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#Pública
#interna
Institutional
Presentation
For further info
Point your mobile for
MD&A 3Q21
#interna
Index
03 Company Profile
09 Strategic Agenda
17 Environmental, Social and Corporate Governance
36 BB Figures
3
2
3/24
#interna
Company
Profile
04 We are Banco do Brasil
05 Leaderships
06 Wide Platform of Channels
07 Ownership Structure
08 Ratings
3
Company Profile
We are Banco do Brasil
Founded in 1808
Businesses Diversification
Banking Capital Asset Payment
Services Insurance Market Methods
Management
Solid Financial Funding Base
Performance Diversified and Stable
4
4
Company Profile
Leadearship in
Largest Agribusiness Portfolio in the Market
several segments
R$ 225.8 billion
Agribusiness Loans Market Share1
53.7%
Payroll Loans
Payroll Loans Market Share1
21.0%
Assets under Management2
R$ 1,355 billion
Assets under management market share
24.9%
(1) Source: Banco Central do Brasil - Sep/21. (2) Source: Anbima – Sep/21. It does not include Banco Votorantim. 55
Company Profile
Offering services on a wide
platform of channels
Brazil
Omnichannel Service Digital Channels
Integrated channels and
unique customer Present in 96.6%
experience of brazilian municipalities
3,977 Branches Transactions
7,714 Service Posts 90.7%
International 18,980 Correspondents
Since 1941
21.9 million
Dependencies In 13 75.3 million customers Digital Customers
countries
Banking
correspondents in 94
countries
6
6
Company Profile
Ownership structure 1st Company
50.0% Listed in the Brazilian
Federal Stock Exchange
Government
Total Shares
2,865,417,020
862 k
In 9M21 were 0.4% Total
distributed Treasury Shareholders
R$ 4.7 billion
in dividends and IOC
20.6%
847 k
Individuals
R$ 1.654 per share Foreing
Capital 29.0% Shareholders
Domestic
Capital There are no investors with
40%2 more than 5% of the shares
2021 Payout Ratio 49.6%
Free Float
(1) Federal Government controls BB with 50,0000011% of total shares. (2) For the year 2021, the percentage of 40% of the net profit was approved to be distributed via dividends and/or interest
on own capital, based on the Bank’s results, its financial condition, cash requirements, the Capital Plan and its targets and respective forecasts, the Statement of Appetite and Tolerance to Risks,
prospects for present and potential markets of operation, opportunities for investment and the maintenance and expansion of operational capacity. 7
7
Company Profile
Ratings
Sep/17 Sep/18 Sep/19 Sep/20 Sep/21
Long-term - Local Currency BB BB- BB- BB- BB-
Standard & Poor's
Long-Term – Foreign Currency BB BB- BB- BB- BB-
Long-Term – Debt - Foreign Currency Ba2 Ba2 Ba2 Ba2 Ba2
Moody's Long-Term – Deposits Local Currency Ba2 Ba2 Ba2 Ba2 Ba2
Long-Term – Deposits - Foreign Currency Ba3 Ba3 Ba3 Ba3 Ba2
Long-term - Local Currency BB BB- BB- BB- BB-
Fitch Ratings
Long-Term – Foreign Currency BB BB- BB- BB- BB-
8
8
#interna
Strategic
Agenda
10 Corporate Strategy
11 Sustainability
12 One bank for each customer
13 The best convenience
14 Satisfaction
15 Beyond Banking
16 Digital diversity
9
Strategic Agenda
Diagnosis
Corporate Strategy (ECBB) Analysis of Macroeconomic, Financial Industry and Internal
Building Environment Scenarios and Senior Management's expectations
and directions
Active participation of our stakeholders
Trends and Uncertainties
Identification of trends and uncertainties for the coming years that
most impact BB
ECBB – 2021 - 2025
Scenario Formulation
Emphasis on customer-centricity with Development of SWOT matrix
strengthening of the relationship
with the Bank
Optimization of capital, profitability Corporate Strategy
and operational efficiency Definition of Purpose, Vision and Values of the Organization
Reinforcement of the commitment to
sustainability Strategic Map
Acceleration of the digital Formulation of Strategic Objectives
transformation
Evolution of organizational culture,
focusing on the customer and
Indicators and Goals
Establishment of Indicators and Goals (Plano Diretor)
innovation 10#interna
Strategic Agenda
ESG in BB's Corporate Strategy
BB Corporate
Strategy
Main foundations
Customer
Be the most relevant bank for BB Sustainability indicators
the customer, providing Socialenvironmental are part of the performance
the best experience
Responsibility Policy indicators, from top management
Financial to the service network.
Optimize capital allocation Reflected in all bank
and profitability
policies such as credit,
Sustainability procurements, among Management compensation
Promote the commitment to others. linked to sustainability
sustainability in each action performance.
Processes
Accelerate digital transformation
and innovation, with simple
and objective processes
People
Transform the organizational
culture, focusing on the customer,
innovation and meritocracy
11Strategic Agenda
#Pública
One bank for each customer
Proximity and personalization
+ Specialized to With + Analytical
Service + customers Intelligence
SME Advisor Robot and
21.9 milllion
More than 7k qualified
Digital Customers Investment simulator
and dedicated
+12.3% Sep21/Sep20 R$ 1.4 billion raised in
professionals
the 3Q21
Agribusiness¹
More than 7 +37.0% 3Q21/3Q20
995 portfolios
269.5k customers million individuals
with specialized
Private Feeling analysis AI
relationship AI Tool to better understand
27 offices, 8 dedicated to
rural megaproducers customer needs
79 municipalities SAC BB and CRBB
261 bankers
Best Bank in the World in
Private Banker Education
and Training ²
12
(1) Considers specialized service structures for individuals in retail and wholesale/Private. (2) By Global Private Banking Awards 2021Strategic Agenda
#Pública
Ensuring the best convenience
Omnichannel Full experience in every channel
Credit
62% of credit
transactions in the 3Q21 Present in 96.6% of brazilian municipalities
Credit limit
$ Self-management Own 18,980 18,306 Transactional
Network correspondents 674 Business
+R$ 972 million
in credit limit in the 3Q21 +89.2%
over Sep/20
WhatsApp
Pre-approval of
financing and costing Digital Channels
Debt renegotiation
through WhatsApp 8.8 million 126.9 million 90.3%
Daily peak of users in Interaction through
R$ 141.7 million in Virtual assistant’s in
Resoluteness of virtual
11.6k agreements the App in the 3Q21 the 3Q21 assistant’s services
in the 3Q21 +159.1% over 3Q20 In the 3Q21
CIO100 Winner 2021
IT Innovation and Business
Value
13Strategic Agenda
#Pública
Improving Satisfaction
Continuos growth in all operating
NPS segments
General BB NPS: + 8 points
(sep21/sep20)
Complaints at Central Bank Sustained Claims:
-37.2% (3Q21/3Q20)
Central Bank The lowest amount in history
Individuals: 4.80
Service Companies: 4.86
Evaluation 716.5k evaluations
in September/2021 (grades 1 to 5)
4.7 2.2 million evaluations
BB App
4.6 4.2 million evaluations
14Strategic Agenda #Pública
Innovating in offering solutions
beyond banking
Gift Cards
The brands that our customers like
+ than 1 million sold in 2021
Marketplace Affiliates
Launch
Cashback for BB customers¹
Vantagens BB in purchases made through
Discounts and special benefits that Loja BB in the App
only BB offers
11 million hits on 9M21
225 promotions in the 3Q21
15
(1) For purchases made through the BB App linkStrategic Agenda #Pública
Diversifying the digital ecosystem
MPE Week 2021 Platform 336k
Support movement for SMEs, with its own Accesses
hotsite and dissemination of offers Agribusiness
48.2k Plataform
Launch in July/2020 20k
3 Edition
rd
36.0k
61.3k
21.2k 2nd Edition Available 1,570
38.5k Products
1st Edition
R$ 1 bn 481
23.0k In closed
SMEs Registered deals Sep/20 Sep/21
Number of Offers
Clube de benefícios Cashback with Points
Automatic rewards on products and services, micro Cashback in the ponto pra você program
rewards, points and exclusive advantages
13 million + than R$ 70 million
1.2 million active customers Participating customers in cashback on 9M21
16#interna
Environmental,
Social and
Governance 28 Advisory Committees to the Board of Directors
29 The most sustainable bank
30 Sustainable Guidelines for Credit
31 ESG in the Credit Process
18 Governance Timeline 32 BB Sustainable Finance Framework
19 Corporate Governance Structure 33 Environmental Care
20 Organizational Structure 34 Social Transformation
21 Board of Directors – Composition 35 Our 10 Sustainability Commitments
22 Board of Directors – Skills
23-24 Board of Directors – Profile
25 Supervisory Board – Skills
26-27 Supervisory Board – Profile#interna
Environmental, Social and Governance
Governance Timeline
Governance Milestones
B3 Certification
Capitalization Inclusion of 100% Tag BB Shares enter Dow in the Programa
1st Brazilian Company BB joined Novo Jones Sustainability
and Reestructuring Along clause bylaws. Mercado B3 Destaque de
Listed on the Index (DJSI) of NY Governança de
Plan Conversion of the PN Stock Exchange
Stock exchange Shares to ON Shares Estatais
1906 1921 1996 1998 2002 2005 2006 2009 2012 2013 2017 2020
BB Shares Rating of Excellence in
BB Shares BB Shares IPO compliance with Law
listed on enter the enter the ADR Level I BB Seguridade 13.303/16
Bovespa IBrX 50 portfolio ISE portfolio
Only financial state-
owned company to
achieve this TCU
classification
18#interna
Environmental, Social and Governance
Corporate Governance Structure Decision Making Process
Segregation of Colegiate Risk Management:
Structure of
Responsabilities Decision Models of Defense
Committees
Shareholders Lines
General
Advisory Committees
Meeting
to the Board of
Directors
Audit Supervisory
Committee Board
4 Advisory 11 Executive Other Committees
Human Resources, Committees for Committees
Compensation and Board of Internal Risk Management, Internal
Audit Board of Directors
Eligibility Committee Directors Audit Committee Controls, Assets, Liabilities, Credit Transactions
Risk and Capital Liquidity and Capital; Safety; Business Development
Risk and Capital Committee Prevention of Financial and Customer Service and
Committee Human Resources, Exchange Ilicits; Disclosure; Experience
Compensation and Affiliated Companies Resources
Technology, Strategy Executive Board Eligibility Committee Governance; Businesses,
and Innovation
Committee Technology, Strategy and Profitability and
CEO
up to 9 Chief Officers Innovation Committee Performance; Human and
Sustainability Up to 27 Officers1 Organizational Culture;
Committee Administrative and
Operational; Sustainability;
Credit Limit; Credit
Transactions
(1) The position of Officer is restricted to active employees (BB bylaws, art. 24).
19 19Environmental, Social and Governance
Audit Committee
Organizational Structure¹
Shareholders General Meeting
Risk and Capital Committee
Supervisory Board
Human Resources, Compensation and Eligibility Committee Board of Directors
Technology, Strategy and Innovation Committee
Internal Audit
Sustainability Committee²
Board of Officers Chief Executive Officer
Government Financial
Internal Controls
Affairs and Business Management and
Wholesale Retail Agribusiness and Risk Corporate
Corporate Development Investor
Management
Sustainability Relations
Foreign Trade Culture
Government Risk Management
and Corporate Retail Agribusiness Digital Business Controllership and Human Legal
Bank Affairs Management Resources
Suppliers,
Corporate and Mass Affluent Public Sector Financing Analytics Internal Marketing and
Accouting Infrastructures
Investment Bank Retail Business Solutions Intelligence Controls Communication
and Property
SME and
Corporate Strategy and
Private Bank Individuals Technology Finance Credit Operations
Customers Sustainability Organization
Engineering and Payments Institutional Assets Executive
Global Treasury SME Companies Solutions Recovery
Construction I Security Secretary
Related Cyber Security
Engineering and External
Service Chain Companies and Fraud
Construction II Prevention Ombudsman
Governance
Funding IT Solutions Investor
and Investments Operations Relations
CEO Chief Officers Executive Officers Strategic Units Executive Managements Internal Audit
20
20
(1) As of 09.30.2021. (2) Created in 11/12/2021.#interna
Environmental, Social and Governance
Governance: Plural Board of Directors and Supervisory Board
Board of Supervisory
Independent Independent
Directors members Board members
Iêda Aparecida Walter Eustáquio Rafael Cavalcante Aloísio Macário
de Moura Cagni Ribeiro de Araújo Ferreira de Souza
Chairperson Independent Member Chairperson Incumbent - Independent
Ministry of Economy Ministry of Economy Ministry of Economy Minority shareholders
Rachel de Lucas Pedreira Carlos Alberto
Fausto de
Oliveira Maia do Couto Ferraz Rechelo Neto
Andrade Ribeiro
Independent Member Incumbent Incumbent - Independent
Banco do Brasil CEO
Minority shareholders Ministry of Economy Minority shareholders
Débora Cristina Paulo Roberto Samuel Yoshiaki
Sueli Berselli Marinho
Fonseca Evangelista de Lima Oliveira Kinoshita
Alternate -Independent
Banco do Brasil Independent Member Incumbent
Minority shareholders
Employees 5 Male 3 Female Minority shareholders Ministry of Economy 6 Male 2 Female
Lena Oliveira de
Ariosto Antunes Aramis Sá de Andrade Thiago Brasil Rocha
Carvalho
Culau Independent Member Alternate - Independent
Ministry of Economy Alternate Minority shareholders
Ministry of Economy
Ministry of Economy
21Environmental, Social and Governance
Board of Directors – Skills
Public Economy and Human
Business Communication Accounting Law Technology
Administration Finance Resources
Iêda Aparecida de
Moura Cagni
Fausto de Andrade
Ribeiro
Rachel de Oliveira
Maia
Ariosto Antunes
Culau
Débora Cristina
Fonseca
Walter Eustáquio
Ribeiro
Paulo Roberto
Evangelista de Lima
Aramis Sá de
Andrade
22
22Environmental, Social and Governance
Board of Directors – Profile
Iêda Aparecida Fausto de Aramis Ariosto
de Moura Andrade Sá de Antunes
Cagni Ribeiro Andrade Culau
Lawyer. Joined the Attorney General Career employee at Banco do Retired BB employee, where he
Career employee at the
of the National Treasury in 2008, Brasil since 1988. Served as Chief served as General Manager in the
Ministry of Economy,
where she served as Head of Executive Officer at BB Technology Office. He is currently
currently holds the position
Defense of the 1st Region, General Consórcios. He was Executive also Coordinating Member of the
of Federal Budget Secretary,
Coordinator of Administration, Manager of the Accounting Statutory Audit Committee of
having previously held several
Director of Corporate Management Office and the Channels Unit. He Infraero, member of the Human
positions in the finance area in
and currently holds the position of also served as General Director Resources, Eligibility, Succession and
federal and state public
General Secretary of Administration of the Banco do Brasil unit in Compensation Committee of
administrations.
at AGU. Participated in the Spain and represented BB on the Infraero, member of the Supervisory
Supervisory Board of VALEC Transition Committee with the Board at Metalúrgica Gerdau and
Engenharia, Construções e Ferrovia, Executive Board of Banco member of the Supervisory Board
of BB DTVM and as an alternate Patagônia. (alternate) at Norte Energia.
member of the Supervisory Board of
Banco do Brasil. Participated in the
Board of Directors of Serpro and
Embasa.
23
23Environmental, Social and Governance
Board of Directors – Profile
Rachel de Paulo Roberto Walter Débora
Oliveira Evangelista de Eustáquio Cristina
Maia Lima Ribeiro Fonseca
Founder and CEO of RM Consultings, He worked at BB for 34 years, where he was Employee of Banco do Brasil
He was a career employee at
former CEO of Lacoste Brasil. Served as executive manager, Officer of internal since April 2009. She worked as
Banco do Brasil for over 30
Senior Financial Controller at 7-Eleven, controls and risk management, member of assistant and manager of
years, working in various
Senior Business Controller at Novartis the Technology Committee, coordinator of services at a Large Corporate
managerial roles in the areas of
Pharmacy, CFO at Tiffany & Co. Brazil the Risk Committee, member of the Agency, in the wholesale pillar
human resources, commercial,
and CEO at Pandora Brazil. Member of Supervisory Committee of BB in Japan and of BB, and is currently an advisor
controllership, internal audit and
the General Council of the Danish board member of BB Securities NY and at the Large Corporate
advisory to the CEO.
Consulate and the Danish Chamber of London. He was CEO of BRB, where he Superintendence.
Commerce, as well as a member of the served as member of the Board of
President's Committee of the American Directors, chairman of the Board of
Chamber of Commerce, the Institute for Directors of Cartão BRB, board member at
Retail Development, the Brazilian Cadan and Celesc. He also served as
Women's Group and the Economic and member of Supervisory Board at PREVI,
Social Committee Development Council. CASSI, Rio Grande Energia, CPFL
Distribuição and CPFL Geração,
Distribuidora de Produtos de Petróleo
Ipiranga and Usiminas. He is currently a
member of the Supervisory Board of
Cecrisa Revestimentos Cerâmicos and an
alternate member of the Board of Directors
of TUPY S.A.
24
24Environmental, Social and Governance
Supervisory Board – Skills
Economy and Math and
Business Accounting Engineering
Finance Statistics
Rafael Cavalcanti
de Araujo
Lena Oliveira
de Carvalho
Samuel Yoshiaki
Oliveira Kinoshita
Lucas Pedreira
do Couto Ferraz
Carlos Alberto
Rechelo Neto
Sueli Berselli
Marinho
Aloísio Macário
Ferreira de Souza
Thiago Brasil
Rocha
25
25Environmental, Social and Governance
Supervisory Board – Profile
Rafael Lena Samuel Yoshiaki Lucas
Cavalcanti de Oliveira de Oliveira Pedreira do
Araujo Carvalho Kinoshita Couto Ferraz
He is federal auditor for finance and She works at the National Treasury, He was a partner and chief
Professor of the permanent staff of the
control of the National Treasury, where having held the position of Investor economist at Bozano Investimentos
School of Economics of São Paulo (EESP-
he currently holds the position of Relations Manager and Research and and investment manager at
FGV), coordinator of the Modeling
Adjunct Secretary. Previously, he held Development Manager in the Public Kapitalo Investimentos. He is
Nucleus of CCGI-FGV, coordinator of the
the following positions in Public Debt Strategic Planning currently a special advisor to the
Chair of Brazil at the World Trade
Administration: fiscal policy coordinator, Coordination, where she currently Ministry of Economy
Organization and founding member of
general coordinator of fiscal policy and holds the position of Coordinator.
BRICS-TERN. He was a senior consultant on
chief of staff at the Economic Policy She participated in the Supervisory
international trade for the World Bank and
Secretariat, secretary for fiscal Board of FINEP and Banco Popular
UNCTAD.
governance and lottery regulation at the do Brasil. She currently sits on the
Fiscal Monitoring, Energy and Lottery BBCor Supervisory Board.
Secretariat, and general coordinator of
economic-fiscal studies at the National
Treasury. He participated in the
Supervisory Board of Caixa Seguradora.
26
26Environmental, Social and Governance
Supervisory Board – Profile
Carlos Sueli Aloísio Macário Thiago
Alberto Berselli Ferreira de Brasil
Rechelo Neto Marinho Souza Rocha
Started his career at Petrobras, in the Worked in the development, Served as chief officer of human
He was an executive in the financial and
area of asset risk management and Gas & coordination and management of resources and information
investor relations areas of Suzano Papel
Energy business. He served as chairman new projects and the installation technology at Usiminas, coordinator
e Celulose and Suzano Petroquímica,
of the Supervisory Board at Braskem, as process of companies. Participated as of the Rio chapter of the IBGC,
Kimberly Clark Corporation in Brazil and
an officer at Petrobras Europe Limited a member of the boards of the manager of corporate governance
Headquarter Global in the United
and as a board member at POG BV (JV following companies: Deliberative and minority holdings at PREVI,
States, and Klabin S.Z. He was a
of E&P assets headquartered in Council of PREVI, Board of Directors manager of the analysis and asset
member of the Board of Directors of
Rotterdam). He is the current CFO of of Bandeirante Energia, CPFL valuation division at BB DTVM,
Gotchosen Inc – Orlando, is founder of
Transportadora Brasileira Gasoduto Energia, Serra da Mesa, Celesc, advisor in the international area of
Built from Scratch, a company focused
Bolivia Brasil S.A. Hospital Santa Marina, FG2 BB, member of board of directors of
on the growth of new technologies –
Participações S.A.; Vice-Chairman of Usiminas and CPFL Energia; member
scale up and sustainable finance. He is a
the Supervisory Board of CPFL- of the supervisory board of Eternit,
partner at the Greentech Latin America
Piratininga e Aldeias Infantis Eletrobrás, Celesc and Ambev. He is
event with the Green Innovation Group
(international NGO); and Supervisory currently a member of supervisory
(Denmark), and head of the Alumni at
Board of Odontoprev. board of Usiminas and a member of
Said Business School – Oxford
the Statutory Audit Committee of
University in England.
Celesc.
27
27Environmental, Social and Governance
Advisory Committees to the Board of Directors
Audit Committee Human Resources, Compensation Risk and Capital Technology, Strategy and
and Elegibility Committee Committee Innovation Committee
Audit and supervision Policies on human resources Risk and capital management Technological trends, new business
management, remuneration, for institutions that are part of models, innovation and monitoring
appointment and succession of the Prudential Conglomerate the execution of the Corporate
directors Strategy
02 Female 02 Female 01 Female
05 Male
03 Male 02 Male 03 Male
100% Independents 80% Independents 75% Independents 50% Independents
Age Age Age Age
20% 20% 25% 50%
30-50 years 30-50 years 30-50 years 30-50 years
> de 50 years > de 50 years > de 50 years > de 50 years
80% 80% 75% 50%
28
28#interna
Environmental, Social and Governance
The most sustainable Bank in the world
2021 Highlights
Committed to sustainability for over 30 years The most sustainable
Bank in the world
Fundação BB’s Charter of Business Pact for BB’s
Banco do Brasil Socioenvironmental Integrity and Against Socioenvironmental The most sustainable
was founded Principles Corruption Responsability Policy
Bank in South America
10 Commitments
1985 1995 2003 2005 2012 2015 2020
2014 for the future
Green Sustainability Plan OECD Guidelines Sustainable Finance 100% GHG Direct Emission
Protocol 8th version for Multinational Framework Compensation (scope 1 and 2)
Adhesion (110 KPIs for the next Enterpises Partnership between
3 years)
BID and BB
Committed to
Listed since 2005 Listed since 2010 Listed since 2012 Listed since 2015 Evaluated in 2020
29#interna
Environmental, Social and Governance
Sustainable Guidelines for Credit
Goals + More than
Give visibility to the business and administrative 52 Guidelines
practices
by sector
Mitigate social and environmental risks
Reduce the negative impacts Exclusion List
Leverage positive externalities Consider excluded those activities
in which the Bank does not assume
Identify new business opportunities credit risk due to legal
impediments or because they are
not in line with BB’s guidelines
Main Assumptions
Restricted List
Update to trends and emerging issues
Activities in which the Bank assumes
Compliance in ESG credit risk under certain conditions
Usage of technology
Disclosure
Click here For further info: Sustainable
Socioenvironmental Guidelines Guidelines for Credit
Restrictive List and Exclusion List
30#interna
Environmental, Social and Governance
ESG in the Credit Process
Client Credit Granting Credit
onboarding analysis Credit Management
Exclusion factor Segregation
of processes
Restriction factor
ESG assessments is
Obligations made internally by
Analysis/ Social and Declarations a specialized team
Due
Mitigation Diligence
environment Suspension of disbursement which is
instruments al clauses Early maturity independent and
such as: Equator Principles segregated from
the commercial
area. This assures an
In case of non-compliance,
unbiased analysis.
Verification of compliance we have the rights to exercise
Monitoring with ESG practices. prerogatives, such as
suspension of disbursement
or early maturity.
31#interna
Environmental, Social and Governance
BB Sustainable Finance Framework Current Market
Operations
Fundraising Elegible Green Categories
Environmentally Sustainable
International standards Management of Natural Green
and taxonomies Resources and Land Use Agricultural
Focus on productive sectors Renewable energy Time Deposits
(LCA Verde )
Energy Efficiency
Specific ESG Requirements compliance Launched in Jun/21
Green Buildings
Exclusion criteria
tobacco / firearms / alcohol
Clean Transportation R$ 1.5 billion
fossil fuels, among others Total Available
Elegible Social Categories
Affordable Housing
Micro and Small Business
Financing and Microfinance
Aligned with: Socioeconomic Advancement
Sustainable Repo
and Strengthening US$ 100 million
EU Taxonomy
for sustainable
Access to Essential Services
activities
32#interna
Environmental, Social and Governance
Environmental Care
Renewable Energy GHG Emissions
29 solar and biomass plants 100% offsetting of GEE generated by
2 solar plants in operation, 3 electricity, neutralized through the
biomass plants under construction purchase of traceable international
and 5 being hired. 19 more with renewable energy certificates (I-RECs)
scheduled bidding up to 2023.
2021: Acquisition of carbon credits to
Potential energy economy: offset GHG emissions (Scopes 1 and 2)
US$ 103 million
30% reduction of GHG emissions
5.9 thousand tons of CO2 (Scopes 1 and 2) by 2030
will be avoided
BB is committed to measure and to
By 2024, 90% of energy supply
reduce financed GHG emissions from
from renewable sources
its loan portfolio (Scope 3)
33Environmental, Social and Governance
Social: More than 35 Years transforming lives
North
472 Projects
198 thousand people benefited Northeast
Fundação Banco do 2,127 Projects
Brasil 1.350 million people benefited
35 years of social
transformation
With 35 years of history,
Fundação Banco do Brasil has been
contributing to the social
transformation of Mid-West
Brazilians and the country's sustainable
development, focusing on serving the
766 Projects Southeast
1.081 million people benefited
most vulnerable segments of society, 1,295 Projects
from north to south, east to west, in the 820 thousand people benefited
city and in the field.
In the last 10 years, R$ 2.7 billion in South
social investment were made and more 909 Projects Projects from the last 10 years of
than 3.6 million people had their lives 271 thousand people benefited Fundação Banco do Brasil
valued and their realities transformed.
34
34#interna
Environmental, Social and Governance
Our 10 ESG commitments for the future
In 2020, BB defined 10 Long-Term Commitments to Sustainability with goals until 2030 in line with global priorities and society's demands
Sustainable Businesses Responsible Investment ESG Management
ESG Evaluation Direct Offset Reduce Renewable
Renewable R$ 15 billion¹ for 100% AuM5 emissions 100 % 30% Energy 90%
Energy of GHG
by 2025 by 2022 since 2021 by 2030 by 2024
7.4 bn ESG 95% 54% 4% 19.3%
Investments
Diversity in 23% of black 30%
R$ 125 billion¹ R$ 20 billion¹ leadership of women
Sustainable
by 2025 by 2025 positions and mixed-race by 2025
Agriculture by 2025
112.4 bn 4.6 bn 21.2% 23%
Entrepre- 1 million Sustainable R$ 30 billion² Digital 17 million
neurship Resources by 2030 Heavy by 2025
by 2025³
users
819k 4.3 bn 7.9 mm
State and R$ 20 billion² Fundação R$ 1 billion
Municipal by 2025 BB6 by 2030
Efficiency4
3.6 bn 46.6 mm
(1) In Balance. (2) In disbursements. (3) Entrepreneurs. (4) Agriculture, culture, civil defense, education, energy efficiency and public lighting, sports and leisure, road infrastructure, public cleaning, environment,
urban mobility, health, safety and health surveillance. (5) Applicable AuM. (6) Education, environment, socio-productive inclusion, volunteering and social Technologies. 35#interna
BB Figures
37 Earnings 9M21
46 NPL and Coverage
38 Adjusted Net Income
47 Fee Income and Administrative Expenses
39 Net Interest Income
48 Capital Ratios
40 Loan Portfolio
49 BIS III
41 Agribusiness Partner
50 Commercial Funding
42 Companies
51 Bonds issued abroad
43 Sustainable Loan Portfolio
52 Statement of Income
44 Forbearance Portfolio
53 2021 Guidance
45 ALL Expanded View
36#Pública
Adjusted Net Income Dynamics of revenues
Proximity R$ 15.1 billion and expenses
Digital in Practice Growth of 48.1% NII: +5.3%
Profitability Market ROE: 15.0% Fee Income: +1.0%
Administrative Expenses: +0.2%
Loan Portfolio Cost to Income Ratio: 35.9%
Earnings R$ 814.2 billion
Growth of 11.4%
9M21 / 9M20 With NPL +90 of 1.82%
Robust CET1
13.17%
37#interna
BB Figures
Results
Adjusted Net Adjusted Net Income
Income R$ billion
Market ROE¹ %
14.4 14.3 15.0
12.0 12.0
R$ 15.1 billion
on 9M21
+ 48.1% +47.6%
+48.1%
9M21/9M20 15.1
+2.0%
5.0 5.1
10.2
R$ 5.1 billion 3.5
on 3Q21
+ 2.0%
3Q21/2Q21
3Q20 2Q21 3Q21 9M20 9M21
(1) Market ROE: metric that the main market analysts use to project results. The index is annualized using the linear method.
38#interna
BB Figures
Net Interest Income
Net Interest Income
R$ billion Loan Operations Funding Expenses
NIM (%)
3.7 3.6 3.7 +13.5% +104.5%
+6.1% +39.9%
18.1 19.2
+11.9% 16.9
+9.0%
-3.1
-4.5
15.7 -6.3
14.0 14.4
Treasury¹ Financial Expenses for Institutional
Funding²
+88.2%
+65.0% -6.9%
+2.3%
5.2
2.8 3.2
3Q20 2Q21 3Q21 -2.6 -2.4 -2.4
3Q20 2Q21 3Q21 3Q20 2Q21 3Q21
(1) It includes the result from interest, tax hedging, derivatives and other financial instruments that offset the effects of the exchange rate variation in the result.
(2) It includes senior bonds, subordinated debt and Hybrid Instruments in Brazil and abroad. 39#interna
BB Figures
Loan Portfolio
Expanded Loan Portfolio¹
Carteira Ampliada¹ Individuals SME
R$ billion
+14.2% +24.6%
+5.7% +10.0%
+11.4% 240.6 254.2
222.6
+6.2% 89.7
72.0 81.6
814.2
730.9 766.5
Agribusiness Corporates + Government
+18.5% 1.1%
+9.7% 2.0%
205.9 225.8 202.6 200.6 204.7
190.5
144.3 147.3 147.0
Sep/20 Jun/21 Sep/21 58.3 53.3 57.7
Sep/20 Jun/21 Sep/21 Sep/20 Jun/21 Sep/21
Inad+90 (SFN) Inad+90 (BB) Corporates Government
(1) It includes private securities and guarantees provided.
40#interna
BB Figures
Agribusiness partner Harvest Plan
2021/2022
BB Agribusiness Market Share
53.7 %
Record R$ 46.1 billion
in disbursements on 3Q21
Agribusiness Loan Portfolio
Agribusiness + 60% compared to the same
+18.5% period of the previous harvest
Bonds
+9.7%
Loan operations in 4,715 cities
225.8
205.9 11.7 3.2 Rural Product
190.5 7.8 4.3 CDCA
5.3 Notes
12.2
+483.3%
Sep21/Sep20 51.3%
Sep21/Sep20
210.8
193.8
173.0
BB Agribusiness Strategy
35 actions to strengthen the presence in Agribusiness in 5 operation areas
Sep/20 Jun/21 Sep/21
Proximity Rural Business Value Chains Digital Agro Simplifies Agro
Agroindustrial Rural Bonds
41#interna
BB Figures
Best Bank for SMEs
Sinergy and Profitability in the in Latin America
relationship with companies 2021
by Global Finance
Companies Portfolio
SME
+7.2%
Portfolio growth with shift to
+ 24.6%
Sep21/Sep20
+4.3%
more profitable mix
282.2 294.5
274.6
53.3 57.7 Pronampe R$ 8.1 billion
58.3
SME support for resumption Disbursement in the 3Q21
72.0 81.6 89.7
Elos Produtivos
Profitability and prospecting for R$ 15.4 billion
SMEs - Corporate, Government Total disbursement in 9 months
144.3 147.3 147.0 and Agro
ACC / ACE
Sep/20 Jun/21 Sep/21 Credit lines for foreign trade + 22.3%
Sep21/Sep20
SME Corporates Government
42#interna
BB Figures
Being Sustainable
Highlights
Sustainable Loan Portfolio Financing
Total: R$ 282.1 billion + 18.9% over Sep/20 Renewable Energy
R$ 7.4 billion
in Sep21
Social Loans Investments
R$ 134.8 bn ESG Funds
Best Socio-Environmental Practices R$ 4.4 billion AuM
+ 182.7% Sep21/Sep20
R$ 74.1 bn ESG Portfolio
Low Carbon Agriculture Validation Process Green Commercial Paper
LCA Verde
R$ 42.2 bn EU Taxonomy
R$ 158.4 million
Companies captured in 3 months
R$ 31.0 bn
43#interna
BB Figures
Forbearance Porfolio Flow
NPL +15: 3.73% NPL +90: 2.29%
Grace Periods Flow of exit from grace periods
R$ billion R$ billion
130.1
109.2 113.8
94.4 82.0
71.8
Balance of
59.6 64.8 Forbearance 1.8 1.8
Portfolio
0.3 0.6
46.0 0.2
0.1
26.4 1.1 1.0
12.0
3.6 0.2 0.2
4Q21 As of 2022
Jun/20 Sep/20 Dec/20 Mar/21 Jun/21 Sep/21
Companies SME Individuals + Agri Government
91.5% with 70.6% with 97.6% were due 17.6 years average
rating AA-C guarantees transactions¹ relationship time
(1) In the last 12 months.
44#interna
BB Figures
ALL Expanded View
ALL Expanded View
Credit Risk Recovery of Write-offs
R$ billion
Cost of Credit (%)¹ -16.2% -3.0%
+43.6% +16.6%
3.7 3.0 2.8
2.3 2.2
-28.8% 1.9
+36.7%
-3.8
2,0
-5.5
-6.6
Antecipações prudenciais
Discounts Granted Impairments
-2.9
+42.5% -76.0%
-3.9 -41.9% -6.3%
-5.5 -0.3 -0.2 -0.2
-0.4
3Q20 2Q21 3Q21 -0.7
-0.9
3Q20 2Q21 3Q21
3Q20 2Q21 3Q21
ALL Expanded View 9M21: -R$ 9.3 billion -44.4% over/9M20
(1) ALL expenses accumulated in 12 months / 12 months Average Loan Portfolio.
45#interna
BB Figures
NPL and Coverage
NPL +90d (%)
2.40 2.10 2.20 2.30 2.30
2.43 NPL Formation
1.90 1.95 1.86 1.82
New NPL 1,465.4
Coverage(%)¹
187.7 73.5 74.6 113.4
Sep/20 Dec/20 Mar/21 Jun/21 Sep/21
Inad +90d BB Inad +90d Banking Industry
0.74 0.69
0.66
Coverage (%) 0.53
348.3 New NPL²/
328.2 325.9 323.3
270.8 Loan
Portfolio³ (%)
300.0 281.8 265.2 256.5 0.07
260.8
3Q20 4Q20 1Q21 2Q21 3Q21
Sep/20 Dec/20 Mar/21 Jun/21 Sep/21
BB Coverage ratio BI Coverage ratio
(1) Quarterly ALL Expenses/ New NPL. (2) New NPL: Relationship between the quarterly variation of the balance of operations overdue for more than 90 days,
plus the write-offs for the quarter's loss. (3) Balance of the classified loan portfolio of the previous quarter. 46#interna
BB Figures
Fee income and Administrative Expenses dynamics
Fee Income Administrative Expenses
R$ billion R$ billion
+2.2% +1.0% +1.0% +0.2%
+3.2% +0.7% 23.46 23.51
21.31 21.52
8.54 8.56
7.84 7.86 7.91
7.28 7.21 7.44
2.85 2.90 2.91
14.91 14.95
4.99 4.96 5.00
3Q20 2Q21 3Q21 9M20 9M21 3Q20 2Q21 3Q21 9M20 9M21
Personnel Expenses Other Administrative Expenses
Cost to Income Ratio (12 months): 35.9%
47#interna
BB Figures
Capital Ratios
21.21 21.14 19.65
19.56 19.34
17.34 17.26 16.73
16.60 16.54
13.11 13.62 12.89 13.49 13.17
Sep/20 Dec/20 Mar/21 Jun/21 Sep/21
Tier II Tier I Common Equity Tier I
48#interna
BB Figures
BIS III – Current Requirements
2021
CET 1 4.5
TIER I 6.0
BRAZILIAN BIS RATIO 8.0
CAPITAL CONSERVATION BUFFER1 2.5
ADDITIONAL CET1 COUNTERCYCLICAL BUFER(SUPERIOR LIMIT)² 2.5
ADDITIONAL CET1 SYSTEMIC (D-SIB) BUFFER 1.0
CET 1 + BUFFERS² 10.5
TIER 1 + BUFFERS² 12.0
CAPITAL TOTAL + ACP CONSERVAÇÃO + ACP CONTRACÍCLICO² + ACP SISTÊMICO 14,0
BRAZILIAN BIS RATIO + BUFFERS² 14.0
(1) According to CMN Resolution No. 4,783 / 2020, the Main Capital Conservation Additional Rate (ACCP) was reduced from 2.5% to 1.25%, for a period of one year, with a gradual reversal until
March 2022. In this context, it should be noted that the total minimum regulatory capital in force until 03/31/2021 will be 6.75%. (2) The Additional CET1 Countercyclical buffer is not activated
and is limited to 2.5%. Any change should be communicated 12 months in advance by Banco Central do Brasil. 49#interna
BB Figures
Commercial Funding
80.5 78.1 78.4 76.3 82.0
%
12.5%
743.4 780.0 782.3
695.4 728.0
28.5 9.9
24.6 9.3 10.5 25.1
25.7 13.7 119.6 114.5
28.3 11.3 104.9
90.7 98.3
84.7 88.0
86.6 85.1
85.9
219.1 223.4 225.5
210.0 219.4
R$ billion
269.1 284.3 295.9 318.3 318.8
Sep/20 Sep/20 Dec/20 Jun/21 Sep/21
Time Deposits Demand Deposits
Savings Repo Agreement with Private Securities
Agribusiness Letters of Credit + Mortgage Bonds Interbank Deposits
Adjusted Net Loan Portfolio / Commercial Funding
50#interna
BB Figures
Current bonds issued abroad
Outstanding Return for
Issued Amount Spread over Rating
Issue Date Maturity Call Date Amount Cupon (%) ¹ Issue price Investor Currency
(US$ thousand) Treasury S&P/Moody's/Fitch
(US$ (%)
Banco do Brasil Issues
05/26/2011 01/26/2022 1,500,000 1,490,000 5.875 S 98.70 6.04 287.5 USD SR / Ba3 / SR
01/20/2012 PERPETUAL 04/15/2023 1,000,000 535,950 9.250 S 100.00 9.25 732.7 USD CCC+ / SR / SR
03/05/2012 PERPETUAL 04/15/2023 750,000 750,000 9.250 S 108.50 8.49 - USD CCC+ / SR / SR
06/19/2012 01/19/2023 750,000 741,115 5.875 S 99.02 6.00 434.1 USD B- / Ba3 / SR
10/10/2012 10/10/2022 1,925,000 1,085,133 3.875 S 98.98 4.00 237.5 USD BB- / Ba2 / BB-
01/31/2013 PERPETUAL 04/15/2024 2,000,000 1,950,000 6.250 S 100.00 6.25 439.8 USD CCC+ / SR / SR
06/18/2014 PERPETUAL 06/18/2024 2,500,000 2,150,000 9.000 S 100.00 9.00 636.2 USD CCC+ / B2 / SR
10/23/2017 01/15/2025 1,000,000 1,000,000 4.625 S 99.55 4.70 250.9 USD BB-/ Ba2 / BB-
04/19/2018 04/19/2023 750,000 750,000 4.875 S 100.00 4.88 219.9 USD BB-/ Ba2 / BB-
03/20/2019 03/20/2024 750,000 750,000 4.750 S 100.00 4.75 232 USD BB-/ Ba2 / SR
09/30/2021 09/30/2026 750,000 750,000 3.250 S 100.00 3.25 244.5 USD BB-/ Ba2 / BB-
Issues in Special Purpose Company
07/02/2019 06/15/2024 100,000 91,667 1.20 Q 100.00 1,20 + 3mL NA USD BBB
07/02/2019 06/15/2024 100,000 91,667 1.20 + 3mL Q 100.00 1.20 + 3mL NA USD BBB
07/02/2019 06/15/2026 200,000 190,000 3.70 + 3mL Q 100.00 3.7 NA USD BBB
12/09/2014 11/01/2034 500,000 500,000 2.50 + 6mL S 100.00 2.50 + 6mL S NA USD AA-
12/23/2015 12/16/2030 320,000 320,000 3.20 + 6mL S 100.00 3.20 + 6mL S NA USD AA-
(1) A: annual; S: semestral; T: trimestral. 51#interna
BB Figures
Summarized Statement of Income
R$ million
(1) Group containing the balance of the line 'Civil, Tax and Labor Claims'; (2) Group containing the result of the lines' Other Provisions', 'Result of Investments in Subsidiaries, Affiliates and JV', 'PREVI -Benefit Plan 1',
'Previ -Update of Utilization Fund', Tax Expenses, 'Other Income / Operating Expenses' and 'Non-Operating Result'; (3) Adjusted net income is net of the result of 'Minority Interest'. 52#interna
2021 Guidance
Guidance Previous Revised 9M21
Adjusted Net Income – R$ billion 17.0 to 20.0 19.0 to 21.0 15.1
Net Interest Income - % 1.0 to 4.0 4.0 to 6.0 5.3
Loan Portfolio - % 8.0 to 12.0 14.0 to 16.0 14.1
Retail Business - % 9.0 to 13.0 12.5 to 14.5 17.2
Wholesale - % 3.0 to 7.0 0.0 to 2.0 -4.0
Rural - % 11.0 to 15.0 29.0 to 31.0 24.8
Fee Income - % -1.5 to 1.5 Held 1.0
Administrative Expenses - % -1.5 to 1.5 Held 0.2
ALL Expanded View – R$ billion -15.0 to -13.0 Held -9.3
Loan Portfolio: Organic domestic loan portfolio, it includes Securities and Guarantees - Does not consider credit to Government.
Retail Business: Considers the Individual and SME portfolio, with annual revenues of up to R$ 200 million.
Wholesale: Considers Companies with annual revenues exceeding R$ 200 million and Agroindustrial Credit.
53#Pública
This presentation may include
Consequently, results may
references and statements,
differ from those anticipated
planned synergies, estimates,
and discussed here
projections of results, and
future strategy for Banco do
Brasil, its Associated and These expectations are highly
Affiliated Companies, and dependent on market
Subsidiaries.. conditions, on Brazil’s economic
and banking system
performances, as well as on
Although these references
international market conditions.
and statements reflect the
Banco do Brasil is not
management’s belief, they
responsible for updating any
also involve estimates and
estimate in this presentation
unforeseen risks.#interna
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