3rd Quarter 2012

Results Presentation

Disclaimer

This presentation may contain references and statements representing future expectations, plans of growth and future strategies of BI&P. These references and statements are based on the Bank’s assumptions and analysis and reflect the management’s beliefs, according to their experience, to the economic environment and to predictable market conditions.

As there may be various factors out of the Bank’s control, there may be significant differences between the real results and the expectations and declarations herewith eventually anticipated. Those risks and uncertainties include, but are not limited to our ability to perceive the dimension of the Brazilian and global economic aspect, banking development, financial market conditions, competitive, government and technological aspects that may influence both the operations of BI&P as the market and its products.

Therefore, we recommend the reading of the documents and financial statements available at the CVM website (www.cvm.gov.br) and at our Investor Relations page in the internet (www.bip.b.br/ir) and the making of your own appraisal.

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Highlights

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Expanded Credit Portfolio came to R$3.0 billion in 3Q12 (+6.5% QoQ and +33% YoY), with

R$687 million new loans granted in the period (38% above 3Q11).

Continuous improvement in the quality of the Credit Portfolio – the share of credits rated from

AA to B increased to 81% of the Expanded Credit Portfolio in 3Q12; 99.7% of the new loans

granted in the quarter are rated between AA and B (99.4% in 2Q12).

We have maintained the strategy of originating higher quality assets, with shorter tenors. And

expect to resume origination of higher spread assets in a more favorable macro scenario.

Reduction in past due loans above 90 days to 1.8% (2.6% in June 2012 and 4.1% in September

2011), with coverage by provisions of 231.9% (175.7% in June 2012 and 199.3% in September

2011).

Total Funding of R$2.9 billion (+6.6% in 3Q12), in line with Loan Portfolio growth, keeping the

spread over CDI. Funding through Agribusiness Letters of Credit (LCA) accounted for 11,2% of

total funding (6.7% in September 2011).

Revenue from services climbed by 43% over 2Q12 and 40% in relation to 3Q11, contributing

R$7.7 million to the results of the quarter.

Net Profit totaled R$3.1 million in 3Q12 (up 29% in the quarter).

2,248 2,534

2,759 2,807 2,991

3Q11 4Q11 1Q12 2Q12 3Q12

R$

mill

ion

Loans and Financing in Real

Trade Finance

Guarantees Issued (L/G and L/C)

Agricultural Bonds (CPR, CDA/WA and CDCA)

Private Credit Bonds (PN and Debentures)

Expanded Credit Portfolio Restructuring of commercial area and its efforts, coupled with the improvement in economic growth in 3Q12, supported portfolio increase...

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Expanded Credit Portfolio Development ...with higher volume of new transactions…

498 656 646

517

687

3Q11 4Q11 1Q12 2Q12 3Q12

R$

mill

ion

New Transactions

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2,807 2,991 687 (381)

(106) (16)

2Q12 Amortized Credits

Credit Exits

Write offs New Operations

3Q12

R$

mill

ion

99.7% of new

transactions in

3Q12 are classified

between AA and B.

Portfolio growth would be

10.3% if we have not

decided for credit exits.

Multiproduct Offering ...and better exploitation of the +50 product portfolio...

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Loans 56.1%

Credit Assignment

6,4%

Confirming 0.8%

Discount Receivables

1.0% NCE 0.1%

Loans & Discounts in

Real 64%

Trade Finance

19%

BNDES Onlendings

8%

Guarantees Issued

5% Agricultural Bonds

2%

Private Credit Bonds

1%

Other 1%

3Q11

Expanded Credit Portfolio ...increasing the new products share in the portfolio...

7 NCE: Export Credit Notes; CCE: Export Credit Certificate; CCBI: Real State Credit Bank Note

Loans 32.8%

Credit Assignment

16.5%

Confirming 0.6%

Discount Receivables

0.2%

NCE 1.9%

CCE 2.2%

CCBI 1.8%

Loans & Discounts in

Real 56%

Trade Finance

16%

BNDES Onlendings

10%

Guarantees Issued

6%

Agricultural Bonds 10%

Private Credit Bonds

1%

Other 1%

3Q12

52 129

230 267 307

3Q11 4Q11 1Q12 2Q12 3Q12

R$

mill

ion

Agricultural Bonds

CPR Warrant (CDA/WA) CDCA

Developing Franchise Value ...in specific niches...

The expertise development in certain niches

allows competitive advantages and

profitability increase through fees.

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75 162

287 341

512

3Q11 4Q11 1Q12 2Q12 3Q12

R$

mill

ion

Large Corporates Ecosystem (*)

Receivables from Clients Receivables drawn on Clients

10 15 41

60

94

3Q11 4Q11 1Q12 2Q12 3Q12

R$

mill

ion

Fixed Income Bonds

PNs Debentures Real State Bank Notes

(*) Acquisition and/or assignment of receivables originated by our customers and transactions with receivables of suppliers drawn on our clients (Confirming).

Agribusiness 18%

Food & Beverage 16%

Construction 14%

Automotive 5% Financial Inst.. 5%

Transport. & Log. 4%

Textile, App. & Leather 4%

Chemical & Pharma. 3%

Power Gen. & Distr. 3%

Education 3%

Oil & Biofuel 3%

Metal Industry 3% Pulp & Paper 3%

Financial Services 2%

Other * 14%

3Q11

Agribusiness 20%

Food & Beverage 15%

Construction 12% Automotive 8%

Metal Industry 5% Pulp & Paper 4%

Transport. & Log. 4%

Oil & Biofuel 4%

Financial Instit. 3%

Chemical & Pharma. 3%

Textile, App. & Leather 3% Commerce 3%

Education 2%

Other * 14%

3Q12

Credit Portfolio …relevant exposure in agribusiness maintained...

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* Other industries with less than 2% of share.

Credit Portfolio ...lower customer concentration and short term maturity profile maintained.

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up to 90 days 40%

91 to 180 days 16%

181 to 360 days 16%

+360 days 28%

Maturity

Top 10 15%

11 - 60 largest

31%

61 - 160 largest

27% Other 27%

Client Concentration

up to 90 days 35%

91 to 180 days 22%

181 to 360 days 15%

+360 days 28%

Maturity

Top 10 19%

11 - 60 largest

32%

61 - 160 largest

27%

Other 22%

Client Concentration

3Q11 3Q12

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Credit exits in the Middle Market segment (~R$320mn in 9M12);

Migration of clients from Middle Market to Corporate team,

adjusting the segmentation by company size;

Tactical decision of focusing on short-term higher credit quality

transactions in the 2H12, for future relocation into more

favorable spreads if macroeconomic scenario improves

(expected for 2013).

1,593 1,572 1,501 1,267 1,128

3Q11 4Q11 1Q12 2Q12 3Q12

R$

mill

ion

Middle Market

Middle Market

42%

Corporate 56%

Other 2%

436 641

831 1,078

1,374

3Q11 4Q11 1Q12 2Q12 3Q12

R$

mill

ion

Corporate

Client Segmentation Higher share of the Corporate segment

Note: In addition to the Middle Market and Corporate operations above, the Credit Portfolio also includes Other Credits of R$47mn in 3Q12 (Consumer Credit Vehicles, Acquired Loans and Non-Operating Asset Sales Financing). The Expanded Credit Portfolio also includes Agricultural Bonds, Private Credit Bonds and Guarantees Issued.

Migration of clients from Middle to Corporate = ~ R$200mn as of June 30, 2012 and ~ R$260mn as of Sept.30, 2012

Annual revenues from R$40mn to R$400mn Annual revenues between R$400mn and R$2bn

Credits overdue more than 60 days are derived from: − Clients acquired up to March 2011: 2.9%;

− Clients acquired from April 2011: 0.1%.

Installments overdue from 15 days to 60 days over

credit portfolio dropped to 1.6%, with reduction in

potential default: − of 0.4 p.p. compared to the 2.0% in 2Q12, and

− of 2.2 p.p. compared to the 3.8% in 3Q11

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3%

6%

6%

33%

37%

37%

30%

34%

35%

21%

16%

14%

13%

8%

8%

3Q11

2Q12

3Q12

Rating

AA A B C D - H

6.3% 5.0%

3.2% 2.8% 3.0%

4.1% 4.7%

2.7% 2.6% 1.8%

3Q11 4Q11 1Q12 2Q12 3Q12

NPL / Credit Portfolio

NPL 60 days NPL 90 days

92.1%

Credit Portfolio Quality 99.7% of loan volumes granted in the quarter were rated from AA to B

92.1%

86.9%

Credits rated between D and H totaled R$200.4

million as of September 30, 2012:

− R$122.8 million (5% of Credit Portfolio) in normal

payment course

− Only R$77.6 million overdue more than 60 days

2,420 2,533 2,736 2,755 2,936

3Q11 4Q11 1Q12 2Q12 3Q12

R$

mill

ion

in Local Currency in Foreign Currency

Funding Product mix helps to overcome volume and cost challenge

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Time deposits

(CDB) 23%

Insured Time

Deposits (DPGE)

35%

LCA 11%

LF and LCI 1%

Interbank & Demand Deposits

5%

Onlendings 10%

Foreign Borrowings

15%

3Q12

Time deposits

(CDB) 28%

Insured Time

Deposits (DPGE)

31%

LCA 7%

LF and LCI 0% Interbank

& Demand Deposits

6%

Onlendings 8%

Foreign Borrowings

20%

3Q11

LCA: Agribusiness Letters of Credit; LF: Bank Notes; LCI: Real State Letters of Credit

Operating Performance & Profitability Still impacted by scale and the legacy of customers acquired before 2010...

68.9% 74.2%

67.6% 60.8%

69.7% 74.5%

65.8%

3Q11 4Q11 1Q12 2Q12 3Q12 9M11 9M12

Efficiency Ratio*

4.6% 4.8% 4.9% 5.8%

4.8% 4.2% 5.1%

6.3% 6.6% 6.6% 7.7%

6.1% 5.7% 6.7%

3Q11 4Q11 1Q12 2Q12 3Q12 9M11 9M12

Net Interest Margin

NIM NIM(a) *

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* Details about the calculation are available in the 3Q12 Earnings Release at www.bip.b.br/ir

7.3 10.3

5.0 2.4 3.1

10.6

3Q11 4Q11 1Q12 2Q12 3Q12 9M11 9M12

R$

mill

ion

Net Profit

-42.1

5.2 7.3

3.5 1.7 2.2 2.4

3Q11 4Q11 1Q12 2Q12 3Q12 9M11 9M12

Return on Average Equity (ROAE) %

-11.0

577.5 577.1 590.5 582.4 587.6

3Q11 4Q11 1Q12 2Q12 3Q12

R$

mill

ion

Shareholders’ Equity

21.1% 18.2% 17.5% 17.0% 15.8%

3Q11 4Q11 1Q12 2Q12 3Q12

Basel Index (Tier I)

3.9x 4.4x 4.6x 4.8x 5.1x

3Q11 4Q11 1Q12 2Q12 3Q12

Leverage Expanded Credit Portfolio / Equity

Capital Structure & Ratings

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Agency Rating Last

Report

Standard & Poor’s

Global: BB/Stable/ B National: brA+/Stable/brA-1

Aug/12

Moody’s Global: Ba3/Stable/Not Prime National: A2.br/Stable/BR-2

Nov/11

FitchRatings National: BBB/Stable/F3 Jul/12

RiskBank Index: 10.36 Low Risk Short Term

Oct/12

Major Strategic Initiatives The changing cycle started April 2011 is completed...

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Repositioning of the Bank’s Client Profile & Product Line

Credit Portfolio Segmentation

New Human Resources Policies

Control Improvements

Funding Diversification & Cost Reduction

Franchise Value Developments

...however, to improve profitability we need...

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Larger scale through Credit Portfolio growth and Fee Revenues

Shifting part of short term Corporate Credit Portfolio by higher spread Middle Market transactions

Development of IB activities: Fixed Income

...and, in the medium & long run, focus on four pillars…

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PEOPLE

Development

Attraction

Motivation

Alignment

VISION

To be an innovative bank with excellence in corporate credit and

deep understanding of our clients’ businesses and industries they operate, becoming also one of the

leading players of the high-growth Brazilian corporate bond market.

Excellence

Ownership Attitude Commitment to Results

Ethics & Credibility Teamwork

Innovation

Client Focus

FRANCHISE VALUE

To develop credit and risk analysis expertise

in identified niches

To create structures to promote competitive

advantages

PROCESSES & TECHNOLOGY

Technology as differential

Continuous process review in search for

excellence in all departments

SERVICES & PRODUCTS

To build up Investment Banking

and Fixed Income

Incentive X-selling

Excellence Ownership Attitude

Commitment to Results

Ethics & Credibility

Teamwork

Client Focus

Innovation

In a Nutshell...

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Focus on developing Middle and Corporate customer base maintained.

As a response to the 2Q12 macroeconomic scene, we decided to temporarily focus even

further in credit quality, booking short term deals, consequently with lower spreads and

increased share of the Corporate segment in the Credit Portfolio.

We seek creating franchise value: Specializing in certain niche business ensures the ability

to detect opportunities, evaluate risks and develop structures and products creating

competitive advantages.

The increase of cross selling and investment activities will increase fee income, improving

our profitability and efficiency.

Continuous processes, systems and controls review aiming at reducing costs and

inefficiencies and increasing our speed and safety.

Consolidation of meritocracy to adequately compensate and motivate people, who are

fundamental for the success of our strategy.

Finally, we constantly monitor the volatile scenario and market movements and we are

alert to business opportunities aligned to our Vision and Values.