| Braving new territory, being ahead of the curve in technology and innovation have
been at the core of Unibanco's history. These traits were even more evident during
the past decade, bringing about remarkable growth rates. Acquisitions, strategic
partnerships and organic growth allied to differentiated products and leading-edge
technology contributed to strengthen Unibanco's leadership in Brazil's financial
markets. Some recent examples:
 Unibanco
embraced its responsibility in promoting education and culture by creating,
in 1990, the Instituto Moreira Salles.
In
1991 Unibanco launches the 30 Hours concept, reframing client services into
a new era.
When
few even mentioned conservation initiatives, the bank in 1992 launched Unibanco
Ecologia, a project aimed at advancing social responsibility focused on the
environment.
In
1995 Unibanco innovated again, signing up an alliance with Microsoft, IBM and
Compaq, successfully inviting Bill Gates to become the bank's spokesperson in
the marketing campaign.
Also
in 1995, the bank embarks into the consolidation that followed the Real Plan
by acquiring Banco Nacional.
Unibanco
acquires 50% of Fininvest in 1996 and becomes one of the pioneers in consumer
financing sector.
In
1997 Unibanco is the first Brazilian bank to list its stock in the United States.
Detecting
a wave of the future ahead of competitors, Unibanco enters the microcredit market
in 1998, with RioCred.
First
Brazilian financial institution to offer internet banking services, in 1999.
In
2000, Unibanco cuts the "ribbons" to the first fully virtual Brazilian
bank, the Banco1.net.
The
bank in 2001 establishes partnerships with Ponto Frio and Magazine Luiza, launching
in Brazil the trend of bank-managed consumer finance companies of retail store
chains.
In
partnership with the International Finance Corporation (IFC), Unibanco in 2002
consolidates its presence in the microcredit segment, with Microinvest.
The years 2003 and 2004 were no less consequential the bank. Strategic deals,
such as the partnership in Tricard with Grupo Martins. The acquisition of Creditec,
the well-managed global offer and reverse stock split, the acquisition of Hipercard
and BNL, the partnership with the Sonae Group, the inclusion of Unibanco's stock
in the IBrX-50 index, the sale of the stake in Credicard and a sweeping organizational restructuring, concentrated in the past year. All these initiatives will certainly play a part
in helping Unibanco produce ever-higher results.
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