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Annual Report 2014

  1. A+
  2. A-
GRI G4-7G4-8G4-9
Gráfico Perfil

Banco do Brasil S.A. (BB) is the largest financial institution in Latin America in terms of assets, which amount to over R$1.4 trillion, and enjoys a high- profile position in several segments. BB has around 111,000 employees and over 61 million customers. In 2014 it posted net income of R$11.2 billion and a 21.0% share in the Brazilian credit market, according to data from the Brazilian Banking Industry (SFN). GRI G4-3

In 2014 the Bank undertook and extensive process to update its essence, missIon, vision and corporate strategy, strengthening its commitment to operate as a maRKET bank with public spirit

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The Bank has the largest service network in Brazil and abroad among Brazilian financial institutions. Present in 99.8% of Brazilian municipalities, it has over 69,100 service outlets across the country. Through its own network and arrangements with other institutions, it also provides a service in 135 other countries. Having been in the market for over 200 years, the Bank is a government-controlled (private) company and since 2006 it has been listed on the Novo Mercado segment of BM&FBOVESPA, the segment for companies with the best corporate governance principles.

One of the principal agents for economic and social development and public policies in Brazil, BB supports agribusiness, infrastructure, micro and small businesses and trade finance, with a responsible approach to fostering social inclusion by creating jobs and income.

Business model

Banco do Brasil is a financial conglomerate dedicated to producing sustainable results aligned with social values, in a competitive manner, while reconciling public and private interests to ensure growing returns for its shareholders and Brazil. Its activities are grouped into six described in Business Segments. To develop the appropriate value propositions for the different customer profiles in these segments the Bank uses service models, an extensive portfolio of products and services and different approaches to communication.

Hover over the icons of the models for more information.

  • Profitability and Capital Management
  • Market Bank with a Public Spirit
  • Support for Public Policies
  • Customers’ Experiences
  • Capillarity and Distribution
  • Economic Development Agent
  • Financial Intermediation
  • Investments
  • Asset Management
  • Insurance, Pension Funds and Savings Bonds
  • Payment Methods
  • Information Technology
  • Products, Services and Convenience
  • Financial Advisory
  • Long-lasting relationships
  • Solidity and Credibility
  • Regulations
  • Control
  • Oversight
  • Organizational Culture
  • Enablement and Training
  • Development and Careers
  • Social inclusion
  • Cultural Respect
  • Enviromental Care
  • Creation of Jobs and Income
  • Investment in Social Technologies
  • Dividends and Interest on Own capital
  • Funds and Transfers
  • Projects and Infrastructure
  • Execution of Public Policies
  • Dividends and Interest on Own Capital

Value Creation

Modelo de Negócio

Business Segments GRI G4-4

Business Segments | Includes deposits and loan transactions, among others, intended for the retail, wholesale and government segments. This accounts for a the most significant portion of the Bank’s results.

Investments | Includes structuring transactions on the primary and secondary markets, in addition to equity interests and the provision of financial services through BB-BI.

Asset management | Transactions involving buying, selling and custody of securities, portfolio management and investment funds and clubs through BB DTVM.

Insurance, pension plans and savings bonds | Products and services involving personal and property insurance, in addition to supplementary pension plans and savings bonds through the insurance arm, BB Seguridade.

Payment methods | Services involving transmission, capture, processing and financial settlement of electronic transactions.

Other Segments | Credit recovery, information technology, operational support and purchasing pools.

Among other segments, BB operates in banking and investment transactions, in addition to asset management

Service network

GRI G4-6 FS13 FS14 G4-DMA Local Communities

The Service network of Banco do Brasil is designed to service customers according to the needs of each profile. Around 69,100 BB service posts are distributed throughout Brazil, including the Bank’s own network, the network of correspondents, Mais BB and posts shared with other financial institutions.

Service Solutions for Each Customer Profile
Retail 5,405 branches, in addition to proprietary, correspondent and shared outlets
BB self-service via the Internet and for smartphones
BB Help Desk (telephone)
Wholesale 88 branches segmented for large corporate, corporate and business (middle market)
On-line Financial Management tool, also for smartphones
BB help Desk for Businesses (telephone)
Government 31 exclusive branches
BB self-service for the Public sector via the Internet and for smartphones

The Bank’s automated service channels are a strategic differential providing an extensive range of services and products for customers, quickly and with ease of access, in addition to contributing to operating efficiency. BB Mobile and Internet Banking last year accounted for 50% of total transactions done. In 2014, 75.4% of withdrawals and 96.3% of deposits were made at the Bank’s own ATMs, of which there are more than 44,000.

With the largest service network in Brazil, BB provides customer service solutions that are planned to take into account each customer’s profile, the highlight being the self-service channels
BB market share in number of branches (%)
Participação de mercado do BB em número de agências (%)
GRI G4-6
BB Network in Brazil
5,524 branches
18,956 proprietary service posts
15,538 units comprising the Mais BB
correspondent network
34,641 service posts on the shared network
99.8% of Brazilian municipalities served


Market Share

Foreign Service Network GRI G4-6

The BB’s presence overseas aims to ensure its benchmark position for Brazilian businesses and individuals on the international markets. At the close of 2014, the Bank had 45 proprietary units in 24 countries. Supplementing this, arrangements with other financial institutions enable services to be provided in 135 countries through 1,083 correspondent banks.

In Argentina, BB maintained its strategic position through Banco Patagonia, which ended 2014 with 195 service outlets and net income of R$739.3 million. Banco do Brasil Américas, which operates in the United States through five units, had net income last year of R$23.5 million. In Europe, BB is restructuring the technology and business platforms. In Asia, the highlight was the opening of the first branch of a Brazilian financial institution in China.

BB has the most extensive overseas service network among Brazilian financial institutions, including its own premises in 24 countries

Gráfico Rede Exterior

Over 200 Years of History

  • 1808

    Banco do Brasil is founded by prince regent D. João, when the country became the seat of the Portuguese Crown.

  • 1821

    Financing for creating the Rio de Janeiro Stock Exchange, strengthening the BB’s links to the then-nascent Brazilian capital markets.

  • 1854

    Government interventions in the commercial business of BB comes to an end following successive changes.

  • 1889

    Fundamental role in economic development and in turning around the public finances following the Proclamation of the Republic.

  • 1905

    Amendment to the breakdown of the Bank’s equity, with the Government becoming the controlling shareholder, the legal form that persists to this day.

  • 1906

    Public listing of Banco do Brasil shares on the stock exchanges.

  • 1936

    Creation of one of the most important tools for the Bank’s economic activities: the Agricultural and Industrial Loan Portfolio.

  • 1945

    During the Second World War the BB was in charge of paying the Brazilian troops, transferring cash to Brazil and servicing the country’s embassy and consulates.

  • 1960

    Transfer of the head office to Brasília on the day when Brazil’s new capital city was inaugurated.

  • 1985

    Creation of Fundação Banco do Brasil (FBB) as an important instrument for transformation in education, culture and sport.

  • 1986

    The Brazilian government authorizes BB to operate in all market segments, initiating its advance to becoming a financial conglomerate.

  • 1989

    Inauguration of the first Banco do Brasil Center of Culture (CCBB), in Rio de Janeiro, within the context of the celebration of the Bank’s 181st birthday.

  • 2000

    Banco do Brasil internet portal launched.

  • 2001

    Restructuring as a multiple bank, with the creation of a Board of Officers and committees, subcommittees and commissions.

  • 2002

    Adaptation of its bylaws to reflect greater transparency and the adoption of best practices.

  • 2006

    Joins the Novo Mercado segment of the São Paulo Stock Exchange.

  • 2009

    American Depositary Receipts (ADRs) Level I program commences on the New York Stock Exchange.

  • 2010

    BB becomes market leader in lending within the Brazilian Banking Industry.

  • 2011

    Conclusion of the takeover transaction involving Banco Patagonia, in Argentina, within the new model for overseas operations.

  • 2012

    Heads up the movement for a consistent decline in interest rates within the banking system, with the BOMPRATODOS program. That same year, Banco Postal joins the Mais BB network of correspondents.

  • 2013

    Conclusion of the initial public offering on the Novo Mercado segment of BB Seguridade S.A., which consolidates the insurance, supplementary pension fund, savings bond and similar business.

  • 2014

    Review of its mission, vision and values, as well as its corporate strategy, with the guiding principle of being a market bank with public spirit.