APIMEC MeetingsBANCO DO BRASIL 2018

Rio de Janeiro

This presentation may include references andstatements, planned synergies, estimates, projections ofresults, and future strategy for Banco do Brasil, itsAssociated and Affiliated Companies, and Subsidiaries.Although these references and statements reflect themanagement’s belief, they also involve estimates andunforeseen risks. Consequently, results may differ fromthose anticipated and discussed here. Theseexpectations are highly dependent on market conditions,on Brazil’s economic and banking system performances,as well as on international market conditions. Banco doBrasil is not responsible for updating any estimate in thispresentation.

Disclaimer

Index

Profile 4

BB in Rio de Janeiro 5

Ownership structure and Value Generation 6

BBAS3 7

Corporate Governance 8

Strategy and Results 9

BB’s Lending Process 10

Individuals Organic Classified Loan Portfolio 11

Very Small and Small Companies Support 12

Capital Markets 13

Agribusiness 14

Asset Quality 15

CET 1 Evolution 16

Guidance 2018 17

#maisquedigital 18

Investment in IT 19

Digital Customers 20

Digital Strategy Evolution 21

Socioenvironmental Responsibility Governance 22

Green Economy 23

Environment Value Creation 24

Taking care of what matters to people 25

Profile

Business diversification including:

Banking

Services

Insurance Capital

Markets

Payment of

Methods

International

Franchise

Asset

Management

SolidFinancialPerformance

MarketLeaderships

FundingStable and diversified

Established in 1808

4

(1) It includes retail branches, companies, specialized small and very small companies and Government

(2) It includes Banking Agents, Postal Bank Branches, and kiosks

253 Branches¹

11 Empresa Branches

31 Estilo Branches

14 Offices

2 Estilo

12 Exclusivo

290 Other points of service²

1s

tB

B B

ran

ch

in

1808

CCBB: Opening in 1989BB in Rio de Janeiro

In the 100 cultural institutions

most visited in the world 2017³

Rio de Janeiro is the most

Digital place

Mondrian e o movimento de Stijl – was

the 6th most visited exhibit on the Planet

(3) According to The Art Newspaper. 5

(1) Dividendos e JCP 12 meses / Capitalização de Mercado.

6

R$ 1.8 Bi47.8%

52.2%

23.0%

24.8%

Free Float

Federal

Government

Foreign Capital

Domestic Capital

Total Shares (–) Shares Owned by the Company

2,785,235,449

Ownership structure and Value Generation

(1) Dividends and Interest on own Capital 12 months / Market Capitalization.

4.4%¹

Dividend yield in the 1H18

1st company listed on the stock exchange in Brazil

For the firsthalf of 2018, itwill be distributed

In interest on own capital

6

15.03

27.51

14.45

42.68

48,964

75,429

30000.0

40000.0

50000.0

60000.0

70000.0

80000.0

90000.0

100000.0

110000.0

120000.0

14.0

19.0

24.0

29.0

34.0

39.0

44.0

30

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18

BBAS3 BBAS3 Minimum BBAS3 Maximum Ibovespa

At R$ 27.51 BBAS3 appreciated 83,0% while Ibovespa grew by 54.1%

BBAS3 – Adjusted Closing Price from May 30th, to Sep 14th, 2018. Past performance is no guarantee of future returns. This information is based on Economatica data.

Points

IBOVBBAS3 Price

(R$)

09.m

ar.

18

7

Corporate Governance

Recent Improvements

Appointment and

succession policy

Compensation and

Eligibility Committee

Risk and Capital Committee

Segregationof Responsibilities

Risk

ManagementModel of

Defense lines

Structure of committees

3 Advisory Committees

of the Board of Directors

14 Executive Committees

and 1 Superior Committee

DECISION MAKING

PROCESS

Collegiate

Decision

8

Strategy and Results

9.2%12.8% 13.8%

Market

Profitability Growth

Adjusted Net Income(R$ billion)

1.80 2.65 3.24

2Q16 2Q17 2Q18

+1.2%Administrative

Expenses

(1H18/1H17)

EFFICIENCY

Improvement

-29.0% ALLL

(1H18/1H17)

Operational and

Credit Losses

REDUCTION

CET 1Target

11% in Jan/22

CAPITAL

Adequacy

ROE

+5.5% Fee Income

(1H18/1H17)

Driven by

Checking

Account (+7.2%)

and Asset

Management (+13.2%) 9

43.7

188.6

189.8

263.4

685.5

Jun/18

44.9

188.2

185.9

277.2

696.1

Jun/17

Abroad

Agribusiness

Individuals

Companies

Loan Portfolio Expanded View

Credit

qualityImprovement

ALLL

ReductionDisbursements

Increase

BB’s Lending Process

Client Risk

External Information

Internal Information

SCR

Behavioral

Customer File

Information

Customer

Limit Value

Risk

ApprovalLevels

CreditLimits

Income/Revenue

Risk / Portfolio

Guarantees 10

36.3%

24.7%10.1%

26.6%

Individuals Organic Classified Loan Portfolio

Auto Loans2.3%

22.2%Market Share

Jun/18

Consolidated with

BB2018 Target: To reach R$ 2 bi in disbursements

1H18: 56% of transactions

contracted through mobile

Other

Payroll

Mortgage

Salary Loans

R$ 1.5 bi disbursed through

mobile since launch until Jun/18

Increase of

Credit Lines

Participations

with better

risk-adjust

return.

11

Very Small and Small Companies Support

Working Capital/Receivables

Foreign Trade

Investment

65.2%

32.4%34.3%

Jun/17

64.2%

1.5%57.4

40.72.4%

Jun/18

R$ billion

(1) It does not include credit card, overdraft account and revolving working capital transactions.

Portfolio breakdown

Disbursements¹

Shorter Maturities

Receivables and Working Capital

Guarantees

168 Empresa

branches and

1.1 thousand branches provide

managed services

More than 2.2 million customers

685 thousand costumers with access

to specialized services

7,000 Dedicated EmployeesManagers and Business Assistants

Specialized Service

Increase of 7% on/2T17

Increase of 16% on/1T1812

Ranking ANBIMA

3rd

Jun/18

39 Fixed Income

Transactions

15% Market

Share

9 Foreign

Issues

49% Market

Share

2nd

DomesticFixed Income

Consolidated Origination

Domestic Fixed Income

Consolidated Distribution

Capital Markets

Capital Market Fees

R$ 415 milionon 1H18

+18.9% over 1H17

1H18

2ndInternationalFixed Income

Private Issues

RELEVANCE

PROTAGONISM

Financial desintermediation |

50.3% of the originated volume was

distributed to the market

Ready to act

in lower interest rate environment

R$ 24.4 bi

Present in 31% of the total

funding captured by companies

13

(1) Source: Brazilian Central Bank.

Agribusiness

Best in Class

59.7 %Market Share Jun/18¹

14.9%

15.5%

69.6%

R$ 80.4 bi

Harvest 17/18

16.6%

18.6%

64.9%

R$ 72.3 bi

Harvest 16/17

Harvest Disbursements2017/2018

Medium Size Producers - Pronamp

Small Agriculture - Pronaf

Companies

BB provides R$ 103

billion for the Harvest

2018/19An increase in Disbursements of

21% over the 2017/18 Harvest

14

143.3%

166.2%

4.18%

Jun/17

3.57%

Jun/18

Coverage Ratio

Asset Quality

NPL+90 days Cost of Risk

3.34%

Jun/18

4.11%

Jun/17

7.35%

3.33%

Companies 5.20%

3.34%Individuals

Agribusiness1.61%

1.39%15

40% in 2018

CET 1Evolution

Jun/17

Jun/18

9.18

9.61

New Payout

Between

30% to 40%

CET 1 Target:

Minimum of 11% in January 2022 16

Adjusted Net Income - R$ billion

Net Interest Income - %

Organic Domestic Loan Portfolio – Expanded View %

Individuals- %

Companies - %

Agribusiness - %

ALLL Expenses net of recovery of write-offs - R$ billion

Fee Income - %

Administrative Expenses - %

11.5 a 14

-5 a 0

1 a 4

4 a 7

-3 a 0

4 a 7

-16 a -14

4 a 7

1 a 4

6.3

-8.1

-1.0

4.0

-7.0

5.1

-7.8

5.5

1.2

Guidance

2018

1H18

Performance

Revised¹

(1) Guidance revised. Previous range between R$ -19 a -16 bilion.

Guidance 2018

17

Improving customer experience

Co

mp

an

ies

Ind

ivid

ua

ls

Relationship

Manager

Branch

Manager

Digital

Relationship

From 10am

to 4pm

Specialized Advisory

Human Solutions Digital Solutions

Telephone E-mail

Chat /

messages

Videoconference

Documents

Electronic

Exchange

Double

Confirmation

#maisquedigital

From 8am

to 10pm

From 10am

to 4pm

From 8am

to 6pm

18

(1) POS, Agents in country and CABB

TRANSACTIONS

18.2%

26.6%

36.8%

12.1%

4.5%

22.8%19.8%

13.9%

Jun/16

48.8%

Jun/17

13.2%

3.1%

57.2%

10.1%

2.5%

10.4%

Jun/18

Mobile Others¹

Internet

TAA

Branches

Investment in IT

From 2012 to 2018 was invested in IT

R$ 19.8 billion

3.22.8

3.43.0

3.13.1 1.4

20132012 20152014 2016 2017 1H18 Total

19.8

Taking the bank toTHE CUSTOMER

19

(1) Customers who started the relationship with Banco do Brasil through digital channels, from

Nov/2016 to July 31, 2018.

2.2 million native digital¹

Target 2018: Reach 3.35 mi native digital customers

Digital Customers New PlataformCredit Card Order

6.000 Orders/Day

International Credit

Card which may have

100% annuity

exemption.

Target Costumer:

non checking account holders

in general; savings accounts

holders and other

costumers that do not have

a checking account with

BB; costumers that do not

use the benefits of a

traditional rewards program.

100% digital

customers

20

(1) Individuals Services in Estilo Branches and Exclusivo and Estilo Offices.

Digital Services¹(number of individuals customers,

branches and offices)

Credit Managerial Result

by service type in 2018

31%

25%11%

9%

24%

149.0

Jun/18Jun/16 Jun/17

398.0

292.0

OfficesTraditional Branches

Digital Branches Mobile & Internet

ATM

69%

Individuals Credit² Channels Distribution

37.0%

63.0%

1H18

Branches Digital Channels

Contracted Volume

(2) It does not included credit card and mortgages transactions

6041,796

3,589

Digital Customer (thousand)Digital Branches

21

Digital Strategy Evolution

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.”

A forum that gathers executives from

BB and Fundação Banco do Brasil

aiming to support the process of

incorporations, alignment and

dissemination of the principles and

practices of Sustainability of BB; and to

accompany the socio-environmental

initiatives and the implementation of the

actions set forth in Agenda 30 BB.

Sustainability Forum

Strategic unit directly linked to the Presidency of BB and responsible for conducting

the corporate socio-environmental responsibility

theme.

Strategy and Organization (Direo)

Biannually: to aprove BB’s Sustainability Plan.

Semiannually: to track the execution off BB’s Sustainability Plan.

>> On demand: to approve, within its competence, proposals to improve of

BB’s socio-environmental performance.

Board ofDirectors

Annually: to monitor BB’s socio-environmental performance and the

initiatives in progress.

>> On demand: to approve, within its competence, proposals to

improve of BB’s socio-environmental performance.

Board of Directors

Approved by the Board of Directors in 2017, with the

purpose of advising this Board in the performance of its functions related to risk

management, including socio-environmental risk and capital.

Risk and Capital Committee

Socioenvironmental Responsibility Governance in BB

22

Investments and loans for

renewable energy

Sustainable Construction

Energy Efficiency

Sustainable Transportation

Water, fishing, woods, sustainable

agriculture and waste management.

Sustainable Tourism

R$ 1.4 billion resources allocated

in assets with socio-environmental

lineament.

Green EconomyR$ 193 bilion of our operations are in

Green Business, which represents

32.4% of our Loan Portfolio.

32.4%

Internal Classified

Loan Portfolio

Green Business

23

Conscious use of Water (Purágua)

Energy use awareness

Cartridge and toner reconditioning (Prorec) and Paper Consumption

24

201710.3% of total water consumption

reduction. Reduction of 47%

between 2013 and 2017.

Economy of 95.5 million kWh enough for

50 thousand residences in the year.

105 Thousand cartridge

reconditioning (98% of total)

Digital Strategy contributed to reduce

in 628 tons the paper consumption.

(The same as 13,3 thousand trees

uncut)

Environment Value Creation

24

(1) It includes Government remuneration and interests over Hybrid Instrument in Brazil.

In the first half of

2018, we created R$

22 billion contributing for our

society development

and favoring the

Brazilian economy.

Taking care of what matters to people

Employees

Minority Interests

Rental

Taxes

Reinvestments

The payment and

benefits of our

employees totaled

R$ 9.8 billion Were payed R$ 4.9 billion in

federal, state e municipal

taxes

R$ 669 million was the

value payed in real state

rentals, supporting our

attendance in the whole

country

R$ 877 million distributed

to the minority shareholderWere retained R$ 4.8

billion, strengthening

our capital

Shareholders¹R$ 1.0 billion distributed to

the majority shareholder

4.6%

44.6%22.1%

3.0%

21.7%4.0%

R$ 22 billion

25

+55 (11) 4298-8000Av. Paulista, 1230

18º floor

Bela Vista

São Paulo - SP

Brazil

Zip Code 01310-100

www.bb.com.br/irir@bb.com.br