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Results Presentation

2Q13

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.

2

Highlights

3

In May, we concluded the acquisition of Voga with the new investment bank team already integrated with

our operations.

Announcement of the Merger with Banco Intercap S.A. in June.

Expanded Credit Portfolio totaled R$3.2 billion, +5.9% in the quarter and +15.0% in 12 months, 47.6%

share of Emerging Companies segment and 51.4% share of Corporate segment.

Loans rated between AA and B reached 85.1% of credit portfolio in 2Q13, compared to 81.3% in 1Q13 and

79.2% in 2Q12. We maintained our discipline of building a diversified and top quality portfolio: 98.2% of the

loans granted during the quarter were rated between AA and B.

Managerial Expense with Allowance for Loan Losses (ALL) in the quarter was 1.1% (annualized) of the

expanded credit portfolio. There were no fresh provisions relating to the credit portfolio prior to April 2011

and we still have an additional allowance (not allocated) of R$40.9 million.

Income from Services Rendered,+33.9% in 2Q13 and +26.2% in 1H13 in relation to 1H12, totaled R$8.6

million in the quarter and R$15.1 million in 1H13. With the recent integration of the investment banking

team, we expect this revenue to continue growing over the coming quarters.

Adjusted Revenue from Credit Operations and Agro Bonds (CPR), which reflects the bank’s core

business, +14.0% in the quarter, from R$60.7 million in 1Q13 to R$69.3 million in 2Q13.

The numbers from 2Q13 were extraordinarily impacted by losses resulting from high market volatility and

the effect of the discontinuance of hedge accounting designation, which are not related to credit

activities, generating a negative result of R$20.6 million.

Considering the conservative risk policy adopted by the Bank, we believe that an adequate remuneration

for our capital will come from gains of scale from the credit portfolio and revenues from services as a

result of the strategy and structure devised by the current management.

Banco BI&P’s Vision

4

Investment Thesis

Our Vision is of

being an innovative

bank, marked by

excellence...

In corporate credit for the emerging and corporate companies

through a broad range of financial products and services in

order to conduct recurring operations among our client base

through cross selling in order to meet all their financial needs

With a strong investment banking team operating in the growing fixed-income, long-term funding, M&A and structured

operations market.

Brazil is one of the countries in the world with the highest concentration of banks, with significant demand

from companies for quality banking relationships, especially in the segments where we operate.

The financial sector is going through an historic turning point, with the emergence of a growing domestic

fixed income market where more and more companies will seek long-term funding for their investments.

Brazil remains an attractive market for new strategic players from the international financial markets and

BI&P will be prepared to position itself as an excellent partner, in line with the history of mergers of our

controlling shareholders.

Strategic Restructuring | Step1 Repositioning of the Core Business

5

New appraisal and remuneration structure

Work climate surveys conducted

Investment in young talents: Trainee Program

Human Resources

Creation of Business Intelligence Unit and Sales Force tool

85% of the officers replaced

Increase of the visit and portfolio volumes per officer

Commercial and Credit team integration: new processes

Commercial

Development of products and derivatives team

Launch of new products, notably the derivatives desk

Complete integration with the commercial area

Target for revenue from services: to account for 23-30% of BI&P’s total revenues in 2-3 years

Products and

Corporate Finance

New head for the area

Significant investments in infrastructure and equipment

New business intelligence (COGNOS – BI) and CRM (Salesforce.com) platforms in deployment

stage

Improvements

in Control

Procedures

Pricing of products for clients in domestic and international markets: interest in R$ and US$,

futures and options for interest, currencies and commodities, inflation indices and spot FX

Management of proprietary positions: domestic and international markets

Treasury and

Proprietary

positions

Strategic Restructuring | Step 2 Focus on strengthening corporate finance activities, gains of scale and

diversification of our funding base

6

December 2012 Ceagro joint venture to generate agro bonds (CPR): has already generated

assets worth R$220 million for the bank

JV to generate

assets

February 2013 Acquisition of Voga (investment banking), incorporated in May 2013, with 39

ongoing mandates and the distribution team strengthened

Acquisition of

IB Team

March 2013 Additional allowance for loan losses, amounting to R$111 million, for loans

granted before April 2011, settling the obligations under the previous credit

policy

Additional ALL

March 2013 Capital increase of R$90 million, subscribed by Warburg Pincus, controlling

shareholders and the market

Capital

Increase

June 2013 Acquisition of Banco Intercap, with Afonso Hennel (Grupo Semp Toshiba) and

Roberto Resende Barbosa (NovAmerica/Cosan) joining the board of directors

and the controlling group

Acquisition of

Banco Intercap

Acquisition of Banco Intercap

Equity and Control Group

Incorporation of Equity from June 30, 2013, nearly R$116 million

Shareholders of two strong groups will participate on BI&P’s controlling group:

Afonso Hennel (Grupo Semp)

Roberto de Rezende Barbosa (NovAmerica / Cosan)

Credit Portfolio

Maturity of nearly 18 months

84.5% of the credit portfolio were classified between AA-B

Basel index (without FX exposure) in June 2013: 19.2%

7

10.9% 73.4% 6.9% 8.8%2Q12

AA A B C D - H

84.3%

Association with Banco Intercap

Corporate Governance Structure

Current practices will be maintained

Intercap shareholders will be entitled as 2 members of the Board of Directors

Afonso Hennel will be appointed Vice-Chairman of the Board of Directors

Afonso Hennel and Roberto de Rezende Barbosa will join the controlling group of

Banco BI&P

Protection and Indemnification Mechanisms

The Agreement sets forth mechanisms for protection and indemnification

between Banco BI&P and the Shareholders of Banco Intercap with regard to loan

losses and allowance for loan losses (ALL) above certain limits, not cumulative:

• Year 1: R$6 million

• Year 2: R$4.5 million

• Years 3, 4 and 5: R$3 million per year

8

2,759 2,807 2,991 3,068 3,048 3,229

1Q12 2Q12 3Q12 4Q12 1Q13 2Q13

R$ m

illion

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 +5.9% in 2Q13 in credits with higher quality...

9

1,422 1,253 1,200

1,445 1,538

2Q12 3Q12 4Q12 1Q13 2Q13

R$ m

illion

Emerging Companies

1,334

1,682 1,820 1,567 1,659

2Q12 3Q12 4Q12 1Q13 2Q13

R$

mill

ion

Corporate

Client Segmentation ...maintaining the same share between Corporate and Emerging Companies in

the credit portfolio...

10 Note: Other Credits includes Consumer Credit Vehicles, Acquired Loans and Non-Operating Asset Sales Financing.

Migration of clients from Emerging Companies 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 of between R$400mn and R$2bn

Average new operations

exposure per client | R$ million 2Q13 1Q13

Corporate 9.2 10.8

Emerging Companies 2.2 2.3

47.4%

47.6%

51.4%

51.4%

1.2%

1.0%

1Q13

2Q13

Emerging Companies Corporate Others

Expanded Credit Portfolio Development ...maintaining the focus on higher quality assets...

11

517

687 728 589

773

2Q12 3Q12 4Q12 1Q13 2Q13

R$ m

illion

New Transactions

3,048 3,229 773 (510)

(76) (6)

1Q13 AmortizedCredits

CreditExits

Write offs NewOperations

2Q13

R$ m

illion

98,7% of the new

transactions in the

last 12 months are

classified between

AA and B.

Loans 39.1%

Credit Assignments

12.5%

Confirming 0.7%

Discount Receivables

0.4%

NCE 1.6%

CCE 1.0%

CCBI 1.0%

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

12

Loans & Discounts in Real

56%

Trade Finance

16%

BNDES Onlendings

9%

Guarantees Issued

6% Agricultural Bonds 10%

Private Credit Bonds 1.1%

Other 2%

2Q12

Loans & Discounts in Real

52%

Trade Finance

13%

BNDES Onlendings

11%

Guarantees Issued

6% Agricultural Bonds 15%

Private Credit Bonds 1.2%

Other 2%

2Q13

Loans 31.5%

Credit Assignments

8.8%

Confirming 0.0%

Discount Receivables

0.3%

NCE 5.7%

CCE 3.4%

CCBI 1.9%

371

529 482

403

250

2Q12 3Q12 4Q12 1Q13 2Q13

R$ m

illion

Large Corporate Ecosystem *

Receivables drawn on Clients Série4

267 307 327 371 478

2Q12 3Q12 4Q12 1Q13 2Q13

R$ m

illion

Agricultural Bonds

CPR Warrant (CDA/WA) CDCA

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

13

60

94 92 90 106

2Q12 3Q12 4Q12 1Q13 2Q13

R$ m

illion

Fixed Income Bonds

Debentures Real Estate Credit Bank Notes

* Acquisition and/or assignment of receivables originated by our customers and Transactions with receivables of suppliers

drawn on our clients (Confirming).

The expertise development in certain niches and

structures that create competitive advantages

allows profitability increase through fees.

1.3% 1.3% 1.5% 1.6% 1.6% 1.7% 1.8% 2.0% 2.4% 2.9% 3.6% 3.6% 3.6% 4.3%

5.6% 9.9%

12.2% 15.8%

23.3%

Commerce - Retail & Wholesale

Plastic and rubber

Individuals

Financial Services

Electronics

Financial institutions

Machinery and Equipments

Power Generation & Distribution

Education

Textile, apparel & Leather

Metal Industry

Chemical & Pharmaceutical

Oil & Biofuel

Transportation & Logistics

Automotive

Other Industry

Construction

Food & Beverage

Agribusiness

2Q13

1.3%

1.8%

2.3%

2.4%

2.5%

2.8%

3.7%

3.7%

4.2%

4.3%

4.6%

5.0%

5.2%

9.7%

11.9%

15.5%

19.0%

Electronics

Commerce - Retail & Wholesale

Financial institutions

Power Generation & Distribution

Education

Textile, apparel & Leather

Metal Industry

Oil & Biofuel

Automotive

Pulp & Paper

Financial Services

Chemical & Pharmaceutical

Transportation & Logistics

Other Industry

Construction

Food & Beverage

Agribusiness

2Q12

Credit Portfolio ...with relevant exposure in agribusiness...

14 * Other industries with less than 1.4% of share.

Credit Portfolio ...and short term maturity profile maintained.

15

2Q12 2Q13

Top 10 18%

11 - 60 largest

32%

61 - 160 largest

25% Other 25%

Client Concentration

Top 10 15%

11 - 60 largest

32%

61 - 160 largest

27% Other 26%

Client Concentration

Up to 90 days 39%

91 to 180 days 19%

181 to 360 days 15%

+360 days 27%

Maturity

Up to 90 days 32%

91 to 180 days 20%

181 to 360 days 16% +360 days

32%

Maturity

Credit Portfolio Quality 98.2% of loans granted in the quarter were rated from AA to B

16

Credits rated between D and H totaled R$279,8

million at the end of 2Q13:

− R$215.9 million (77% o Credit Portfolio between

D and H) in normal payment course;

− Only R$63.9 million overdue +60 days; and

− 76.6% covered (96.4% in the 2Q13). 6%

2%

3%

37%

40%

42%

34%

36%

38%

16%

13%

7%

8%

9%

11%

2Q12

1Q13

2Q13

AA A B C D - H

81.7%

78.2%

76.2%

AA 3%

AA 2%

AA 3%

A 42%

A 48%

A 16%

B 38%

B 44%

B 12%

C 7%

C 3%

C 23% D - H

11% D - H 2%

D - H 46%

2Q13

* New Credit Policy: adopted since April 2011.

New Credit Policy *

Clients Loan Portfolio

Previous Credit Policy

Clients Loan Portfolio

Operating Performance and Profitability

17

Revenues from Credit Operations and CPR adjusted 2Q13 1Q13 2Q13/1Q13 2Q12 2Q13/2Q12

(A) Revenues from Credit Operations and agro bonds (CPR) 60.0 58.6 2.4% 73.7 -18.6%

(B) Recoveries of written-of operations 1.7 4.3 -60.2% 8.9 -80.7%

(C) Discounts granted on settled operations (11.0) (6.5) 69.2% (9.5) 15.8%

Revenues from Credit Operations and CPR adjusted (A-B-C) 69.3 60.7 14.0% 74.3 -6.9%

5.5% 5.8% 5.3% 5.4%

3.2% 4.8% 4.5% 4.4% 4.1%

4.1%

2Q12 3Q12 4Q12 1Q13 2Q13

Net Interest Margin (NIM)

NIM without effects of discontinuance of designation of hedge accounting and discounts *

Managerial NIM with Clients *

* Includes revenues from agro bonds (CPR)

Credit Portfolio Quality

18

* New Credit Policy: adopted since April 2011.

1 Managerial Expense with Allowance for Loan Losses (ALL) = ALL expenses + Discounts granted upon settlement of loans – Revenues from recovery of

loans written off.

6.4% 5.5% 4.5%

8.5% 8.2%

2.6% 1.9% 1.2%

2.2% 2.1%

0.2% 0.3% 0.1% 0.4% 0.5%

2Q12 3Q12 4Q12 1Q13 2Q13

NPL 90 days / Credit Portfolio

Clients Previous Credit Policy Total

Clients New Credit Policy *

9.0% 7.5%

4.9%

9.4% 10.6%

3.6% 3.1%

1.5% 2.3% 2.6%

0.2% 1.1% 0.4% 0.4% 0.5%

2Q12 3Q12 4Q12 1Q13 2Q13

NPL 60 days / Credit Portfolio

Clients Previous Credit Policy Total

Clients New Credit Policy *

Managerial Expense with Allowance for Loan Losses (ALL) 1 in

2Q13, annualized, was 1.1% of the Expanded Credit Portfolio

Time deposits (CDB) 26%

Insured Time

Deposits (DPGE)

30%

LCA 16%

LF and LCI 2%

Interbank & Demand Deposits

3%

Onlendings 11%

Foreign Borrowings

12%

2Q13

2,755 2,936 2,999

3,170 3,142

2Q12 3Q12 4Q12 1Q13 2Q13

R$ m

illion

in Local Currency in Foreign Currency

Funding Product mix helps with cost reduction

19

Time deposits (CDB) 27%

Insured Time

Deposits (DPGE)

28%

LCA 12%

LF and LCI 1%

Interbank & Demand Deposits

6%

Onlendings 10%

Foreign Borrowings

16%

2Q12

Operating Performance and Profitability

20 n.r. = not representative

2.4 3.1 3.6

2T12 3T12 4T12 1T13 2T13

R$ m

illion

Net Profit

1.7 2.2 2.5

2T12 3T12 4T12 1T13 2T13

Return on Average Equity (ROAE) %

-91,4 n.r. -20,6 n.r.

The numbers from 2Q13 were extraordinarily impacted by losses resulting from:

high market volatility;

effects of the discontinuance of hedge accounting designation.

582.4 587.6 587.2 498.4

569.6

686.0

2Q12 3Q12 4Q12 1Q13 2Q13 2Q13*

R$ m

illion

Shareholders’ Equity

17.0% 15.8% 14.9% 14.2% 14.6% 16.0%

2Q12 3Q12 4Q12 1Q13 2Q13 2Q13*

Basel Index (Tier I)

4.8x 5.1x 5.2x 6.1x

5.7x 5.2x

2Q12 3Q12 4Q12 1Q13 2Q13 2Q13*

Leverage Expanded Credit Portfolio/ Equity

Capital Structure and Ratings

21

Agency Rating Last

Report

Standard & Poor’s

Global: BB/Negative/ B

National: brA+/Negative/brA-1 Aug/13

Moody’s Global: Ba3/Negative/Not Prime

National: A2.br/Negative/BR-2 Jul/13

Fitch

Ratings National: BBB/Stable/F3 Jul/13

RiskBank Index: 9.92

Low Risk Short Term Jul/13

BI&P+

Intercap

BI&P+

Intercap

BI&P+

Intercap

* Includes the capital increase of R$90,0 million approved by the board of directors on July 19, 2013 and simulates the conclusion of the

merger with Banco Intercap.

Challenges

22

Scale up through credit portfolio growth and higher leverage Gain of Scale

Appropriate mix between Emerging Companies and Corporate

segments (50%-50%)

Balanced Risk

Profile

Development of derivatives and products desk and investment

banking activities: structuring of fixed income and M&A/financial

advisory operations

Investment

Banking

Appropriate ROE (mid-teens): still depends of scale gains/profitability

and increasing of fees revenues

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