This document provides an overview of institutional information about LPS Brasil - Consultoria de Imóveis S.A. ("Lopes") as of fiscal year 2007. It discusses Lopes' business model, history, market leadership position in real estate brokerage in Sao Paulo, geographic expansion strategy, joint venture with Itaú bank, and highlights of the growing Brazilian real estate market and Lopes' operational highlights for 2007.

1. Institutional Presentation

2. Disclaimer This presentation does not constitute an offer, or invitation, or solicitation of an offer to subscribe for or purchase any securities neither does this presentation nor anything contained herein form the basis to any contract or commitment whatsoever. The material that follows contains general business information about LPS Brasil – Consultoria de Imóveis S.A (“Lopes”) as of the Fiscal Year ended at 31 st of December 2007. It is not intended to be relied upon as advice to potential investors. The information does not purport to be complete and is in summary form. No reliance should be placed on the accuracy, fairness, or completeness of the information presented herein and no representation or warranty, express or implied, is made concerning the accuracy, fairness, or completeness of the information presented herein. This presentation contains statements that are forward-looking and are only predictions, not guarantees of future performance. Investors are warned that these forward-looking statements are and will be subject to many risks, uncertainties, and factors related to the operations and business environments of Lopes and its subsidiaries such as competitive pressures, the performance of the Brazilian economy and the industry, changes on market conditions, among other factors disclosed in Lopes filed disclosure documents. Such risks may cause the actual results of the companies to be materially different from any future results expressed or implied in such forward-looking statements. Lopes believes that based on information currently available to Lopes management, the expectations and assumptions reflected in the forward-looking statements are reasonable. Lastly, Lopes expressly refuses any duty to update any of the forward-looking statements contained herein.

3. Investment Highlights

4. Simple and Focused Value Added Business Model Main Distribution Channel in a Growing Industry with a National Footprint Low Risk Business with a Diversified Client Base : Cash Generator Company Key Position to Benefit from Market Growth due to Homebuilders’ IPOs Unmatched Scale and Reach Experienced Management Team and Outstanding Track Record Investment Highlights

6. Lopes’ Market Share Evolution – São Paulo Market Uncontestable leader in the São Paulo real estate market for more than 10 years Lopes’ Market Share – São Paulo Market Source: Embraesp. Launch GSV Market share in the greater São Paulo area. Non-official information for 2007. Positioning 1 2 3 4 5 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 Competitor 1 Competitor 2 Competitor 4 Competitor 5 2006 Market Positioning - GSV 2007 Source: Embraesp. Launched VGV in the greater São Paulo area. Competitor 3 Competitor 6

8. Lopes Net Commission SP GSV / Consolidated GSV 100% 95% 80% 50% Net Comission São Paulo Net Comission Brazil

9. Lopes’ business is clearly fundamental to the profitability and returns of its clients… With a Key Role in the Real Estate Value-Chain More than 5,000 brokers Over 500 Exclusive Sponsored Sales Points Real Estate Development Brazilian Market Dynamics … and its scale and reach – nearly impossible to replicate – enhance this importance Working Capital Is Fundamental Pre Sales Speed of Sales Concentrated in the Launch Period Reliance on Sales Force Scale and Efficiency Speed of Sales is the Key for Profitability

10. Lopes is focused on providing its clients with a full range of consulting services, from land procurement advisory to product formatting, development and sale Value-Added Services Across the Development Cycle Determines the Site’s Vocation Masters Market Research Formats Product Meeting Buyers’ “ Wants and Needs” Develops Marketing Campaign Optimizes Media Negotiations Coordinates Product Launching Events Individual Sales Strategy Created to Each Product

11. Lopes’ unmatched reach and remarkable scale reinforce each other, enhancing success rate and permanently attracting new brokers Virtuous Growth Cycle: High Barrier to Entry More Agents (5,000 Brokers) More Efficiency in Sales More Trust from Developers More Deal Flow Amplify market intelligence Improve financial performance Attract and maintain top talents More Sales Points (500 Sales Sites) More Media Exposure 3,500 pages / year

14. Geographic Expansion

15. Lopes is Growing Nationwide SOUTHEAST REGION São Paulo – Lopes is the incontestable leader and with the acquisition of Cappucci & Bauer, become the leader in the Campinas Metropolitan Area. Rio de Janeiro – LCI-RJ and Patrimóvel operate separately, but with synergies on the back office, promoting reducing of cost. Espírito Santo – Entry in this market through the acquisition of Actual, leading real estate broker in that market. Minas Gerais – Greenfield operation in the state of Minas Gerais, with operations scheduled to start in February 2008. SOUTHERN REGION States of Rio Grande do Sul, Santa Catarina and Paraná – After the acquisition of Dirani in May 2007, Lopes is already benefiting from operating synergies and foresees opportunities to consolidate its leading position in the region. MIDDLE WEST REGION Federal District – Entry in this market through the acquisition of Royal, the industry leader in the region. NORTHEAST REGION Bahia - Greenfield operation in the state of Bahia, with launches initiated in October 2007. Pernambuco – Entry in this market through the acquisition of Sergio Miranda, one of the leading real estate brokers in that market. Ceará - Entry in this market through the acquisition of Immobilis, leading real estate broker in that market. NORTHERN REGION Pará – Greenfield operation in the state of Pará with launches scheduled for March 2008. Lopes tracks developers’ regional movements, consolidates its position as the largest consulting and sales player CE PR RJ BA SP RS ES SC PE MG PA DF

16. Expansion Plan Lopes is present in 11 States and Federal District, through more than 50 cities Business Unit State Lopes Participation Market Habitcasa SP/RJ 100% Primary Market LCI-RJ RJ 100% Primary Market Lopes Dirani PR/SC/RS 75% Primary and Secondary Market and Rent Lopes Salvador BA 100% Primary Market Lopes Actual ES 60% Primary and Secondary Market Lopes Sérgio Miranda PE 60% Primary and Secondary Market Lopes Minas Gerais MG 75% Primary Market Lopes Bauer SP – Campinas 60% Primary and Secondary Market Lopes Pará PA 60% Primary and Secondary Market and Rent Lopes Royal DF 51% Primary and Secondary Market Patrimóvel RJ 100% Primary and Secondary Market Lopes Immobilis CE 60% Primary and Secondary Market and Rent

18. Joint Venture: Lopes Itaú

21. The payment received from Banco Itaú will be recorded and deferred over a 20-year period (term of the contractually agreed exclusivity), beginning with the start of operations by the joint marketing company, expected to take place in the second half of 2008. Recognition of Revenue from Banco Itaú Payment Both Lopes and Banco Itaú agreed to an initial R$14 million investment to implement and put the joint marketing company into operation. Description Amount (in R$ thousands) Yearly deferral (in R$ thousands) Number of years (+) Revenue 290,000 14,500 20 (-) PIS tax (1,885) (94) 20 (-) COFINS tax (8,700) (435) 20 (-) Corporate income tax (23,200) (1,160) 20 (-) CSLL tax (8,352) (418) 20 (-) Related expenses (20,500) (1,025) 20 Net Revenue 227,363 11,368 20

22. Brazilian Real Estate Market

23. Regional Housing Shortage Brazil Shortage in units 7.9 MM % 14.9 Northeast Shortage in units 2.7 MM % 20.6% Southeast Shortage in units 2.9 MM % 12.2% South Shortage in units 0.87 MM % 10.4% Mid West Shortage in units 0.54 MM % 14% North Shortage in units 0.85 MM % 22.9%

24. Social Economic Scenario and Housing Shortage 5,4 6,7 0 3 6 9 1991 2006 2000 7,9 Source: Fundação João Pinheiro e Ministério das Cidades Source: Credit Suisse 47 million homes 19% A/B > 10 minimum wages- US$ 1.900 52% 5 – 10 minimum wages- US$ 950 - US$ 1.900 30% C 28% < 5 minimum wages - US$ 950 51% D/E 20% Source: Losango * Qualitative Housing Shortage is the number of times that a family moves to different houses in life Age Pyramid in Brazil - 2005 Segments by Income in Brazil Quantitative Housing Shortage (millions of homes) Qualitative Housing Shortage

25. Real Estate Credit Availability from Commercial Banks – Brazil Source: IMF - 2006 CAGR Savings Accounts: 54.4% CAGR FGTS: 18.3% CAGR Total: 37.3% (R$ Bi) Commercial banks were mainly responsible for the expansion in real estate financing in 06’and the credit expansion trend was reflected in the market in 2007 and will be in 2008 Current Brazilian Real Estate Market Scenario FGTS Savings Accounts

26. Projection to the Mortgage Loans in Brazil (% of GDP) Mortgage Market in Brazil 8,1% 11,0% 3,8% 2018 2012 2,4% 2014 2010 14,3% 5,7% 2008 2016 14,3 Source: BACEN, Lopes and Goldman Sachs surveys.

27. Source: EMBRAESP R$ Billion São Paulo Real Estate Market – Launches in R$ The SPMR has averaged 8.4 Billion in new residential launches over the last 10 Years. Evolution of Launches in the São Paulo Metropolitan Region

28. R$/m 2 SPMR Real Estate Market Overview – Prices Source: Secovi-SP Nominal INCC Adjusted Evolution of Average Launches’ Prices in the SPMR R$/m 2

29. Market absorption levels reinforce the conclusion that demand is recovering after the market’s downturn in the late 90’s Units Sold: 36.6k 66% Units Launched 38.5k Market Absorption: Units Sold/ Total Units Available Initial Supply: 17.2 k Source: Secovi-SP Market Absorption – City of São Paulo São Paulo Real Estate Market – Market Absorption Market Absorption in 2007 Total Supply 55.7 k 33% 46% 60% 66% 51% 0% 10% 20% 30% 40% 50% 60% 70% 2003 2004 2005 2006 2007

30. Operational Highlights 2007

31. Contracted Sales * Until 2006, managerial numbers 83% 2006* 2007 Secondary Market* Launches* 2,856 5,221 Total GVS (R$ MM) 311 348 4,873 2,545 Total Sales – Launches (R$ MM) 1,253 1,556 2003 2004 2005 CAGR: 35 % 1,853 850 591 1,166 2002 2000 2001 2006* 2,545 2007 4,873

32. In 2007, the geographic diversification resulted an increase of the participation of other regions in the contracted sales, it also highlighted the good position of Lopes in the economic segment. Contracted Sales per Region and Segment Contracted Sales per Region in 2007 (Primary Market – In GSV) Contracted Sales per Segment in 2007 (Primary Market – In Units)

34. Sales Force

35. Financial Highlights 2007

36. Financial Highlights 74% 2006 2007 82.0 143.0 (R$ MM) Net Revenue Adjusted EBITDA* 78% 39.5 70.5 48.2% 49.3% 2006 2007 (R$ MM) 67% 31.7 52.9 2006 2007 Adjusted Net Income** (R$ MM) 38.6% 37.0% Net Margin *Adjusted EBITDA is a non-accounting measure created by Lopes, consisting of net income before interest, income tax and social contribution tax, net financial result (financial revenues and expenses), depreciation, amortization and non-operating income. The calculation of Adjusted EBITDA does not correspond to any generally accepted accounting practice in Brazil, does not represent cash flow for the periods presented, and should not be considered a substitute for net income as an indicator of operating performance, or a substitute for cash flow as an indicator of liquidity. Adjusted EBITDA does not have a standardized meaning and the definition of EBITDA adopted by Lopes may not be identical or comparable to the definitions of EBITDA or Adjusted EBITDA used by other companies. **Adjusted Net Income is an accountability issue decided by Lopes, it represents the amount of net income without the goodwill amortization. Ebitda Margin

37. Guidance for 2008

38. Guidance for 2008 (R$MM) 35% 105% 275 % 596% * The information for 2008 is based in the middle point of the divulged guidance. ** Includes Lopes Bauer, located in São Paulo state.

39. Additional Information

40. Launches – São Paulo Lopes reached a market share of 34%* in São Paulo, consolidating its leading position in the largest and most competitive Brazilian market * Market share according to EMBRAESP ranking for launches, using the criteria of points in the São Paulo Metropolitan Region in 2007. Ranking Company GSV (R$) 1 LOPES 6,500,825,731 2 ABYARA 4,613,178,918 3 TENDA 1,307,938,796 4 DEL FORTE 811,061,646 5 COELHO DA FONSECA 535,243,830 6 AVANCE 533,255,850 7 ITAPLAN 475,563,453 8 IPRICE 345,630,016 9 FERNANDEZ MERA 284,664,000 10 PLUS 118,590,913

41. Ownership Structure Total of 49.390.715 shares Ownership Structure Post-IPO

42. Analysts Coverage Institution Analyst Contact Agora Cristiane Viana (+55 21) 2529-3393 [email_address] Banco Espírito Santo Rodrigo Bonsaver (+55 11) 3074-7412 [email_address] Credit Suisse Marcelo Telles (+52 55) 5283-8933 [email_address] Fator Eduardo Guimarães (+55 11) 3049-9470 [email_address] Itaú Tomas Awad (+55 11) 5029-4517 tomas.awad@itau.com.br Link Celso Boin Jr. (+55 11) 4505-6701 [email_address] Planner Ricardo Martins (+55 11) 2172-2600 rmartins@plannercorretora.com.br UBS Pactual Guilherme Vilazante (+55 21) 3262-9610 [email_address] Waited for 2008 Coin Valores Bulltick