| Unibanco's loan portfolio reached R$31,796 million as of December 2004, of which
R$17,795 million in the retail segment and the remaining R$14,001 million in wholesale
loan.
December's portfolio already reflects the sale of Credicard. For comparison
purposes, the following adjustments were carried out: the December 2003 portfolio
includes all due installments of purchases charged on Unicard and Fininvest
credit card, excludes Credicard portfolio and includes Hipercard (which was
acquired in March 2004). This way, the resulting growth in total credit operations
was 14.7% in 2004.
For the Retail segment, loan operations increased 28.6% in the period. The
steeper growth was observed in Hipercard credit portfolio, of 53% since its
acquisition, in March; the small and micro-business credit portfolios, rising
by 52.7% in 2004, and consumer financing operations, up by 32.1%. The total
of credit operations with individuals grew 23.2% in 2004.
The corporate loan portfolio rose by 10.3% in the year. In Wholesale operations,
credit operations with large companies advanced 0.8%, despite a soft demand
related to the 8.1% appreciation of the Real vis-à-vis the Dollar
in 2004.

As of December, 2004, the balance for the consolidated allowance for loan losses
reached R$1,669 million, representing 5.2% of the portfolio, composed of:
R$573
million according to Brazilian Central Bank Resolution 2682, related to overdue
credits;
R$745
million according to risk parameters of Brazilian Central Bank Resolution 2682,
related to falling due credits;
R$351
million based on more conservative percentages than those required by the Regulatory
Authority, representing an increase of R$128 million from 2003.
The ratio of credits rated E-H relative the total credit portfolio decreased
to 4.9% at year-end 2004, from 6% a year earlier. The improvement in credit
quality registered in the portfolio is evident by the index that measures net
write-offs in relation to total credit operations. This ratio fell to 3.5% in
2004 from 3.9% in the prior year.
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