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Annual Report 2015

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With over 109 thousand employees and 61 million customers, we have the largest services network among the brazilian institutions

GRI G4-7G4-8G4-9
The largest financial institution in Latin America, in terms of assets, which summed up R$1.51 trillion in December, 2015, Banco do Brasil S.A. (BB) is a reference in confidence and solidity, prominent in several segments and indicators. We have over 109 thousand employees, more than 61 million customers and we recorded R$14.1 billion net profit, distributing the amount of R$5.05 of profit per share during the year. We sustained our prominent position in the Brazilian credit market, with 20.4% share. GRI G4-3

Created in 1808, BB is a mixed-economy company controlled by the Federal Government and it is part of the New Market, BM&FBOVESPA’s list that gathers the companies with the best corporate governance practices.

Aligned to our mission of being a market bank with public spirit, we hold the largest services network among the Brazilian institutions, both in Brazil and abroad.

Our alignment with public policies and support to agribusiness, infrastructure, to the micro and small companies and to the foreign trade reflect our engagement with Brazil’s economic and social development. In a responsible manner, we support social inclusion, fomenting creation of job opportunities and income generation.

Business Model

We comprise a financial conglomerate aimed at competitiveness and profitability, generating value to the shareholders and to the Country and fostering actions that benefit the society as a whole. Our activities are divided into six segments, described below. To develop value propositions adequate to the different customers’ profiles in these segments, the Bank has services models, broad products and services portfolio and different communication approaches.

  • 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
  • Insurances, Pension Fund 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
  • Environmental 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

Hover over the icons to know more. Business Model

Business Segments GRI G4-4G4-7G4-8

Banking | Encompasses deposits and credit operations, among others, directed to the retail, wholesale and government. It is responsible for the most significant portion of BB’s results.

Investments | Encompasses structuring of operations in the primary and secondary markets, besides shareholdings and rendering of financial services through BB-BI.

Assets management | Operations of purchase, sale and custody of instruments and securities, portfolio management, funds and investment clubs through BB DTVM.

Insurances, pension funds and saving bonds | Personal and property insurance products and services, besides complementary pension funds and saving bonds plans, through BB Seguridade.

Payment methods | Services for transmission, capturing, processing and financial settlement of transactions by electronic means.

Other segment | Recovery of credits, IT, operational supports and consortiums.

Services Network


With 67.7 thousand posts, our services network privileges accessibility and inclusion. There are 5,429 branches – the largest number of bank branches in Brazil, with 24% of the total –, 1,799 service posts and 10,386 electronic service posts. The shared network has 35,708 service posts, where 18,550 refer to Banco24horas, which is 10.5% increase, compared to 2014. The correspondents network, identified by MaisBB brand, amounted 14,361 service posts and registered facilities by the end of 2015, including 6,155 posts of Banco Postal.

The automated services channels are an important differential feature, speeding up and facilitating access to a broad range of products and services. In 2015, they accounted for 96.1% of the transactions – only in Banco24horas they totaled 145 million –, which total is 20% higher than what had been recorded in the former year. The percentage of transactions performed by BB mobile and internet banking was 59.8% in the year.

Another important progress was that the fiscal year was closed with 13.9 thousand terminals with biometric devices and 23.2 million customers capable of using this technology. Every day, about 3 million transactions are validated exclusively by this manner.

Services Solution for Each Profile
Retail 5,429 branches, besides the proprietary, correspondent and shared service posts
BB self-services on the internet and for smartphones
BB Service Center (telephone)
New digital relationship model (Estilo Digital and Exclusive)
Servicing through the social networks (Facebook and Twitter)
Wholesale 88 segmented branches for large corporate, corporate and middle market
Online Financial Manager for smartphones
BB Corporate Service Center (telephone)
Government 31 exclusive branches
Public Sector self-service on the internet and for smartphones

Offshore Network

GRI G4-4G4-6G4-7G4-8


5,429 branches
12,185 proprietary service posts
14,361 units comprising the MaisBB correspondent networks
35,708 service posts on the shared network
99.7% of the Brazilian municipalities served

Our offshore branches and correspondents have the main purpose of serving Brazilian companies and individuals, besides facilitating Brazil’s commercial flow in the international market. During the year, the expenses management and operational efficiency were enhanced in BB’s External Network.

By the end of 2015, BB summed up 38 proprietary units in 23 countries, besides holding agreements with 859 financial institutions and, thus, guaranteeing the presence in 105 countries.

In Argentina, we operate through Banco Patagonia – which control has been purchased by us in 2011 –, who holds 199 services posts and is present in all the provinces. In the United States, Banco do Brasil Américas has six branches and, by covenants, offers network with over 65 thousand terminals for cash withdrawals and other services.

In Europe, restructuring of BB’s technological and business platform, expected to be carried out in 2015, was focused on the incorporation of Agência Milão by BB AG, assuming the name of BB AG Sucursal Itália. In Asia we have services network and specialized manpower, with highlights to China and Japan.

We have operations in 105 countries: in 23 we have proprietary units and in the others we work through agreements with 859 financial institutions

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.

  • 2015

    Launching of the Debts Solution portal, which allows renegotiating contracts directly by the internet.


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