

Accumulated Selic (% YTD in 12 months) 8.2 10.9 13.3 14.0

04 SUSTAINABILITY

Socio-environmental (RSA) Policy

Development of

responsible socio-

environmental

businesses and

Private Social

Investment

RSA Governance

and socio-

environmental risk

management

Natural

resources

conscious

consumption

For us in Banco do Brasil, socio-

environmental responsibility

means: “to have Ethics as our

commitment and Respect as our

attitude in our interactions

with employees, stakeholders,

suppliers, partners,

customers, creditors,

shareholders, competitors,

community, government and the

environment”.

90

Board of Directors

Annually: Monitor BB’s socio-environmental performance

and the initiatives in progress.

On demand: Approve, within its competence, proposals

to improve of BB’s socio-environmental performance.

Board of Officers

Biannually: Approve BB Sustainability Plan.

Semiannually: Track the execution of BB Sustainability

Plan.

On demand: Approve, within its competence, proposals

to improve of BB’s socio-environmental performance.

Strategic Committees

On demand: Discuss, propose and approve, within its

competence and level of authority actions related to

sustainability.

Biannually: Assess BB socio-

environmental performance and

present demands for

enhancement to support the

preparation of BB Sustainability

Plan.

Quarterly: Support process of

incorporation, alignment and

dissemination of BB’s sustainability

precepts and practices; Track socio-

environmental initiatives and

implementation of the BB Sustainability

Plan.

Stakeholders

Panel

Sustainability Forum / Executive

Committee

Sustainability

Development

Workshop

Teleconferences

Biannually: Assess trends and

demands related to the

sustainability and propose actions

for BB Sustainability Plan.

On demand: Alignment of procedures to

support the Business Units on the

execution of socio-environmental

actions.

RSA Governance

91

RSA Strategy – BB Agenda 30

PROSPECTION

AND

AUSCULTATING

REPORTS AND

TRANSPARENCY

FEEDBACK

SOCIO-ENVIRONMENTAL PERFORMANCE

Inductor Instruments

Legislation

Specific and General Policies

Internal rules

Board of Directors

Corporate Strategy and BB Sustainability Plan

Performance Evaluation

Instruments: Master Plan, Balance Scorecard,

Manager Radar

Metrics: Socio-environmental indexes,

Capital Markets indexes, such as DJSI and

ISE

Annual Report

Management

Report

Intranet/Internet

Campaigns

Market Trends and

Demands / Society

Stakeholders

Panel

Capital Markets

Indexes

Sustainability

Rankings

92

Updated every 2 years based on market and society demands

394 actions between 2005 and 2017 (5 editions)

Sixth version (2017-2019)

Inspired on UN Sustainable Development Goals

Followed by Sustainability Forum, Board of Officers and Board of Directors

Results presented in Annual Report

Capital Market awards: DJSI, ISE, ICO2

RSA Strategy – BB Agenda 30

Planet

Structured in 5 pillars:

Prosperity

Partnership

People

Peace

93

Socio-environmental Risk Management

Socio-environmental Risk

Potential Losses coming from social and / or environmental impacts generated by the

institution's activities, directly or indirectly.

The procedures to manage socio-environmental risk encompass exposures on credit,

investments, insurance, operational risks, strategy risk, reputation risk and administrative

activities.

Business

Management

94

Business Letter for

the Human Rights

and for Promotion of

Decent Labor Principles of

Equator

1995 1997 2003

BB Letter of Socio-environmental

Responsibility Principles

2004

AGENDA

21

2005 2006 2007 2008 2009 2010 2011 2012

Business Pact

for Integrity and

Against

Corruption

2013

Sustainable Animal

Husbandry

Working Group

2014

OECD Guidelines

for Multinational

Companies

2015 1991 2017

Green Protocol

Pacts and Voluntary commitments

CORPORATE SUSTAINABILITY INDEX (ISE) – BM&F BOVESPA - 2017

12 CONSECUTIVE LISTING YEARS SINCE THE FIRST PORTFOLIO IN 2005

DOW JONES SUSTAINABILITY INDEX (DJSI) NEW YORK STOCK EXCHANGE -2016

5 CONSECUTIVE LISTING YEARS.

BB IS A GLOBAL BENCHMARKING "CUSTOMER RELATIONSHIP MANAGEMENT", "FINANCIAL STABILITY /

SYSTEMIC RISK", "ANTICRIME POLICY & MEASURES“ "CORPORATE CITIZENSHIP AND PHILANTHROPY",

"FINANCIAL INCLUSION“ AND "CONTROVERSIAL ISSUES, DILEMMAS IN LENDING & FINANCING."

CARBON EFFICIENT INDEX (ICO2) – BM&FBOVESPA - 2016

Market Indexes and Awards

96

www.bb.com.br/ir ir@bb.com.br +55 (11) 3066-9110

Av. Paulista, 2163 - 2nd floor

Cerqueira César - São Paulo/SP

Brazil - CEP 01311-933