EX-99.1 2 d625337dex991.htm EX-99.1

Exhibit 99.1 ITAÚ UNIBANCO HOLDING S.A. CNPJ 60.872.504/0001-23 A Publicly-Listed Company NIRE 35300010230 ANNOUNCEMENT TO THE MARKET Itaú Unibanco Holding S.A. th 4 Quarter 2018 Result Itaú Unibanco Holding S.A. (“Company”) announces to its stockholders and the market at large that the Complete Financial Statements for the year ended December 31, 2018 and th the Management Discussion & Analysis for the 4 quarter of 2018 are already available on the Company’s Investor Relations website (www.itau.com.br/investor-relations). Additionally, we forward the information described below: th • Institutional Presentation of the 4 quarter of 2018 (Attachment 01); • Presentation to be used at the meeting with the press on the quarterly result, to be held on February 5, 2019 at 9:30 am (Brasília official time) (Attachment 02); • Press release (Attachment 03); • Presentation to be used at public conference calls on the quarterly result, to be held on February 5, Tuesday, in English at 11:00 am (Brasília official time) and in Portuguese at 12:30 pm (Brasília official time) (Attachment 04). The expectations presented above are based on information available up to the moment and involve risks, uncertainties, and assumptions that may be beyond our control. These disclosures strengthen our commitment to transparency in our disclosures to the many strategic audiences we have. São Paulo ‐ SP, February 4, 2019. Alexsandro Broedel Group Executive Finance Director and Head of Investor Relations Exhibit 99.1 ITAÚ UNIBANCO HOLDING S.A. CNPJ 60.872.504/0001-23 A Publicly-Listed Company NIRE 35300010230 ANNOUNCEMENT TO THE MARKET Itaú Unibanco Holding S.A. th 4 Quarter 2018 Result Itaú Unibanco Holding S.A. (“Company”) announces to its stockholders and the market at large that the Complete Financial Statements for the year ended December 31, 2018 and th the Management Discussion & Analysis for the 4 quarter of 2018 are already available on the Company’s Investor Relations website (www.itau.com.br/investor-relations). Additionally, we forward the information described below: th • Institutional Presentation of the 4 quarter of 2018 (Attachment 01); • Presentation to be used at the meeting with the press on the quarterly result, to be held on February 5, 2019 at 9:30 am (Brasília official time) (Attachment 02); • Press release (Attachment 03); • Presentation to be used at public conference calls on the quarterly result, to be held on February 5, Tuesday, in English at 11:00 am (Brasília official time) and in Portuguese at 12:30 pm (Brasília official time) (Attachment 04). The expectations presented above are based on information available up to the moment and involve risks, uncertainties, and assumptions that may be beyond our control. These disclosures strengthen our commitment to transparency in our disclosures to the many strategic audiences we have. São Paulo ‐ SP, February 4, 2019. Alexsandro Broedel Group Executive Finance Director and Head of Investor Relations

fls.2 Attachment 01 fls.2 Attachment 01

4Q18 Institutional Information4Q18 Institutional Information

4Q18 This presentation contains forward-looking statements regarding Itaú Unibanco Holding, its subsidiaries and affiliates - anticipated synergies, growth plans, projected results and future strategies. Although these forward-looking statements reflect management’s good faith beliefs, they involve known and unknown risks and uncertainties that may cause the Company’s actual results or outcomes to be materially different from those anticipated and discussed herein. These statements are not guarantees of future performance. These risks and uncertainties include, but are not limited to our ability to realize the amount of the projected synergies and the timetable projected, as well as economic, competitive, governmental and technological factors affecting Itaú Unibanco Holding’s operations, markets, products and prices, and other factors detailed in Itaú Unibanco Holding’s filings with the Securities and Exchange Commission which readers are urged to read carefully in assessing the forward-looking statements contained herein. Itaú Unibanco Holding undertakes in duty to update any of the projections contained herein. This presentation contains managerial numbers that may be different from those presented in our financial statements. The calculation methodology for those managerial numbers is presented in Itaú Unibanco Holding’s quarterly earnings report. To obtain further information on factors that may give rise to results different from those forecast by Itaú Unibanco Holding, please consult the reports filed with the Brazilian Securities and Exchange Commission (Comissão de Valores Mobiliários - CVM) and with the U.S. Securities and Exchange Commission (SEC), including Itaú Unibanco Holding’s most recent Annual Report on Form 20F.4Q18 This presentation contains forward-looking statements regarding Itaú Unibanco Holding, its subsidiaries and affiliates - anticipated synergies, growth plans, projected results and future strategies. Although these forward-looking statements reflect management’s good faith beliefs, they involve known and unknown risks and uncertainties that may cause the Company’s actual results or outcomes to be materially different from those anticipated and discussed herein. These statements are not guarantees of future performance. These risks and uncertainties include, but are not limited to our ability to realize the amount of the projected synergies and the timetable projected, as well as economic, competitive, governmental and technological factors affecting Itaú Unibanco Holding’s operations, markets, products and prices, and other factors detailed in Itaú Unibanco Holding’s filings with the Securities and Exchange Commission which readers are urged to read carefully in assessing the forward-looking statements contained herein. Itaú Unibanco Holding undertakes in duty to update any of the projections contained herein. This presentation contains managerial numbers that may be different from those presented in our financial statements. The calculation methodology for those managerial numbers is presented in Itaú Unibanco Holding’s quarterly earnings report. To obtain further information on factors that may give rise to results different from those forecast by Itaú Unibanco Holding, please consult the reports filed with the Brazilian Securities and Exchange Commission (Comissão de Valores Mobiliários - CVM) and with the U.S. Securities and Exchange Commission (SEC), including Itaú Unibanco Holding’s most recent Annual Report on Form 20F.

Disclaimer Corpbanca Pro Forma Information st The merger between Itaú Chile and CorpBanca was concluded on April, 1 2016. As from the second quarter of 2016, Itaú CorpBanca, the company resulting from this merger, was consolidated in our financial statements, as we are the controlling shareholder of the new bank. In order to allow comparison with previous periods, we are presenting historical pro forma data, that is, the combined result of Itaú Unibanco and CorpBanca for the periods previous to the second quarter of 2016, in the Management Discussion & Analysis report and in this presentation. The pro forma statements above mentioned were prepared considering all lines of the income statement, including 100% of Itaú CorpBanca’s result. The result related to the minority shareholders is shown in the “minority interests in subsidiaries” line, for both CorpBanca and Itaú Chile. As the data was prepared to demonstrate, on a retroactively basis, the effect of a transaction occurred in a subsequent date, there are limits inherent to pro forma information. The data was provided for illustration purposes only and should not be taken as a demonstration of the result that would have been achieved if the merger had occurred on a previous date, nor do they indicate any future result of the combined company. Consolidation of Citibank The consolidation of Citibank began on October 31, 2017, with impact on our net income in November and December 2017. As from the first quarter of 2018, we have started to present Citibank’s operations in Brazil line by line in our managerial income statement. For comparison purposes, we reprocessed the fourth quarter of 2017 to also present Citibank’s operations in Brazil in all lines of our managerial income statement (presented on a specific line in the 4Q17). page 3Disclaimer Corpbanca Pro Forma Information st The merger between Itaú Chile and CorpBanca was concluded on April, 1 2016. As from the second quarter of 2016, Itaú CorpBanca, the company resulting from this merger, was consolidated in our financial statements, as we are the controlling shareholder of the new bank. In order to allow comparison with previous periods, we are presenting historical pro forma data, that is, the combined result of Itaú Unibanco and CorpBanca for the periods previous to the second quarter of 2016, in the Management Discussion & Analysis report and in this presentation. The pro forma statements above mentioned were prepared considering all lines of the income statement, including 100% of Itaú CorpBanca’s result. The result related to the minority shareholders is shown in the “minority interests in subsidiaries” line, for both CorpBanca and Itaú Chile. As the data was prepared to demonstrate, on a retroactively basis, the effect of a transaction occurred in a subsequent date, there are limits inherent to pro forma information. The data was provided for illustration purposes only and should not be taken as a demonstration of the result that would have been achieved if the merger had occurred on a previous date, nor do they indicate any future result of the combined company. Consolidation of Citibank The consolidation of Citibank began on October 31, 2017, with impact on our net income in November and December 2017. As from the first quarter of 2018, we have started to present Citibank’s operations in Brazil line by line in our managerial income statement. For comparison purposes, we reprocessed the fourth quarter of 2017 to also present Citibank’s operations in Brazil in all lines of our managerial income statement (presented on a specific line in the 4Q17). page 3

Agenda 1. Our Profile 2. Corporate Governance 3. Business Overview 4. Financial Highlights 5. Information Technology 6. Itaú Unibanco in Capital Markets 7. Sustainability As of February 04, 2019Agenda 1. Our Profile 2. Corporate Governance 3. Business Overview 4. Financial Highlights 5. Information Technology 6. Itaú Unibanco in Capital Markets 7. Sustainability As of February 04, 2019

Our Profile 1Our Profile 1

Itaú Unibanco at a Glance Financial Highlights and Ratios Leading position in Brazil As of and for the quarter ended December 2018 (1) § US$88.3 billion market cap Highlights § 100,335 employees in Brazil and abroad Total Assets R$1649.6 Bi § 4,940 branches and CSBs in Brazil and abroad (1) Total Loans R$636.9 Bi 48,476 ATMs in Brazil and abroad § Stockholders’ Equity R$131.8 Bi (2) § Around 49,7 million clients in the Retail Bank R$25.7 Bi Recurring Net Income 2018 (2) R$6.5 Bi Recurring Net Income 4Q18 § Brazilian multinational bank Long Term Foreign Currency Moody´s: Ba3 § Major provider of finance for the expansion of Brazilian companies (Itaú Unibanco Holding) Fitch: BB In 2017 Itaú Unibanco was elected the The Best Company in People Management (by “Valor § S&P: BB- Carreira” magazine) and also recognized as a pro-ethics company (Pró-Ética), an initiative Financial Ratios (2) between the Office of the Comptroller General with the private sector, which encourages the voluntary adoption of integrity measures and corruption prevention in the business sector, (3) Recurring ROE 2018 21.9% being the only financial institution among the companies approved. (4) Global Footprint of Brazil’s Top Private Sector Bank | as of December 31, 2018 Recurring ROE 4Q18 21.8% (5) Efficiency Ratio 2018 47.6% (5) Efficiency Ratio 4Q18 48.7% Liquidity Coverage Ratio 172% (6) Tier I Capital - BIS III 15.9% (1) Includes financial guarantees provided and corporate securities. (2) Represents Net Income adjusted for certain non recurring events described in the 4Q18 MD&A – Executive Summary. (3) Calculated using Recurring Net Income / Average Equity. For annualized calculation method, please refer to Historical Series Spreadsheet. (4) Calculated using Recurring Net Income / Average Equity. For annualized calculation method, please refer to the 4Q18 MD&A – Executive Summary. (5) See “Efficiency Ratio” slides in this presentation for criteria. (6) Includes impacts from schedule anticipation of deductions and does not consider the additional dividend and interest on own capital; (1) As of December 31, 2018. Source: Economatica. (2) Controladoria-Geral da União (CGU). page 6Itaú Unibanco at a Glance Financial Highlights and Ratios Leading position in Brazil As of and for the quarter ended December 2018 (1) § US$88.3 billion market cap Highlights § 100,335 employees in Brazil and abroad Total Assets R$1649.6 Bi § 4,940 branches and CSBs in Brazil and abroad (1) Total Loans R$636.9 Bi 48,476 ATMs in Brazil and abroad § Stockholders’ Equity R$131.8 Bi (2) § Around 49,7 million clients in the Retail Bank R$25.7 Bi Recurring Net Income 2018 (2) R$6.5 Bi Recurring Net Income 4Q18 § Brazilian multinational bank Long Term Foreign Currency Moody´s: Ba3 § Major provider of finance for the expansion of Brazilian companies (Itaú Unibanco Holding) Fitch: BB In 2017 Itaú Unibanco was elected the The Best Company in People Management (by “Valor § S&P: BB- Carreira” magazine) and also recognized as a pro-ethics company (Pró-Ética), an initiative Financial Ratios (2) between the Office of the Comptroller General with the private sector, which encourages the voluntary adoption of integrity measures and corruption prevention in the business sector, (3) Recurring ROE 2018 21.9% being the only financial institution among the companies approved. (4) Global Footprint of Brazil’s Top Private Sector Bank | as of December 31, 2018 Recurring ROE 4Q18 21.8% (5) Efficiency Ratio 2018 47.6% (5) Efficiency Ratio 4Q18 48.7% Liquidity Coverage Ratio 172% (6) Tier I Capital - BIS III 15.9% (1) Includes financial guarantees provided and corporate securities. (2) Represents Net Income adjusted for certain non recurring events described in the 4Q18 MD&A – Executive Summary. (3) Calculated using Recurring Net Income / Average Equity. For annualized calculation method, please refer to Historical Series Spreadsheet. (4) Calculated using Recurring Net Income / Average Equity. For annualized calculation method, please refer to the 4Q18 MD&A – Executive Summary. (5) See “Efficiency Ratio” slides in this presentation for criteria. (6) Includes impacts from schedule anticipation of deductions and does not consider the additional dividend and interest on own capital; (1) As of December 31, 2018. Source: Economatica. (2) Controladoria-Geral da União (CGU). page 6

Our Vision Vision: To be the leading bank in sustainable performance and customer satisfaction • Implement a customer satisfaction-oriented culture, that is business-driven, through a simplified operational structure • Maximize shareholder returns, aiming at firm-wide growth • We aspire to be the preferred bank for top talents at every level • Attract and retain committed professionals with high ethical standards and strong organizational pride • Shared leadership, conquered through talent and commitment to excellence, focused on meritocracy • Create an atmosphere that inspires creativity, entrepreneurialism and the exchange of ideas • Pursue a cutting-edge technology, striving to best serve our client needs, ultimately creating value • Uphold the highest ethical standards in the relationship with clients, employees, regulators, society and the markets page 7Our Vision Vision: To be the leading bank in sustainable performance and customer satisfaction • Implement a customer satisfaction-oriented culture, that is business-driven, through a simplified operational structure • Maximize shareholder returns, aiming at firm-wide growth • We aspire to be the preferred bank for top talents at every level • Attract and retain committed professionals with high ethical standards and strong organizational pride • Shared leadership, conquered through talent and commitment to excellence, focused on meritocracy • Create an atmosphere that inspires creativity, entrepreneurialism and the exchange of ideas • Pursue a cutting-edge technology, striving to best serve our client needs, ultimately creating value • Uphold the highest ethical standards in the relationship with clients, employees, regulators, society and the markets page 7

Our Way 1. It’s only good for us if it’s good for the client We are people providing service to people, with passion and excellence. We work with the client and for the client – because they are the main reason behind why we do what we do. 2. We’re passionate about performance Generating sustainable results is in our DNA. The continuous challenge of seeking leadership in performance has brought us to where we are – and will continue guiding our company towards our objectives. 3. People mean everything to us Everything we do is carried out by people. Talented people who enjoy working in a collaborative atmosphere, based on meritocracy and high performance. 4. The best argument is the one that matters We encourage a challenging work environment, which is open to questioning and constructive discussion. For us, the hierarchy which counts is the hierarchy of the best idea. 5. Simple. Always We believe that simplicity is the best path to efficiency. That’s why we strive not to mistake depth for complexity, and simplicity for simplism. 6. We think and act like owners We always think like business owners, leading by example and putting collective objectives before personal ambition. 7. Ethics are non-negotiable We do what is right, without using shortcuts or devious ways to do business. We exercise leadership in a transparent and responsible way, fully committed to society and the best governance and management practices. page 8Our Way 1. It’s only good for us if it’s good for the client We are people providing service to people, with passion and excellence. We work with the client and for the client – because they are the main reason behind why we do what we do. 2. We’re passionate about performance Generating sustainable results is in our DNA. The continuous challenge of seeking leadership in performance has brought us to where we are – and will continue guiding our company towards our objectives. 3. People mean everything to us Everything we do is carried out by people. Talented people who enjoy working in a collaborative atmosphere, based on meritocracy and high performance. 4. The best argument is the one that matters We encourage a challenging work environment, which is open to questioning and constructive discussion. For us, the hierarchy which counts is the hierarchy of the best idea. 5. Simple. Always We believe that simplicity is the best path to efficiency. That’s why we strive not to mistake depth for complexity, and simplicity for simplism. 6. We think and act like owners We always think like business owners, leading by example and putting collective objectives before personal ambition. 7. Ethics are non-negotiable We do what is right, without using shortcuts or devious ways to do business. We exercise leadership in a transparent and responsible way, fully committed to society and the best governance and management practices. page 8

Medium and Long-Term Strategic Agenda CORPORATE GOVERNANCE AND SUSTAINABILITY PERMEATE ALL EFFORTS ON KEY STRATEGIC OBJECTIVES Commitment to permanently improve corporate governance plays a vital role in protecting stakeholders’ interests. We incorporate sustainability into our strategy through a consolidated governance structure that is integrated with our business, thus making environmental and social issues part of our everyday activities, by incorporating variables on these issues into diverse processes, such as credit granting, investments, insurance activities, contracting of suppliers, and wealth management. We aim at creating a virtuous cycle on the path towards sustainable performance, which can only be met by collaborative work involving our main stakeholders: employees; clients; shareholders and society. TRANSFORMATION CONTINUOUS IMPROVEMENT Risk Management Client Centricity to endeavor our efforts to fully comply with the Risk Appetite to embrace this concept to the fullest in order to always develop products and a “service culture” focused on guidelines. Managing risks is the essence of our activity and a client satisfaction and long-term relationships. responsibility of all employees. Internationalization Digital moving forward in the internationalization process does to speed up our digital transformation process to increase the productivity of IT area and spread a not necessarily mean to take activities to new countries, digital mindset throughout the bank to improve but to reach, in the countries we are present in, the same efficiency, user experience and client satisfaction. management quality and results we have in Brazil. Sustainable Profitability People Management to continuously increase the efficiency of our to improve our incentive model and evaluation tools to contemplate the new dynamics of cooperative operations, having the ability to identify work, making them effective to fairly assess opportunities to reduce costs, managing investments to gain agility, in addition to individual deliveries within efficiently managing capital allocation cross-functional teams. through adequate cost of equity. page 9Medium and Long-Term Strategic Agenda CORPORATE GOVERNANCE AND SUSTAINABILITY PERMEATE ALL EFFORTS ON KEY STRATEGIC OBJECTIVES Commitment to permanently improve corporate governance plays a vital role in protecting stakeholders’ interests. We incorporate sustainability into our strategy through a consolidated governance structure that is integrated with our business, thus making environmental and social issues part of our everyday activities, by incorporating variables on these issues into diverse processes, such as credit granting, investments, insurance activities, contracting of suppliers, and wealth management. We aim at creating a virtuous cycle on the path towards sustainable performance, which can only be met by collaborative work involving our main stakeholders: employees; clients; shareholders and society. TRANSFORMATION CONTINUOUS IMPROVEMENT Risk Management Client Centricity to endeavor our efforts to fully comply with the Risk Appetite to embrace this concept to the fullest in order to always develop products and a “service culture” focused on guidelines. Managing risks is the essence of our activity and a client satisfaction and long-term relationships. responsibility of all employees. Internationalization Digital moving forward in the internationalization process does to speed up our digital transformation process to increase the productivity of IT area and spread a not necessarily mean to take activities to new countries, digital mindset throughout the bank to improve but to reach, in the countries we are present in, the same efficiency, user experience and client satisfaction. management quality and results we have in Brazil. Sustainable Profitability People Management to continuously increase the efficiency of our to improve our incentive model and evaluation tools to contemplate the new dynamics of cooperative operations, having the ability to identify work, making them effective to fairly assess opportunities to reduce costs, managing investments to gain agility, in addition to individual deliveries within efficiently managing capital allocation cross-functional teams. through adequate cost of equity. page 9

Itaú Unibanco Global Footprint Itaú Unibanco has an important presence in key financial centers supported by a unique recognition and reputation. We want to be recognized as: The Latin American Bank CIB London, Lisbon, Madrid, Paris, Frankfurt Institutional Clients / Asset London Private Banking CIB Zurich NY, Cayman, Bahamas Institutional Clients / Asset CIB / Institutional Clients / Asset NY, Cayman Tokyo, Dubai Private Banking Cayman, Bahamas, Miami CIB / Institutional Clients Mexico CIB Brazil, Argentina, Chile, Peru, Colombia, Uruguay, Paraguay, Panama Institutional Clients / Asset Brazil, Argentina, Chile Private Banking Brazil, Chile, Paraguay Retail Banking Brazil, Argentina, Chile, Paraguay, Uruguay, Colombia, Panama page 10Itaú Unibanco Global Footprint Itaú Unibanco has an important presence in key financial centers supported by a unique recognition and reputation. We want to be recognized as: The Latin American Bank CIB London, Lisbon, Madrid, Paris, Frankfurt Institutional Clients / Asset London Private Banking CIB Zurich NY, Cayman, Bahamas Institutional Clients / Asset CIB / Institutional Clients / Asset NY, Cayman Tokyo, Dubai Private Banking Cayman, Bahamas, Miami CIB / Institutional Clients Mexico CIB Brazil, Argentina, Chile, Peru, Colombia, Uruguay, Paraguay, Panama Institutional Clients / Asset Brazil, Argentina, Chile Private Banking Brazil, Chile, Paraguay Retail Banking Brazil, Argentina, Chile, Paraguay, Uruguay, Colombia, Panama page 10

1 A History of Successful Strategic Deals Acquisition of the remaining 50% of: Retail - Brazil Uruguay NACIONAL Acquisition of the Banco Itaú BMG Consignado minority interest of: Casa Moreira Salles Acquisition of a 1924 minority interest in: Unibanco 1995 - 1998 2000 - 2003 2004 - 2007 Merger 2008 2009 - 2018 Itaú 1944 Foundation of Banco Itaú Alliance with: BEG Banco del Buen Ayre (1) Includes mergers, acquisitions, joint-ventures and partnerships. page 111 A History of Successful Strategic Deals Acquisition of the remaining 50% of: Retail - Brazil Uruguay NACIONAL Acquisition of the Banco Itaú BMG Consignado minority interest of: Casa Moreira Salles Acquisition of a 1924 minority interest in: Unibanco 1995 - 1998 2000 - 2003 2004 - 2007 Merger 2008 2009 - 2018 Itaú 1944 Foundation of Banco Itaú Alliance with: BEG Banco del Buen Ayre (1) Includes mergers, acquisitions, joint-ventures and partnerships. page 11

Corporate Governance 2Corporate Governance 2

Corporate Governance at Itaú Unibanco Strengths of our structure Family ownership ensuring a long-term view • • Professional management team • Strong corporate governance • Broad shareholder base (52.78% of our shares in free float) Egydio de Souza Free Float* Moreira Salles Family Non Voting Shares Aranha Family Free Float Foreigners Brazilian 100.00% Total in NYSE investors in B3 32% 29% Cia. E. Johnston de 36.73% ON 63.27% ON 81.39% PN Participações 4.7 bn 18.61% PN 66.04% Total (number of 32.96% Total shares) 39% 50.00% ON 33.47% Total Foreigners in B3 50.00% ON 100.00% PN IUPAR Itaúsa Free Float* 66.53% Total 39.21% ON 7.82% ON 51.71% ON 0.003% PN 99.60% PN 26.38% Total 20.00% Total 52.78% Total Itaú Unibanco Holding S.A. Note: ON = Common Shares; PN = Non-voting Shares. (*) Excluding shares held by majority owners and treasury shares. page 13Corporate Governance at Itaú Unibanco Strengths of our structure Family ownership ensuring a long-term view • • Professional management team • Strong corporate governance • Broad shareholder base (52.78% of our shares in free float) Egydio de Souza Free Float* Moreira Salles Family Non Voting Shares Aranha Family Free Float Foreigners Brazilian 100.00% Total in NYSE investors in B3 32% 29% Cia. E. Johnston de 36.73% ON 63.27% ON 81.39% PN Participações 4.7 bn 18.61% PN 66.04% Total (number of 32.96% Total shares) 39% 50.00% ON 33.47% Total Foreigners in B3 50.00% ON 100.00% PN IUPAR Itaúsa Free Float* 66.53% Total 39.21% ON 7.82% ON 51.71% ON 0.003% PN 99.60% PN 26.38% Total 20.00% Total 52.78% Total Itaú Unibanco Holding S.A. Note: ON = Common Shares; PN = Non-voting Shares. (*) Excluding shares held by majority owners and treasury shares. page 13

IUPAR (Itaú Unibanco Participações) and Itaú Unibanco Governance Alignment and union among shareholders; Family control Group´s vision, mission and values; IUPAR Significant mergers & acquisitions; (Itaú Unibanco with a strategic Nominations to the Board of Directors and CEO; long-term vision Participações) Performance evaluation and admission of family members; Discussion and approval of the long-term strategy. Definition and monitoring of the company’s strategy; Mergers & acquisitions; Professional management Monitor the Executive Committee performance; Establishment of Nomination of executive officers (meritocracy); Itaú Unibanco operational parameters Budget approval; Board of Directors Definition and supervision of risk appetite and policies relating to the use of capital; Definition and monitoring of incentive and compensation models and goal setting; Supervision of the technology strategy; Definition of meritocracy policies; Supervision of the business operation. Implementation of Board of Directors’ guidelines and Value creation Executive goals; Committee Operation of the businesses and strategy for products Implementation of strategy and day-to-day management and segments; Ensure better allocation and management of financial, operational and human resources; Monitoring of market, credit and operational risks; Operate the Bank with a view to creating value. page 14IUPAR (Itaú Unibanco Participações) and Itaú Unibanco Governance Alignment and union among shareholders; Family control Group´s vision, mission and values; IUPAR Significant mergers & acquisitions; (Itaú Unibanco with a strategic Nominations to the Board of Directors and CEO; long-term vision Participações) Performance evaluation and admission of family members; Discussion and approval of the long-term strategy. Definition and monitoring of the company’s strategy; Mergers & acquisitions; Professional management Monitor the Executive Committee performance; Establishment of Nomination of executive officers (meritocracy); Itaú Unibanco operational parameters Budget approval; Board of Directors Definition and supervision of risk appetite and policies relating to the use of capital; Definition and monitoring of incentive and compensation models and goal setting; Supervision of the technology strategy; Definition of meritocracy policies; Supervision of the business operation. Implementation of Board of Directors’ guidelines and Value creation Executive goals; Committee Operation of the businesses and strategy for products Implementation of strategy and day-to-day management and segments; Ensure better allocation and management of financial, operational and human resources; Monitoring of market, credit and operational risks; Operate the Bank with a view to creating value. page 14

Itaú Unibanco Board of Directors and Executive Committees Co-Chairman Co- Chairman Pedro Moreira Salles Roberto Egydio Setubal . Directors Alfredo Egydio Setubal Marco Ambrogio Crespi Bonomi Gustavo Jorge Laboissière Loyola 1 Amos Genish 1 Pedro Luiz Bodin de Moraes 1 João Moreira Salles Ana Lúcia de Mattos Barretto Villela Ricardo Villela Marino José Galló 1 Fábio Colletti Barbosa 1 Chief Executive Officer (CEO) Candido Botelho Bracher • Ombudsman General Directors Executive Vice Presidents Wholesale Retail IT and Operations Risks and Finance Legal and Human Resources • Large and Medium • Branches • IT • Risks • Legal and Internal Corporates • Cards • Operations • Finance • Human Resources • Asset Management • REDE • Procurement • Corporate Communication • Institutional • Real Estate • Institutional and Treasury • Insurance Governmental Relations • Private Bank • Vehicles • Marketing • Custody • Consortia • Sustainability • Latin America • Payroll • Investment Banking (1) Independent Director. page 15 Executive Committees Board of DirectorsItaú Unibanco Board of Directors and Executive Committees Co-Chairman Co- Chairman Pedro Moreira Salles Roberto Egydio Setubal . Directors Alfredo Egydio Setubal Marco Ambrogio Crespi Bonomi Gustavo Jorge Laboissière Loyola 1 Amos Genish 1 Pedro Luiz Bodin de Moraes 1 João Moreira Salles Ana Lúcia de Mattos Barretto Villela Ricardo Villela Marino José Galló 1 Fábio Colletti Barbosa 1 Chief Executive Officer (CEO) Candido Botelho Bracher • Ombudsman General Directors Executive Vice Presidents Wholesale Retail IT and Operations Risks and Finance Legal and Human Resources • Large and Medium • Branches • IT • Risks • Legal and Internal Corporates • Cards • Operations • Finance • Human Resources • Asset Management • REDE • Procurement • Corporate Communication • Institutional • Real Estate • Institutional and Treasury • Insurance Governmental Relations • Private Bank • Vehicles • Marketing • Custody • Consortia • Sustainability • Latin America • Payroll • Investment Banking (1) Independent Director. page 15 Executive Committees Board of Directors

Risk Management Structure Board of Directors Capital and Risk Audit Committee Pedro Moreira Salles Management Committee Gustavo Loyola 1 Roberto Egydio Setubal Pedro Bodin 1 3rd line of defense Internal Audit Independent review of the Paulo Miron activities developed by the institution. Itaú Unibanco Holding President and CEO Candido Bracher Risk and Finance Control and General General Technology and Legal, Institutional Retail Office Management Department Wholesale Office Operations Department and Personnel Dept. Milton Maluhy Marcio Schettini André Sapoznik Caio David Claudia Politanski Executive Finance and Market Risk Control Office 2nd line of defense 1st line of defense Investor Relations Office Ensures that risks are Manages risks originated by these managed according to: Operational Risk and Compliance offices; its role is to: Executive Office Risk appetite Identify Control Credit Risk and Modeling Office Policies Assess Report Procedures (1) Independent Director. page 16Risk Management Structure Board of Directors Capital and Risk Audit Committee Pedro Moreira Salles Management Committee Gustavo Loyola 1 Roberto Egydio Setubal Pedro Bodin 1 3rd line of defense Internal Audit Independent review of the Paulo Miron activities developed by the institution. Itaú Unibanco Holding President and CEO Candido Bracher Risk and Finance Control and General General Technology and Legal, Institutional Retail Office Management Department Wholesale Office Operations Department and Personnel Dept. Milton Maluhy Marcio Schettini André Sapoznik Caio David Claudia Politanski Executive Finance and Market Risk Control Office 2nd line of defense 1st line of defense Investor Relations Office Ensures that risks are Manages risks originated by these managed according to: Operational Risk and Compliance offices; its role is to: Executive Office Risk appetite Identify Control Credit Risk and Modeling Office Policies Assess Report Procedures (1) Independent Director. page 16

Governance Structure at Itaú Unibanco Shareholder’s Meeting Fiscal Council Board of Directors Audit Personnel Related Nomination Risk and Capital Strategy Compensation International Digital Committee Committee Parties and Corporate Management Committee Committee Advisory Advisory Committee Governance Committee Board Board Committee Internal Audit Independent Audit Board of Officers Disclosure and Trading Committee page 17Governance Structure at Itaú Unibanco Shareholder’s Meeting Fiscal Council Board of Directors Audit Personnel Related Nomination Risk and Capital Strategy Compensation International Digital Committee Committee Parties and Corporate Management Committee Committee Advisory Advisory Committee Governance Committee Board Board Committee Internal Audit Independent Audit Board of Officers Disclosure and Trading Committee page 17

Credit Risk Policies Hierarchy § Defines and monitors Risk Appetite; Board of Directors and § Approval of policies, strategies and definition of minimum Capital and Risk Management Committee expected return on capital; § Improvement of Risk Culture. § Defines a Global Policy; 1 § Approves policies having the most significant impact on EC ; Executive Committee § Monitors Portfolio and Risk Appetite; § Credit Strategy. § Defines and approves policies having the less significant impact General Office 1 on EC . and Risk Dept. (1) EC = Economic Capital. page 18Credit Risk Policies Hierarchy § Defines and monitors Risk Appetite; Board of Directors and § Approval of policies, strategies and definition of minimum Capital and Risk Management Committee expected return on capital; § Improvement of Risk Culture. § Defines a Global Policy; 1 § Approves policies having the most significant impact on EC ; Executive Committee § Monitors Portfolio and Risk Appetite; § Credit Strategy. § Defines and approves policies having the less significant impact General Office 1 on EC . and Risk Dept. (1) EC = Economic Capital. page 18

Risk Appetite Defined by the Board of Directors Principles Statement Dimensions § Sustainability and customer § Optimization of capital § Reputation; satisfaction; allocation; § Liquidity; § Risk pricing;§ Low volatility in results; § Capitalization; § Operational excellence;§ Regional focus; § Operational Risk; § Breakdown of results; § Diversification;§ Alignment with “Our Way”; § Credit. § Risk Culture;§ Diversification of businesses. § Ethics and regulatory compliance. Credit Metrics Concentration by countries Highest credit VaR 1 Concentration by segments Exposure by ratings Concentration by industry Highest exposures Maximum PD 2 (1) VAR = Value at Risk; (2) PD = Probability of default. page 19Risk Appetite Defined by the Board of Directors Principles Statement Dimensions § Sustainability and customer § Optimization of capital § Reputation; satisfaction; allocation; § Liquidity; § Risk pricing;§ Low volatility in results; § Capitalization; § Operational excellence;§ Regional focus; § Operational Risk; § Breakdown of results; § Diversification;§ Alignment with “Our Way”; § Credit. § Risk Culture;§ Diversification of businesses. § Ethics and regulatory compliance. Credit Metrics Concentration by countries Highest credit VaR 1 Concentration by segments Exposure by ratings Concentration by industry Highest exposures Maximum PD 2 (1) VAR = Value at Risk; (2) PD = Probability of default. page 19

Risk Appetite (as approved by the Board of Directors) The Risk Appetite... establishes the types and levels of risk acceptable to the bank, within which management seeks to maximize value creation. It is based on Guided by the and monitored by 43 metrics inserted Board of Directors Principles of Risk in the day-to-day of business management Statement Management Capitalization “We are a universal bank, • Capital ratios in normal and stress situations o Sustainability and operating predominantly in • Debt issuance ratings customer satisfaction Latin America. Supported by Liquidity our risk culture, we operate • Short and mid-term liquidity indicators based on rigorous ethical o Risk culture Results Composition and regulatory compliance • Largest credit risk standards, seeking high and • Largest exposures and by rating brackets o Price for risk • Concentration by sectors, countries and segments growing results, with low • Concentration of market risk volatility, by means of the o Diversification long-lasting relationship with Operational Risk • Operational losses events clients, correct price for risk, • Information technology o Operational excellence well-distributed funding and Reputation proper use of capital.” • Suitability indicators o Ethics and respect for • Media Exposure regulation • Customer complaint tracking • Regulatory compliance page 20 DimensionsRisk Appetite (as approved by the Board of Directors) The Risk Appetite... establishes the types and levels of risk acceptable to the bank, within which management seeks to maximize value creation. It is based on Guided by the and monitored by 43 metrics inserted Board of Directors Principles of Risk in the day-to-day of business management Statement Management Capitalization “We are a universal bank, • Capital ratios in normal and stress situations o Sustainability and operating predominantly in • Debt issuance ratings customer satisfaction Latin America. Supported by Liquidity our risk culture, we operate • Short and mid-term liquidity indicators based on rigorous ethical o Risk culture Results Composition and regulatory compliance • Largest credit risk standards, seeking high and • Largest exposures and by rating brackets o Price for risk • Concentration by sectors, countries and segments growing results, with low • Concentration of market risk volatility, by means of the o Diversification long-lasting relationship with Operational Risk • Operational losses events clients, correct price for risk, • Information technology o Operational excellence well-distributed funding and Reputation proper use of capital.” • Suitability indicators o Ethics and respect for • Media Exposure regulation • Customer complaint tracking • Regulatory compliance page 20 Dimensions

Retail Management – Individuals and Small and Middle Companies STATISTICAL MODELS Lowest risk Risk Level Highest Risk 100 100 102 98 114 94 123 89 128 88 148 88 153 88 100 100 104 101 102 95 101 89 106 90 112 99 124 94 115 91 115 91 116 92 130 93 148 88 157 81 167 79 v 110 91 112 102 114 97 113 92 118 96 121 77 130 91 114 86 118 87 134 79 136 74 169 72 166 67 179 65 114 82 122 99 127 85 130 77 142 115 173 73 155 65 Fictitious figures (Basis 100 = lowest risk cell). Higher risk 116 92 RAROC (Risk Adjusted Return on Capital) Default Rate 114 97 Loss/Revenue ROE (Return on Equity) Management tool (tightening and easing credit standards) Data adjusted to expected future macroeconomic scenario page 21 POLICY Variables that distinguishes riskRetail Management – Individuals and Small and Middle Companies STATISTICAL MODELS Lowest risk Risk Level Highest Risk 100 100 102 98 114 94 123 89 128 88 148 88 153 88 100 100 104 101 102 95 101 89 106 90 112 99 124 94 115 91 115 91 116 92 130 93 148 88 157 81 167 79 v 110 91 112 102 114 97 113 92 118 96 121 77 130 91 114 86 118 87 134 79 136 74 169 72 166 67 179 65 114 82 122 99 127 85 130 77 142 115 173 73 155 65 Fictitious figures (Basis 100 = lowest risk cell). Higher risk 116 92 RAROC (Risk Adjusted Return on Capital) Default Rate 114 97 Loss/Revenue ROE (Return on Equity) Management tool (tightening and easing credit standards) Data adjusted to expected future macroeconomic scenario page 21 POLICY Variables that distinguishes risk

Credit Offer Based on Future Scenario STATISTICAL MODELS Highest Lowest Risk Level risk risk Credit Available Base Scenario Credit Not Available Credit Not Available Highest risk Positive future expectation Negative future expectation Risk Level Risk Level Credit Available Credit Available Credit Not Available Credit Not Available Tightening of credit, maintaining the same Easing of credit, maintaining the same appetite appetite page 22 POLICY POLICYCredit Offer Based on Future Scenario STATISTICAL MODELS Highest Lowest Risk Level risk risk Credit Available Base Scenario Credit Not Available Credit Not Available Highest risk Positive future expectation Negative future expectation Risk Level Risk Level Credit Available Credit Available Credit Not Available Credit Not Available Tightening of credit, maintaining the same Easing of credit, maintaining the same appetite appetite page 22 POLICY POLICY

Business Overview 3Business Overview 3

Universal Bank 1 RETAIL BANKING WHOLESALE BANKING RETAIL AND REAL ESTATE CREDIT ITAÚ BBA 4,428 branches and client service branches and 47,301 ATMs in Brazil; Full coverage of corporate clients with RETAIL annual sales above R$ 200 million; AND REAL Premier banking brand in Brazil; ESTATE Leadership in IB products with top Strategically positioned for growth in mortgage market CREDIT ITAÚ BBA CREDIT positions in major league tables; (partnerships with Lopes). CARD AND (CORPORATE, Treasury operations for the CONSUMER IB AND conglomerate. CREDIT CARD AND CONSUMER FINANCE TREASURY) FINANCE Approximately 32.4 million credit card accounts LATAM and 28.1 million debit card accounts; Purpose: to be recognized as Leader in Brazilian credit card market, extensive “The Latin American Bank”; number of joint ventures and partnerships VEHICLES LATAM Retail presence in Latin America with retailers. (ex-Brazil): Argentina, Chile, Paraguay, Uruguay, VEHICLES Colombia, Panama. Total portfolio for individuals of R$15.9 billion; UNIVERSAL BANK Lease and finance through over 10 thousand dealers. WEALTH MANAGEMENT WEALTH AND SERVICES INSURANCE² MANAGEMENT INSURANCE OPERATIONS SERVICES Total assets under administration One of the largest players in Brazil based of approximately R$1,131 billion; on direct premiums; Leader in Private banking Association with Porto Seguro for auto and residential insurance; SMALL MIDDLE services in Latin America. COMPANY COMPANY 4Q18 net income: R$547 million MIDDLE COMPANY SMALL COMPANY Corporate clients with annual sales Small and Medium Enterprises with annual sales up to R$30 million. from R$30 million to R$200 million. (1) December 31, 2018 figures; (2) Includes Insurance, Pension Plan and Premium Bond operations. page 24Universal Bank 1 RETAIL BANKING WHOLESALE BANKING RETAIL AND REAL ESTATE CREDIT ITAÚ BBA 4,428 branches and client service branches and 47,301 ATMs in Brazil; Full coverage of corporate clients with RETAIL annual sales above R$ 200 million; AND REAL Premier banking brand in Brazil; ESTATE Leadership in IB products with top Strategically positioned for growth in mortgage market CREDIT ITAÚ BBA CREDIT positions in major league tables; (partnerships with Lopes). CARD AND (CORPORATE, Treasury operations for the CONSUMER IB AND conglomerate. CREDIT CARD AND CONSUMER FINANCE TREASURY) FINANCE Approximately 32.4 million credit card accounts LATAM and 28.1 million debit card accounts; Purpose: to be recognized as Leader in Brazilian credit card market, extensive “The Latin American Bank”; number of joint ventures and partnerships VEHICLES LATAM Retail presence in Latin America with retailers. (ex-Brazil): Argentina, Chile, Paraguay, Uruguay, VEHICLES Colombia, Panama. Total portfolio for individuals of R$15.9 billion; UNIVERSAL BANK Lease and finance through over 10 thousand dealers. WEALTH MANAGEMENT WEALTH AND SERVICES INSURANCE² MANAGEMENT INSURANCE OPERATIONS SERVICES Total assets under administration One of the largest players in Brazil based of approximately R$1,131 billion; on direct premiums; Leader in Private banking Association with Porto Seguro for auto and residential insurance; SMALL MIDDLE services in Latin America. COMPANY COMPANY 4Q18 net income: R$547 million MIDDLE COMPANY SMALL COMPANY Corporate clients with annual sales Small and Medium Enterprises with annual sales up to R$30 million. from R$30 million to R$200 million. (1) December 31, 2018 figures; (2) Includes Insurance, Pension Plan and Premium Bond operations. page 24

Client Segmentation Individuals Segmentation Companies Segmentation by monthly income by annual sales Ultra Private Bank over R$4 billion or >R$750 million debt* >R$5 million in total investment Large >R$400 million up to R$4 billion or >R$200 million debt* Corporate >R$200 million up to R$400 million Personnalité >R$10 thousand or >R$100 thousand in Middle total investments >R$30 million up to R$200 million Uniclass >R$4 thousand up to R$10 thousand Very Small and Small Companies Retail up to R$4 thousand up to R$30 million *total exposure, includes financial guarantees provided and corporate securities. page 25 Retail Banking Wholesale BankingClient Segmentation Individuals Segmentation Companies Segmentation by monthly income by annual sales Ultra Private Bank over R$4 billion or >R$750 million debt* >R$5 million in total investment Large >R$400 million up to R$4 billion or >R$200 million debt* Corporate >R$200 million up to R$400 million Personnalité >R$10 thousand or >R$100 thousand in Middle total investments >R$30 million up to R$200 million Uniclass >R$4 thousand up to R$10 thousand Very Small and Small Companies Retail up to R$4 thousand up to R$30 million *total exposure, includes financial guarantees provided and corporate securities. page 25 Retail Banking Wholesale Banking

Retail in Brazil Automated Teller Machines (ATMs) in Brazil 2 Presence in Brazil 1 (As of December 31, 2018) 46,712 44,947 45,353 46,463 45,182 45,502 45,769 45,891 47,301 3 15 7 26 21 7 8 7 592 598 610 613 608 626 617 648 635 23,049 22,086 22,431 21,195 21,423 19,868 20,516 20,809 20,937 North 115 Northeast 24,405 24,010 23,903 23,940 23,954 23,853 23,760 23,680 23,660 340 Dec-16 Mar-17 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Midwest 3 4 5 Brazil Banco 24Horas ESB Third Party Locations 314 6,7 Branches and Client Service Branches (CSB) in Brazil Southeast 4,554 4,454 4,454 4,451 4,428 4,413 4,397 4,388 4,404 2,971 135 144 160 160 195 154 156 173 160 South 672 3,653 3,553 3,523 3,591 3,587 3,523 3,531 3,531 3,530 Brazil: 4,412 Abroad + IBBA: 528 766 757 736 718 703 704 697 700 703 Total: 4,940 Dec-16 Mar-17 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 CSB Brick and Mortar Branches Digital Branches (1) Considers Brick and Mortar Branches, digital branches and CSBs; (2) Does not include points of sale; (3) Includes Electronic Service Branches (such as exclusive ATMs inside companies); (4) Client Service Branches (CSBs); (5) Points of service in third-parties’ establishments (such as shopping centers and airports); (6) Points of service include only Client Service Branches (CSBs); (7) Includes Itaú BBA branches. page 26Retail in Brazil Automated Teller Machines (ATMs) in Brazil 2 Presence in Brazil 1 (As of December 31, 2018) 46,712 44,947 45,353 46,463 45,182 45,502 45,769 45,891 47,301 3 15 7 26 21 7 8 7 592 598 610 613 608 626 617 648 635 23,049 22,086 22,431 21,195 21,423 19,868 20,516 20,809 20,937 North 115 Northeast 24,405 24,010 23,903 23,940 23,954 23,853 23,760 23,680 23,660 340 Dec-16 Mar-17 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Midwest 3 4 5 Brazil Banco 24Horas ESB Third Party Locations 314 6,7 Branches and Client Service Branches (CSB) in Brazil Southeast 4,554 4,454 4,454 4,451 4,428 4,413 4,397 4,388 4,404 2,971 135 144 160 160 195 154 156 173 160 South 672 3,653 3,553 3,523 3,591 3,587 3,523 3,531 3,531 3,530 Brazil: 4,412 Abroad + IBBA: 528 766 757 736 718 703 704 697 700 703 Total: 4,940 Dec-16 Mar-17 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 CSB Brick and Mortar Branches Digital Branches (1) Considers Brick and Mortar Branches, digital branches and CSBs; (2) Does not include points of sale; (3) Includes Electronic Service Branches (such as exclusive ATMs inside companies); (4) Client Service Branches (CSBs); (5) Points of service in third-parties’ establishments (such as shopping centers and airports); (6) Points of service include only Client Service Branches (CSBs); (7) Includes Itaú BBA branches. page 26

Retail - Credit Cards, Joint Ventures and Partnerships with Retailers in Brazil Highlights Highlights JVs and Partnerships • Brazilian market leader in credit card transactions; • Focus on credit card instruments; • Qualification of the client base: proprietary channel x partnerships; • Long term agreements; • Credit card business comprises: • Alignment of incentives. • Issuance of cards; • Acquiring: REDE; • JVs and partnership with retailers; • Own brand: Hiper; • Approximately 60.5 million card accounts (4Q18): • 32.4 million credit card accounts; • 28.1 million debit card accounts; • R$ 131.7 billion in card transactions (4Q18): • R$ 97.6 billion in credit card transactions; • R$ 34.1 billion in debit card transactions; • High growth potential in credit card usage in Brazil. page 27Retail - Credit Cards, Joint Ventures and Partnerships with Retailers in Brazil Highlights Highlights JVs and Partnerships • Brazilian market leader in credit card transactions; • Focus on credit card instruments; • Qualification of the client base: proprietary channel x partnerships; • Long term agreements; • Credit card business comprises: • Alignment of incentives. • Issuance of cards; • Acquiring: REDE; • JVs and partnership with retailers; • Own brand: Hiper; • Approximately 60.5 million card accounts (4Q18): • 32.4 million credit card accounts; • 28.1 million debit card accounts; • R$ 131.7 billion in card transactions (4Q18): • R$ 97.6 billion in credit card transactions; • R$ 34.1 billion in debit card transactions; • High growth potential in credit card usage in Brazil. page 27

Retail - Cards in Brazil | Growing Penetration in Household Consumption Expenditure Credit and Debit Cards Billed Volume % at Household Consumption Expenditure 35.1% 34.9% 34.1% 33.8% 32.4% 32.1% 31.4% 30.8% 29.6% 13.0% 13.3% 12.5% 12.7% 12.1% 12.4% 11.7% 11.6% 11.0% 22.1% 21.6% 21.6% 21.1% 20.3% 19.7% 19.7% 19.2% 18.6% 3Q16 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 Credit Card Debit Card Sources: ABECS (Brazilian Credit Card Companies Association) and IBGE (Statistics and Geography Brazilian Institute) brand view in Sep/18. Only the purchase volume is considered in the cards billing. page 28Retail - Cards in Brazil | Growing Penetration in Household Consumption Expenditure Credit and Debit Cards Billed Volume % at Household Consumption Expenditure 35.1% 34.9% 34.1% 33.8% 32.4% 32.1% 31.4% 30.8% 29.6% 13.0% 13.3% 12.5% 12.7% 12.1% 12.4% 11.7% 11.6% 11.0% 22.1% 21.6% 21.6% 21.1% 20.3% 19.7% 19.7% 19.2% 18.6% 3Q16 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 Credit Card Debit Card Sources: ABECS (Brazilian Credit Card Companies Association) and IBGE (Statistics and Geography Brazilian Institute) brand view in Sep/18. Only the purchase volume is considered in the cards billing. page 28

Retail - Payroll Loan in Brazil Composition of Payroll Loans Portfolio by Sector Evolution of Payroll Loan Portfolio R$ billion 46.7 46.0 45.4 44.9 44.8 44.6 44.6 44.4 44.7 5.1 4.9 4.9 4.3 4.3 4.4 4.4 4.8 4.7 5.1 5.5 11% 5.9 6.4 7.6 8.8 8.2 7.0 9.2 11% 36.5 35.5 34.6 33.5 32.6 32.8 31.7 32.2 31.0 78% Dec-16 Mar-17 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 INSS Public Sector Private Sector Private Sector Public Sector INSS Composition of Payroll Loans Portfolio by Origination Composition of Personal Loans Portfolio R$ billion 1.6% 5.0% 46.7 46.0 45.4 44.8 44.6 44.4 44.7 44.6 44.9 37% 36% 36% 38% 38% 38% 38% 39% 59% 59% 60% 59% 59% 62% 61% 61% 62% 63% 64% 64% 62% 62% 62% 62% 61% 41% 41% 41% 39% 40% 41% 38% 39% 38% Jun-15 Dec-15 Jun-16 Dec-16 Jun-17 Dec-17 Jun-18 Dec-18 Dec-16 Mar-17 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Payroll Other - Personal Loan Branches Itaú Consignado S.A. page 29Retail - Payroll Loan in Brazil Composition of Payroll Loans Portfolio by Sector Evolution of Payroll Loan Portfolio R$ billion 46.7 46.0 45.4 44.9 44.8 44.6 44.6 44.4 44.7 5.1 4.9 4.9 4.3 4.3 4.4 4.4 4.8 4.7 5.1 5.5 11% 5.9 6.4 7.6 8.8 8.2 7.0 9.2 11% 36.5 35.5 34.6 33.5 32.6 32.8 31.7 32.2 31.0 78% Dec-16 Mar-17 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 INSS Public Sector Private Sector Private Sector Public Sector INSS Composition of Payroll Loans Portfolio by Origination Composition of Personal Loans Portfolio R$ billion 1.6% 5.0% 46.7 46.0 45.4 44.8 44.6 44.4 44.7 44.6 44.9 37% 36% 36% 38% 38% 38% 38% 39% 59% 59% 60% 59% 59% 62% 61% 61% 62% 63% 64% 64% 62% 62% 62% 62% 61% 41% 41% 41% 39% 40% 41% 38% 39% 38% Jun-15 Dec-15 Jun-16 Dec-16 Jun-17 Dec-17 Jun-18 Dec-18 Dec-16 Mar-17 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Payroll Other - Personal Loan Branches Itaú Consignado S.A. page 29

Retail - Mortgage Market in Brazil Mortgage Loans Evolution Distribution Channels for Individuals Balance As of December 2018 R$ million 0.5% 48,074 47,953 48,337 Partnerships 13.0% 14.0% 17.4% 11% Regular Real Estate Branches Brokers 11% 32% 87.0% 86.0% 82.6% Developers 15% High Income Branches Dec-17 Sep-18 Dec-18 31% Individuals Companies Collaterals (LTV) Average Ticket and Average Origination Term (Loan to value ratio) 58.4% 57.9% 54.7% 4Q18 40.2% 38.4% 38.7% Average operation period ¹ 322 months Average value of the Property ² R$538 thousand Financing Average Ticket R$315 thousand Dec-17 Sep-18 Dec-18 Vintage (quarterly average) Portfolio (1) Average Operation Period for new developers contracts; (2) Value determined using monthly financing average ticket and quarterly average LTV. Production source: ABECIP. page 30Retail - Mortgage Market in Brazil Mortgage Loans Evolution Distribution Channels for Individuals Balance As of December 2018 R$ million 0.5% 48,074 47,953 48,337 Partnerships 13.0% 14.0% 17.4% 11% Regular Real Estate Branches Brokers 11% 32% 87.0% 86.0% 82.6% Developers 15% High Income Branches Dec-17 Sep-18 Dec-18 31% Individuals Companies Collaterals (LTV) Average Ticket and Average Origination Term (Loan to value ratio) 58.4% 57.9% 54.7% 4Q18 40.2% 38.4% 38.7% Average operation period ¹ 322 months Average value of the Property ² R$538 thousand Financing Average Ticket R$315 thousand Dec-17 Sep-18 Dec-18 Vintage (quarterly average) Portfolio (1) Average Operation Period for new developers contracts; (2) Value determined using monthly financing average ticket and quarterly average LTV. Production source: ABECIP. page 30

Retail - Vehicle Financing in Brazil Highlights: Individuals and Corporate Individuals Portfolio Loans Granted R$ million • Growth of 33% in production (QoQ); R$ million • Offers finance through over 10 thousand dealers; • Average ticket size of the new vehicle concessions to individuals of R$33 12.9% thousand with LTV of 58% in the 4Q18; • 80% of the financing is guaranteed up to 4 years; • 88% of the financing are made up to 48 months; 33.3% 15,900 • In Jul-18 Itaú became the financial partner of Jaguar and Land Rover in Brazil. 14,080 Main Products and Services: • Novo Credline: a redesigned proposal origination platform, offers a 4,308 3,231 simple and renewed digital experience with mobile version; 4Q17 4Q18 4Q17 4Q18 • Digital Platform: allows more agility, autonomy and efficiency for stores and dealers; 90-day NPL Ratio | Individuals - Vehicles • iCarros: platform that applies innovative technologies and data analysis Base 100 = Dec-12 to solutions that help dealers make their sales processes more efficient; 109 • iCarros Club: B2B trade-in platform for used vehicles with bidding 100 features and online purchase, allows contact between sellers and buyers, guarantees the best offer for the vehicle, through more than 8,000 dealers all over Brazil; 68 • Digital Contracting: digital contracting integrated to iCarros platform 54 49 and can connect to other e-commerce as dealers websites; 43 35 • Digital Assistant: online credit analysis and approval platform. Automatically qualifies customer purchase interest via Internet or mobile, without additional cost; • Compra e Venda Protegida: this product mediates between the parties 2012 2013 2014 2015 2016 2017 2018 involved making trading safer; • Financing of Accessories and Services: credit line for financing of accessories and services, already embedded in the vehicles installment. page 31Retail - Vehicle Financing in Brazil Highlights: Individuals and Corporate Individuals Portfolio Loans Granted R$ million • Growth of 33% in production (QoQ); R$ million • Offers finance through over 10 thousand dealers; • Average ticket size of the new vehicle concessions to individuals of R$33 12.9% thousand with LTV of 58% in the 4Q18; • 80% of the financing is guaranteed up to 4 years; • 88% of the financing are made up to 48 months; 33.3% 15,900 • In Jul-18 Itaú became the financial partner of Jaguar and Land Rover in Brazil. 14,080 Main Products and Services: • Novo Credline: a redesigned proposal origination platform, offers a 4,308 3,231 simple and renewed digital experience with mobile version; 4Q17 4Q18 4Q17 4Q18 • Digital Platform: allows more agility, autonomy and efficiency for stores and dealers; 90-day NPL Ratio | Individuals - Vehicles • iCarros: platform that applies innovative technologies and data analysis Base 100 = Dec-12 to solutions that help dealers make their sales processes more efficient; 109 • iCarros Club: B2B trade-in platform for used vehicles with bidding 100 features and online purchase, allows contact between sellers and buyers, guarantees the best offer for the vehicle, through more than 8,000 dealers all over Brazil; 68 • Digital Contracting: digital contracting integrated to iCarros platform 54 49 and can connect to other e-commerce as dealers websites; 43 35 • Digital Assistant: online credit analysis and approval platform. Automatically qualifies customer purchase interest via Internet or mobile, without additional cost; • Compra e Venda Protegida: this product mediates between the parties 2012 2013 2014 2015 2016 2017 2018 involved making trading safer; • Financing of Accessories and Services: credit line for financing of accessories and services, already embedded in the vehicles installment. page 31

1,2 Retail - Insurance Ranking in Brazil Jan-Nov/18 Jan-Nov/18 Model 3 4th 4th Total Insurance 4 5th 5th Bancassurance Life & Personal Accidents 2nd 3rd Bancassurance Credit Insurance 6th 5th Bancassurance Pension Plan 3rd 3rd Bancassurance Premium Bonds 3rd 3rd Bancassurance Porto Seguro 2nd 2nd 5 Leader: Porto Seguro Leader: Porto Seguro Broker Vehicles 5 Broker Leader: Porto Seguro Leader: Porto Seguro Residential 6 5th 4th Other Insurance Activities 7 We do not offer this product. Large Risks We do not offer this product. Health Insurance (1) Source SUSEP, date: Nov/18, includes our 30% interest in Porto Seguro. Doesn´t consider Health and VGBL is consider in Pension Plans; (2) Insurance = Earned Premiums; Pension Plans = Provision for Benefits to be Granted and Premium Bonds = Revenues from Premium Bonds; (3) Recurring insurance activities and other activities; (4) Recurring insurance activities include: Personal Insurance (Life, Personal Accidents, Unemployment, Funeral Allowance, Serious Diseases, Random Events, Credit Life), Housing, Homeowners, Multiple Peril and Travel; (5) Considers only Porto Seguro numbers; (6) Other activities include: Extended Warranty,Large Risks, DPVAT and IRB; (7) The sale of this portfolio has been concluded on October 31, 2014. page 321,2 Retail - Insurance Ranking in Brazil Jan-Nov/18 Jan-Nov/18 Model 3 4th 4th Total Insurance 4 5th 5th Bancassurance Life & Personal Accidents 2nd 3rd Bancassurance Credit Insurance 6th 5th Bancassurance Pension Plan 3rd 3rd Bancassurance Premium Bonds 3rd 3rd Bancassurance Porto Seguro 2nd 2nd 5 Leader: Porto Seguro Leader: Porto Seguro Broker Vehicles 5 Broker Leader: Porto Seguro Leader: Porto Seguro Residential 6 5th 4th Other Insurance Activities 7 We do not offer this product. Large Risks We do not offer this product. Health Insurance (1) Source SUSEP, date: Nov/18, includes our 30% interest in Porto Seguro. Doesn´t consider Health and VGBL is consider in Pension Plans; (2) Insurance = Earned Premiums; Pension Plans = Provision for Benefits to be Granted and Premium Bonds = Revenues from Premium Bonds; (3) Recurring insurance activities and other activities; (4) Recurring insurance activities include: Personal Insurance (Life, Personal Accidents, Unemployment, Funeral Allowance, Serious Diseases, Random Events, Credit Life), Housing, Homeowners, Multiple Peril and Travel; (5) Considers only Porto Seguro numbers; (6) Other activities include: Extended Warranty,Large Risks, DPVAT and IRB; (7) The sale of this portfolio has been concluded on October 31, 2014. page 32

Retail - Association with Porto Seguro Highlights Association’s Structure • Unification of residential and automobile insurance Controlling stockholders of Itaú Unibanco Porto Seguro operations; 57.07% 42.93% • Exclusive offer and distribution of residential and automobile insurance products to Itaú Unibanco’s PSIUPAR Market customers in Brazil and Uruguay; 69.88% 30.12% • Itaú Unibanco Holding nominates 2 of 5 board of directors members of PSIUPAR and 2 of 7 board of directors Porto Seguro S.A. (PSSA) members of PSSA. 99.99% 100.0% Itaú Seguros de Auto e Subsidiaries Porto Seguro S.A. Residência S.A (ISAR) page 33Retail - Association with Porto Seguro Highlights Association’s Structure • Unification of residential and automobile insurance Controlling stockholders of Itaú Unibanco Porto Seguro operations; 57.07% 42.93% • Exclusive offer and distribution of residential and automobile insurance products to Itaú Unibanco’s PSIUPAR Market customers in Brazil and Uruguay; 69.88% 30.12% • Itaú Unibanco Holding nominates 2 of 5 board of directors members of PSIUPAR and 2 of 7 board of directors Porto Seguro S.A. (PSSA) members of PSSA. 99.99% 100.0% Itaú Seguros de Auto e Subsidiaries Porto Seguro S.A. Residência S.A (ISAR) page 33

Very Small, Small and Middle Market in Brazil SMEs Loan Portfolio 1 R$ million 79,649 75,433 72,002 70,795 68,974 61,869 61,547 2012 2013 2014 2015 2016 2017 2018 Highlights Full range of financial products and services, including deposits accounts, investment options, insurance, cash management, credit products and collection, among others. Very Small and Small Market • Clients with annual revenues up to R$30 million. Middle Market • This sub-segment serves approximately 30 thousand clients (economic groups) with annual revenues between R$30 million and R$200 million. • Focus on high-rating clients, and 92% of loans are granted to clients rated B3 or better. (1) Includes financial guarantees provided. page 34Very Small, Small and Middle Market in Brazil SMEs Loan Portfolio 1 R$ million 79,649 75,433 72,002 70,795 68,974 61,869 61,547 2012 2013 2014 2015 2016 2017 2018 Highlights Full range of financial products and services, including deposits accounts, investment options, insurance, cash management, credit products and collection, among others. Very Small and Small Market • Clients with annual revenues up to R$30 million. Middle Market • This sub-segment serves approximately 30 thousand clients (economic groups) with annual revenues between R$30 million and R$200 million. • Focus on high-rating clients, and 92% of loans are granted to clients rated B3 or better. (1) Includes financial guarantees provided. page 34

Wholesale - Corporate Companies in Brazil 1 Corporate Loans R$ million 219,418 213,815 194,472 181,541 165,052 163,437 153,302 2012 2013 2014 2015 2016 2017 2018 Highlights • Corporate clients with annual sales above R$200 million. • We offer a broad portfolio of banking products and services, from cash management to structured operations and transactions in capital markets. • We serve approximately 5,900 large corporate groups and also more than 190 financial institutions. (1) Includes financial guarantees provided. page 35Wholesale - Corporate Companies in Brazil 1 Corporate Loans R$ million 219,418 213,815 194,472 181,541 165,052 163,437 153,302 2012 2013 2014 2015 2016 2017 2018 Highlights • Corporate clients with annual sales above R$200 million. • We offer a broad portfolio of banking products and services, from cash management to structured operations and transactions in capital markets. • We serve approximately 5,900 large corporate groups and also more than 190 financial institutions. (1) Includes financial guarantees provided. page 35

Wholesale - Corporate and Investment Banking | Leadership Position in Brazil Investment Banking Wholesale Banking Fixed Income Middle Until December 2018, we maintained the leadership in the distribution Annual revenues from R$30 MM up to ranking of Anbima, with a distributed volume of R$28.9 billion. R$200 MM Mergers and Acquisitions Until December 2018, our Merger and Acquisition operation provided Corporate Banking financial advisory in 49 transactions in South America, totaling US$25.7 Annual revenues over R$200 MM billion, reaching the leadership position in the Dealogic ranking. Project Finance Investment Banking In the 4Q18, we served as advisor and/or creditor of approximately R$12.4 Leadership position and client recognition billion in financing to 54 different infrastructure projects in different sectors. LatAm Ranking Presence in all banking segments in Latin America 2018 2017 2016 M&A¹ 1st 1st 1st WMS Local ECM¹ 1st 1st 1st Large range of customized wealth management and investments solutions Local DCM² 1st 1st 2nd International DCM¹ 6th 6th 10th Markets, Products & Planning 3 Derivatives Total 1st 1st 1st Treasury operations for the conglomerate (1) Source: Dealogic; (2) Source: ANBIMA – Brazilian association of Financial and Capital Markets Entities. Information from Dec-18; (3) Source: Cetip. Information from Dec-18. page 36Wholesale - Corporate and Investment Banking | Leadership Position in Brazil Investment Banking Wholesale Banking Fixed Income Middle Until December 2018, we maintained the leadership in the distribution Annual revenues from R$30 MM up to ranking of Anbima, with a distributed volume of R$28.9 billion. R$200 MM Mergers and Acquisitions Until December 2018, our Merger and Acquisition operation provided Corporate Banking financial advisory in 49 transactions in South America, totaling US$25.7 Annual revenues over R$200 MM billion, reaching the leadership position in the Dealogic ranking. Project Finance Investment Banking In the 4Q18, we served as advisor and/or creditor of approximately R$12.4 Leadership position and client recognition billion in financing to 54 different infrastructure projects in different sectors. LatAm Ranking Presence in all banking segments in Latin America 2018 2017 2016 M&A¹ 1st 1st 1st WMS Local ECM¹ 1st 1st 1st Large range of customized wealth management and investments solutions Local DCM² 1st 1st 2nd International DCM¹ 6th 6th 10th Markets, Products & Planning 3 Derivatives Total 1st 1st 1st Treasury operations for the conglomerate (1) Source: Dealogic; (2) Source: ANBIMA – Brazilian association of Financial and Capital Markets Entities. Information from Dec-18; (3) Source: Cetip. Information from Dec-18. page 36

Wholesale - Wealth Management Services | Brazil Asset Management Evolution of Assets Under Administration Investment Product management for the conglomerate and a full range of Asset Management investment options to Retail Banking. In December 2018, we reached R$680.61 billion in assets under 1,107 management, accounting for 14.7% of the market. 1,068 1,025 R$ billion 1,002 946 922 883 Kinea 849 801 It is an independent platform of management of differentiated investments. With R$50.8 billion in assets in December 2018, it operates in the segments of Multi-Markets, Real Estate, Pension Plan and Private Equity, Stock and Infrastructure. Private Banking With a full global wealth management platform, leadership position in Brazil. We have been recognized by the world’s top international Private Banking market publications: Dec-16 Mar-17 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Private Banker International • Outstanding Global Private Bank - Latin America, 2018 Securities Services The Banker Local Custody: we ended December with R$1,344 billion under custody • Best Private Bank in Brazil, 2018 (+14.8% from the same period of 2017). • Best Private Bank for Customer Service in Latin America, 2018 International Custody: we ended December with R$218.3 billion under custody (+19.2% from the volume under custody in the same period of 2017). Corporate Solutions: we are leaders in the bookkeeping of shares, providing services to 198 companies listed on B3, representing 61.5% of the total market, and in the bookkeeping of debentures, acting as the bookkeeper of 375 (37.2%) issues. (1) Source: ANBIMA (Brazilian Financial and Capital Markets Association) – December 2018. Considers Itaú Unibanco and Intrag. page 37Wholesale - Wealth Management Services | Brazil Asset Management Evolution of Assets Under Administration Investment Product management for the conglomerate and a full range of Asset Management investment options to Retail Banking. In December 2018, we reached R$680.61 billion in assets under 1,107 management, accounting for 14.7% of the market. 1,068 1,025 R$ billion 1,002 946 922 883 Kinea 849 801 It is an independent platform of management of differentiated investments. With R$50.8 billion in assets in December 2018, it operates in the segments of Multi-Markets, Real Estate, Pension Plan and Private Equity, Stock and Infrastructure. Private Banking With a full global wealth management platform, leadership position in Brazil. We have been recognized by the world’s top international Private Banking market publications: Dec-16 Mar-17 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Private Banker International • Outstanding Global Private Bank - Latin America, 2018 Securities Services The Banker Local Custody: we ended December with R$1,344 billion under custody • Best Private Bank in Brazil, 2018 (+14.8% from the same period of 2017). • Best Private Bank for Customer Service in Latin America, 2018 International Custody: we ended December with R$218.3 billion under custody (+19.2% from the volume under custody in the same period of 2017). Corporate Solutions: we are leaders in the bookkeeping of shares, providing services to 198 companies listed on B3, representing 61.5% of the total market, and in the bookkeeping of debentures, acting as the bookkeeper of 375 (37.2%) issues. (1) Source: ANBIMA (Brazilian Financial and Capital Markets Association) – December 2018. Considers Itaú Unibanco and Intrag. page 37

Retail Footprint in Latin America | December 2018 Mexico | CIB Employees: 8 Panama Colombia1 Employees: 3,495 Branches + CSBs: 161 ATMs: 174 Brazil Employees: 86,801 Peru Branches + CSBs: 4,428 Representative ATMs: 47,301 Office Paraguay Chile Employees: 844 Employees: 5,820 Branches + CSBs: 40 Branches + CSBs: 199 ATMs: 300 ATMs: 464 Non-Bank Correspondents : 59 Uruguay Argentina CIB Employees: 1,117 Employees: 1,692 Retail and Wholesale Branches + CSBs: 27 Branches + CSBs: 85 Points of Service OCA: 35 ATMs: 176 ATMs: 61 (1) Considers employees and branches from Panama. page 38Retail Footprint in Latin America | December 2018 Mexico | CIB Employees: 8 Panama Colombia1 Employees: 3,495 Branches + CSBs: 161 ATMs: 174 Brazil Employees: 86,801 Peru Branches + CSBs: 4,428 Representative ATMs: 47,301 Office Paraguay Chile Employees: 844 Employees: 5,820 Branches + CSBs: 40 Branches + CSBs: 199 ATMs: 300 ATMs: 464 Non-Bank Correspondents : 59 Uruguay Argentina CIB Employees: 1,117 Employees: 1,692 Retail and Wholesale Branches + CSBs: 27 Branches + CSBs: 85 Points of Service OCA: 35 ATMs: 176 ATMs: 61 (1) Considers employees and branches from Panama. page 38

Segments – Income Statement Pro Forma 4Q18 Activities with the Retail Banking Wholesale Banking Itaú Unibanco Market + Corporation In R$ millions 18,335 7,727 2,409 28,471 Operating Revenues 10,247 4,860 2,274 17,382 Managerial Financial Margin 10,247 4,860 1,125 16,233 Financial Margin with Clients - - 1,149 1,149 Financial Margin with the Market 6,418 2,725 49 9,192 Commissions and Fees Result from Insurance, Pension Plans and Premium Bonds Operations before Retained Claims and Selling Expenses 1,670 142 85 1,897 Cost of Credit (3,340) (76) (0) (3,415) (3,726) (69) (0) (3,796) Provision for Loan Losses - (269) - (269) Impairment (247) (65) (0) (312) Discounts Granted 63 3 328 - 961 Recovery of Loans Written Off as Losses (281) (13) - (294) Retained Claims (10,287) (3,941) (459) (14,687) Other Operating Expenses (9,106) (3,540) (146) (12,793) Non-interest Expenses (1,170) (398) (313) (1,881) Tax Expenses for ISS, PIS, Cofins and Other Taxes (11) (3) 0 (14) Insurance Selling Expenses 4,427 3,699 1,950 10,075 Income before Tax and Minority Interests (1,637) (1,228) (488) (3,352) Income Tax and Social Contribution (57) (177) (11) (245) Minority Interests in Subsidiaries 2,733 2,294 1,452 6,478 Recurring Net Income Recurring Return on Average Allocated Capital 30.4% 18.9% 17.0% 21.8% Efficiency Ratio (ER) 54.0% 48.4% 7.0% 48.7% Risk-Adjusted Efficiency Ratio (RAER) 73.8% 49.4% 7.0% 61.7% Note: Non-interest Expenses item includes Personnel Expenses, Administrative Expenses, Other Tax Expenses and Operating Expenses. page 39Segments – Income Statement Pro Forma 4Q18 Activities with the Retail Banking Wholesale Banking Itaú Unibanco Market + Corporation In R$ millions 18,335 7,727 2,409 28,471 Operating Revenues 10,247 4,860 2,274 17,382 Managerial Financial Margin 10,247 4,860 1,125 16,233 Financial Margin with Clients - - 1,149 1,149 Financial Margin with the Market 6,418 2,725 49 9,192 Commissions and Fees Result from Insurance, Pension Plans and Premium Bonds Operations before Retained Claims and Selling Expenses 1,670 142 85 1,897 Cost of Credit (3,340) (76) (0) (3,415) (3,726) (69) (0) (3,796) Provision for Loan Losses - (269) - (269) Impairment (247) (65) (0) (312) Discounts Granted 63 3 328 - 961 Recovery of Loans Written Off as Losses (281) (13) - (294) Retained Claims (10,287) (3,941) (459) (14,687) Other Operating Expenses (9,106) (3,540) (146) (12,793) Non-interest Expenses (1,170) (398) (313) (1,881) Tax Expenses for ISS, PIS, Cofins and Other Taxes (11) (3) 0 (14) Insurance Selling Expenses 4,427 3,699 1,950 10,075 Income before Tax and Minority Interests (1,637) (1,228) (488) (3,352) Income Tax and Social Contribution (57) (177) (11) (245) Minority Interests in Subsidiaries 2,733 2,294 1,452 6,478 Recurring Net Income Recurring Return on Average Allocated Capital 30.4% 18.9% 17.0% 21.8% Efficiency Ratio (ER) 54.0% 48.4% 7.0% 48.7% Risk-Adjusted Efficiency Ratio (RAER) 73.8% 49.4% 7.0% 61.7% Note: Non-interest Expenses item includes Personnel Expenses, Administrative Expenses, Other Tax Expenses and Operating Expenses. page 39

Financial Highlights 4Financial Highlights 4

Highlights Recurring Net Income Recurring ROE Credit1 NPL 90 days Consolidated Consolidated Consolidated Consolidated 50 bps 0.1 % 0.4 % 0.0 bp R$636.9 bi R$6.5 bn 4Q18 vs. 3Q18 4Q18 vs. 3Q18 21.8% 4Q18 vs. 3Q18 2.9% 4Q18 vs. 3Q18 Brazil Brasil Brazil Brasil 30 bps 2.2 % 0.0 bp 0.9 % . R$473.8 bi 4Q18 vs. 3Q18 R$6.0bn 22.7% 3.5% 4Q18 vs. 3Q18 4Q18 vs. 3Q18 4Q18 vs. 3Q18 6.5 21.8 636.9 2.9 6.3 6.4 6.4 6.5 21.9 22.2 21.6 21.3 600.1 601.1 623.3 636.4 3.1 3.1 2.8 2.9 4Q17 1Q18 2Q18 3Q18 4Q18 4Q17 1Q18 2Q18 3Q18 4Q18 4T17 1T18 2T18 3T18 4T18 4Q17 1Q18 2Q18 3Q18 4Q18 Comission, Fees and Insurance Results2 Cost of Credit Financial Margin with Clients Non-Interest Expenses Consolidated Consolidated Consolidated Consolidated 6.2 % 4.7 % 1.2 % 0.5 % R$16.2 bn 4Q18 vs. 3Q18 R$10.8 bn 4Q18 vs. 3Q18 R$3.4 bn 4Q18 vs. 3Q18 R$12.8 bn 4Q18 vs. 3Q18 Brazil Brazil Brazil Brazil 0.5 % 6.5 % 6.8 % 1.1 % R$14.4 bn 4Q18 vs. 3Q18 R$10.0 bn 4Q18 vs. 3Q18 R$3.1 bn 4Q18 vs. 3Q18 R$11.0 bn 4Q18 vs. 3Q18 16.2 10.8 3.4 12.8 15.5 15.3 16.0 16.2 10.5 10.1 10.4 10.2 4.3 3.8 3.6 3.3 12.7 11.7 12.3 12.6 4Q17 1Q18 2Q18 3Q18 4Q18 4Q17 1Q18 2Q18 3Q18 4Q18 4Q17 1Q18 2Q18 3Q18 4Q18 4Q17 1Q18 2Q18 3Q18 4Q18 (1) Total with Financial Guarantees provided and Corporate Securities. (2) Results from Insurance (-) Claims Expenses (-) Insurance Selling Expenses. page 41Highlights Recurring Net Income Recurring ROE Credit1 NPL 90 days Consolidated Consolidated Consolidated Consolidated 50 bps 0.1 % 0.4 % 0.0 bp R$636.9 bi R$6.5 bn 4Q18 vs. 3Q18 4Q18 vs. 3Q18 21.8% 4Q18 vs. 3Q18 2.9% 4Q18 vs. 3Q18 Brazil Brasil Brazil Brasil 30 bps 2.2 % 0.0 bp 0.9 % . R$473.8 bi 4Q18 vs. 3Q18 R$6.0bn 22.7% 3.5% 4Q18 vs. 3Q18 4Q18 vs. 3Q18 4Q18 vs. 3Q18 6.5 21.8 636.9 2.9 6.3 6.4 6.4 6.5 21.9 22.2 21.6 21.3 600.1 601.1 623.3 636.4 3.1 3.1 2.8 2.9 4Q17 1Q18 2Q18 3Q18 4Q18 4Q17 1Q18 2Q18 3Q18 4Q18 4T17 1T18 2T18 3T18 4T18 4Q17 1Q18 2Q18 3Q18 4Q18 Comission, Fees and Insurance Results2 Cost of Credit Financial Margin with Clients Non-Interest Expenses Consolidated Consolidated Consolidated Consolidated 6.2 % 4.7 % 1.2 % 0.5 % R$16.2 bn 4Q18 vs. 3Q18 R$10.8 bn 4Q18 vs. 3Q18 R$3.4 bn 4Q18 vs. 3Q18 R$12.8 bn 4Q18 vs. 3Q18 Brazil Brazil Brazil Brazil 0.5 % 6.5 % 6.8 % 1.1 % R$14.4 bn 4Q18 vs. 3Q18 R$10.0 bn 4Q18 vs. 3Q18 R$3.1 bn 4Q18 vs. 3Q18 R$11.0 bn 4Q18 vs. 3Q18 16.2 10.8 3.4 12.8 15.5 15.3 16.0 16.2 10.5 10.1 10.4 10.2 4.3 3.8 3.6 3.3 12.7 11.7 12.3 12.6 4Q17 1Q18 2Q18 3Q18 4Q18 4Q17 1Q18 2Q18 3Q18 4Q18 4Q17 1Q18 2Q18 3Q18 4Q18 4Q17 1Q18 2Q18 3Q18 4Q18 (1) Total with Financial Guarantees provided and Corporate Securities. (2) Results from Insurance (-) Claims Expenses (-) Insurance Selling Expenses. page 41

2018 Forecast Consolidated Brazil ¹ Realized Expected Realized Expected 4.0% 4.0% 7.0% 7.0% Total Credit Portfolio ² 6.1% 4.2% -0.5% -1.0% 3.0% 2.5% Financial Margin with Clients 2.2% -0.2% R$4.3 bn R$5.3 bn R$3.3 bn R$4.3 bn Financial Margin with the Market R$5.5 bn R$4.0 bn R$12.0 bn R$16.0 bn R$10.5 bn R$14.5 bn Cost of Credit ³ R$12.3 bn R$14.1 bn 5.5% 8.5% 6.5% 9.5% 4 Commissions and Fees and Results from Insurance Operations 5.1% 5.5% 0.5% 3.5% 0.5% 3.5% Non-Interest Expenses 3.3% 5.0% 33.5% 35.5% 34.0% 36.0% 5 Effective Tax Rate 34.1% 34.7% (1) Includes units abroad ex-Latin America; (2) Includes financial guarantees provided and corporate securities; (3) Composed of Result from Loan Losses, Impairment and Discounts Granted; (4) Commissions and Fees (+) Income from Insurance, Pension Plan and Premium Bonds Operations (-) Expenses for Claims (-) Insurance, Pension Plan and Premium Bonds Selling Expenses; (5) Considers the constitution of new deferred tax assets at a rate of 40%. page 422018 Forecast Consolidated Brazil ¹ Realized Expected Realized Expected 4.0% 4.0% 7.0% 7.0% Total Credit Portfolio ² 6.1% 4.2% -0.5% -1.0% 3.0% 2.5% Financial Margin with Clients 2.2% -0.2% R$4.3 bn R$5.3 bn R$3.3 bn R$4.3 bn Financial Margin with the Market R$5.5 bn R$4.0 bn R$12.0 bn R$16.0 bn R$10.5 bn R$14.5 bn Cost of Credit ³ R$12.3 bn R$14.1 bn 5.5% 8.5% 6.5% 9.5% 4 Commissions and Fees and Results from Insurance Operations 5.1% 5.5% 0.5% 3.5% 0.5% 3.5% Non-Interest Expenses 3.3% 5.0% 33.5% 35.5% 34.0% 36.0% 5 Effective Tax Rate 34.1% 34.7% (1) Includes units abroad ex-Latin America; (2) Includes financial guarantees provided and corporate securities; (3) Composed of Result from Loan Losses, Impairment and Discounts Granted; (4) Commissions and Fees (+) Income from Insurance, Pension Plan and Premium Bonds Operations (-) Expenses for Claims (-) Insurance, Pension Plan and Premium Bonds Selling Expenses; (5) Considers the constitution of new deferred tax assets at a rate of 40%. page 42

Recurring Net Income and Value creation 24.1% 23.9% 21.8% 21.9% 20.3% ROE Average Cost of Capital 16.9% 16.3% 16.0% 14.6% 14.0% 25.7 Recurring Net Income 24.9 23.8 22.1 20.7 Value Creation 9.2 8.2 4.4 8.3 7.6 17.7 Cost of Capital 16.6 16.5 15.5 13.1 2014 2015 2016 2017 2018 page 43 In R$ billionRecurring Net Income and Value creation 24.1% 23.9% 21.8% 21.9% 20.3% ROE Average Cost of Capital 16.9% 16.3% 16.0% 14.6% 14.0% 25.7 Recurring Net Income 24.9 23.8 22.1 20.7 Value Creation 9.2 8.2 4.4 8.3 7.6 17.7 Cost of Capital 16.6 16.5 15.5 13.1 2014 2015 2016 2017 2018 page 43 In R$ billion

Income Statement | Operating Revenues Perspective DDD In R$ millions 4Q18 3Q18 4Q17 2018 2017 28,471 27,899 2.1% 27,839 2.3% 111, 109, 817 2. 291 3% Operating Revenues Managerial Financial Margin 17,382 17,408 -0.2% 16,941 2.6% 69,084 68,510 0.8% Financial Margin with Clients 16,233 16,152 0.5% 15,503 4.7% 63,599 62,223 2.2% Financial Margin with the Market 1,149 1,257 -8.5% 1,437 -20.1% 5,486 6,287 -12.7% Commissions and Fees 9,192 8,632 6.5% 8,775 4.8% 35,079 33,014 6.3% Result from Insurance, Pension Plan and Premium Bonds 1,897 1,858 2.1% 2,123 -10.6% 7,653 7,767 -1.5% Operations Before Retained Claims and Selling Expenses Cost of Credit (3,415) (3,263) 4.7% (4,257) -19.8% (14,066) (18,002) -21.9% Provision for Loan Losses (3,796) (3,904) -2.8% (4,483) -15.3% (16,082) (19,105) -15.8% Impairment (269) (89) 203.5% (282) -4.8% (546) (1,094) -50.1% Discounts Granted (312) (285) 9.6% (336) -7.2% (1,154) (1,106) 4.3% Recovery of Loans Written Off as Losses 961 1,015 -5.3% 844 13.9% 3,716 3,303 12.5% Retained Claims (294) (320) -8.1% (373) -21.3% (1,228) (1,275) -3.7% Other Operating Expenses (14,687) (14,286) 2.8% (14,353) 2.3% (56,289) (53,770) 4.7% Non-interest Expenses (12,793) (12,646) 1.2% (12,675) 0.9% (49,376) (47,045) 5.0% Tax Expenses for ISS, PIS, Cofins and Other Taxes (1,881) (1,622) 15.9% (1,639) 14.7% (6,845) (6,489) 5.5% Insurance Selling Expenses (14) (18) -25.5% (39) -65.4% (68) (236) -71.2% Income before Tax and Minority Interests 10,075 10,031 0.4% 8,855 13.8% 40,234 36,245 11.0% Income Tax and Social Contribution (3,352) (3,422) -2.0% (2,666) 25.7% (13,731) (11,294) 21.6% Minority Interests in Subsidiaries (245) (155) 58.2% 92 -367.9% (769) (71) 977.4% Recurring Net Income 6,478 6,454 0.4% 6,280 3.1% 25,733 24,879 3.4% page 44Income Statement | Operating Revenues Perspective DDD In R$ millions 4Q18 3Q18 4Q17 2018 2017 28,471 27,899 2.1% 27,839 2.3% 111, 109, 817 2. 291 3% Operating Revenues Managerial Financial Margin 17,382 17,408 -0.2% 16,941 2.6% 69,084 68,510 0.8% Financial Margin with Clients 16,233 16,152 0.5% 15,503 4.7% 63,599 62,223 2.2% Financial Margin with the Market 1,149 1,257 -8.5% 1,437 -20.1% 5,486 6,287 -12.7% Commissions and Fees 9,192 8,632 6.5% 8,775 4.8% 35,079 33,014 6.3% Result from Insurance, Pension Plan and Premium Bonds 1,897 1,858 2.1% 2,123 -10.6% 7,653 7,767 -1.5% Operations Before Retained Claims and Selling Expenses Cost of Credit (3,415) (3,263) 4.7% (4,257) -19.8% (14,066) (18,002) -21.9% Provision for Loan Losses (3,796) (3,904) -2.8% (4,483) -15.3% (16,082) (19,105) -15.8% Impairment (269) (89) 203.5% (282) -4.8% (546) (1,094) -50.1% Discounts Granted (312) (285) 9.6% (336) -7.2% (1,154) (1,106) 4.3% Recovery of Loans Written Off as Losses 961 1,015 -5.3% 844 13.9% 3,716 3,303 12.5% Retained Claims (294) (320) -8.1% (373) -21.3% (1,228) (1,275) -3.7% Other Operating Expenses (14,687) (14,286) 2.8% (14,353) 2.3% (56,289) (53,770) 4.7% Non-interest Expenses (12,793) (12,646) 1.2% (12,675) 0.9% (49,376) (47,045) 5.0% Tax Expenses for ISS, PIS, Cofins and Other Taxes (1,881) (1,622) 15.9% (1,639) 14.7% (6,845) (6,489) 5.5% Insurance Selling Expenses (14) (18) -25.5% (39) -65.4% (68) (236) -71.2% Income before Tax and Minority Interests 10,075 10,031 0.4% 8,855 13.8% 40,234 36,245 11.0% Income Tax and Social Contribution (3,352) (3,422) -2.0% (2,666) 25.7% (13,731) (11,294) 21.6% Minority Interests in Subsidiaries (245) (155) 58.2% 92 -367.9% (769) (71) 977.4% Recurring Net Income 6,478 6,454 0.4% 6,280 3.1% 25,733 24,879 3.4% page 44

Income Statement | Managerial Financial Margin Perspective DDD In R$ millions 4Q18 3Q18 4Q17 2018 2017 Managerial Financial Margin 17,382 17,408 -0.2% 16,941 2.6% 69,084 68,510 0.8% Financial Margin with Clients 16,233 16,152 0.5% 15,503 4.7% 63,599 62,223 2.2% Financial Margin with the Market 1,149 1,257 -8.5% 1,437 -20.1% 5,486 6,287 -12.7% Cost of Credit (3,415) (3,263) 4.7% (4,257) -19.8% (14,066) (18,002) -21.9% Provision for Loan Losses (3,796) (3,904) -2.8% (4,483) -15.3% (16,082) (19,105) -15.8% Impairment (269) (89) 203.5% (282) -4.8% (546) (1,094) -50.1% Discounts Granted (312) (285) 9.6% (336) -7.2% (1,154) (1,106) 4.3% Recovery of Loans Written Off as Losses 961 1,015 -5.3% 844 13.9% 3,716 3,303 12.5% Net Result from Financial Operations 13,967 14,145 -1.3% 12,684 10.1% 55,018 50,508 8.9% Other Operating Income(Expenses) (3,891) (4,115) -5.4% (3,829) 1.6% (14,784) (14,263) 3.7% Commissions and Fees 9,192 8,632 6.5% 8,775 4.8% 35,079 33,014 6.3% Result from Insurance, Pension Plan and Premium Bonds Operations 1,590 1,521 4.6% 1,711 -7.1% 6,357 6,256 1.6% Non-interest Expenses (12,793) (12,646) 1.2% (12,675) 0.9% (49,376) (47,045) 5.0% Tax Expenses for ISS, PIS, Cofins and Other Taxes (1,881) (1,622) 15.9% (1,639) 14.7% (6,845) (6,489) 5.5% Income before Tax and Minority Interests 10,075 10,031 0.4% 8,855 13.8% 40,234 36,245 11.0% Income Tax and Social Contribution (3,352) (3,422) -2.0% (2,666) 25.7% (13,731) (11,294) 21.6% Minority Interests in Subsidiaries (245) (155) 58.2% 92 -367.9% (769) (71) 977.4% Recurring Net Income 6,478 6,454 0.4% 6,280 3.1% 25,733 24,879 3.4% page 45Income Statement | Managerial Financial Margin Perspective DDD In R$ millions 4Q18 3Q18 4Q17 2018 2017 Managerial Financial Margin 17,382 17,408 -0.2% 16,941 2.6% 69,084 68,510 0.8% Financial Margin with Clients 16,233 16,152 0.5% 15,503 4.7% 63,599 62,223 2.2% Financial Margin with the Market 1,149 1,257 -8.5% 1,437 -20.1% 5,486 6,287 -12.7% Cost of Credit (3,415) (3,263) 4.7% (4,257) -19.8% (14,066) (18,002) -21.9% Provision for Loan Losses (3,796) (3,904) -2.8% (4,483) -15.3% (16,082) (19,105) -15.8% Impairment (269) (89) 203.5% (282) -4.8% (546) (1,094) -50.1% Discounts Granted (312) (285) 9.6% (336) -7.2% (1,154) (1,106) 4.3% Recovery of Loans Written Off as Losses 961 1,015 -5.3% 844 13.9% 3,716 3,303 12.5% Net Result from Financial Operations 13,967 14,145 -1.3% 12,684 10.1% 55,018 50,508 8.9% Other Operating Income(Expenses) (3,891) (4,115) -5.4% (3,829) 1.6% (14,784) (14,263) 3.7% Commissions and Fees 9,192 8,632 6.5% 8,775 4.8% 35,079 33,014 6.3% Result from Insurance, Pension Plan and Premium Bonds Operations 1,590 1,521 4.6% 1,711 -7.1% 6,357 6,256 1.6% Non-interest Expenses (12,793) (12,646) 1.2% (12,675) 0.9% (49,376) (47,045) 5.0% Tax Expenses for ISS, PIS, Cofins and Other Taxes (1,881) (1,622) 15.9% (1,639) 14.7% (6,845) (6,489) 5.5% Income before Tax and Minority Interests 10,075 10,031 0.4% 8,855 13.8% 40,234 36,245 11.0% Income Tax and Social Contribution (3,352) (3,422) -2.0% (2,666) 25.7% (13,731) (11,294) 21.6% Minority Interests in Subsidiaries (245) (155) 58.2% 92 -367.9% (769) (71) 977.4% Recurring Net Income 6,478 6,454 0.4% 6,280 3.1% 25,733 24,879 3.4% page 45

Results – Brazil and Latin America 2018 2017 D Latin Latin Latin 1 1 1 Consolidated America Consolidated America Consolidated America Brazil Brazil Brazil In R$ millions (ex-Brazil) (ex-Brazil) (ex-Brazil) Operating Revenues 111,817 100,446 11,371 109,291 100,286 9, 006 2.3% 0.2% 26.3% Managerial Financial Margin 6 9,084 60,768 8,317 68,510 62,214 6,296 0.8% -2.3% 32.1% Financial Margin with Clients 63,599 56,796 6,803 62,223 56,882 5,341 2.2% -0.2% 27.4% Financial Margin with the Market 5,486 3,972 1,514 6,287 5,332 956 -12.7% -25.5% 58.5% Commissions and Fees 3 5,079 32,172 2,907 33,014 30,452 2,563 6.3% 5.6% 13.5% 2 7,653 7,507 1 47 7,767 7,620 147 -1.5% -1.5% -0.3% Result from Insurance Cost of Credit (14,066) (12,319) (1,747) (18,002) (15,878) (2,125) -21.9% -22.4% -17.8% Provision for Loan Losses (16,082) (13,971) (2 ,112) (19,105) (16,860) (2,244) -15.8% -17.1% -5.9% Impairment (546) (546) - (1,094) (1,094) - -50.1% -50.1% - Discounts Granted (1,154) (1,136) (18) ( 1,106) (1,043) ( 64) 4.3% 9.0% -71.8% Recovery of Loans Written Off as Losses 3,716 3,334 3 83 3,303 3,119 184 12.5% 6.9% 108.3% Retained Claims (1,228) (1,164) (63) (1,275) (1,233) ( 42) -3.7% -5.5% 51.2% Other Operating Expenses (56,289) (49,262) (7,027) (53,770) (47,641) (6,129) 4.7% 3.4% 14.6% Non-interest Expenses (49,376) (42,443) (6 ,933) (47,045) (41,080) (5,965) 5.0% 3.3% 16.2% 3 (6,913) (6,819) (94) ( 6,725) (6,561) (165) 2.8% 3.9% -43.2% Tax Expenses and Other Income before Tax and Minority Interests 40,234 37,700 2,533 36,245 35,534 710 11.0% 6.1% 256.8% Income Tax and Social Contribution ( 13,731) (13,084) (648) (11,294) (11,286) (8) 21.6% 15.9% 8053.5% Minority Interests in Subsidiaries (769) (219) (550) (71) (189) 118 977.4% 15.8% -567.6% Recurring Net Income 25,733 24,398 1,335 24,879 24,059 820 3.4% 1.4% 62.9% (1) Includes units abroad ex-Latin America. (2) Result from Insurance includes the Result from Insurance, Pension Plan and Premium Bonds Operations before Retained Claims and Selling Expenses. (3) Include Tax Expenses (ISS, PIS, COFINS and other) and Insurance Selling Expenses. Note: Latin America information is presented in nominal currency. page 46Results – Brazil and Latin America 2018 2017 D Latin Latin Latin 1 1 1 Consolidated America Consolidated America Consolidated America Brazil Brazil Brazil In R$ millions (ex-Brazil) (ex-Brazil) (ex-Brazil) Operating Revenues 111,817 100,446 11,371 109,291 100,286 9, 006 2.3% 0.2% 26.3% Managerial Financial Margin 6 9,084 60,768 8,317 68,510 62,214 6,296 0.8% -2.3% 32.1% Financial Margin with Clients 63,599 56,796 6,803 62,223 56,882 5,341 2.2% -0.2% 27.4% Financial Margin with the Market 5,486 3,972 1,514 6,287 5,332 956 -12.7% -25.5% 58.5% Commissions and Fees 3 5,079 32,172 2,907 33,014 30,452 2,563 6.3% 5.6% 13.5% 2 7,653 7,507 1 47 7,767 7,620 147 -1.5% -1.5% -0.3% Result from Insurance Cost of Credit (14,066) (12,319) (1,747) (18,002) (15,878) (2,125) -21.9% -22.4% -17.8% Provision for Loan Losses (16,082) (13,971) (2 ,112) (19,105) (16,860) (2,244) -15.8% -17.1% -5.9% Impairment (546) (546) - (1,094) (1,094) - -50.1% -50.1% - Discounts Granted (1,154) (1,136) (18) ( 1,106) (1,043) ( 64) 4.3% 9.0% -71.8% Recovery of Loans Written Off as Losses 3,716 3,334 3 83 3,303 3,119 184 12.5% 6.9% 108.3% Retained Claims (1,228) (1,164) (63) (1,275) (1,233) ( 42) -3.7% -5.5% 51.2% Other Operating Expenses (56,289) (49,262) (7,027) (53,770) (47,641) (6,129) 4.7% 3.4% 14.6% Non-interest Expenses (49,376) (42,443) (6 ,933) (47,045) (41,080) (5,965) 5.0% 3.3% 16.2% 3 (6,913) (6,819) (94) ( 6,725) (6,561) (165) 2.8% 3.9% -43.2% Tax Expenses and Other Income before Tax and Minority Interests 40,234 37,700 2,533 36,245 35,534 710 11.0% 6.1% 256.8% Income Tax and Social Contribution ( 13,731) (13,084) (648) (11,294) (11,286) (8) 21.6% 15.9% 8053.5% Minority Interests in Subsidiaries (769) (219) (550) (71) (189) 118 977.4% 15.8% -567.6% Recurring Net Income 25,733 24,398 1,335 24,879 24,059 820 3.4% 1.4% 62.9% (1) Includes units abroad ex-Latin America. (2) Result from Insurance includes the Result from Insurance, Pension Plan and Premium Bonds Operations before Retained Claims and Selling Expenses. (3) Include Tax Expenses (ISS, PIS, COFINS and other) and Insurance Selling Expenses. Note: Latin America information is presented in nominal currency. page 46

Business Model In R$ billions 2018 2017D Insurance Insurance Insurance Excess Excess Excess Consolidated Credit Trading and Consolidated Credit Trading and Consolidated Credit Trading and Capital Capital Capital Services Services Services Operating Revenues 111.8 56.9 1.6 51.5 1.7 109.3 56.1 1.6 48.8 2.7 2.5 0.8 0.0 2.7 (1.0) Managerial Financial 69.1 45.5 1.6 20.3 1.7 68.5 45.6 1.6 18.6 2.7 0.6 (0.1) 0.0 1.7 (1.0) Margin Commissions and Fees 35.1 11.4 0.0 23.6 - 33.0 10.5 0.0 22.5 - 2.1 0.9 (0.0) 1.2 - 1 7.7 - - 7.7 - 7.8 - - 7.8 - (0.1) - - (0.1) - Result from Insurance Cost of Credit (14.1) (14.1) - - - (18.0) (18.0) - - - 3.9 3.9 - - - Retained Claims (1.2) - - (1.2) - (1.3) - - (1.3) - 0.0 - - 0.0 - Non-interest Expenses (57.1) (27.1) (0.9) (29.0) (0.1) (53.8) (26.0) (0.5) (27.1) (0.1) (3.2) (1.0) (0.3) (1.9) 0.0 2 and Other Expenses Recurring Net Income 25.7 9.2 0.5 14.3 1.7 24.9 8.3 0.7 13.5 2.4 0.9 0.9 (0.2) 0.8 (0.7) % of Recurring Net 100% 36% 2% 56% 7% 100% 33% 3% 54% 10% Income Average Regulatory 123.8 61.8 1.5 38.0 22.5 120.2 58.1 2.0 29.6 30.4 3.6 3.7 (0.6) 8.4 (7.9) Capital Value Creation 9.2 0.9 0.3 9.3 (1.3) 8.2 0.1 0.4 9.6 (1.8) 1.0 0.9 (0.1) (0.3) 0.6 Recurring ROE 21.9% 14.9% 34.2% 37.6% 7.7% 21.8% 14.3% 35.4% 45.4% 7.9% 10 bps 60 bps -120 bps -780 bps -20 bps (1) Result from Insurance includes the Result from Insurance, Pension Plan and Premium Bonds Operations before Retained Claims and Selling Expenses. (2) Include Tax Expenses (ISS, PIS, COFINS and other), Insurance Selling Expenses and Minority Interests in Subsidiaries. page 47Business Model In R$ billions 2018 2017D Insurance Insurance Insurance Excess Excess Excess Consolidated Credit Trading and Consolidated Credit Trading and Consolidated Credit Trading and Capital Capital Capital Services Services Services Operating Revenues 111.8 56.9 1.6 51.5 1.7 109.3 56.1 1.6 48.8 2.7 2.5 0.8 0.0 2.7 (1.0) Managerial Financial 69.1 45.5 1.6 20.3 1.7 68.5 45.6 1.6 18.6 2.7 0.6 (0.1) 0.0 1.7 (1.0) Margin Commissions and Fees 35.1 11.4 0.0 23.6 - 33.0 10.5 0.0 22.5 - 2.1 0.9 (0.0) 1.2 - 1 7.7 - - 7.7 - 7.8 - - 7.8 - (0.1) - - (0.1) - Result from Insurance Cost of Credit (14.1) (14.1) - - - (18.0) (18.0) - - - 3.9 3.9 - - - Retained Claims (1.2) - - (1.2) - (1.3) - - (1.3) - 0.0 - - 0.0 - Non-interest Expenses (57.1) (27.1) (0.9) (29.0) (0.1) (53.8) (26.0) (0.5) (27.1) (0.1) (3.2) (1.0) (0.3) (1.9) 0.0 2 and Other Expenses Recurring Net Income 25.7 9.2 0.5 14.3 1.7 24.9 8.3 0.7 13.5 2.4 0.9 0.9 (0.2) 0.8 (0.7) % of Recurring Net 100% 36% 2% 56% 7% 100% 33% 3% 54% 10% Income Average Regulatory 123.8 61.8 1.5 38.0 22.5 120.2 58.1 2.0 29.6 30.4 3.6 3.7 (0.6) 8.4 (7.9) Capital Value Creation 9.2 0.9 0.3 9.3 (1.3) 8.2 0.1 0.4 9.6 (1.8) 1.0 0.9 (0.1) (0.3) 0.6 Recurring ROE 21.9% 14.9% 34.2% 37.6% 7.7% 21.8% 14.3% 35.4% 45.4% 7.9% 10 bps 60 bps -120 bps -780 bps -20 bps (1) Result from Insurance includes the Result from Insurance, Pension Plan and Premium Bonds Operations before Retained Claims and Selling Expenses. (2) Include Tax Expenses (ISS, PIS, COFINS and other), Insurance Selling Expenses and Minority Interests in Subsidiaries. page 47

Credit Portfolio with Financial Guarantees Provided and Corporate Securities DD In R$ billions, end of period 4Q18 3Q18 4Q17 Individuals 211.3 200.0 5.7% 191.5 10.3% Credit Card Loans 77.5 68.7 12.8% 66.9 15.7% Personal Loans 29.2 28.9 1.2% 26.4 10.9% 1 46.7 46.0 1.6% 44.4 5.0% Payroll Loans Vehicle Loans 15.9 15.2 4.4% 14.1 12.9% Mortgage Loans 42.0 41.2 2.0% 39.7 5.8% 2 70. 8 67.5 4.9% 61.9 14.4% Very Small, Small and Middle Market Loans Individual + Very Small, Small and Middle Market Loans 282.1 267.5 5.5% 253.4 11.3% Corporate Loans 191.6 196.3 -2.4% 201.1 -4.7% Credit Operations 153.3 1 59.9 -4.2% 1 65.1 -7.1% 3 38.3 36.3 5.6% 36.0 6.5% Corporate Securities Total Brazil with Financial Guarantees Provided and Corporate 473.8 463.7 2.2% 454.5 4.2% 4 163.2 172.7 -5.5% 145.6 12.0% Latin America Total with Financial Guarantees Provided and Corporate Securities 636.9 636.4 0.1% 600.1 6.1% Total with Financial Guarantees Provided and Corporate Securities 5 (ex-foreign exchange rate variation) 636.9 621.5 2.5% 614.9 3.6% DD In R$ billions, end of period 4Q18 3Q18 In R$ billions, end of period 4Q18 3Q18 Argentina 10.3 9 .8 5.2% Individuals 54.5 58.7 -7.2% Chile 106.5 113.3 -6.1% Credit Card Loans 5.6 5.4 3.1% Colombia 27.6 30.8 -10.4% Personal Loans 22.3 24.7 -9.9% Paraguay 8 .3 8 .2 1.5% Mortgage Loans 26.6 28.6 -6.9% Panama 1 .1 1 .3 -14.8% Companies 108.7 114.0 -4.6% Uruguay 9 .4 9 .3 1.6% Total with Financial Guarantees Provided 163.2 172.7 -5.5% Total with Financial Guarantees Provided 163.2 172. 7 -5.5% (1) Includes operations originated by the institution and acquired operations; (2) Includes Rural Loans to Individuals; (3) Includes Debentures, CRI and Commercial Paper; (4) Includes Argentina, Chile, Colombia, Panama, Paraguay and Uruguay; (5) Calculated based on the conversion of the foreign currency portfolio (U.S. dollar and currencies of Latin America). Note: the Mortgage and Rural Loan portfolios from the companies segment are allocated according to the client’s size. page 48 Consolidated Latin America BreakdownCredit Portfolio with Financial Guarantees Provided and Corporate Securities DD In R$ billions, end of period 4Q18 3Q18 4Q17 Individuals 211.3 200.0 5.7% 191.5 10.3% Credit Card Loans 77.5 68.7 12.8% 66.9 15.7% Personal Loans 29.2 28.9 1.2% 26.4 10.9% 1 46.7 46.0 1.6% 44.4 5.0% Payroll Loans Vehicle Loans 15.9 15.2 4.4% 14.1 12.9% Mortgage Loans 42.0 41.2 2.0% 39.7 5.8% 2 70. 8 67.5 4.9% 61.9 14.4% Very Small, Small and Middle Market Loans Individual + Very Small, Small and Middle Market Loans 282.1 267.5 5.5% 253.4 11.3% Corporate Loans 191.6 196.3 -2.4% 201.1 -4.7% Credit Operations 153.3 1 59.9 -4.2% 1 65.1 -7.1% 3 38.3 36.3 5.6% 36.0 6.5% Corporate Securities Total Brazil with Financial Guarantees Provided and Corporate 473.8 463.7 2.2% 454.5 4.2% 4 163.2 172.7 -5.5% 145.6 12.0% Latin America Total with Financial Guarantees Provided and Corporate Securities 636.9 636.4 0.1% 600.1 6.1% Total with Financial Guarantees Provided and Corporate Securities 5 (ex-foreign exchange rate variation) 636.9 621.5 2.5% 614.9 3.6% DD In R$ billions, end of period 4Q18 3Q18 In R$ billions, end of period 4Q18 3Q18 Argentina 10.3 9 .8 5.2% Individuals 54.5 58.7 -7.2% Chile 106.5 113.3 -6.1% Credit Card Loans 5.6 5.4 3.1% Colombia 27.6 30.8 -10.4% Personal Loans 22.3 24.7 -9.9% Paraguay 8 .3 8 .2 1.5% Mortgage Loans 26.6 28.6 -6.9% Panama 1 .1 1 .3 -14.8% Companies 108.7 114.0 -4.6% Uruguay 9 .4 9 .3 1.6% Total with Financial Guarantees Provided 163.2 172.7 -5.5% Total with Financial Guarantees Provided 163.2 172. 7 -5.5% (1) Includes operations originated by the institution and acquired operations; (2) Includes Rural Loans to Individuals; (3) Includes Debentures, CRI and Commercial Paper; (4) Includes Argentina, Chile, Colombia, Panama, Paraguay and Uruguay; (5) Calculated based on the conversion of the foreign currency portfolio (U.S. dollar and currencies of Latin America). Note: the Mortgage and Rural Loan portfolios from the companies segment are allocated according to the client’s size. page 48 Consolidated Latin America Breakdown

Credit Portfolio by Product In R$ billions, end of period 4Q18 3Q18D 4Q17 D 1 210.4 199.1 5.7% 190.6 10.4% Individuals - Brazil 77.5 68.7 12.8% 66.9 15.7% Credit Card 28.2 27.9 1.2% 25.3 11.4% Personal Loans 2 46.7 46.0 1.6% 44.4 5.0% Payroll Loans 15.9 15.2 4.4% 14.1 12.9% Vehicles 42.0 41.2 2.0% 39.7 5.8% Mortgage Loans 0.1 0.1 1.1% 0.1 -18.1% Rural Loans 1 170.2 171.2 -0.6% 166.8 2.0% Companies - Brazil 3 93.5 87.6 6.7% 84.6 10.5% Working Capital 16.9 18.0 -6.2% 22.9 -26.3% BNDES/Onlending 40.4 46.1 -12.4% 39.8 1.5% Export / Import Financing 4.3 3.6 20.0% 2.6 65.3% Vehicles 6.3 6.7 -6.4% 8.3 -24.7% Mortgage Loans 8.9 9.3 -4.1% 8.6 3.5% Rural Loans 4 151.9 160.2 -5.2% 136.2 11.6% Latin America 532.5 530.5 0.4% 493.6 7.9% Total without Financial Guarantees Provided 66.1 69.6 -5.0% 70.5 -6.2% Financial Guarantees Provided 598.6 600.1 -0.3% 564.1 6.1% Total with Financial Guarantees Provided 5 38.3 36.3 5.6% 36.0 6.5% Corporate Securities 636.9 636.4 0.1% 600.1 6.1% Total Risk (1) Includes units abroad ex-Latin America; (2) Includes operations originated by the institution and acquired operations; (3) Also includes Overdraft, Receivables, Hot Money, Leasing, and other; (4) Includes Argentina, Chile, Colombia, Panama, Paraguay and Uruguay; (5) Includes Debentures, CRI and Commercial Paper. page 49Credit Portfolio by Product In R$ billions, end of period 4Q18 3Q18D 4Q17 D 1 210.4 199.1 5.7% 190.6 10.4% Individuals - Brazil 77.5 68.7 12.8% 66.9 15.7% Credit Card 28.2 27.9 1.2% 25.3 11.4% Personal Loans 2 46.7 46.0 1.6% 44.4 5.0% Payroll Loans 15.9 15.2 4.4% 14.1 12.9% Vehicles 42.0 41.2 2.0% 39.7 5.8% Mortgage Loans 0.1 0.1 1.1% 0.1 -18.1% Rural Loans 1 170.2 171.2 -0.6% 166.8 2.0% Companies - Brazil 3 93.5 87.6 6.7% 84.6 10.5% Working Capital 16.9 18.0 -6.2% 22.9 -26.3% BNDES/Onlending 40.4 46.1 -12.4% 39.8 1.5% Export / Import Financing 4.3 3.6 20.0% 2.6 65.3% Vehicles 6.3 6.7 -6.4% 8.3 -24.7% Mortgage Loans 8.9 9.3 -4.1% 8.6 3.5% Rural Loans 4 151.9 160.2 -5.2% 136.2 11.6% Latin America 532.5 530.5 0.4% 493.6 7.9% Total without Financial Guarantees Provided 66.1 69.6 -5.0% 70.5 -6.2% Financial Guarantees Provided 598.6 600.1 -0.3% 564.1 6.1% Total with Financial Guarantees Provided 5 38.3 36.3 5.6% 36.0 6.5% Corporate Securities 636.9 636.4 0.1% 600.1 6.1% Total Risk (1) Includes units abroad ex-Latin America; (2) Includes operations originated by the institution and acquired operations; (3) Also includes Overdraft, Receivables, Hot Money, Leasing, and other; (4) Includes Argentina, Chile, Colombia, Panama, Paraguay and Uruguay; (5) Includes Debentures, CRI and Commercial Paper. page 49

Credit Portfolio by Currency 1 R$ billion Dec-18 219.5 379.1 598.6 Sep-18 233.4 366.7 600.1 Jun-18 223.5 365.1 588.6 Mar-18 197.9 368.4 566.4 Dec-17 192.4 371.7 564.1 Sep-17 180.7 358.4 539.1 Jun-17 184.9 367.4 552.3 Mar-17 176.5 373.9 550.3 Dec-16 183.3 378.7 562.0 Foreign Currency Local Currency (1) Total with financial guarantees provided. page 50Credit Portfolio by Currency 1 R$ billion Dec-18 219.5 379.1 598.6 Sep-18 233.4 366.7 600.1 Jun-18 223.5 365.1 588.6 Mar-18 197.9 368.4 566.4 Dec-17 192.4 371.7 564.1 Sep-17 180.7 358.4 539.1 Jun-17 184.9 367.4 552.3 Mar-17 176.5 373.9 550.3 Dec-16 183.3 378.7 562.0 Foreign Currency Local Currency (1) Total with financial guarantees provided. page 50

Credit1 Origination and Private Securities Issuance | Brazil Base 100 = 4Q17 and 2017 Total Credit2 – Brazil Credit2 - Individuals 23% 13% 1% 29% 17% 15% 129 123 121 117 113 100 100 100 100 98 4Q17 3Q18 4Q18 2017 2018 4Q17 3Q18 4Q18 2017 2018 Credit2 – Very Small, Small and Credit2 – Corporate Private Securities Issuance3 Middle Market 18% 4% 20% -25% 9% 24% 20% 33% 120 -29% 118 109 104 100 100 100 100 133 95 86 106 100 100 75 4Q17 3Q18 4Q18 2017 2018 4Q17 3Q18 4Q18 2017 2018 4Q17 3Q18 4Q18 2017 2018 Note: Do not consider origination of Credit Card, Overdraft, Debt Renegotiation and other revolving credits. (1) Average origination per working day in the period, except for private securities issuance. (2) Does not include private securities issuance. (3) Source: ANBIMA. Considers total volume of fixed income and hybrid private securities issuance arranged by Itaú Unibanco on the local market (includes distributed volumes). pg. 51Credit1 Origination and Private Securities Issuance | Brazil Base 100 = 4Q17 and 2017 Total Credit2 – Brazil Credit2 - Individuals 23% 13% 1% 29% 17% 15% 129 123 121 117 113 100 100 100 100 98 4Q17 3Q18 4Q18 2017 2018 4Q17 3Q18 4Q18 2017 2018 Credit2 – Very Small, Small and Credit2 – Corporate Private Securities Issuance3 Middle Market 18% 4% 20% -25% 9% 24% 20% 33% 120 -29% 118 109 104 100 100 100 100 133 95 86 106 100 100 75 4Q17 3Q18 4Q18 2017 2018 4Q17 3Q18 4Q18 2017 2018 4Q17 3Q18 4Q18 2017 2018 Note: Do not consider origination of Credit Card, Overdraft, Debt Renegotiation and other revolving credits. (1) Average origination per working day in the period, except for private securities issuance. (2) Does not include private securities issuance. (3) Source: ANBIMA. Considers total volume of fixed income and hybrid private securities issuance arranged by Itaú Unibanco on the local market (includes distributed volumes). pg. 51

Credit Portfolio Growth in Brazil 1 (in R$ Billions) Nominal GDP (Dec-14 to Dec-18): 19.0% Accumulated Inflation (IPCA) (Dec-14 to Dec-18): 26.6% Accumulated Interbank Rate: (Dec-14 to Dec-18): 52.5% Credit Card Loans Payroll Loans Vehicle Loans Personal Loans 15.2% 30.6% 0.8% -45.0% 9.2% 3.4% 4.5% 31.2% 77 67 59 59 59 47 45 45 44 41 28 28 28 26 25 29 20 15 16 14 Dec-14 Dec-15 Dec-16 Dec-17 Dec-18 Dec-14 Dec-15 Dec-16 Dec-17 Dec-18 Dec-14 Dec-15 Dec-16 Dec-17 Dec-18 Dec-14 Dec-15 Dec-16 Dec-17 Dec-18 Very Small, Small and Mortgage Loans Corporate Loans Total Brazil Middle Market Loans -30.3% -1.0% -5.1% 45.5% 4.7% 10.3% -16.0% 15.6% 152 69 405 68 401 147 66 381 364 357 59 60 122 42 40 107 38 102 35 29 Dec-14 Dec-15 Dec-16 Dec-17 Dec-18 Dec-14 Dec-15 Dec-16 Dec-17 Dec-18 Dec-14 Dec-15 Dec-16 Dec-17 Dec-18 Dec-14 Dec-15 Dec-16 Dec-17 Dec-18 (1) Loan Portfolio without financial guarantees provided. page 52Credit Portfolio Growth in Brazil 1 (in R$ Billions) Nominal GDP (Dec-14 to Dec-18): 19.0% Accumulated Inflation (IPCA) (Dec-14 to Dec-18): 26.6% Accumulated Interbank Rate: (Dec-14 to Dec-18): 52.5% Credit Card Loans Payroll Loans Vehicle Loans Personal Loans 15.2% 30.6% 0.8% -45.0% 9.2% 3.4% 4.5% 31.2% 77 67 59 59 59 47 45 45 44 41 28 28 28 26 25 29 20 15 16 14 Dec-14 Dec-15 Dec-16 Dec-17 Dec-18 Dec-14 Dec-15 Dec-16 Dec-17 Dec-18 Dec-14 Dec-15 Dec-16 Dec-17 Dec-18 Dec-14 Dec-15 Dec-16 Dec-17 Dec-18 Very Small, Small and Mortgage Loans Corporate Loans Total Brazil Middle Market Loans -30.3% -1.0% -5.1% 45.5% 4.7% 10.3% -16.0% 15.6% 152 69 405 68 401 147 66 381 364 357 59 60 122 42 40 107 38 102 35 29 Dec-14 Dec-15 Dec-16 Dec-17 Dec-18 Dec-14 Dec-15 Dec-16 Dec-17 Dec-18 Dec-14 Dec-15 Dec-16 Dec-17 Dec-18 Dec-14 Dec-15 Dec-16 Dec-17 Dec-18 (1) Loan Portfolio without financial guarantees provided. page 52

Credit Portfolio Breakdown 1,2 1 Companies Credit Portfolio by Business Sector Credit Concentration Dec-18 4Q18 3Q18D R$ million In R$ billions, end of period Public Sector 4.7 5.3 -10.9% Private Sector 323.2 331.2 -2.4% Loan, lease, other credit operations Real Estate 19.6 20.7 -5.4% Loan, lease and other and securities of companies and Food and beverage 18.6 18.8 -1.2% credit operations financial institutions Risk % of Total Risk % of Total Agribusiness and fertilizers 17.7 17.5 1.4% Largest Debtor 5,193 0.9 7,675 1.1 Transportation 16.9 16.5 2.4% 10 largest debtors 31, 564 5.3 43,959 6.4 Energy and water treatment 14.7 15.4 -4.8% 20 largest debtors 47, 430 7.9 68,262 10.0 Vehicles and auto parts 13.2 13.7 -4.0% 50 largest debtors 73, 355 12.3 108,722 15.9 Banks and other financial institutions 11.4 11.5 -0.8% 100 largest debtors 98, 672 16.5 143,437 21.0 Infrastructure work 11.3 11.9 -4.8% Mining 10.4 10.7 -3.1% Petrochemical and chemical 10.1 10.5 -3.8% 1% 3% Telecommunications 9.5 9.4 1.8% Steel and metallurgy 8.9 9.5 -6.2% 7% Pharmaceutical and cosmetics 7.9 7.7 3.1% 9% Oil and gas 7.6 7.7 -1.1% 38% Capital Assets 6.3 6.5 -3.7% Sugar and Alcohol 6.2 6.8 -8.4% 11% Electronic and IT 6.0 5.9 1.6% Construction Material 5.6 6.0 -6.1% 11% Clothing and footwear 4.9 5.2 -5.5% 18% Services - Other 42.6 43.7 -2.5% Commerce - Other 20.0 19.8 0.9% Other Industry and Extractivism Industry - Other 9.6 9.7 -0.6% Real Estate and Construction Consumer Goods Other 44.4 46.3 -4.1% Vehicles and Transportation Agriculture and Related Total 327.9 336.4 -2.5% Banks and other financial institutions Public Sector (1) Includes financial guarantees provided; (2) Industry and Extractivism = Mining (+) Steel and Metallurgy (+) Capital Assets (+) Petrochemical and Chemical (+) Energy and sewage (+) Oil and gas. Consumer Goods = Food and beverage (+) Clothing and footwear (+) Pharmaceuticals and cosmetics (+) Electronic and IT. Vehicles and Transportation = Transportation (+) Vehicles and autoparts. Real Estate and Construction = Real estate agents (+) Construction material (+) Infrastructure work. Agriculture and Related = Agribusiness and fertilizers (+) Sugar and alcohol. Other = Telecommunications (+) Commerce – Other (+) Services – Other (+) Industry – Other (+) Other. page 53Credit Portfolio Breakdown 1,2 1 Companies Credit Portfolio by Business Sector Credit Concentration Dec-18 4Q18 3Q18D R$ million In R$ billions, end of period Public Sector 4.7 5.3 -10.9% Private Sector 323.2 331.2 -2.4% Loan, lease, other credit operations Real Estate 19.6 20.7 -5.4% Loan, lease and other and securities of companies and Food and beverage 18.6 18.8 -1.2% credit operations financial institutions Risk % of Total Risk % of Total Agribusiness and fertilizers 17.7 17.5 1.4% Largest Debtor 5,193 0.9 7,675 1.1 Transportation 16.9 16.5 2.4% 10 largest debtors 31, 564 5.3 43,959 6.4 Energy and water treatment 14.7 15.4 -4.8% 20 largest debtors 47, 430 7.9 68,262 10.0 Vehicles and auto parts 13.2 13.7 -4.0% 50 largest debtors 73, 355 12.3 108,722 15.9 Banks and other financial institutions 11.4 11.5 -0.8% 100 largest debtors 98, 672 16.5 143,437 21.0 Infrastructure work 11.3 11.9 -4.8% Mining 10.4 10.7 -3.1% Petrochemical and chemical 10.1 10.5 -3.8% 1% 3% Telecommunications 9.5 9.4 1.8% Steel and metallurgy 8.9 9.5 -6.2% 7% Pharmaceutical and cosmetics 7.9 7.7 3.1% 9% Oil and gas 7.6 7.7 -1.1% 38% Capital Assets 6.3 6.5 -3.7% Sugar and Alcohol 6.2 6.8 -8.4% 11% Electronic and IT 6.0 5.9 1.6% Construction Material 5.6 6.0 -6.1% 11% Clothing and footwear 4.9 5.2 -5.5% 18% Services - Other 42.6 43.7 -2.5% Commerce - Other 20.0 19.8 0.9% Other Industry and Extractivism Industry - Other 9.6 9.7 -0.6% Real Estate and Construction Consumer Goods Other 44.4 46.3 -4.1% Vehicles and Transportation Agriculture and Related Total 327.9 336.4 -2.5% Banks and other financial institutions Public Sector (1) Includes financial guarantees provided; (2) Industry and Extractivism = Mining (+) Steel and Metallurgy (+) Capital Assets (+) Petrochemical and Chemical (+) Energy and sewage (+) Oil and gas. Consumer Goods = Food and beverage (+) Clothing and footwear (+) Pharmaceuticals and cosmetics (+) Electronic and IT. Vehicles and Transportation = Transportation (+) Vehicles and autoparts. Real Estate and Construction = Real estate agents (+) Construction material (+) Infrastructure work. Agriculture and Related = Agribusiness and fertilizers (+) Sugar and alcohol. Other = Telecommunications (+) Commerce – Other (+) Services – Other (+) Industry – Other (+) Other. page 53

1 Credit Portfolio by Vintage Profile of credit portfolio by origination period: R$ billion § Older vintages with higher spreads are losing relevance compared to the most recent ones. § 58.9% of total origination was created in the past 12 months. 494 531 532 36.5% 38.8% 40.9% 4.6% 4.5% 4.3% 6.2% 6.4% 5.7% 8.5% 7.6% 7.9% 10.1% 11.1% 9.0% 34.0% 32.1% 31.5% 4Q17 3Q18 4Q18 Actual Quarter (q) q-1 q-2 q-3 q-4 q=<-5 (1) Does not include financial guarantees provided. page 541 Credit Portfolio by Vintage Profile of credit portfolio by origination period: R$ billion § Older vintages with higher spreads are losing relevance compared to the most recent ones. § 58.9% of total origination was created in the past 12 months. 494 531 532 36.5% 38.8% 40.9% 4.6% 4.5% 4.3% 6.2% 6.4% 5.7% 8.5% 7.6% 7.9% 10.1% 11.1% 9.0% 34.0% 32.1% 31.5% 4Q17 3Q18 4Q18 Actual Quarter (q) q-1 q-2 q-3 q-4 q=<-5 (1) Does not include financial guarantees provided. page 54

Loan Portfolio Mix Change 1 (%) dez/18 Dec-18 18.1 12.73.0 14.5 5.39.1 8.8 28.5 Consolidated de Dec z/18 -18 25.3 17.8 4.2 20.4 7.4 12.7 12.3 Dec-17 Dec-17 27.9 16.5 3.9 18.7 7.1 13.4 12.4 2 Brazil Dec-16 Dec-16 30.7 16.1 4.2 16.2 7.1 13.4 12.3 Dec-15 dez/15 35.0 16.1 4.9 14.4 7.0 11.2 11.2 Dec-14 dez/14 34.1 17.0 7.2 14.8 7.0 9.8 10.1 Corporate Very Small, Small and Middle Market Vehicles Credit Card 3 Personal Loans Latin America Mortgage Loans Payroll Loans (individual and companies) (1) Does not include financial guarantees provided; (2) Includes units abroad ex-Latin America; (3) Excludes Brazil. page 55Loan Portfolio Mix Change 1 (%) dez/18 Dec-18 18.1 12.73.0 14.5 5.39.1 8.8 28.5 Consolidated de Dec z/18 -18 25.3 17.8 4.2 20.4 7.4 12.7 12.3 Dec-17 Dec-17 27.9 16.5 3.9 18.7 7.1 13.4 12.4 2 Brazil Dec-16 Dec-16 30.7 16.1 4.2 16.2 7.1 13.4 12.3 Dec-15 dez/15 35.0 16.1 4.9 14.4 7.0 11.2 11.2 Dec-14 dez/14 34.1 17.0 7.2 14.8 7.0 9.8 10.1 Corporate Very Small, Small and Middle Market Vehicles Credit Card 3 Personal Loans Latin America Mortgage Loans Payroll Loans (individual and companies) (1) Does not include financial guarantees provided; (2) Includes units abroad ex-Latin America; (3) Excludes Brazil. page 55

Financial Margin with Clients Annualized Average Rate Brazil Consolidated 12.7% 12.6% 12.3% 12.2% 12.1% 12.0% 12.0% 11.8% 12.6% 10.3% 10.3% 10.1% 9.9% 9.9% 9.9% 9.6% 9.8% 9.8% 9.5% 9.2% 9.2% 10.9% 9.0% 8.9% 9.2% 8.9% 8.2% 7.6% 7.7% 7.6% 7.5% 7.4% 7.4% 7.3% 7.1% 6.7% 6.4% 6.4% 6.7% 6.4% 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 Financial Margin with Clients Risk-adjusted Financial Margin with Clients CDI (annualized quarterly rate) Financial Margin with Clients Breakdown R$ billion Brazil 63.6 2.6 62.2 (0.8) 1.5 (0.5) 0.2 (1.6) 1 2 2017 Mix of products Asset Sprea ds and Liabilities Margin Structured operations Working Capital and other Latin America Financial 2018 3 Average Asset Portfolio from the Wholesale Margin with clients segment Note: For comparison purposes, Itaú Unibanco Holding managerial figures include adjustments for non-recurring effects, tax effect of hedge of investments abroad and sovereign bonds. (1) Change in the compostion of assets with credit risk between periods; (2) Spreads variation of assets with credit risk between periods; (3) Considers credit and private securities portfolio net of overdue balance over 60 days. page 56Financial Margin with Clients Annualized Average Rate Brazil Consolidated 12.7% 12.6% 12.3% 12.2% 12.1% 12.0% 12.0% 11.8% 12.6% 10.3% 10.3% 10.1% 9.9% 9.9% 9.9% 9.6% 9.8% 9.8% 9.5% 9.2% 9.2% 10.9% 9.0% 8.9% 9.2% 8.9% 8.2% 7.6% 7.7% 7.6% 7.5% 7.4% 7.4% 7.3% 7.1% 6.7% 6.4% 6.4% 6.7% 6.4% 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 Financial Margin with Clients Risk-adjusted Financial Margin with Clients CDI (annualized quarterly rate) Financial Margin with Clients Breakdown R$ billion Brazil 63.6 2.6 62.2 (0.8) 1.5 (0.5) 0.2 (1.6) 1 2 2017 Mix of products Asset Sprea ds and Liabilities Margin Structured operations Working Capital and other Latin America Financial 2018 3 Average Asset Portfolio from the Wholesale Margin with clients segment Note: For comparison purposes, Itaú Unibanco Holding managerial figures include adjustments for non-recurring effects, tax effect of hedge of investments abroad and sovereign bonds. (1) Change in the compostion of assets with credit risk between periods; (2) Spreads variation of assets with credit risk between periods; (3) Considers credit and private securities portfolio net of overdue balance over 60 days. page 56

Financial Margin with the Market R$ billion 1.8 1.8 6.3 1.7 1.6 5.5 1.5 1.4 1.4 1.3 0.3 5.3 3.7 1.9 1.7 1.6 1.4 1.4 1.3 1.3 0.1 1.1 0.2 1.7 1.3 1.3 0.9 1.2 1.1 1.0 0.5 1.5 0.5 1.0 0.2 0.3 0.2 0.2 0.3 0.5 0.3 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 2017 2018 Financial Margin with Sale of shares - B3 Financial Margin with 1 year moving average of 1 2 the Market – Brazil the Market– Latin America Financial Margin with the Market (1) Includes units abroad ex-Latin America; (2) Excludes Brazil. page 57Financial Margin with the Market R$ billion 1.8 1.8 6.3 1.7 1.6 5.5 1.5 1.4 1.4 1.3 0.3 5.3 3.7 1.9 1.7 1.6 1.4 1.4 1.3 1.3 0.1 1.1 0.2 1.7 1.3 1.3 0.9 1.2 1.1 1.0 0.5 1.5 0.5 1.0 0.2 0.3 0.2 0.2 0.3 0.5 0.3 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 2017 2018 Financial Margin with Sale of shares - B3 Financial Margin with 1 year moving average of 1 2 the Market – Brazil the Market– Latin America Financial Margin with the Market (1) Includes units abroad ex-Latin America; (2) Excludes Brazil. page 57

Provision for Loan Losses and Cost of Credit Provision for Loan Losses by Segment R$ million 5.8% 5.0% 5.0% 4.7% 4.6% 4.4% 4.5% 4.3% 4.1% 3.7% 3.6% 3.4% 3.3% 3.0% 2.9% 7,824 6,337 5,997 6,366 5,768 6,169 5,823 5,392 772 4,948 4,483 4,111 4,282 4,271 383 399 396 412 392 757 432 2,728 598 3,904 3,796 1,362 701 1,546 554 621 514 1,295 1,825 1,629 1,070 1,410 619 514 423 248 532 168 393 4,621 4,395 4,302 4,323 3,932 3,996 3,747 3,732 3,688 3,726 3,550 3,534 3,482 3,236 3,165 -298 -354 2Q15 3Q15 4Q15 1Q16 2Q16 3Q16 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 Retail Banking - Brazil Wholesale Banking - Brazil Latin America ex-Brazil Provision for Loan Losses / Loan Portfolio (*) - Annualized (*) Average balance of the loan portfolio, considering the last two quarters. Cost of Credit R$ million (Provision for Loan Losses + Recovery of Loans Written Off as Losses + Impairment + Discounts Granted) 4.4% 4.2% 4.1% 3.7% 3.6% 3.1% 3.0% 3.0% 2.9% 2.9% 2.7% 2.5% 2.4% 2.1% 2.1% 7,211 6,335 6,352 5,582 5,281 5,075 5,135 4,795 4,474 4,257 3,990 3,788 3,601 3,415 3,263 2Q15 3Q15 4Q15 1Q16 2Q16 3Q16 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 Cost of Credit Cost of Credit / Total Risk (*) - Annualized (*) Average balance of the loan portfolio with financial guarantees provided and corporate securities, considering the last two quarters. Note: Includes the consolidation of Citibank as of 4Q17. page 58Provision for Loan Losses and Cost of Credit Provision for Loan Losses by Segment R$ million 5.8% 5.0% 5.0% 4.7% 4.6% 4.4% 4.5% 4.3% 4.1% 3.7% 3.6% 3.4% 3.3% 3.0% 2.9% 7,824 6,337 5,997 6,366 5,768 6,169 5,823 5,392 772 4,948 4,483 4,111 4,282 4,271 383 399 396 412 392 757 432 2,728 598 3,904 3,796 1,362 701 1,546 554 621 514 1,295 1,825 1,629 1,070 1,410 619 514 423 248 532 168 393 4,621 4,395 4,302 4,323 3,932 3,996 3,747 3,732 3,688 3,726 3,550 3,534 3,482 3,236 3,165 -298 -354 2Q15 3Q15 4Q15 1Q16 2Q16 3Q16 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 Retail Banking - Brazil Wholesale Banking - Brazil Latin America ex-Brazil Provision for Loan Losses / Loan Portfolio (*) - Annualized (*) Average balance of the loan portfolio, considering the last two quarters. Cost of Credit R$ million (Provision for Loan Losses + Recovery of Loans Written Off as Losses + Impairment + Discounts Granted) 4.4% 4.2% 4.1% 3.7% 3.6% 3.1% 3.0% 3.0% 2.9% 2.9% 2.7% 2.5% 2.4% 2.1% 2.1% 7,211 6,335 6,352 5,582 5,281 5,075 5,135 4,795 4,474 4,257 3,990 3,788 3,601 3,415 3,263 2Q15 3Q15 4Q15 1Q16 2Q16 3Q16 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 Cost of Credit Cost of Credit / Total Risk (*) - Annualized (*) Average balance of the loan portfolio with financial guarantees provided and corporate securities, considering the last two quarters. Note: Includes the consolidation of Citibank as of 4Q17. page 58

Allowance for Loan Losses by Risk– Consolidated R$ million Regulatory (*) Allocation of Total Allowance by Type of Risk - Consolidated Breakdown 34,261 37,309 Complementary 35,496 Allowance Expected and/or 34,261 Potential Loss Retail - Brazil1 6,284 6,375 Related to expected Allowance for Financial Guarantees Provided Wholesale - Brazil1 loss in Retail segment 4,973 and potential loss in 1,136 16,853 Latin America2 2,270 Wholesale segment 14,919 13,527 Potential³ Generic Allowance Renegotiations (non-overdue / aggravated) Renegotiation and overdue loans 11,837 Retail - Brazil1 965 3,930 4,894 Related to aggravated risk Wholesale - Brazil1 381 3,915 4,296 rating of overdue 10,399 10,025 10,418 and renegotiated Aggravated Latin America2 353 855 1,208 operations Specific Overdue operations Allowance Fully Provisioned according to the Brazilian Central Bank Retail - Brazil1 2,486 5,533 8,018 Related to minimum 10,431 10,335 Overdue 10,160 14,913 provision required for Wholesale - Brazil1 372 703 1,075 overdue operations 774 Latin America2 468 1,241 according to CMN Resolution 2,682/1999 Dec-17 Sep-18 Dec-18 (1) Includes units abroad ex-Latin America; (2) Excludes Brazil; (3) Allowance for potential losses includes the provision for financial guarantees provided. (*) Total allowance includes allowance for financial guarantees provided, which is recorded in liabilities as from March 2017, in accordance with CMN Resolution No. 4,512/16. Dec-18 page 59Allowance for Loan Losses by Risk– Consolidated R$ million Regulatory (*) Allocation of Total Allowance by Type of Risk - Consolidated Breakdown 34,261 37,309 Complementary 35,496 Allowance Expected and/or 34,261 Potential Loss Retail - Brazil1 6,284 6,375 Related to expected Allowance for Financial Guarantees Provided Wholesale - Brazil1 loss in Retail segment 4,973 and potential loss in 1,136 16,853 Latin America2 2,270 Wholesale segment 14,919 13,527 Potential³ Generic Allowance Renegotiations (non-overdue / aggravated) Renegotiation and overdue loans 11,837 Retail - Brazil1 965 3,930 4,894 Related to aggravated risk Wholesale - Brazil1 381 3,915 4,296 rating of overdue 10,399 10,025 10,418 and renegotiated Aggravated Latin America2 353 855 1,208 operations Specific Overdue operations Allowance Fully Provisioned according to the Brazilian Central Bank Retail - Brazil1 2,486 5,533 8,018 Related to minimum 10,431 10,335 Overdue 10,160 14,913 provision required for Wholesale - Brazil1 372 703 1,075 overdue operations 774 Latin America2 468 1,241 according to CMN Resolution 2,682/1999 Dec-17 Sep-18 Dec-18 (1) Includes units abroad ex-Latin America; (2) Excludes Brazil; (3) Allowance for potential losses includes the provision for financial guarantees provided. (*) Total allowance includes allowance for financial guarantees provided, which is recorded in liabilities as from March 2017, in accordance with CMN Resolution No. 4,512/16. Dec-18 page 59

Non Performing Loans Ratios 15 to 90-day NPL Ratio | Consolidated - % 90-day NPL Ratio| Consolidated (%) 4.8 4.2 3.9 3.7 3.8 3.8 3.7 3.5 3.5 3.4 3.2 3.4 3.2 3.1 3.0 3.1 2.9 2.8 2.8 2.6 2.6 3.9 2.3 3.4 3.0 2.9 3.2 3.2 3.1 3.1 2.8 3.0 2.6 2.7 2.7 2.7 2.9 2.9 2.9 2.5 2.8 2.6 2.5 2.7 2.3 2.7 2.6 2.5 2.4 2.1 2.3 2.3 1.7 1.6 1.5 1.5 1.5 1.5 1.4 1.4 1.3 1.2 1.2 1.2 1.1 1.1 Dec-14 Sep-15 Dec-15 Sep-16 Dec-16 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Dec-14 Sep-15 Dec-15 Sep-16 Dec-16 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Total Brazil ¹ Latin America ² Total Brazil ¹ Latin America ² 15 to 90-day NPL Ratio | Brazil 1 - % 90-day NPL Ratio | Brazil 1(%) 6.3 5.8 5.8 5.4 5.1 4.9 4.9 4.6 4.5 4.5 4.4 4.2 5.7 4.2 5.6 3.9 3.8 3.6 3.5 3.5 3.5 4.9 3.3 3.2 4.7 4.5 2.9 4.2 4.2 4.3 3.9 3.8 3.7 3.4 2.5 2.3 2.4 3.2 3.5 3.4 1.8 3.1 1.9 1.7 1.5 3.0 2.8 0.9 1.0 0.8 0.7 1.8 1.7 1.8 1.7 1.5 1.5 1.5 1.3 1.1 1.0 0.8 1.0 1.0 1.0 0.9 Dec-14 Sep-15 Dec-15 Sep-16 Dec-16 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Dec-14 Sep-15 Dec-15 Sep-16 Dec-16 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Individuals Corporate Very Small, Small and Middle Market Companies Individuals Corporate Very Small, Small and Middle Market Companies Note: Total and Latin America 15 to 90-day NPL Ratios prior to June 2016 do not include CorpBanca. (1) Includes units abroad ex-Latin America. (2) Excludes Brazil. page 60Non Performing Loans Ratios 15 to 90-day NPL Ratio | Consolidated - % 90-day NPL Ratio| Consolidated (%) 4.8 4.2 3.9 3.7 3.8 3.8 3.7 3.5 3.5 3.4 3.2 3.4 3.2 3.1 3.0 3.1 2.9 2.8 2.8 2.6 2.6 3.9 2.3 3.4 3.0 2.9 3.2 3.2 3.1 3.1 2.8 3.0 2.6 2.7 2.7 2.7 2.9 2.9 2.9 2.5 2.8 2.6 2.5 2.7 2.3 2.7 2.6 2.5 2.4 2.1 2.3 2.3 1.7 1.6 1.5 1.5 1.5 1.5 1.4 1.4 1.3 1.2 1.2 1.2 1.1 1.1 Dec-14 Sep-15 Dec-15 Sep-16 Dec-16 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Dec-14 Sep-15 Dec-15 Sep-16 Dec-16 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Total Brazil ¹ Latin America ² Total Brazil ¹ Latin America ² 15 to 90-day NPL Ratio | Brazil 1 - % 90-day NPL Ratio | Brazil 1(%) 6.3 5.8 5.8 5.4 5.1 4.9 4.9 4.6 4.5 4.5 4.4 4.2 5.7 4.2 5.6 3.9 3.8 3.6 3.5 3.5 3.5 4.9 3.3 3.2 4.7 4.5 2.9 4.2 4.2 4.3 3.9 3.8 3.7 3.4 2.5 2.3 2.4 3.2 3.5 3.4 1.8 3.1 1.9 1.7 1.5 3.0 2.8 0.9 1.0 0.8 0.7 1.8 1.7 1.8 1.7 1.5 1.5 1.5 1.3 1.1 1.0 0.8 1.0 1.0 1.0 0.9 Dec-14 Sep-15 Dec-15 Sep-16 Dec-16 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Dec-14 Sep-15 Dec-15 Sep-16 Dec-16 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Individuals Corporate Very Small, Small and Middle Market Companies Individuals Corporate Very Small, Small and Middle Market Companies Note: Total and Latin America 15 to 90-day NPL Ratios prior to June 2016 do not include CorpBanca. (1) Includes units abroad ex-Latin America. (2) Excludes Brazil. page 60

Coverage Ratio (90-day NPL) Coverage Ratio and Expanded Coverage Ratio1 Coverage Ratio 908% 639% 517% 248% 246% 245% 243% 2 236% 235% 231% 222% 221% 235% 221% 219% 169% 168% 166% 104% 104% 101% 100% 100% 96% 95% 92% 90% Dec-17 Sep-18 Dec-18 Dec-16 Mar-17 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Total Total (Expanded) Latin America ex-Brazil Retail Banking - Brazil 1 Expanded Coverage Ratio is calculated from the division of the total a llowance balance* by the sum of 90 days overdue operations and of renegotiated loan portfolio excluding the double counting of 90 days overdue renegotiated loans. Wholesale Banking - Brazil 2 Excluding the exposure of a corporate cliente, the Total coverage ratio would have been 244%. (*) Total allowance used for calculation of the coverage and expanded coverage ratios includes the provision for financial guarantees provided, which is recorded in liabilities as from March 2017, in accordance with CMN Resolution No. 4,512/16. page 61Coverage Ratio (90-day NPL) Coverage Ratio and Expanded Coverage Ratio1 Coverage Ratio 908% 639% 517% 248% 246% 245% 243% 2 236% 235% 231% 222% 221% 235% 221% 219% 169% 168% 166% 104% 104% 101% 100% 100% 96% 95% 92% 90% Dec-17 Sep-18 Dec-18 Dec-16 Mar-17 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Total Total (Expanded) Latin America ex-Brazil Retail Banking - Brazil 1 Expanded Coverage Ratio is calculated from the division of the total a llowance balance* by the sum of 90 days overdue operations and of renegotiated loan portfolio excluding the double counting of 90 days overdue renegotiated loans. Wholesale Banking - Brazil 2 Excluding the exposure of a corporate cliente, the Total coverage ratio would have been 244%. (*) Total allowance used for calculation of the coverage and expanded coverage ratios includes the provision for financial guarantees provided, which is recorded in liabilities as from March 2017, in accordance with CMN Resolution No. 4,512/16. page 61

NPL Creation R$ billion 5.3 * 5.0 5.0 4.9 4.4 4.4 4.4 4.4 3.8 3.8 3.8 3.6 3.5 3.5 3.5 3.5 3.3 3.2 * 1.0 1.1 1.0 0.8 0.7 0.5 0.5 0.5 0.4 0.7 0.8 0.5 0.5 0.4 0.2 0.3 0.2 -0.3 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 Total Retail Banking - Brazil Whosale Banking - Brazil Latin America ex-Brazil * Excluding the exposure of a corporate cliente, the Total NPL Creation would have been R$4.5 billion and the Wholesale Banking in Brazil NPL Creation would have been R$0.6 billion. page 62NPL Creation R$ billion 5.3 * 5.0 5.0 4.9 4.4 4.4 4.4 4.4 3.8 3.8 3.8 3.6 3.5 3.5 3.5 3.5 3.3 3.2 * 1.0 1.1 1.0 0.8 0.7 0.5 0.5 0.5 0.4 0.7 0.8 0.5 0.5 0.4 0.2 0.3 0.2 -0.3 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 Total Retail Banking - Brazil Whosale Banking - Brazil Latin America ex-Brazil * Excluding the exposure of a corporate cliente, the Total NPL Creation would have been R$4.5 billion and the Wholesale Banking in Brazil NPL Creation would have been R$0.6 billion. page 62

Provision for Loan Losses and NPL Creation by Segment Retail Banking - Brazil R$ billion 107% 108% 105% 102% 104% 99% 100% 98% 89% 3.7 3.5 3.5 3.3 3.5 3.5 3.8 3.5 3.5 4.0 3.8 3.7 3.2 3.6 3.2 3.2 3.5 3.7 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 Wholesale Banking - Brazil R$ billion 263% 230% 141% 148% 48% 34% -29% -53% -66% 1.4 0.7 1.1 1.1 0.8 1.0 0.5 0.5 1.0 0.2 0.6 0.2 0.2 0.4 0.2 -0.3 -0.3 -0.4 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 Latin America ex–Brazil R$ billion 154% 128% 130% 133% 100% 97% 114% 86% 79% 0.8 0.8 0.4 0.5 0.6 0.4 0.5 0.5 0.7 0.5 0.6 0.7 0.6 0.5 0.5 0.4 0.4 0.3 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 Total R$ billion 112% 113% 110% 109% 102% 98% 85% 82% 79% 5.85 5.3 .4 4.94.94 4.4 .3 4.44.5 4.4 5.0 5.0 3.8 4.4 4.1 4.3 3.9 3.8 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 Provision for Loan Losses NPL Creation Provision for Loan Losses / NPL Creation page 63Provision for Loan Losses and NPL Creation by Segment Retail Banking - Brazil R$ billion 107% 108% 105% 102% 104% 99% 100% 98% 89% 3.7 3.5 3.5 3.3 3.5 3.5 3.8 3.5 3.5 4.0 3.8 3.7 3.2 3.6 3.2 3.2 3.5 3.7 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 Wholesale Banking - Brazil R$ billion 263% 230% 141% 148% 48% 34% -29% -53% -66% 1.4 0.7 1.1 1.1 0.8 1.0 0.5 0.5 1.0 0.2 0.6 0.2 0.2 0.4 0.2 -0.3 -0.3 -0.4 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 Latin America ex–Brazil R$ billion 154% 128% 130% 133% 100% 97% 114% 86% 79% 0.8 0.8 0.4 0.5 0.6 0.4 0.5 0.5 0.7 0.5 0.6 0.7 0.6 0.5 0.5 0.4 0.4 0.3 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 Total R$ billion 112% 113% 110% 109% 102% 98% 85% 82% 79% 5.85 5.3 .4 4.94.94 4.4 .3 4.44.5 4.4 5.0 5.0 3.8 4.4 4.1 4.3 3.9 3.8 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 Provision for Loan Losses NPL Creation Provision for Loan Losses / NPL Creation page 63

Loan Portfolio Evolution by Risk Level Brazil 1 Consolidated Total Allowance for Loan Losses (R$ million) 32,919 30,475 29,541 37,309 35,496 34,261 Loan Portfolio by Risk Level 43.1% 43.0% 43.0% 42.9% 44.0% 44.5% 34.9% 35.2% 33.6% 37.2% 38.2% 36.7% 8.7% 9.1% 5.0% 10.2% 4.9% 5.5% 4.1% 4.0% 4.0% 4.0% 4.8% 4.0% 10.7% 9.9% 9.2% 9.2% 8.4% 8.0% Dec-17 Sep-18 Dec-18 Dec-17 Sep-18 Dec-18 AA A B C D-H (1) Includes units abroad ex-Latin America. Note: Loan portfolio without financial guarantees provided. Total allowance includes the provision for financial guarantees provided, which is recorded in liabilities as from March 2017, in accordance with CMN Resolution No. 4,512/16. page 64Loan Portfolio Evolution by Risk Level Brazil 1 Consolidated Total Allowance for Loan Losses (R$ million) 32,919 30,475 29,541 37,309 35,496 34,261 Loan Portfolio by Risk Level 43.1% 43.0% 43.0% 42.9% 44.0% 44.5% 34.9% 35.2% 33.6% 37.2% 38.2% 36.7% 8.7% 9.1% 5.0% 10.2% 4.9% 5.5% 4.1% 4.0% 4.0% 4.0% 4.8% 4.0% 10.7% 9.9% 9.2% 9.2% 8.4% 8.0% Dec-17 Sep-18 Dec-18 Dec-17 Sep-18 Dec-18 AA A B C D-H (1) Includes units abroad ex-Latin America. Note: Loan portfolio without financial guarantees provided. Total allowance includes the provision for financial guarantees provided, which is recorded in liabilities as from March 2017, in accordance with CMN Resolution No. 4,512/16. page 64

Renegotiated Loan Operations Total Renegotiated Portfolio | Breakdown by Days Overdue R$ billion Brazil 1 Days overdue: 22.9 23.1 24.6 24.5 24.4 25.5 25.2 25.7 25.2 measured at the moment of renegotiation 27.6 27.9 27.3 26.4 27.5 26.4 26.4 24.7 24.3 Latin America 2 2.0 2.2 2.3 2.1 1.8 1.9 2.0 1.5 1.6 1.8 1.9 1.8 1.8 When Written-off as a Loss 2.0 1.9 1.9 1.8 1.9 8.4 8.7 8.2 8.5 7.7 8.2 7.8 When over 90 days overdue 7.3 7.6 4.8 5.1 5.9 5.2 5.9 5.9 5.6 6.2 When 31-90 days overdue 5.6 1.4 1.3 1.2 1.2 1.3 1.3 1.3 1.4 1.4 When up to 30 days overdue 9.0 8.5 8.8 8.2 7.6 7.7 7.0 6.9 6.4 When non-overdue Dec-16 Mar-17 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Allowance for Loan Losses for Renegotiated Loans Portfolio 90-day NPL of Renegotiated Loans Portfolio R$ billion R$ billion 41.4% 40.8% 41.2% 40.9% 40.8% 40.1% 40.2% 40.3% 39.9% 20.8% 19.7% 17.9% 17.6% 17.2% 16.8% 16.5% 15.7% 15.0% 27.6 27.5 27.9 27.3 26.4 26.4 26.4 24.3 24.7 5.1 4.9 4.9 4.6 4.6 4.6 4.4 4.4 4.1 10.9 10.6 10.8 11.1 11.0 11.4 11.3 9.9 9.9 Dec-16 Mar-17 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Dec-16 Mar-17 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Total Renegotiated Loans Portfolio 90-day NPL Allowance for Loan Losses for Renegotiated Loans Portfolio Total of Renegotiated Loans Portfolio 90-day NPL Ratio Renegotiated Loans Portfolio Allowance for Loan Losses for Renegotiated Loans Portfolio/ Renegotiated Loans Portfolio (1) Includes units abroad ex-Latin America; (2) Excludes Brazil. page 65Renegotiated Loan Operations Total Renegotiated Portfolio | Breakdown by Days Overdue R$ billion Brazil 1 Days overdue: 22.9 23.1 24.6 24.5 24.4 25.5 25.2 25.7 25.2 measured at the moment of renegotiation 27.6 27.9 27.3 26.4 27.5 26.4 26.4 24.7 24.3 Latin America 2 2.0 2.2 2.3 2.1 1.8 1.9 2.0 1.5 1.6 1.8 1.9 1.8 1.8 When Written-off as a Loss 2.0 1.9 1.9 1.8 1.9 8.4 8.7 8.2 8.5 7.7 8.2 7.8 When over 90 days overdue 7.3 7.6 4.8 5.1 5.9 5.2 5.9 5.9 5.6 6.2 When 31-90 days overdue 5.6 1.4 1.3 1.2 1.2 1.3 1.3 1.3 1.4 1.4 When up to 30 days overdue 9.0 8.5 8.8 8.2 7.6 7.7 7.0 6.9 6.4 When non-overdue Dec-16 Mar-17 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Allowance for Loan Losses for Renegotiated Loans Portfolio 90-day NPL of Renegotiated Loans Portfolio R$ billion R$ billion 41.4% 40.8% 41.2% 40.9% 40.8% 40.1% 40.2% 40.3% 39.9% 20.8% 19.7% 17.9% 17.6% 17.2% 16.8% 16.5% 15.7% 15.0% 27.6 27.5 27.9 27.3 26.4 26.4 26.4 24.3 24.7 5.1 4.9 4.9 4.6 4.6 4.6 4.4 4.4 4.1 10.9 10.6 10.8 11.1 11.0 11.4 11.3 9.9 9.9 Dec-16 Mar-17 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Dec-16 Mar-17 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Total Renegotiated Loans Portfolio 90-day NPL Allowance for Loan Losses for Renegotiated Loans Portfolio Total of Renegotiated Loans Portfolio 90-day NPL Ratio Renegotiated Loans Portfolio Allowance for Loan Losses for Renegotiated Loans Portfolio/ Renegotiated Loans Portfolio (1) Includes units abroad ex-Latin America; (2) Excludes Brazil. page 65

Credit Quality | Individuals Loan-to-Value Credit Cards Portfolio in Dec-18 Vehicles and Mortgage | Vintages 7.9% 58.4% 57.9% 57.8% 57.2% 18.7% 55.6% 8.0% 54.7% 8.7% 84.2% 72.6% Itaú Unibanco Brazilian Financial System Dec-17 Sep-18 Dec-18 excluding Itaú Unibanco Transactor¹ Installment with Interest Revolving Credit + Overdue Loans Vehicles Mortgage Loans Composition of the Payroll Loans Portfolio Change in the Mix of the Individuals Portfolio in Brazil in Dec-18 13.4% 22.2% 11% 14.4% Payroll Loans 11% 20.0% Mortgage Loans 24.0% 7.6% Vehicles 13.4% 16.0% Personal Loans 78% Credit Card 36.8% 32.2% Private Sector Public Sector INSS Dec-13 Dec-18 (1) Includes installment without interest. page 66Credit Quality | Individuals Loan-to-Value Credit Cards Portfolio in Dec-18 Vehicles and Mortgage | Vintages 7.9% 58.4% 57.9% 57.8% 57.2% 18.7% 55.6% 8.0% 54.7% 8.7% 84.2% 72.6% Itaú Unibanco Brazilian Financial System Dec-17 Sep-18 Dec-18 excluding Itaú Unibanco Transactor¹ Installment with Interest Revolving Credit + Overdue Loans Vehicles Mortgage Loans Composition of the Payroll Loans Portfolio Change in the Mix of the Individuals Portfolio in Brazil in Dec-18 13.4% 22.2% 11% 14.4% Payroll Loans 11% 20.0% Mortgage Loans 24.0% 7.6% Vehicles 13.4% 16.0% Personal Loans 78% Credit Card 36.8% 32.2% Private Sector Public Sector INSS Dec-13 Dec-18 (1) Includes installment without interest. page 66

Banking Fee Revenues and Result from Insurance, Pension Plans and Premium Bonds In R$ millions 4Q18 3Q18 4Q D 17 D 2018 2017 D Credit and Debit Cards 3,487 3,379 3.2% 3,567 -2.3% 13,450 13,180 0.0% Current Account Services 1,854 1,829 1.4% 1,763 5.2% 7,320 6,791 0.0% Asset Management ¹ 1,192 1,068 11.6% 952 25.2% 4,380 3,570 22.7% Credit Operations and Guarantees Provided 615 606 1.5% 662 -7.0% 2,518 2,609 -3.5% Collection Services 480 472 1.7% 459 4.6% 1,893 1,728 9.6% Advisory Services and Brokerage 559 279 100.5% 401 39.4% 1,576 1,398 0.0% Other 237 249 -4.7% 289 -17.8% 1,034 1,175 -12.0% Latin America (ex-Brazil) 768 750 2.4% 682 12.6% 2,907 2,563 13.5% Commissions and Fees 9,192 8,632 6.5% 8,775 4.8% 35,079 33,014 6.3% Result from Insurance Operations ² 1,590 1,521 4.6% 1,711 -7.1% 6,357 6,256 1.6% Total 10, 782 10,153 6.2% 10,486 2.8% 41,436 39,271 5.5% Operational Coverage Ratio R$ million 86.8% 85.8% 84.6% 84.3% 83.3% 82.2% 82.7% 80.3% 80.3% 10,782 10,486 10,371 10,130 10,153 9,845 9,576 9,441 9,498 38.2% 38.3% 37.5% 37.0% 37.3% 36.8% 35.2% 35.3% 33.7% 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 Commissions and Fees and Result from Insurance Operations² Commissions and Fees and Result from Insurance Operations² / Operating Revenues³ Commissions and Fees and Result from Insurance Operations² / Non-interest Expenses (1) Includes fund management fees and consortia management fees. (2) Result from Insurance includes the Result from Insurance, Pension Plan and Premium Bonds Operations net of Retained Claims and Selling Expenses. (3) Operating Revenues including the Result from Insurance, Pension Plan and Premium Bonds Operations net of retained claims and selling expenses. page 67Banking Fee Revenues and Result from Insurance, Pension Plans and Premium Bonds In R$ millions 4Q18 3Q18 4Q D 17 D 2018 2017 D Credit and Debit Cards 3,487 3,379 3.2% 3,567 -2.3% 13,450 13,180 0.0% Current Account Services 1,854 1,829 1.4% 1,763 5.2% 7,320 6,791 0.0% Asset Management ¹ 1,192 1,068 11.6% 952 25.2% 4,380 3,570 22.7% Credit Operations and Guarantees Provided 615 606 1.5% 662 -7.0% 2,518 2,609 -3.5% Collection Services 480 472 1.7% 459 4.6% 1,893 1,728 9.6% Advisory Services and Brokerage 559 279 100.5% 401 39.4% 1,576 1,398 0.0% Other 237 249 -4.7% 289 -17.8% 1,034 1,175 -12.0% Latin America (ex-Brazil) 768 750 2.4% 682 12.6% 2,907 2,563 13.5% Commissions and Fees 9,192 8,632 6.5% 8,775 4.8% 35,079 33,014 6.3% Result from Insurance Operations ² 1,590 1,521 4.6% 1,711 -7.1% 6,357 6,256 1.6% Total 10, 782 10,153 6.2% 10,486 2.8% 41,436 39,271 5.5% Operational Coverage Ratio R$ million 86.8% 85.8% 84.6% 84.3% 83.3% 82.2% 82.7% 80.3% 80.3% 10,782 10,486 10,371 10,130 10,153 9,845 9,576 9,441 9,498 38.2% 38.3% 37.5% 37.0% 37.3% 36.8% 35.2% 35.3% 33.7% 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 Commissions and Fees and Result from Insurance Operations² Commissions and Fees and Result from Insurance Operations² / Operating Revenues³ Commissions and Fees and Result from Insurance Operations² / Non-interest Expenses (1) Includes fund management fees and consortia management fees. (2) Result from Insurance includes the Result from Insurance, Pension Plan and Premium Bonds Operations net of Retained Claims and Selling Expenses. (3) Operating Revenues including the Result from Insurance, Pension Plan and Premium Bonds Operations net of retained claims and selling expenses. page 67

Retail - Merchant Acquiring | REDE Debit Card Transaction Volume Credit Card Transaction Volume R$ million R$ million 81,136 46,057 70,376 69,425 68,259 38,711 38,873 65,915 37,548 63,558 63,345 61,937 35,818 35,595 60,938 32,867 32,234 32,014 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 Service Revenues from Acquiring Numbers R$ million 1,535 % growth 1,444 1,433 1,401 1,399 1,283 1,254 4Q18 x 4Q17 1,227 1,180 POS number 1.2 million 6.1% Purchase volume R$127.2 billion 17.6% 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 page 68Retail - Merchant Acquiring | REDE Debit Card Transaction Volume Credit Card Transaction Volume R$ million R$ million 81,136 46,057 70,376 69,425 68,259 38,711 38,873 65,915 37,548 63,558 63,345 61,937 35,818 35,595 60,938 32,867 32,234 32,014 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 Service Revenues from Acquiring Numbers R$ million 1,535 % growth 1,444 1,433 1,401 1,399 1,283 1,254 4Q18 x 4Q17 1,227 1,180 POS number 1.2 million 6.1% Purchase volume R$127.2 billion 17.6% 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 page 68

Insurance Operations | Pro Forma Income Statement 4Q18 Recurring Other Recurring Activities Total In R$ millions Activities Activities 3Q18D 4Q17D Earned Premiums 1,045 970 75 946 2.5% 919 5.5% Revenues from Pension Plan and Premium Bonds 179 179 - 174 2.3% 231 -22.7% Liability Adequacy Test 43 43 - - - 260 - Retained Claims (294) (225) (68) (246) -8.2% (213) 6.1% Selling Expenses (14) (4) (10) (2) 119.4% (4) -0.3% Result from Insurance, Pension Plan and Premium Bonds 959 962 (3) 873 10.2% 1,194 -19.4% Managerial Financial Margin (4) 7 (11) (10) -168.9% 54 -86.7% Commissions and Fees 545 536 9 564 -4.8% 515 4.2% Earnings of Affiliates 150 150 - 126 19.1% 118 26.3% Non-interest Expenses (630) (632) 2 (518) 22.0% (455) 38.9% Tax Expenses for ISS, PIS and Cofins and other taxes (85) (85) 0 (81) 4.3% ( 87) -2.4% Income before Tax and Minority Interests 936 938 (2) 952 -1.4% 1,340 -30.0% Income Tax/Social Contribution and Minority Interests (389) (389) 1 (365) 6.7% (576) -32.4% Recurring Net Income 547 549 (2) 587 -6.5% 764 -28.1% Net Income and Insurance Ratio1 R$ millions 12.6% 11.7% 11.1% 10.6% 10.3% 10.0% 9.7% 9.2% 8.5% 777 735 682 643 641 600 73 638 591 547 49 73 62 39 63 32 38 35 217 341 195 161 154 209 251 205 142 460 398 402 401 348 358 374 373 344 50 27 21 7 4 3 (2) (27) (29) 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 Other Activities Insurance - Recurring Activities Pension Plan Premiums Bonds Insurance Ratio ¹ Note: Our recurring activities consist of mass-market products related to Life, Property, Credit Life, Pension and Premium Bonds. Other insurance activities correspond to Extended Warranty, Health Insurance, our stake in IRB, and other. (1)Insurance Ratio = Recurring net income from Insurance, Pension Plan and Premium Bonds operations / Itaú Unibanco’s recurring net income. page 69Insurance Operations | Pro Forma Income Statement 4Q18 Recurring Other Recurring Activities Total In R$ millions Activities Activities 3Q18D 4Q17D Earned Premiums 1,045 970 75 946 2.5% 919 5.5% Revenues from Pension Plan and Premium Bonds 179 179 - 174 2.3% 231 -22.7% Liability Adequacy Test 43 43 - - - 260 - Retained Claims (294) (225) (68) (246) -8.2% (213) 6.1% Selling Expenses (14) (4) (10) (2) 119.4% (4) -0.3% Result from Insurance, Pension Plan and Premium Bonds 959 962 (3) 873 10.2% 1,194 -19.4% Managerial Financial Margin (4) 7 (11) (10) -168.9% 54 -86.7% Commissions and Fees 545 536 9 564 -4.8% 515 4.2% Earnings of Affiliates 150 150 - 126 19.1% 118 26.3% Non-interest Expenses (630) (632) 2 (518) 22.0% (455) 38.9% Tax Expenses for ISS, PIS and Cofins and other taxes (85) (85) 0 (81) 4.3% ( 87) -2.4% Income before Tax and Minority Interests 936 938 (2) 952 -1.4% 1,340 -30.0% Income Tax/Social Contribution and Minority Interests (389) (389) 1 (365) 6.7% (576) -32.4% Recurring Net Income 547 549 (2) 587 -6.5% 764 -28.1% Net Income and Insurance Ratio1 R$ millions 12.6% 11.7% 11.1% 10.6% 10.3% 10.0% 9.7% 9.2% 8.5% 777 735 682 643 641 600 73 638 591 547 49 73 62 39 63 32 38 35 217 341 195 161 154 209 251 205 142 460 398 402 401 348 358 374 373 344 50 27 21 7 4 3 (2) (27) (29) 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 Other Activities Insurance - Recurring Activities Pension Plan Premiums Bonds Insurance Ratio ¹ Note: Our recurring activities consist of mass-market products related to Life, Property, Credit Life, Pension and Premium Bonds. Other insurance activities correspond to Extended Warranty, Health Insurance, our stake in IRB, and other. (1)Insurance Ratio = Recurring net income from Insurance, Pension Plan and Premium Bonds operations / Itaú Unibanco’s recurring net income. page 69

Insurance Operations | Insurance Core Activities Net Income and Underwriting Margin Combined Ratio 1 R$ million 56.2% 78.5% 78.0% 77.9% 75.8% 74.9% 52.3% 51.6% 48.1% 47.2% 62.1% 756 57.5% 56.7% 717 717 701 53.3% 0.3% 687 52.0% 0.1% 0.1% 0.2% 0.3% 32.4% 40.1% 32.5% 398 401 31.9% 374 373 30.0% 344 25.0% 24.1% 21.7% 21.3% 21.7% 4Q17 1Q18 2Q18 3Q18 4Q18 4Q17 1Q18 2Q18 3Q18 4Q18 Selling Expenses/Earned Premiums Administrative Expenses and Other/Earned Premiums Net Income Underwriting Margin Underwriting Margin / Earned Premiums Insurance Claims/Earned Premiums Extended Combined Ratio Earned Premiums Breakdown Retained Claims Breakdown R$ million R$ million 199 190 229 228 211 919 893 917 946 970 6.8% 6.1% 7.4% 8.2% 4.0% 4.2% 3.8% 5.5% 5.1% 10.8% 3.3% 7.8% 7.3% 6.1% 10.5% 10.0% 10.4% 10.2% 9.8% 2.2% 5.7% 3.7% 3.9% 1.8% 1.7% 1.6% 1.7% 3.3% 1.8% 12.7% 14.0% 12.0% 14.9% 11.5% 15.7% 17.1% 17.4% 16.2% 16.1% 6.5% 13.6% 18.3% 11.3% 12.0% 14.6% 14.2% 15.0% 15.7% 15.9% 63.4% 58.7% 57.4% 56.0% 55.1% 53.3% 52.6% 51.9% 51.3% 50.9% 4Q17 1Q18 2Q18 3Q18 4Q18 4Q17 1Q18 2Q18 3Q18 4Q18 Life and Personal Accidents Protected Card Credit Life Property risk Mortgage Other Life and Personal Accidents Protected Card Credit Life Property risk Mortgage Other (1) The combined ratio is the sum of retained claims, selling expenses, administrative expenses, other operating income and expenses, tax expenses for ISS, PIS and Cofins and other taxes divided by earned premiums. The extended combined ratio is the sum of these same expenses divided by the sum of earned premiums, managerial financial margin and commissions and fees. page 70Insurance Operations | Insurance Core Activities Net Income and Underwriting Margin Combined Ratio 1 R$ million 56.2% 78.5% 78.0% 77.9% 75.8% 74.9% 52.3% 51.6% 48.1% 47.2% 62.1% 756 57.5% 56.7% 717 717 701 53.3% 0.3% 687 52.0% 0.1% 0.1% 0.2% 0.3% 32.4% 40.1% 32.5% 398 401 31.9% 374 373 30.0% 344 25.0% 24.1% 21.7% 21.3% 21.7% 4Q17 1Q18 2Q18 3Q18 4Q18 4Q17 1Q18 2Q18 3Q18 4Q18 Selling Expenses/Earned Premiums Administrative Expenses and Other/Earned Premiums Net Income Underwriting Margin Underwriting Margin / Earned Premiums Insurance Claims/Earned Premiums Extended Combined Ratio Earned Premiums Breakdown Retained Claims Breakdown R$ million R$ million 199 190 229 228 211 919 893 917 946 970 6.8% 6.1% 7.4% 8.2% 4.0% 4.2% 3.8% 5.5% 5.1% 10.8% 3.3% 7.8% 7.3% 6.1% 10.5% 10.0% 10.4% 10.2% 9.8% 2.2% 5.7% 3.7% 3.9% 1.8% 1.7% 1.6% 1.7% 3.3% 1.8% 12.7% 14.0% 12.0% 14.9% 11.5% 15.7% 17.1% 17.4% 16.2% 16.1% 6.5% 13.6% 18.3% 11.3% 12.0% 14.6% 14.2% 15.0% 15.7% 15.9% 63.4% 58.7% 57.4% 56.0% 55.1% 53.3% 52.6% 51.9% 51.3% 50.9% 4Q17 1Q18 2Q18 3Q18 4Q18 4Q17 1Q18 2Q18 3Q18 4Q18 Life and Personal Accidents Protected Card Credit Life Property risk Mortgage Other Life and Personal Accidents Protected Card Credit Life Property risk Mortgage Other (1) The combined ratio is the sum of retained claims, selling expenses, administrative expenses, other operating income and expenses, tax expenses for ISS, PIS and Cofins and other taxes divided by earned premiums. The extended combined ratio is the sum of these same expenses divided by the sum of earned premiums, managerial financial margin and commissions and fees. page 70

Pension Plan Segment Recurring Net Income Focus on Client Experience R$ million 7 Reasons to Invest 341 Plan your retirement 1 251 217 209 205 195 Pay your future health expenses 2 161 154 142 Invest in your kids’ education 3 Plan your taxes expenses 4 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 Improve your investment return 5 Technical Provisions R$ billion Flexibility to change pension plan 6 196.6 190.0 185.2 182.4 177.3 170.7 163.0 157.4 Succession planning 7 149.4 Concept 1,3,6,9: How much do the client have to save to enjoy a peaceful retirement? Years of salary accumulated Age 135 345 655 965 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 page 71Pension Plan Segment Recurring Net Income Focus on Client Experience R$ million 7 Reasons to Invest 341 Plan your retirement 1 251 217 209 205 195 Pay your future health expenses 2 161 154 142 Invest in your kids’ education 3 Plan your taxes expenses 4 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 Improve your investment return 5 Technical Provisions R$ billion Flexibility to change pension plan 6 196.6 190.0 185.2 182.4 177.3 170.7 163.0 157.4 Succession planning 7 149.4 Concept 1,3,6,9: How much do the client have to save to enjoy a peaceful retirement? Years of salary accumulated Age 135 345 655 965 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 page 71

Non-interest Expenses In R$ millions 4Q18 3Q18D 4Q17D 2018 2017D Personnel Expenses (5,618) (5,405) 3.9% (5,512) 1.9% (21,300) (20,302) 4.9% Administrative Expenses (4,454) (4,173) 6.7% (4,262) 4.5% (16,659) (15,978) 4.3% Personnel Expenses and Administrative Expenses (10,072) (9,579) 5.2% (9,774) 3.1% (37,960) (36,280) 4.6% Operating Expenses (948) (1,264) -25.0% (1,278) -25.9% (4,609) (4,981) -7.5% 1 (89) (82) 8.8% (86) 3.5% (329) (345) -4.8% Other Tax Expenses Total Brazil (11,109) (10,925) 1.7% (11,138) -0.3% (42,898) (41,607) 3.1% 2 (1,683) (1,721) -2.2% (1,537) 9.5% (6,478) (5,439) 19.1% Latin America (ex-Brazil) Total (12,793) (12,646) 1.2% (12,675) 0.9% (49,376) (47,045) 5.0% (1) Includes IPTU, IPVA, IOF and other. Does not include PIS, Cofins and ISS; (2) Does not consider overhead allocation; 3,4 5 Branches and Client Service Branches Number of Employees Amout 100,756 100,335 99,332 99,618 99,914 96,326 94,779 94,955 95,065 13,101 12,968 13,205 13,193 13,223 13,282 13,116 13,204 13,260 5,103 566 4,955 4,917 577 585 5,005 4,919 4,981 4,976 4,904 4,940 572 570 643 648 620 609 135 154 173 144 156 160 160 160 195 3,653 3,553 3,523 3,591 3,587 3,523 3,531 3,531 3,530 86,144 87,070 86,801 85,537 85,843 82,401 80,871 81,219 81,252 766 757 736 718 703 704 697 700 703 549 551 542 527 522 525 516 513 512 Dec-16 Mar-17 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Dec-16 Mar-17 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Branches + CSB (Latin America ex-Brazil) CSB - Brazil Brazil Abroad (ex-Latin America) Latin America Brick and Mortar Branches - Brazil Digital Branches - Brazil (3) Includes IBBA representative offices abroad; (4) Includes Banco Itaú BBA, Banco Itaú Argentina and companies in Chile, Colombia, Uruguay, Panama and Paraguay; (5) For companies under our control, 100% of the total number of employees is considered. No employees are considered for companies not controlled by us. page 72Non-interest Expenses In R$ millions 4Q18 3Q18D 4Q17D 2018 2017D Personnel Expenses (5,618) (5,405) 3.9% (5,512) 1.9% (21,300) (20,302) 4.9% Administrative Expenses (4,454) (4,173) 6.7% (4,262) 4.5% (16,659) (15,978) 4.3% Personnel Expenses and Administrative Expenses (10,072) (9,579) 5.2% (9,774) 3.1% (37,960) (36,280) 4.6% Operating Expenses (948) (1,264) -25.0% (1,278) -25.9% (4,609) (4,981) -7.5% 1 (89) (82) 8.8% (86) 3.5% (329) (345) -4.8% Other Tax Expenses Total Brazil (11,109) (10,925) 1.7% (11,138) -0.3% (42,898) (41,607) 3.1% 2 (1,683) (1,721) -2.2% (1,537) 9.5% (6,478) (5,439) 19.1% Latin America (ex-Brazil) Total (12,793) (12,646) 1.2% (12,675) 0.9% (49,376) (47,045) 5.0% (1) Includes IPTU, IPVA, IOF and other. Does not include PIS, Cofins and ISS; (2) Does not consider overhead allocation; 3,4 5 Branches and Client Service Branches Number of Employees Amout 100,756 100,335 99,332 99,618 99,914 96,326 94,779 94,955 95,065 13,101 12,968 13,205 13,193 13,223 13,282 13,116 13,204 13,260 5,103 566 4,955 4,917 577 585 5,005 4,919 4,981 4,976 4,904 4,940 572 570 643 648 620 609 135 154 173 144 156 160 160 160 195 3,653 3,553 3,523 3,591 3,587 3,523 3,531 3,531 3,530 86,144 87,070 86,801 85,537 85,843 82,401 80,871 81,219 81,252 766 757 736 718 703 704 697 700 703 549 551 542 527 522 525 516 513 512 Dec-16 Mar-17 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Dec-16 Mar-17 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Branches + CSB (Latin America ex-Brazil) CSB - Brazil Brazil Abroad (ex-Latin America) Latin America Brick and Mortar Branches - Brazil Digital Branches - Brazil (3) Includes IBBA representative offices abroad; (4) Includes Banco Itaú BBA, Banco Itaú Argentina and companies in Chile, Colombia, Uruguay, Panama and Paraguay; (5) For companies under our control, 100% of the total number of employees is considered. No employees are considered for companies not controlled by us. page 72

Efficiency Ratio and Risk-Adjusted Efficiency Ratio 65.7 68.6 61.7 64.5 63.4 63.3 60.8 61.0 61.3 49.2 48.7 48.8 47.3 47.1 44.8 45.7 45.9 43.6 70.1 68.2 66.6 65.0 63.3 62.7 62.2 64.2 61.2 47.4 47.0 47.7 45.5 46.4 47.6 45.3 45.3 45.3 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 Trailing 12-month Efficiency Ratio (%) Trailing 12-month Risk-Adjusted Efficiency Ratio (%) Quarterly Efficiency Ratio (%) Quarterly Risk-Adjusted Efficiency Ratio (%) Non-Interest Expenses (Personnel Expenses + Administrative Expenses + Operating Expenses + Other Expenses) + Cost of Credit Risk-Adjusted = Efficiency Ratio (Managerial Financial Margin + Commissions and Fees + Result of Insurance, Pension Plan and Premium Bonds + Tax Expenses for ISS, PIS, Cofins and Other Taxes) page 73Efficiency Ratio and Risk-Adjusted Efficiency Ratio 65.7 68.6 61.7 64.5 63.4 63.3 60.8 61.0 61.3 49.2 48.7 48.8 47.3 47.1 44.8 45.7 45.9 43.6 70.1 68.2 66.6 65.0 63.3 62.7 62.2 64.2 61.2 47.4 47.0 47.7 45.5 46.4 47.6 45.3 45.3 45.3 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 Trailing 12-month Efficiency Ratio (%) Trailing 12-month Risk-Adjusted Efficiency Ratio (%) Quarterly Efficiency Ratio (%) Quarterly Risk-Adjusted Efficiency Ratio (%) Non-Interest Expenses (Personnel Expenses + Administrative Expenses + Operating Expenses + Other Expenses) + Cost of Credit Risk-Adjusted = Efficiency Ratio (Managerial Financial Margin + Commissions and Fees + Result of Insurance, Pension Plan and Premium Bonds + Tax Expenses for ISS, PIS, Cofins and Other Taxes) page 73

Balance Sheet – Assets and Liabilities 1 R$ million Assets 4Q18 3Q18 4Q17 D'D' Current and Long-term Assets 1,615,235 1,578,127 2.4% 1,475,217 9.5% Cash and Cash Equivalents 37,159 29,467 26.1% 18,749 98.2% Short-term Interbank Investments 304,747 320,965 -5.1% 271,254 12.3% Securities and Derivative Financial Instruments 457,513 428,260 6.8% 445,751 2.6% Interbank and Interbranch Accounts 132,776 125,987 5.4% 132,752 0.0% Loan, Lease and Other Loan Operations 532,481 530,520 0.4% 493,595 7.9% (Allowance for Loan Losses) (33,125) (34,227) -3.2% (35,360) -6.3% Other Assets 183,684 177,155 3.7% 148,475 23.7% Permanent Assets 34,378 35,034 -1.9% 28,286 21.5% Total Assets 1,649,613 1,613,162 2.3% 1,503,503 9.7% Liabilities 4Q18 3Q18 4Q17 D'D' Current and Long-Term Liabilities 1,502,865 1,471,863 2.1% 1,362,133 10.3% Deposits 463,424 454,552 2.0% 402,938 15.0% Deposits Received under Securities Repurchase Agreements 343,236 314,575 9.1% 323,910 6.0% Fund from Acceptances and Issue of Securities 111,566 118,684 -6.0% 107,581 3.7% Interbank and Interbranch Accounts 46,863 49,129 -4.6% 39,086 19.9% Borrowings and Onlendings 67,947 67,258 1.0% 63,441 7.1% Derivative Financial Instruments 27,485 31,827 -13.6% 26,453 3.9% Technical Provisions for Insurance, Pension Plans and Premium Bonds 203,417 196,748 3.4% 183,747 10.7% Other Liabilities 238,925 239,090 -0.1% 214,977 11.1% Deferred Income 2,625 2,603 0.9% 2,433 7.9% Minority Interest in Subsidiaries 12,367 13,661 -9.5% 12,014 2.9% Stockholders' Equity 131,757 125,035 5.4% 126,924 3.8% Total Liabilities and Equity 1,649,613 1,613,162 2.3% 1,503,503 9.7% page 74Balance Sheet – Assets and Liabilities 1 R$ million Assets 4Q18 3Q18 4Q17 D'D' Current and Long-term Assets 1,615,235 1,578,127 2.4% 1,475,217 9.5% Cash and Cash Equivalents 37,159 29,467 26.1% 18,749 98.2% Short-term Interbank Investments 304,747 320,965 -5.1% 271,254 12.3% Securities and Derivative Financial Instruments 457,513 428,260 6.8% 445,751 2.6% Interbank and Interbranch Accounts 132,776 125,987 5.4% 132,752 0.0% Loan, Lease and Other Loan Operations 532,481 530,520 0.4% 493,595 7.9% (Allowance for Loan Losses) (33,125) (34,227) -3.2% (35,360) -6.3% Other Assets 183,684 177,155 3.7% 148,475 23.7% Permanent Assets 34,378 35,034 -1.9% 28,286 21.5% Total Assets 1,649,613 1,613,162 2.3% 1,503,503 9.7% Liabilities 4Q18 3Q18 4Q17 D'D' Current and Long-Term Liabilities 1,502,865 1,471,863 2.1% 1,362,133 10.3% Deposits 463,424 454,552 2.0% 402,938 15.0% Deposits Received under Securities Repurchase Agreements 343,236 314,575 9.1% 323,910 6.0% Fund from Acceptances and Issue of Securities 111,566 118,684 -6.0% 107,581 3.7% Interbank and Interbranch Accounts 46,863 49,129 -4.6% 39,086 19.9% Borrowings and Onlendings 67,947 67,258 1.0% 63,441 7.1% Derivative Financial Instruments 27,485 31,827 -13.6% 26,453 3.9% Technical Provisions for Insurance, Pension Plans and Premium Bonds 203,417 196,748 3.4% 183,747 10.7% Other Liabilities 238,925 239,090 -0.1% 214,977 11.1% Deferred Income 2,625 2,603 0.9% 2,433 7.9% Minority Interest in Subsidiaries 12,367 13,661 -9.5% 12,014 2.9% Stockholders' Equity 131,757 125,035 5.4% 126,924 3.8% Total Liabilities and Equity 1,649,613 1,613,162 2.3% 1,503,503 9.7% page 74

Total Assets | Evolution and Breakdown 1,649.6 R$ billion 1,503.5 1,427.1 Loans Portfolio 1 499.4 30.3% Cash and Cash Equivalents, 28.8% Interbank Investments and Interbank 474.7 and Interbranch Accounts Securities and Derivatives 27.7% 457.5 Financial Instruments 11.1% Other 183.7 2.1% 34.4 Permanent Assets 2016 2017 2018 Loans Breakdown Securities and Derivatives Breakdown Latin America 3.0% Corporate 5.1% 5.3% 6.0% SME's 8.8% Pension Plans Fund Quotas 28.5% 14.2% Credit Cards 41.1% Domestic Government Bonds 9.1% Mortgage (includes individuals and companies) Corporate Securities Payroll Loans to Individuals 14.5% International Government Bonds 18.1% Personal Loans 33.6% 12.7% Derivatives Vehicles (1) Net of Allowance for Loan Losses. page 75Total Assets | Evolution and Breakdown 1,649.6 R$ billion 1,503.5 1,427.1 Loans Portfolio 1 499.4 30.3% Cash and Cash Equivalents, 28.8% Interbank Investments and Interbank 474.7 and Interbranch Accounts Securities and Derivatives 27.7% 457.5 Financial Instruments 11.1% Other 183.7 2.1% 34.4 Permanent Assets 2016 2017 2018 Loans Breakdown Securities and Derivatives Breakdown Latin America 3.0% Corporate 5.1% 5.3% 6.0% SME's 8.8% Pension Plans Fund Quotas 28.5% 14.2% Credit Cards 41.1% Domestic Government Bonds 9.1% Mortgage (includes individuals and companies) Corporate Securities Payroll Loans to Individuals 14.5% International Government Bonds 18.1% Personal Loans 33.6% 12.7% Derivatives Vehicles (1) Net of Allowance for Loan Losses. page 75

Total Liabilities | Evolution and Breakdown R$ billion Deposits, Debentures and Funds from Bills and Structured 33.6% 1,649.6 Operations Certificates 1,503.5 1,427.1 Deposits Received under Securities, Repurchase Agreements and 22.1% 554.4 1 Fund from Acceptances and Issue of Securities 2 12.4% Others 363.9 12.3% Technical Provisions for Insurance, Pension Plans and Capitalization 204.6 203.4 8.6% Interbank and Interbranch Accounts, Borrowings and Onlendings and Derivative Financial Instruments 142.3 131.8 Stockholder´s Equity 8.0% 49.3 2016 2017 2018 3 3.0% Subordinated Debt (1) Does not include debentures, Funds from Bills and Structured Operations Certificates; (2) Includes Deferred Income, Minority Interest in Subsidiaries and Other Liabilities; (3) Considers in the 2018, perpetual subordinated notes. page 76Total Liabilities | Evolution and Breakdown R$ billion Deposits, Debentures and Funds from Bills and Structured 33.6% 1,649.6 Operations Certificates 1,503.5 1,427.1 Deposits Received under Securities, Repurchase Agreements and 22.1% 554.4 1 Fund from Acceptances and Issue of Securities 2 12.4% Others 363.9 12.3% Technical Provisions for Insurance, Pension Plans and Capitalization 204.6 203.4 8.6% Interbank and Interbranch Accounts, Borrowings and Onlendings and Derivative Financial Instruments 142.3 131.8 Stockholder´s Equity 8.0% 49.3 2016 2017 2018 3 3.0% Subordinated Debt (1) Does not include debentures, Funds from Bills and Structured Operations Certificates; (2) Includes Deferred Income, Minority Interest in Subsidiaries and Other Liabilities; (3) Considers in the 2018, perpetual subordinated notes. page 76

Funding • Loan Portfolio mainly funded by domestic client funding • Diversified funding base In R$ millions, end of period 4Q18 3Q18D 4Q17D Demand Deposits 72,581 74,817 -3.0% 68,973 5.2% Savings Deposits 136,865 132,374 3.4% 119,980 14.1% Time Deposits 251,301 244,247 2.9% 211,800 18.7% Debentures (Linked to Repurchase Agreements and Third Parties’ Operations) 21,417 29,472 -27.3% 58,837 -63.6% (1) Funds from Bills and Structured Operations Certificates 69,512 74,358 -6.5% 65,704 5.8% (1) Funding from Account Holders and Institutional Clients 551,676 555,267 -0.6% 525,295 5.0% Onlending 17,907 19,017 -5.8% 24,181 -25.9% (2) Total - Funding from Clients 569,583 574,284 -0.8% 549,476 3.7% Assets Under Administration 1,131,239 1,093,487 3.5% 969,858 16.6% Technical Provisions for Insurance, Pension Plan and Premium Bonds 203,417 196,748 3.4% 183,747 10.7% (3) Total – Clients 1,904,239 1,864,519 2.1% 1,703,081 11.8% Interbank deposits 2,675 3,111 -14.0% 2,182 22.6% Funds from Acceptance and Issuance of Securities 42,054 44,327 -5.1% 41,877 0.4% Total Funds from Clients + Interbank Deposits 1,948,967 1,911,957 1.9% 1,747,140 11.6% In R$ millions, end of period 4Q18 3Q18D 4Q17D Funding from Clients 569,583 574,284 -0.8% 549,476 3.7% Funds from Acceptance and Issuance of securities Abroad 42,054 44,327 -5.1% 41,877 0.4% Borrowings 50,040 48,240 3.7% 39,260 27.5% (2) Other 25,678 30,087 -14.7% 33,135 -22.5% Total (A) 687,356 696,938 -1.4% 663,748 3.6% (-) Reserve Required by Brazilian Central Bank (97,619) (89,451) 9.1% (102,922) -5.2% (3) (-) Cash (currency) (37,159) (29,467) 26.1% (18,749) 98.2% Total (B) 552,578 578,019 -4.4% 542,077 1.9% (4) Loan Portfolio (C) 532,481 530,520 0.4% 493,595 7.9% Loan Portfolio / Gross Funding (C/A) 77.5% 76.1% 130 bps 74.4% 310 bps Loan Portfolio / Net Funding (C/B) 96.4% 91.8% 460 bps 91.1% 530 bps (1) Includes funds from Real Estate, Mortgage, Financial, Credit and Similar Notes. (2) Includes installments of subordinated debt that are not included in the Tier II Referential Equity. (3) Includes cash, bank deposits of institutions without reserve requirements, foreign currency deposits in Brazil, foreign currency deposits abroad, and cash and cash equivalents in foreign currency. (4) The loan portfolio balance does not include financial guarantees provided. page 77Funding • Loan Portfolio mainly funded by domestic client funding • Diversified funding base In R$ millions, end of period 4Q18 3Q18D 4Q17D Demand Deposits 72,581 74,817 -3.0% 68,973 5.2% Savings Deposits 136,865 132,374 3.4% 119,980 14.1% Time Deposits 251,301 244,247 2.9% 211,800 18.7% Debentures (Linked to Repurchase Agreements and Third Parties’ Operations) 21,417 29,472 -27.3% 58,837 -63.6% (1) Funds from Bills and Structured Operations Certificates 69,512 74,358 -6.5% 65,704 5.8% (1) Funding from Account Holders and Institutional Clients 551,676 555,267 -0.6% 525,295 5.0% Onlending 17,907 19,017 -5.8% 24,181 -25.9% (2) Total - Funding from Clients 569,583 574,284 -0.8% 549,476 3.7% Assets Under Administration 1,131,239 1,093,487 3.5% 969,858 16.6% Technical Provisions for Insurance, Pension Plan and Premium Bonds 203,417 196,748 3.4% 183,747 10.7% (3) Total – Clients 1,904,239 1,864,519 2.1% 1,703,081 11.8% Interbank deposits 2,675 3,111 -14.0% 2,182 22.6% Funds from Acceptance and Issuance of Securities 42,054 44,327 -5.1% 41,877 0.4% Total Funds from Clients + Interbank Deposits 1,948,967 1,911,957 1.9% 1,747,140 11.6% In R$ millions, end of period 4Q18 3Q18D 4Q17D Funding from Clients 569,583 574,284 -0.8% 549,476 3.7% Funds from Acceptance and Issuance of securities Abroad 42,054 44,327 -5.1% 41,877 0.4% Borrowings 50,040 48,240 3.7% 39,260 27.5% (2) Other 25,678 30,087 -14.7% 33,135 -22.5% Total (A) 687,356 696,938 -1.4% 663,748 3.6% (-) Reserve Required by Brazilian Central Bank (97,619) (89,451) 9.1% (102,922) -5.2% (3) (-) Cash (currency) (37,159) (29,467) 26.1% (18,749) 98.2% Total (B) 552,578 578,019 -4.4% 542,077 1.9% (4) Loan Portfolio (C) 532,481 530,520 0.4% 493,595 7.9% Loan Portfolio / Gross Funding (C/A) 77.5% 76.1% 130 bps 74.4% 310 bps Loan Portfolio / Net Funding (C/B) 96.4% 91.8% 460 bps 91.1% 530 bps (1) Includes funds from Real Estate, Mortgage, Financial, Credit and Similar Notes. (2) Includes installments of subordinated debt that are not included in the Tier II Referential Equity. (3) Includes cash, bank deposits of institutions without reserve requirements, foreign currency deposits in Brazil, foreign currency deposits abroad, and cash and cash equivalents in foreign currency. (4) The loan portfolio balance does not include financial guarantees provided. page 77

Funding Funding from Clients 1 In R$ billions 1,949 1,912 1,839 1,805 1,747 1,682 1,648 Funding from Account Holders and 1,595 1,556 Institutional Clients 1,335 1,290 1,242 1,215 1,154 1,116 1,070 1,028 971 Assets Under Administration + Technical Provisions for Insurance, 555 552 Pension Plan and Premium Bonds 531 517 525 523 506 497 499 Total Funds from Clients + Interbank Deposits Dec-16 Mar-17 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 (1) Includes institutional clients in the proportion of each type of product invested by them. 2 % Funding (Maturity Breakdown) Ratio between Loan Portfolio and Funding 96.4% 94.6% 91.7% 91.8% 90.8% 91.1% 90.0% 89.8% 88.9% 181-365 77.5% 77.8% 76.1% 74.3% 74.4% 73.9% 74.6% 73.9% 74.5% 6.4% 31-180 697 687 8.1% 667 661 664 665 650 641 633 119 531 135 532 122 109 125 118 519 115 34.9% 109 495 494 118 491 480 478 468 Over 365 578 553 542 540 548 553 531 534 515 50.6% Dec-16 Mar-17 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 0-30 Funding from Clients (R$ billion) Loan Portfolio ³ / Gross Funding 4 Reserve Requirements and Cash Loan Portfolio ³ / Funding Loan Portfolio (R$ billion) ³ (2) Includes demand, savings and time deposits plus debentures, mortgage-backed notes, onlending, borrowings, funds from acceptance and issuance of securities abroad, net of reserve requirements and available funds; (3) The loan portfolio balance does not include financial guarantees provided; (4) Gross funding, ex-deductions of reserve requirements and cash and cash equivalents. page 78Funding Funding from Clients 1 In R$ billions 1,949 1,912 1,839 1,805 1,747 1,682 1,648 Funding from Account Holders and 1,595 1,556 Institutional Clients 1,335 1,290 1,242 1,215 1,154 1,116 1,070 1,028 971 Assets Under Administration + Technical Provisions for Insurance, 555 552 Pension Plan and Premium Bonds 531 517 525 523 506 497 499 Total Funds from Clients + Interbank Deposits Dec-16 Mar-17 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 (1) Includes institutional clients in the proportion of each type of product invested by them. 2 % Funding (Maturity Breakdown) Ratio between Loan Portfolio and Funding 96.4% 94.6% 91.7% 91.8% 90.8% 91.1% 90.0% 89.8% 88.9% 181-365 77.5% 77.8% 76.1% 74.3% 74.4% 73.9% 74.6% 73.9% 74.5% 6.4% 31-180 697 687 8.1% 667 661 664 665 650 641 633 119 531 135 532 122 109 125 118 519 115 34.9% 109 495 494 118 491 480 478 468 Over 365 578 553 542 540 548 553 531 534 515 50.6% Dec-16 Mar-17 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 0-30 Funding from Clients (R$ billion) Loan Portfolio ³ / Gross Funding 4 Reserve Requirements and Cash Loan Portfolio ³ / Funding Loan Portfolio (R$ billion) ³ (2) Includes demand, savings and time deposits plus debentures, mortgage-backed notes, onlending, borrowings, funds from acceptance and issuance of securities abroad, net of reserve requirements and available funds; (3) The loan portfolio balance does not include financial guarantees provided; (4) Gross funding, ex-deductions of reserve requirements and cash and cash equivalents. page 78

Capital Ratios (BIS) | Prudential Conglomerate 1 4Q18 3Q18 In R$ millions, end of period Consolidated stockholders’ equity (BACEN) 144,131 139,082 Deductions from Core Capital (20,773) (25,770) Core Capital 123,358 113,313 Additional Capital 7,796 8,073 Tier I 131,154 121,386 Tier II 15,874 15,866 Referential Equity (Tier I and Tier II) 147,028 137,252 Required Referential Equity 70,559 70,089 ACP Required 19,429 19,300 Total Risk-weighted Exposure (RWA) 818,072 812,625 Credit Risk-weighted Assets (RWA ) CPAD 714,969 713,435 Operational Risk-weighted Assets (RWA ) OPAD 72,833 72,833 Market Risk-weighted Assets (RWA ) 30,270 26,356 MINT Tier I (Core Capital + Additional Capital) 16.0% 14.9% Tier II 1.9% 2.0% BIS (Referential Equity / Total Risk-weighted Exposure) 18.0% 16.9% (1) Includes financial institutions, consortium managers, payment institutions, companies that acquire operations or directly or indirectly assume credit risk and investment funds in which the conglomerate substantially retains risks and benefits. page 79Capital Ratios (BIS) | Prudential Conglomerate 1 4Q18 3Q18 In R$ millions, end of period Consolidated stockholders’ equity (BACEN) 144,131 139,082 Deductions from Core Capital (20,773) (25,770) Core Capital 123,358 113,313 Additional Capital 7,796 8,073 Tier I 131,154 121,386 Tier II 15,874 15,866 Referential Equity (Tier I and Tier II) 147,028 137,252 Required Referential Equity 70,559 70,089 ACP Required 19,429 19,300 Total Risk-weighted Exposure (RWA) 818,072 812,625 Credit Risk-weighted Assets (RWA ) CPAD 714,969 713,435 Operational Risk-weighted Assets (RWA ) OPAD 72,833 72,833 Market Risk-weighted Assets (RWA ) 30,270 26,356 MINT Tier I (Core Capital + Additional Capital) 16.0% 14.9% Tier II 1.9% 2.0% BIS (Referential Equity / Total Risk-weighted Exposure) 18.0% 16.9% (1) Includes financial institutions, consortium managers, payment institutions, companies that acquire operations or directly or indirectly assume credit risk and investment funds in which the conglomerate substantially retains risks and benefits. page 79

Capital Ratios Full aplication of Basel III rules│ December 31, 2018 15.9% 13.5% 13.5% -0.8% 1.0% -0.3% 0.4% -2.4% 3.1% 0.6% 1.0% 14.9% 12.9% 12.5% Tier I Net Inc ome Dividends, IOC and shares Assets deductions and Adition al Tier 1 Capital Tier I Additional Tier I - Dec-18 after Dec-17 and oth er Equity changes buyback RWA issued on Mar-18 and Dec-18 dividends and I OC additional dividends and exchange rate variation IOC Common Equity Tier I (CET I) Additional Tier I (AT1) Dividend Yield ¹ Payout and Shares Buyback Dividends and IOC ² 89.2% 22.9 10 0.0% 83.0% In R$ Billions 2.0% 80 .0% 12.4% 49.3% 60 .0% Highlighted on Equity 16.4 Shares Buyback 7.5% 4.3% 40 .0% 87.2% 70.6% Payout Paid and provisioned 6.0 20 .0% 45.0% in 2018 Shares Buyback 0.5 0.0 % 2018 2016 2017 2018 (1) Considers the payout of 89.2% and the average daily closing price in 2018; (2) Dividends and IOC net of taxes. page 80Capital Ratios Full aplication of Basel III rules│ December 31, 2018 15.9% 13.5% 13.5% -0.8% 1.0% -0.3% 0.4% -2.4% 3.1% 0.6% 1.0% 14.9% 12.9% 12.5% Tier I Net Inc ome Dividends, IOC and shares Assets deductions and Adition al Tier 1 Capital Tier I Additional Tier I - Dec-18 after Dec-17 and oth er Equity changes buyback RWA issued on Mar-18 and Dec-18 dividends and I OC additional dividends and exchange rate variation IOC Common Equity Tier I (CET I) Additional Tier I (AT1) Dividend Yield ¹ Payout and Shares Buyback Dividends and IOC ² 89.2% 22.9 10 0.0% 83.0% In R$ Billions 2.0% 80 .0% 12.4% 49.3% 60 .0% Highlighted on Equity 16.4 Shares Buyback 7.5% 4.3% 40 .0% 87.2% 70.6% Payout Paid and provisioned 6.0 20 .0% 45.0% in 2018 Shares Buyback 0.5 0.0 % 2018 2016 2017 2018 (1) Considers the payout of 89.2% and the average daily closing price in 2018; (2) Dividends and IOC net of taxes. page 80

Capital Requirement under the Basel Committee, BACEN and ITUB Target ITUB Target Minimum Capital Required Basel II Basel III 15.0% 1.5% 1.5% 11.5% 11.0% 2.0% 8.0% If total capital falls 1.5% Subordinated 5.5% below 11.5%, debt (TII) restrictions will T1= 13.5% 12.0% Stockholders`equity start to be applied 4.0% (CET1) to the distribution 8.0% T1= 9.5% of dividends and Perpetual bonus 5.5% Bonds (AT1) T1= CET1 + AT1 4.0% 2004 2004 2019 (Basel) (BACEN) 0% 0% 100% 100% Deductions Notes: - BACEN requirements do not include the countercyclical capital buffer of 2.5% page 81Capital Requirement under the Basel Committee, BACEN and ITUB Target ITUB Target Minimum Capital Required Basel II Basel III 15.0% 1.5% 1.5% 11.5% 11.0% 2.0% 8.0% If total capital falls 1.5% Subordinated 5.5% below 11.5%, debt (TII) restrictions will T1= 13.5% 12.0% Stockholders`equity start to be applied 4.0% (CET1) to the distribution 8.0% T1= 9.5% of dividends and Perpetual bonus 5.5% Bonds (AT1) T1= CET1 + AT1 4.0% 2004 2004 2019 (Basel) (BACEN) 0% 0% 100% 100% Deductions Notes: - BACEN requirements do not include the countercyclical capital buffer of 2.5% page 81

Payout Practice In order to manage capital efficiently, aiming at creating value to our shareholders, we announced through a Material Fact disclosed on September 26, 2017, that we intend to: § Maintain the practice of paying dividends and interest on own capital at 35% of net income, however we excluded the maximum limit previously determined at 45%. § Set forth, through the Board of Directors, the total amount to be distributed each year considering: • the company’s capitalization level, according to rules issued by the Brazilian Central Bank; • the minimum Tier 1 Capital* of 13.5% determined by the Board of Directors. We highlight that this ratio must be composed of at least 12% of Core Capital; • the profitability in the year; • the expectations of capital use based on the expected business growth, share buyback programs, mergers and acquisitions and regulatory changes that may change capital requirement; • changes in tax legislation. Therefore, the percentage to be distributed may change every year based on the company’s profitability and capital demands, always considering the minimum distribution set forth in the Bylaws. 1 Total Payout simulation to keep Tier I Capital* at 13.5% under different return and growth scenarios: 3 ROE 15.00% 17.50% 20.00% 22.50% 25.00% 65 – 70% 70 – 75% 75 – 80% 80 – 85% 85 - 90% 5.00% 2 RWA 10.00% 40 – 45% 45 – 50% 50 – 55% 55 – 60% 60 – 65% Growth 15.00% 35% 35% 35 – 40% 40 – 45% 45 – 50% * Taking into consideration the full application of Basel III rules, in addition to the impact from the acquisition of the minority interest of 49.9% in XP Investimentos. (1) Includes total amounts of dividends and share buyback. Simulations include the June 2017 base and Citibank’s Brazilian retail business and the 49.9% minority interest in XP Investimentos transactions; (2) Risk-Weighted Assets; (3) Return on Equity. page 82Payout Practice In order to manage capital efficiently, aiming at creating value to our shareholders, we announced through a Material Fact disclosed on September 26, 2017, that we intend to: § Maintain the practice of paying dividends and interest on own capital at 35% of net income, however we excluded the maximum limit previously determined at 45%. § Set forth, through the Board of Directors, the total amount to be distributed each year considering: • the company’s capitalization level, according to rules issued by the Brazilian Central Bank; • the minimum Tier 1 Capital* of 13.5% determined by the Board of Directors. We highlight that this ratio must be composed of at least 12% of Core Capital; • the profitability in the year; • the expectations of capital use based on the expected business growth, share buyback programs, mergers and acquisitions and regulatory changes that may change capital requirement; • changes in tax legislation. Therefore, the percentage to be distributed may change every year based on the company’s profitability and capital demands, always considering the minimum distribution set forth in the Bylaws. 1 Total Payout simulation to keep Tier I Capital* at 13.5% under different return and growth scenarios: 3 ROE 15.00% 17.50% 20.00% 22.50% 25.00% 65 – 70% 70 – 75% 75 – 80% 80 – 85% 85 - 90% 5.00% 2 RWA 10.00% 40 – 45% 45 – 50% 50 – 55% 55 – 60% 60 – 65% Growth 15.00% 35% 35% 35 – 40% 40 – 45% 45 – 50% * Taking into consideration the full application of Basel III rules, in addition to the impact from the acquisition of the minority interest of 49.9% in XP Investimentos. (1) Includes total amounts of dividends and share buyback. Simulations include the June 2017 base and Citibank’s Brazilian retail business and the 49.9% minority interest in XP Investimentos transactions; (2) Risk-Weighted Assets; (3) Return on Equity. page 82

Ratings FitchRatings International National Viability Support Local Currency Foreign Currency Long Term Short Term Long Term Short Term Long Term Short Term bb+ 4 BB B BB B AAA (bra) F1+ (bra) Moody’s International National Subordinated Debt Senior Unsecured Debt Issuer Issuer Foreign Currency Foreign Currency Local Currency Long Term Long Term Long Term Short Term Long Term Short Term (P) Ba3 (P) Ba3 Ba3 NP A1. br BR-1 Standard &Poor’s International National Local Currency Foreign Currency Long Term Short Term Long Term Short Term Long Term Short Term BB- B BB- B brAAA brA-1+ page 83Ratings FitchRatings International National Viability Support Local Currency Foreign Currency Long Term Short Term Long Term Short Term Long Term Short Term bb+ 4 BB B BB B AAA (bra) F1+ (bra) Moody’s International National Subordinated Debt Senior Unsecured Debt Issuer Issuer Foreign Currency Foreign Currency Local Currency Long Term Long Term Long Term Short Term Long Term Short Term (P) Ba3 (P) Ba3 Ba3 NP A1. br BR-1 Standard &Poor’s International National Local Currency Foreign Currency Long Term Short Term Long Term Short Term Long Term Short Term BB- B BB- B brAAA brA-1+ page 83

2019 Forecast Consolidated Brazil ¹ Total Credit Portfolio ² 8.0% 11.0% 8.0% 11.0% Financial Margin with Clients 9.5% 12.5% 9.5% 12.5% Financial Margin with the Market R$4.6 bn R$5.6 bn R$3.6 bn R$4.6 bn Cost of Credit ³ R$14.5 bn R$17.5 bn R$12.5 bn R$15.5 bn 4 Commissions and Fees and Results from Insurance Operations 3.0% 3.0% 6.0% 6.0% Non-Interest Expenses 5.0% 8.0% 5.5% 8.5% Effective Tax Rate 31.0% 32.0% 33.0% 34.0% (1) Includes units abroad ex-Latin America; (2) Includes financial guarantees provided and corporate securities; (3) Composed of Result from Loan Losses, Impairment and Discounts Granted; (4) Commissions and Fees (+) Income from Insurance, Pension Plan and Premium Bonds Operations (-) Expenses for Claims (-) Insurance, Pension Plan and Premium Bonds Selling Expenses. page 842019 Forecast Consolidated Brazil ¹ Total Credit Portfolio ² 8.0% 11.0% 8.0% 11.0% Financial Margin with Clients 9.5% 12.5% 9.5% 12.5% Financial Margin with the Market R$4.6 bn R$5.6 bn R$3.6 bn R$4.6 bn Cost of Credit ³ R$14.5 bn R$17.5 bn R$12.5 bn R$15.5 bn 4 Commissions and Fees and Results from Insurance Operations 3.0% 3.0% 6.0% 6.0% Non-Interest Expenses 5.0% 8.0% 5.5% 8.5% Effective Tax Rate 31.0% 32.0% 33.0% 34.0% (1) Includes units abroad ex-Latin America; (2) Includes financial guarantees provided and corporate securities; (3) Composed of Result from Loan Losses, Impairment and Discounts Granted; (4) Commissions and Fees (+) Income from Insurance, Pension Plan and Premium Bonds Operations (-) Expenses for Claims (-) Insurance, Pension Plan and Premium Bonds Selling Expenses. page 84

Distribution of Added Value 1 OTHER REINVESTMENTS R$1.5 bn R$2.1 bn 2% SHAREHOLDERS TAXES, FEES AND CONTRIBUTIONS 3% 32% R$24.4 bn R$23.3 bn 33% 73.0 bn Controllers Free Float Approximately 30% 6% 150 Thousand direct Non-Controllers EMPLOYEES shareholders 1% 24.4 bn 26% R$21.6 bn Approximately 1 million indirect shareholders ² in Brazil (1) Includes recurring net income and the reclassification of hedge tax effects of investments abroad to the financial margin; (2) Indirect shareholders are individuals or institutional investors who have indirectly bought our shares through an investment fund. page 85Distribution of Added Value 1 OTHER REINVESTMENTS R$1.5 bn R$2.1 bn 2% SHAREHOLDERS TAXES, FEES AND CONTRIBUTIONS 3% 32% R$24.4 bn R$23.3 bn 33% 73.0 bn Controllers Free Float Approximately 30% 6% 150 Thousand direct Non-Controllers EMPLOYEES shareholders 1% 24.4 bn 26% R$21.6 bn Approximately 1 million indirect shareholders ² in Brazil (1) Includes recurring net income and the reclassification of hedge tax effects of investments abroad to the financial margin; (2) Indirect shareholders are individuals or institutional investors who have indirectly bought our shares through an investment fund. page 85

Information Technology 5Information Technology 5

Digital Transformation Use of Digital Channels¹ number of current account holders (in millions) Share of Transactions through digital channels Companies Individuals 11.1 2016 2018 Credit 16% 19% 9.6 1.1 1.1 1.0 8.6 31% 41% Investments Payments 61% 76% Note: Share of digital channels in the total volume Dec-16 Dec-17 Dec-18 Dec-16 Dec-17 Dec-18 (R$) of transactions in the Retail Bank segment ¹ Internet, mobile or SMS in the Retail Bank. New Accounts Share of Digital Operations on the Retail Operating Revenues individuals accounts (in thousands) 2016 2018 1,108 2018 1,073 1,037 1,007 952 Efficiency Ratio 225 23% Brick and Mortar 31% 165 Branches 127 91 71% 61 69% vs 77% Digital Branches 4Q17 1Q18 2Q18 3Q18 4Q18 26% Digital Branches Brick and Mortar Branches Abreconta App Brick and Mortar Branches page 87Digital Transformation Use of Digital Channels¹ number of current account holders (in millions) Share of Transactions through digital channels Companies Individuals 11.1 2016 2018 Credit 16% 19% 9.6 1.1 1.1 1.0 8.6 31% 41% Investments Payments 61% 76% Note: Share of digital channels in the total volume Dec-16 Dec-17 Dec-18 Dec-16 Dec-17 Dec-18 (R$) of transactions in the Retail Bank segment ¹ Internet, mobile or SMS in the Retail Bank. New Accounts Share of Digital Operations on the Retail Operating Revenues individuals accounts (in thousands) 2016 2018 1,108 2018 1,073 1,037 1,007 952 Efficiency Ratio 225 23% Brick and Mortar 31% 165 Branches 127 91 71% 61 69% vs 77% Digital Branches 4Q17 1Q18 2Q18 3Q18 4Q18 26% Digital Branches Brick and Mortar Branches Abreconta App Brick and Mortar Branches page 87

Itaú Unibanco in Capital Markets 6Itaú Unibanco in Capital Markets 6

Non-voting Shares Appreciation | ITUB4 and ITUB Evolution of R$100 invested on the day before the announcement of the merger (October 31, 2008) to February 1, 2019 611 402 271 263 Oct-08 Oct-09 Oct-10 Oct-11 Oct-12 Oct-13 Oct-14 Oct-15 Oct-16 Oct-17 Fe Ob ct- -1 19 8 ITUB4 - Without dividend reinvestiment ITUB4 - With dividend reinvestiment IBOVESPA Index CDI 347 231 156 151 Feb-19 Oct-08 Oct-09 Oct-10 Oct-11 Oct-12 Oct-13 Oct-14 Oct-15 Oct-16 Oct-17 Oct-18 ITUB - Without dividend reinvestiment ITUB - With dividend reinvestiment IBOVESPA Index (in USD) CDI (in USD) Fonte: Economatica page 89Non-voting Shares Appreciation | ITUB4 and ITUB Evolution of R$100 invested on the day before the announcement of the merger (October 31, 2008) to February 1, 2019 611 402 271 263 Oct-08 Oct-09 Oct-10 Oct-11 Oct-12 Oct-13 Oct-14 Oct-15 Oct-16 Oct-17 Fe Ob ct- -1 19 8 ITUB4 - Without dividend reinvestiment ITUB4 - With dividend reinvestiment IBOVESPA Index CDI 347 231 156 151 Feb-19 Oct-08 Oct-09 Oct-10 Oct-11 Oct-12 Oct-13 Oct-14 Oct-15 Oct-16 Oct-17 Oct-18 ITUB - Without dividend reinvestiment ITUB - With dividend reinvestiment IBOVESPA Index (in USD) CDI (in USD) Fonte: Economatica page 89

Sustainability 7Sustainability 7

Sustainability Timeline Sustainability at the Sustainability board of directors’ Committee Strategy (officers level) Committee Sustainability Superior Ethics and Creation of Governance Sustainability operating (executive level) Committee committees Itaú Unibanco Merger 2013 2008 2017 2005 2000 2007 2010 2014 2016 First cell for analysis Central Bank of environmental Regulation and social risks Sustainable Revision of the performance in sustainability corporate vision strategy pg. 91Sustainability Timeline Sustainability at the Sustainability board of directors’ Committee Strategy (officers level) Committee Sustainability Superior Ethics and Creation of Governance Sustainability operating (executive level) Committee committees Itaú Unibanco Merger 2013 2008 2017 2005 2000 2007 2010 2014 2016 First cell for analysis Central Bank of environmental Regulation and social risks Sustainable Revision of the performance in sustainability corporate vision strategy pg. 91

Agenda Sustainable Performance Our Vision Is to be the leading bank in sustainable performance and customer satisfaction Sustainable Performance means creating shared values for employees, clients, shareholders and society, so as to ensure the longevity of our businessAgenda Sustainable Performance Our Vision Is to be the leading bank in sustainable performance and customer satisfaction Sustainable Performance means creating shared values for employees, clients, shareholders and society, so as to ensure the longevity of our business

Corporate Sustainability Governance Board level Definition and monitoring of the sustainability strategy Board of Directors Board of Directors Members Members of of the Board the Board of Directors of Directors Strategy Committee Strategy Committee Members Members of of the Board the Board of Directors of Directors Executive level Periodicity: annual Integration of challenges and trends into businesses Superior Ethics and Superior Ethics and Sustainability C Sustainability Co ommittee mmittee Periodicity: semi-annual Members of the Members of the E Executive Committee xecutive Committee Officers level Decision on and prioritization Sustainability Sustainability of projects Committee Committee Periodicity: bimonthly Members Members:: Officers Officers of areas involved of areas involved in in the sustainability the sustainability agenda agenda Operating level Management of projects by Internal Responsible specific topics Management Diversity Worki Workin ng Group g Groups s Investment Ecoefficiency Members Members:: Executives Executives of areas involved of areas involved in sustainability in sustainability projects projects Financial integrity and Reporting Education ethics Foundations and Institute Environmental and Social Risk Committee Meets on a quarterly basis and is responsible for suggesting institutional positions on internal procedures and exposure to the environmental and social risk. page 93Corporate Sustainability Governance Board level Definition and monitoring of the sustainability strategy Board of Directors Board of Directors Members Members of of the Board the Board of Directors of Directors Strategy Committee Strategy Committee Members Members of of the Board the Board of Directors of Directors Executive level Periodicity: annual Integration of challenges and trends into businesses Superior Ethics and Superior Ethics and Sustainability C Sustainability Co ommittee mmittee Periodicity: semi-annual Members of the Members of the E Executive Committee xecutive Committee Officers level Decision on and prioritization Sustainability Sustainability of projects Committee Committee Periodicity: bimonthly Members Members:: Officers Officers of areas involved of areas involved in in the sustainability the sustainability agenda agenda Operating level Management of projects by Internal Responsible specific topics Management Diversity Worki Workin ng Group g Groups s Investment Ecoefficiency Members Members:: Executives Executives of areas involved of areas involved in sustainability in sustainability projects projects Financial integrity and Reporting Education ethics Foundations and Institute Environmental and Social Risk Committee Meets on a quarterly basis and is responsible for suggesting institutional positions on internal procedures and exposure to the environmental and social risk. page 93

Sustainability Strategy The sustainability strategy was defined from workshops, interviews and panels with internal and external stakeholders SOCIAL-ENVIRONMENTAL RISKS FINANCIAL EDUCATION DIALOG AND TRANSPARENCY AND OPPORTUNITIES Understand people´s needs to offer Build long-term relations based on trust to Search business opportunities and manage knowledge and appropriate financial improve our business and generate shared environmental risk, considering market solutions, contributing for individuals and value. trends, regulations, customer demands and companies to have a healthy relationship society. with money. Strategy review In 2017, we understood that our current positioning has The strategy review process is divided into three main steps: matured and started a process to review the sustainability strategy. 1. Topic Evolution, comprising the timely analysis of the corporate sustainability concept in the world; 2. Internal Diagnosis; This new strategy is scheduled to be 3. Strategy Build-Up, with a new positioning and strategic model. completed and disclosed in 2018. page 94Sustainability Strategy The sustainability strategy was defined from workshops, interviews and panels with internal and external stakeholders SOCIAL-ENVIRONMENTAL RISKS FINANCIAL EDUCATION DIALOG AND TRANSPARENCY AND OPPORTUNITIES Understand people´s needs to offer Build long-term relations based on trust to Search business opportunities and manage knowledge and appropriate financial improve our business and generate shared environmental risk, considering market solutions, contributing for individuals and value. trends, regulations, customer demands and companies to have a healthy relationship society. with money. Strategy review In 2017, we understood that our current positioning has The strategy review process is divided into three main steps: matured and started a process to review the sustainability strategy. 1. Topic Evolution, comprising the timely analysis of the corporate sustainability concept in the world; 2. Internal Diagnosis; This new strategy is scheduled to be 3. Strategy Build-Up, with a new positioning and strategic model. completed and disclosed in 2018. page 94

Dialogue and Transparency | Engagement Organizations and commitments that are sources of knowledge and trends Integrity and Ethics Responsible Bank Sustainable Development Reporting and Climate Change Transparency Diversity page 95Dialogue and Transparency | Engagement Organizations and commitments that are sources of knowledge and trends Integrity and Ethics Responsible Bank Sustainable Development Reporting and Climate Change Transparency Diversity page 95

Transparency with the Market | Reporting Consolidated Annual Integrated Report Report • First Brazilian financial institution to publish it voluntarily. Sustainability Form 20-F Report • Presentation of the results from 6 SEC + GRI capitals: financial, social and relationship, human, intellectual, manufactured and natural. MTN Program Medium-Term Note Recognitions Part of the index Only Latin American bank Part of the since its creation to be part of the index index since in 2005. since its creation (1999). 2015. Part of the Index Leader in Transparency portfolio since its Part of the ICO2 since 2014 second edition in portfolio since its 2016 inception in 2010 page 96Transparency with the Market | Reporting Consolidated Annual Integrated Report Report • First Brazilian financial institution to publish it voluntarily. Sustainability Form 20-F Report • Presentation of the results from 6 SEC + GRI capitals: financial, social and relationship, human, intellectual, manufactured and natural. MTN Program Medium-Term Note Recognitions Part of the index Only Latin American bank Part of the since its creation to be part of the index index since in 2005. since its creation (1999). 2015. Part of the Index Leader in Transparency portfolio since its Part of the ICO2 since 2014 second edition in portfolio since its 2016 inception in 2010 page 96

The Sustainable Development Goals (SDGs) In 2015, the United Nations (UN) and world leaders The private sector has an essential role in this challenge. formally adopted a new sustainable development We are committed to the SDGs and since 2015 we take part in agenda, the Sustainable Development Goals (SDGs). the board of the Brazilian Global Compact Committee (Comitê Brasileiro do Pacto Global – CBPG). In 2017, we were elected to be the president of CBPG. We are also involved in the development and coordination of the SDGs thematic group in the UN Global Compact (GT ODS), launched in 2015, mobilizing companies and participating in discussions to promote the agenda. Internal Connection with the Study Training engagement strategy Participation in and sponsorship Facilitators for workshops on In 2017, we started a series of Aimed at reaching the SDGs and of the “Integration of the SDGs in company training, held in workshops for managers and their targets through challenges the corporate strategy – a partnership with GT ODS of the employees in order to promote connected to our business, we contribution of the Brazilian Global Compact with editions in immersion into the agenda, submitted the topic to the bank's Global Compact Committee Curitiba, Belo Horizonte and São engagement, identification of the governance, through the Board of (CBPG) for the 2030 agenda” Paulo, to train and engage connection with business and Directors, Executive Committee study. companies to implement SDGs in definition of action priorities. and Sustainability Committee. conformity with the SDG Compass Guide. pg. 97The Sustainable Development Goals (SDGs) In 2015, the United Nations (UN) and world leaders The private sector has an essential role in this challenge. formally adopted a new sustainable development We are committed to the SDGs and since 2015 we take part in agenda, the Sustainable Development Goals (SDGs). the board of the Brazilian Global Compact Committee (Comitê Brasileiro do Pacto Global – CBPG). In 2017, we were elected to be the president of CBPG. We are also involved in the development and coordination of the SDGs thematic group in the UN Global Compact (GT ODS), launched in 2015, mobilizing companies and participating in discussions to promote the agenda. Internal Connection with the Study Training engagement strategy Participation in and sponsorship Facilitators for workshops on In 2017, we started a series of Aimed at reaching the SDGs and of the “Integration of the SDGs in company training, held in workshops for managers and their targets through challenges the corporate strategy – a partnership with GT ODS of the employees in order to promote connected to our business, we contribution of the Brazilian Global Compact with editions in immersion into the agenda, submitted the topic to the bank's Global Compact Committee Curitiba, Belo Horizonte and São engagement, identification of the governance, through the Board of (CBPG) for the 2030 agenda” Paulo, to train and engage connection with business and Directors, Executive Committee study. companies to implement SDGs in definition of action priorities. and Sustainability Committee. conformity with the SDG Compass Guide. pg. 97

Employees | Profile 1 99,332 Employees Organizational Climate 60% 40% Confidential annual surveys that measure the employees’ satisfaction with the workplace and people management practices. Overall 2015 2017 2016 51.4% of management 22% of employees are Satisfaction positions are held by blacks 82% 85% 86% women Rate This climate survey is based on an international methodology 4.7% of employees are survey developed by Great Place to Work. The results are 2.75% are apprentices disabled persons evaluated by the areas’ employees and managers, who are encouraged to develop action plans to address the reported complaints. (1) Employees who were active in December 2017, in Brazil and abroad from companies managed by the human resources department. Women’s Health Program Diversity boosts our innovation capacity and Benefits to pregnant and women returning to work after maternity reputational capital leave. • course on nutrition and first aid Key guidelines of our positioning on diversity: • nurse visit after delivery • Implementation of policies and awareness-raising projects. • additional maternity leave of 60 days and reduced workload in the first month for readaptation purposes • Fair competitiveness in the face of differences. • space for expressing breast milk in the workplace • Heterogeneity in the organization. Results of the Program 88,7% of the employees who returned from maternity leave between 2015 and 2016 remained in their jobs for at least 12 months. page 98Employees | Profile 1 99,332 Employees Organizational Climate 60% 40% Confidential annual surveys that measure the employees’ satisfaction with the workplace and people management practices. Overall 2015 2017 2016 51.4% of management 22% of employees are Satisfaction positions are held by blacks 82% 85% 86% women Rate This climate survey is based on an international methodology 4.7% of employees are survey developed by Great Place to Work. The results are 2.75% are apprentices disabled persons evaluated by the areas’ employees and managers, who are encouraged to develop action plans to address the reported complaints. (1) Employees who were active in December 2017, in Brazil and abroad from companies managed by the human resources department. Women’s Health Program Diversity boosts our innovation capacity and Benefits to pregnant and women returning to work after maternity reputational capital leave. • course on nutrition and first aid Key guidelines of our positioning on diversity: • nurse visit after delivery • Implementation of policies and awareness-raising projects. • additional maternity leave of 60 days and reduced workload in the first month for readaptation purposes • Fair competitiveness in the face of differences. • space for expressing breast milk in the workplace • Heterogeneity in the organization. Results of the Program 88,7% of the employees who returned from maternity leave between 2015 and 2016 remained in their jobs for at least 12 months. page 98

Employees | Management Cycle Training and Attraction and Compensation and Performance Selection Benefits Assessment Development Performance Special Talent Itaú Unibanco Fixed Compensation Management Programs Business School In 2017, it amounted to approximately R$ 15 billion (plus Based on meritocracy, we make Internship: 2,094 people charges and benefits). Salary an annual analysis of the results recruited in 2017 (Retention rate: adjustments by means of Amounts invested in training and behavioral aspects of each 48%). promotion, merit, and collective programs employee. bargaining agreements. (millions of reais) Trainees: 139 trainees recruited in 2017 (Retention rate: 97%). 232 Variable 131 Compensation 128 Turnover Long-term incentives based on the offer of preferred shares for General Turnover leading positions. 2015 2016 2017 results Inclusion of social and 2015 2016 2017 10.4% 9.1% 10.6% environmental criteria in the targets of employees and Career management management members. Strategic People Since 2009 among the Best Internal recruiting program that Planning Companies to Work For, allows career changing. In 2017, according to Brazil’s main Benefits 2,353 employees were Joint discussion on career publications (Você S/A, Época planning (Development transferred. Examples: meal voucher, and Valor Carreira magazines). Committee) and feedbacks. education sponsorship, transportation voucher. page 99 behavioralEmployees | Management Cycle Training and Attraction and Compensation and Performance Selection Benefits Assessment Development Performance Special Talent Itaú Unibanco Fixed Compensation Management Programs Business School In 2017, it amounted to approximately R$ 15 billion (plus Based on meritocracy, we make Internship: 2,094 people charges and benefits). Salary an annual analysis of the results recruited in 2017 (Retention rate: adjustments by means of Amounts invested in training and behavioral aspects of each 48%). promotion, merit, and collective programs employee. bargaining agreements. (millions of reais) Trainees: 139 trainees recruited in 2017 (Retention rate: 97%). 232 Variable 131 Compensation 128 Turnover Long-term incentives based on the offer of preferred shares for General Turnover leading positions. 2015 2016 2017 results Inclusion of social and 2015 2016 2017 10.4% 9.1% 10.6% environmental criteria in the targets of employees and Career management management members. Strategic People Since 2009 among the Best Internal recruiting program that Planning Companies to Work For, allows career changing. In 2017, according to Brazil’s main Benefits 2,353 employees were Joint discussion on career publications (Você S/A, Época planning (Development transferred. Examples: meal voucher, and Valor Carreira magazines). Committee) and feedbacks. education sponsorship, transportation voucher. page 99 behavioral

Environmental and Social Risks | Integration of ESG into businesses 1 2 3 Compliance Governance Processes Policies Analysis methodologies Role of the compliance area Sustainability and environmental and social Based on the principles of relevance and Measure the quality of the process and responsibility policy proportionality exposure to risk, all areas are monitored for Environmental and social risk policy adherence to policies, and the results are reported to the committees Engagement Committees Engagement of institutions that are relevant Regulatory bodies Sustainability committee for building knowledge External assessments by regulatory bodies Environmental and social risk committee Operational committees (Internal Studies Management, Investment, Reporting, and Development of studies in conjunction with Financial Education) institutions in the sector Training programs Training of teams on environmental and social issues and training to all employees on the sustainability and policy concepts A A signatory A signatory signatory since 2004 since 2008 since 2012 page 100Environmental and Social Risks | Integration of ESG into businesses 1 2 3 Compliance Governance Processes Policies Analysis methodologies Role of the compliance area Sustainability and environmental and social Based on the principles of relevance and Measure the quality of the process and responsibility policy proportionality exposure to risk, all areas are monitored for Environmental and social risk policy adherence to policies, and the results are reported to the committees Engagement Committees Engagement of institutions that are relevant Regulatory bodies Sustainability committee for building knowledge External assessments by regulatory bodies Environmental and social risk committee Operational committees (Internal Studies Management, Investment, Reporting, and Development of studies in conjunction with Financial Education) institutions in the sector Training programs Training of teams on environmental and social issues and training to all employees on the sustainability and policy concepts A A signatory A signatory signatory since 2004 since 2008 since 2012 page 100

ESG Integration on Business Responsible Credit Analysis Investments The Environmental and Social Risk Policy contains the criteria for Proprietary methodology to include ESG issues in the valuation the analysis of clients and projects and the establishment of real of fixed income securities and the pricing of active management estate guarantees and the inclusion of covenants. To this end, we funds, taking into account: materiality, relevance for the must consider: industry, risks e opportunity rating, metrics, and management List of prohibited activities Valuation using the ESG integration methodology: We do not carry out new loan operations with companies • 100% of the Ibovespa and ISE listed companies; involved in: • 72% of IPSA listed companies (Chile); • Labor in conditions similar to slave labor; • 25% of Merval listed companies (Argentina); • Child labor in violation of legislation; • 85% of the corporate fixed income. • Encouragement of prostitution. List of restricted activities We have specific guidelines for making an environmental and social risk analysis in the following segments: • Firearms and ammunition; • Activities of extraction and production of wood, firewood and charcoal from native forests; • Fishing activities; • Extraction and industrialization of asbestos; • Cold storage plants and cattle slaughterhouses. Client analysis (small and medium businesses): (A – High Risk; B – Medium Risk and C – Low Risk) Project financing: We follow the criteria determined in accordance with the type of operation/project. Guarantees and Covenants page 101ESG Integration on Business Responsible Credit Analysis Investments The Environmental and Social Risk Policy contains the criteria for Proprietary methodology to include ESG issues in the valuation the analysis of clients and projects and the establishment of real of fixed income securities and the pricing of active management estate guarantees and the inclusion of covenants. To this end, we funds, taking into account: materiality, relevance for the must consider: industry, risks e opportunity rating, metrics, and management List of prohibited activities Valuation using the ESG integration methodology: We do not carry out new loan operations with companies • 100% of the Ibovespa and ISE listed companies; involved in: • 72% of IPSA listed companies (Chile); • Labor in conditions similar to slave labor; • 25% of Merval listed companies (Argentina); • Child labor in violation of legislation; • 85% of the corporate fixed income. • Encouragement of prostitution. List of restricted activities We have specific guidelines for making an environmental and social risk analysis in the following segments: • Firearms and ammunition; • Activities of extraction and production of wood, firewood and charcoal from native forests; • Fishing activities; • Extraction and industrialization of asbestos; • Cold storage plants and cattle slaughterhouses. Client analysis (small and medium businesses): (A – High Risk; B – Medium Risk and C – Low Risk) Project financing: We follow the criteria determined in accordance with the type of operation/project. Guarantees and Covenants page 101

Our operations | Buildings, Branches and Data center EMISSIONS MANAGEMENT RENEWABLE ENERGY PILOTS GOVERNANCE AND TARGETS Committee reviews eco-efficiency projects In administrative buildings, using solar Develop inventory, reduce and offset greenhouse gas emissions and studies, and tracks environmental panels and Distributed Generation targets Main Targets page 102Our operations | Buildings, Branches and Data center EMISSIONS MANAGEMENT RENEWABLE ENERGY PILOTS GOVERNANCE AND TARGETS Committee reviews eco-efficiency projects In administrative buildings, using solar Develop inventory, reduce and offset greenhouse gas emissions and studies, and tracks environmental panels and Distributed Generation targets Main Targets page 102

Task Force on Climate-related Financial Disclosures (TCFD) The initiative was conceived under the Financial Stability Board (FSB). It proposes climate disclosure recommendations for the financial and non-financial sectors in the pillars of Governance, Strategy, Management Risks, Goals and Metrics. We highlight our activities related to the TCFD strategic pillars Governance Strategy Risk Management Targets and Metrics The Board of Directors guides Development of indicators and tools Climate variables are taken into our internal Sustainability and We participate in multi-sector to strengthen the assessment and account in the analysis of the Environmental and Social discussion groups, such as disclosure of risks and opportunities Environmental and Social Risk for Responsibility Policy for risks CEBDS, UNEP-FI, FEBRABAN related to climate change by the the corporate segment and of the and opportunities related to and FGV UNEP-FI work group on the financing of large projects climate change recommendations of the TCFD The Sustainability Governance A study was carried out about Itaú Asset Management takes A study was carried out to identify the addresses risk management the climate change impact on Climate Change topics into business risks and opportunities in and the identification of our corporate loan portfolio in account in its ESG integration view of the global climate change, opportunities related to the medium and long-term methodology for investment with 10-year projections climate change agenda scenarios analysis The Superior Ethics and Sustainability Committee A study was carried out about We take into account climate Launch of the Asset calculator to resolves on the actions to be Emissions financed based on issues in pricing our insurance compare emissions of our portfolios taken by the institution to the Portfolio Carbon Initiative products (corporate) with benchmarks meet the climate change guidelines agenda Participation of the UNEP-FI The topic is also discussed by work group to implement the the Sustainability Committee, recommendations of the TCFD the main Sustainability forum considering different climate in the organization scenarios page 103Task Force on Climate-related Financial Disclosures (TCFD) The initiative was conceived under the Financial Stability Board (FSB). It proposes climate disclosure recommendations for the financial and non-financial sectors in the pillars of Governance, Strategy, Management Risks, Goals and Metrics. We highlight our activities related to the TCFD strategic pillars Governance Strategy Risk Management Targets and Metrics The Board of Directors guides Development of indicators and tools Climate variables are taken into our internal Sustainability and We participate in multi-sector to strengthen the assessment and account in the analysis of the Environmental and Social discussion groups, such as disclosure of risks and opportunities Environmental and Social Risk for Responsibility Policy for risks CEBDS, UNEP-FI, FEBRABAN related to climate change by the the corporate segment and of the and opportunities related to and FGV UNEP-FI work group on the financing of large projects climate change recommendations of the TCFD The Sustainability Governance A study was carried out about Itaú Asset Management takes A study was carried out to identify the addresses risk management the climate change impact on Climate Change topics into business risks and opportunities in and the identification of our corporate loan portfolio in account in its ESG integration view of the global climate change, opportunities related to the medium and long-term methodology for investment with 10-year projections climate change agenda scenarios analysis The Superior Ethics and Sustainability Committee A study was carried out about We take into account climate Launch of the Asset calculator to resolves on the actions to be Emissions financed based on issues in pricing our insurance compare emissions of our portfolios taken by the institution to the Portfolio Carbon Initiative products (corporate) with benchmarks meet the climate change guidelines agenda Participation of the UNEP-FI The topic is also discussed by work group to implement the the Sustainability Committee, recommendations of the TCFD the main Sustainability forum considering different climate in the organization scenarios page 103

Initiatives| Itaú Women Entrepreneurs e Financial Education Itaú Women Entrepreneurs Objective of the program Number of participants in the program The Itaú Women Entrepreneurs Program Empower female entrepreneurs in Brazil (local acronym IME) was created in 2013 as a through in-person and online solutions; 2015 2016 2017 result of a partnership with the IFC, World train, inspire and connect female Bank, and the IDB to offer financial and non- 3,393 5,994 8,056 entrepreneurs financial solutions to women entrepreneurs. Online Platform In-person Actions • Contents related to enterprise • Networking events 80 actions management and leadership Solutions • Business rounds performed through • Management tools • Workshops to 2017 • Motivational videos Financial Education Finance Advisory: Program for client companies Prevent Acion Uso Consciente do Dinheiro + over 2,900 employees Focus on credit customers (Conscious Use of Money) Videos and talks free of charge to attended* Identification of those with employees* Impacted more than 6,300 potential for indebtedness and Impacted more than 24,000 clients Online Courses: people from NGOs and approach through financial + 500 corporate clientes + over 33k trained schools, guidance employees* + 533 lectures were given involving around 1,100 active throughout Brazil. volunteers since 2015. Financial education websites Presencial Courses: Contents available on four Itaú websites + over 1,800 participated + 3 million hits since 2014 voluntarily* (*) From 2014 until 2017. page 104Initiatives| Itaú Women Entrepreneurs e Financial Education Itaú Women Entrepreneurs Objective of the program Number of participants in the program The Itaú Women Entrepreneurs Program Empower female entrepreneurs in Brazil (local acronym IME) was created in 2013 as a through in-person and online solutions; 2015 2016 2017 result of a partnership with the IFC, World train, inspire and connect female Bank, and the IDB to offer financial and non- 3,393 5,994 8,056 entrepreneurs financial solutions to women entrepreneurs. Online Platform In-person Actions • Contents related to enterprise • Networking events 80 actions management and leadership Solutions • Business rounds performed through • Management tools • Workshops to 2017 • Motivational videos Financial Education Finance Advisory: Program for client companies Prevent Acion Uso Consciente do Dinheiro + over 2,900 employees Focus on credit customers (Conscious Use of Money) Videos and talks free of charge to attended* Identification of those with employees* Impacted more than 6,300 potential for indebtedness and Impacted more than 24,000 clients Online Courses: people from NGOs and approach through financial + 500 corporate clientes + over 33k trained schools, guidance employees* + 533 lectures were given involving around 1,100 active throughout Brazil. volunteers since 2015. Financial education websites Presencial Courses: Contents available on four Itaú websites + over 1,800 participated + 3 million hits since 2014 voluntarily* (*) From 2014 until 2017. page 104

Ethics and Information Security Our business is based on ethical principles, which reflects the transparency, respect and honesty present in our relationship with stakeholders. Employees who have acknowledged Code of ethics Ethics Corporate Policy and accepted the terms of the Code of Established to guide, prevent and resolve ethical To establish guidelines additional to the Ethics (%) dilemmas and conflicts of interests related to our Itaú Unibanco’s Code of Ethics related Target activities and internal relations and foresees our to the following: 2015 2016 2017 2018 commitment to the themes in the ILO´s 98% 93% 92% 95% fundamental conventions and other • Ethics Corporate Program international agreements, such as: • Additional Guidelines – Conflicts of Interests In 2017, Itaú Unibanco was selected to be • Elimination of child labor • Communication of Departures from included in the 2016 Pro-Ethics Company list • Combat to all forms of discrimination the Code of Ethics (Empresa Pró-Ética 2017), promoted by the • Appreciation of diversity • Protection to Persons Using the Brazilian Ministry of Transparency, Supervision • Prevention of sexual harassment in the Whistleblowing Channels. and Controls. workplace • Respect of the rights to free union association and collective bargaining agreement. Information is what supports the entire banking operation. Therefore, we have the commitment to protect corporate information and ensure the privacy of clients in all transactions. Information Security Corporate Information Security Initiatives Cyber Security Policy Role of the Information Security area We use cutting-edge technology to protect our To ensure compliance with the • Monitor and handle any type of attack and security network and data, as well as other barriers, such principles and guidelines relating to incidents as restricted access to our servers, facilities and the protection of the information and • Management of accesses to systems virtual environments, through the use of intellectual property of the • We work together with the business areas and technology firewalls, protection by password and organization, clients and the general to keep up with the trends of the digital world market encryption. public. NBR ISO/IEC 27001 Certification Training on Information Security for employees A Brazilian standard developed to ensure the In-class and/or online training on information protection and privacy of information provided confidentiality, integrity and availability. pg. 105 by customers and other sources.Ethics and Information Security Our business is based on ethical principles, which reflects the transparency, respect and honesty present in our relationship with stakeholders. Employees who have acknowledged Code of ethics Ethics Corporate Policy and accepted the terms of the Code of Established to guide, prevent and resolve ethical To establish guidelines additional to the Ethics (%) dilemmas and conflicts of interests related to our Itaú Unibanco’s Code of Ethics related Target activities and internal relations and foresees our to the following: 2015 2016 2017 2018 commitment to the themes in the ILO´s 98% 93% 92% 95% fundamental conventions and other • Ethics Corporate Program international agreements, such as: • Additional Guidelines – Conflicts of Interests In 2017, Itaú Unibanco was selected to be • Elimination of child labor • Communication of Departures from included in the 2016 Pro-Ethics Company list • Combat to all forms of discrimination the Code of Ethics (Empresa Pró-Ética 2017), promoted by the • Appreciation of diversity • Protection to Persons Using the Brazilian Ministry of Transparency, Supervision • Prevention of sexual harassment in the Whistleblowing Channels. and Controls. workplace • Respect of the rights to free union association and collective bargaining agreement. Information is what supports the entire banking operation. Therefore, we have the commitment to protect corporate information and ensure the privacy of clients in all transactions. Information Security Corporate Information Security Initiatives Cyber Security Policy Role of the Information Security area We use cutting-edge technology to protect our To ensure compliance with the • Monitor and handle any type of attack and security network and data, as well as other barriers, such principles and guidelines relating to incidents as restricted access to our servers, facilities and the protection of the information and • Management of accesses to systems virtual environments, through the use of intellectual property of the • We work together with the business areas and technology firewalls, protection by password and organization, clients and the general to keep up with the trends of the digital world market encryption. public. NBR ISO/IEC 27001 Certification Training on Information Security for employees A Brazilian standard developed to ensure the In-class and/or online training on information protection and privacy of information provided confidentiality, integrity and availability. pg. 105 by customers and other sources.

fls.3 Attachment 02 (portuguese only) fls.3 Attachment 02 (portuguese only)

Apresentação para a Imprensa Resultados - 2018 Alexsandro Broedel Diretor Executivo de Finanças e Relações com Investidores 05/02/2019 1Apresentação para a Imprensa Resultados - 2018 Alexsandro Broedel Diretor Executivo de Finanças e Relações com Investidores 05/02/2019 1

Destaques do resultado 4º trimestre de 2018 Lucro Líquido Recorrente ROE Recorrente Carteira de Crédito ¹ Índice de Inadimplência 90 dias Consolidado Consolidado Consolidado Consolidado 0,1 % 0,4 % 0,5 p.p. 0,0 p.p. R$ 636,9 bi 4T18 vs. 3T18 R$ 6,5 bi 21,8% 2,9% 4T18 vs. 3T18 4T18 vs. 3T18 4T18 vs. 3T18 Brasil Brasil Brasil Brasil 2,2 % 0,9 % 0,3 p.p. 0,0 p.p. R$ 473,8 bi R$ 6,0 bi 4T18 vs. 3T18 4T18 vs. 3T18 22,7% 4T18 vs. 3T18 3,5% 4T18 vs. 3T18 6,5 22,2 636,4 636,9 3,1 3,1 6,3 6,4 6,4 6,5 21,9 21,6 21,8 623,3 2,9 2,9 21,3 600,1 601,1 2,8 4T17 1T18 2T18 3T18 4T18 4T17 1T18 2T18 3T18 4T18 4T17 1T18 2T18 3T18 4T18 4T17 1T18 2T18 3T18 4T18 Margem com clientes Receita de Serviços e Seguros ² Custo do Crédito Despesas não Decorrentes de Juros Consolidado Consolidado Consolidado Consolidado 6,2 % 0,5 % 4,7 % 1,2 % R$ 10,8 bi R$ 16,2 bi 4T18 vs. 3T18 4T18 vs. 3T18 R$ 3,4 bi 4T18 vs. 3T18 R$ 12,8 bi 4T18 vs. 3T18 Brasil Brasil Brasil Brasil 6,5 % 6,8 % 1,1 % 0,5 % 4T18 vs. 3T18 R$ 10,0 bi 4T18 vs. 3T18 4T18 vs. 3T18 4T18 vs. 3T18 R$ 14,4 bi R$ 3,1 bi R$ 11,0 bi 16,2 10,8 4,3 12,7 12,8 16,0 16,2 3,8 15,5 10,5 10,4 3,6 12,6 15,3 10,1 10,2 3,3 3,4 12,3 11,7 4T17 1T18 2T18 3T18 4T18 4T17 1T18 2T18 3T18 4T18 4T17 1T18 2T18 3T18 4T18 4T17 1T18 2T18 3T18 4T18 2 (1) Total com Garantias Financeiras Prestadas e Títulos Privados; (2) Resultado de Seguros (-) Despesas com Sinistros (-) Despesas de Comercialização de Seguros.Destaques do resultado 4º trimestre de 2018 Lucro Líquido Recorrente ROE Recorrente Carteira de Crédito ¹ Índice de Inadimplência 90 dias Consolidado Consolidado Consolidado Consolidado 0,1 % 0,4 % 0,5 p.p. 0,0 p.p. R$ 636,9 bi 4T18 vs. 3T18 R$ 6,5 bi 21,8% 2,9% 4T18 vs. 3T18 4T18 vs. 3T18 4T18 vs. 3T18 Brasil Brasil Brasil Brasil 2,2 % 0,9 % 0,3 p.p. 0,0 p.p. R$ 473,8 bi R$ 6,0 bi 4T18 vs. 3T18 4T18 vs. 3T18 22,7% 4T18 vs. 3T18 3,5% 4T18 vs. 3T18 6,5 22,2 636,4 636,9 3,1 3,1 6,3 6,4 6,4 6,5 21,9 21,6 21,8 623,3 2,9 2,9 21,3 600,1 601,1 2,8 4T17 1T18 2T18 3T18 4T18 4T17 1T18 2T18 3T18 4T18 4T17 1T18 2T18 3T18 4T18 4T17 1T18 2T18 3T18 4T18 Margem com clientes Receita de Serviços e Seguros ² Custo do Crédito Despesas não Decorrentes de Juros Consolidado Consolidado Consolidado Consolidado 6,2 % 0,5 % 4,7 % 1,2 % R$ 10,8 bi R$ 16,2 bi 4T18 vs. 3T18 4T18 vs. 3T18 R$ 3,4 bi 4T18 vs. 3T18 R$ 12,8 bi 4T18 vs. 3T18 Brasil Brasil Brasil Brasil 6,5 % 6,8 % 1,1 % 0,5 % 4T18 vs. 3T18 R$ 10,0 bi 4T18 vs. 3T18 4T18 vs. 3T18 4T18 vs. 3T18 R$ 14,4 bi R$ 3,1 bi R$ 11,0 bi 16,2 10,8 4,3 12,7 12,8 16,0 16,2 3,8 15,5 10,5 10,4 3,6 12,6 15,3 10,1 10,2 3,3 3,4 12,3 11,7 4T17 1T18 2T18 3T18 4T18 4T17 1T18 2T18 3T18 4T18 4T17 1T18 2T18 3T18 4T18 4T17 1T18 2T18 3T18 4T18 2 (1) Total com Garantias Financeiras Prestadas e Títulos Privados; (2) Resultado de Seguros (-) Despesas com Sinistros (-) Despesas de Comercialização de Seguros.

Cenário macroeconômico 1 2 Expectativa Realizado 2012 2013 2014 2015 2016 2017 2018 PIB - Mundo 3,8% 3,8% 3,0% 0,5% PIB - Brasil 1,9% 1,3% 1,1% PIB - Brasil 3,0% 1,3% -3,3% -3,5% 3 SELIC 6,50% 6,50% 3,88 4 Inflação 3,8% 3,7% 2,05 Dólar (cotação em R$) 3, 5 Desemprego 11,8% 12,3% 12,3 3,6 Dólar 7,4 3,50 3,88 Desemprego (Taxa nacional - %) (1) Projeção do Itaú Unibanco para 2018 no dia 05/02/2018; (2) PIB 2018 projetado; (3) Final do período; (4) IPCA; (5) Taxa nacional de desemprego; (6) Cotação em R$. 3Cenário macroeconômico 1 2 Expectativa Realizado 2012 2013 2014 2015 2016 2017 2018 PIB - Mundo 3,8% 3,8% 3,0% 0,5% PIB - Brasil 1,9% 1,3% 1,1% PIB - Brasil 3,0% 1,3% -3,3% -3,5% 3 SELIC 6,50% 6,50% 3,88 4 Inflação 3,8% 3,7% 2,05 Dólar (cotação em R$) 3, 5 Desemprego 11,8% 12,3% 12,3 3,6 Dólar 7,4 3,50 3,88 Desemprego (Taxa nacional - %) (1) Projeção do Itaú Unibanco para 2018 no dia 05/02/2018; (2) PIB 2018 projetado; (3) Final do período; (4) IPCA; (5) Taxa nacional de desemprego; (6) Cotação em R$. 3

Projeções 2018 Consolidado Brasil ¹ Realizado Expectativa Realizado Expectativa 4,0% 4,0% 7,0% 7,0% Carteira de Crédito Total ² 6,1% 4,2% -0,5% 3,0% -1,0% 2,5% Margem Financeira com Clientes - 0,2% 2,2% R$ 4,3 bi R$ 3,3 bi R$ 5,3 bi R$ 4,3 bi Margem Financeira com o Mercado R$ 4,0 bi R$ 5,5 bi R$ 12,0 bi R$ 16,0 bi R$ 10,5 bi R$ 14,5 bi Custo do Crédito ³ R$ 12,3 bi R$ 14,1 bi 5,5% 6,5% 8,5% 9,5% 4 Receita de Prestação de Serviços e Resultado de Seguros 5,5% 5,1% 0,5% 3,5% 0,5% 3,5% Despesas não Decorrentes de Juros 5,0% 3,3% 33,5% 35,5% 34,0% 36,0% 5 Alíquota Efetiva de IR/CS 34,1% 34,7% (1) Considera unidades externas ex-América Latina; (2) Inclui garantias financeiras prestadas e títulos privados; (3) Composto pelo Resultado de Créditos de Liquidação Duvidosa, Impairment e Descontos Concedidos; (4) Receitas de Prestação de Serviços (+) Resultado de Operações de Seguros, Previdência e Capitalização (-) Despesas com Sinistros (-) Despesas de Comercialização de Seguros, Previdência e Capitalização. (5) Considera a constituição de novos créditos tributários diferidos à alíquota de 40%. 4Projeções 2018 Consolidado Brasil ¹ Realizado Expectativa Realizado Expectativa 4,0% 4,0% 7,0% 7,0% Carteira de Crédito Total ² 6,1% 4,2% -0,5% 3,0% -1,0% 2,5% Margem Financeira com Clientes - 0,2% 2,2% R$ 4,3 bi R$ 3,3 bi R$ 5,3 bi R$ 4,3 bi Margem Financeira com o Mercado R$ 4,0 bi R$ 5,5 bi R$ 12,0 bi R$ 16,0 bi R$ 10,5 bi R$ 14,5 bi Custo do Crédito ³ R$ 12,3 bi R$ 14,1 bi 5,5% 6,5% 8,5% 9,5% 4 Receita de Prestação de Serviços e Resultado de Seguros 5,5% 5,1% 0,5% 3,5% 0,5% 3,5% Despesas não Decorrentes de Juros 5,0% 3,3% 33,5% 35,5% 34,0% 36,0% 5 Alíquota Efetiva de IR/CS 34,1% 34,7% (1) Considera unidades externas ex-América Latina; (2) Inclui garantias financeiras prestadas e títulos privados; (3) Composto pelo Resultado de Créditos de Liquidação Duvidosa, Impairment e Descontos Concedidos; (4) Receitas de Prestação de Serviços (+) Resultado de Operações de Seguros, Previdência e Capitalização (-) Despesas com Sinistros (-) Despesas de Comercialização de Seguros, Previdência e Capitalização. (5) Considera a constituição de novos créditos tributários diferidos à alíquota de 40%. 4

Cenário macroeconômico para 2019 2016 2017 2018 ¹ 2019 PIB - Mundo 3,8% 3,7% 3,5% 3,3% 1,3% 2,5% PIB - Brasil 1,1% -3,3% 6,3% 2 3,9% 3,7% Inflação 2,9% 3 Selic 13,7% 7,0% 6,5% 6,5% 12,7% 12,5% 12,3% 4 Desemprego 11,6% 5 Dólar (R$) 3,88 3,90 3,26 3,31 (1) PIB 2018 projetado; (2) IPCA; (3) Final do período; (4) Taxa nacional de desemprego; (5) Cotação em R$. 5Cenário macroeconômico para 2019 2016 2017 2018 ¹ 2019 PIB - Mundo 3,8% 3,7% 3,5% 3,3% 1,3% 2,5% PIB - Brasil 1,1% -3,3% 6,3% 2 3,9% 3,7% Inflação 2,9% 3 Selic 13,7% 7,0% 6,5% 6,5% 12,7% 12,5% 12,3% 4 Desemprego 11,6% 5 Dólar (R$) 3,88 3,90 3,26 3,31 (1) PIB 2018 projetado; (2) IPCA; (3) Final do período; (4) Taxa nacional de desemprego; (5) Cotação em R$. 5

Projeções 2019 Consolidado Brasil ¹ Expectativa Expectativa Carteira de Crédito Total ² 8,0% 11,0% 8,0% 11,0% Margem Financeira com Clientes 9,5% 9,5% 12,5% 12,5% Margem Financeira com o Mercado R$ 4,6 bi R$ 5,6 bi R$ 3,6 bi R$ 4,6 bi Custo do Crédito³ R$ 14,5 bi R$ 12,5 bi R$ 17,5 bi R$ 15,5 bi 4 Receita de Prestação de Serviços e Resultado de Seguros 3,0% 6,0% 3,0% 6,0% Despesas não Decorrentes de Juros 5,0% 8,0% 5,5% 8,5% Alíquota Efetiva de IR/CS 31,0% 32,0% 33,0% 34,0% (1) Considera unidades externas ex-América Latina; (2) Inclui garantias financeiras prestadas e títulos privados; (3) Composto pelo Resultado de Créditos de Liquidação Duvidosa, Impairment e Descontos Concedidos; (4) Receitas de Prestação de Serviços (+) Resultado de Operações de Seguros, Previdência e Capitalização (-) Despesas com Sinistros (-) Despesas de Comercialização de Seguros, Previdência e Capitalização. 6Projeções 2019 Consolidado Brasil ¹ Expectativa Expectativa Carteira de Crédito Total ² 8,0% 11,0% 8,0% 11,0% Margem Financeira com Clientes 9,5% 9,5% 12,5% 12,5% Margem Financeira com o Mercado R$ 4,6 bi R$ 5,6 bi R$ 3,6 bi R$ 4,6 bi Custo do Crédito³ R$ 14,5 bi R$ 12,5 bi R$ 17,5 bi R$ 15,5 bi 4 Receita de Prestação de Serviços e Resultado de Seguros 3,0% 6,0% 3,0% 6,0% Despesas não Decorrentes de Juros 5,0% 8,0% 5,5% 8,5% Alíquota Efetiva de IR/CS 31,0% 32,0% 33,0% 34,0% (1) Considera unidades externas ex-América Latina; (2) Inclui garantias financeiras prestadas e títulos privados; (3) Composto pelo Resultado de Créditos de Liquidação Duvidosa, Impairment e Descontos Concedidos; (4) Receitas de Prestação de Serviços (+) Resultado de Operações de Seguros, Previdência e Capitalização (-) Despesas com Sinistros (-) Despesas de Comercialização de Seguros, Previdência e Capitalização. 6

Anexos 7Anexos 7

Lucro Líquido Recorrente e Criação de Valor 24,1% 23,9% 21,9% 21,8% 20,3% ROE Custo de capital médio 16,9% 16,3% 16,0% 14,6% 14,0% 25,7 Lucro líquido recorrente 24,9 23,8 22,1 20,7 Criação de valor 9,2 8,2 4,4 8,3 7,6 17,7 Custo de capital 16,6 16,5 15,5 13,1 2014 2015 2016 2017 2018 8 Em R$ bilhõesLucro Líquido Recorrente e Criação de Valor 24,1% 23,9% 21,9% 21,8% 20,3% ROE Custo de capital médio 16,9% 16,3% 16,0% 14,6% 14,0% 25,7 Lucro líquido recorrente 24,9 23,8 22,1 20,7 Criação de valor 9,2 8,2 4,4 8,3 7,6 17,7 Custo de capital 16,6 16,5 15,5 13,1 2014 2015 2016 2017 2018 8 Em R$ bilhões

Projeção: Carteira de Crédito Total Crédito por perfil de Cliente ou por tipo de produto 6,1% 4,0% 7,0% Realizado Originação de crédito¹ e emissão de títulos privados Em R$ bilhões, ao final do período 2018 2017 D Pessoas Físicas 2 11,3 191,5 10,3% 2018 vs. 2017 Cartão de Crédito 7 7,5 6 6,9 15,7% Total Crédito Pessoal 29,2 26,4 10,9% Brasil ² 17% Crédito Consignado 46,7 44, 4 5,0% Veículos 1 5,9 14,1 12,9% Pessoas físicas Crédito Imobiliário 42,0 39,7 5,8% 29% Micro, Pequenas e Médias Empresas 70,8 6 1,9 14,4% Micro, Pequenas Total com Pessoas Físicas + Micro, Pequenas e Médias Empresas 282,1 2 53,4 11,3% e Médias 20% Grandes Empresas empresas 191,6 2 01,1 -4,7% Operações de Crédito 1 53,3 165,1 -7,1% Grandes Títulos Privados 3 8,3 36,0 6,5% empresas 9% América Latina 1 63,2 1 45,6 12,0% Total com Garantias Financeiras Prestadas e Títulos Privados 6 36,9 6 00,1 6,1% Emissão de 3 títulos privados 33% 636,9 6 14,9 3,6% Total (ex-variação cambial) Nota: Não considera originação de Cartão de Crédito, Cheque Especial, Renegociação de Dívida e outros créditos rotativos; (1) Média por dia útil no período, exceto para emissão de títulos privados. (2) Não inclui emissão de títulos privados; (3) Fonte: ANBIMA. Considera o volume total das emissões de títulos privados de renda fixa e híbridos, coordenadas pelo Itaú Unibanco no mercado local (inclui volume distribuído). 9Projeção: Carteira de Crédito Total Crédito por perfil de Cliente ou por tipo de produto 6,1% 4,0% 7,0% Realizado Originação de crédito¹ e emissão de títulos privados Em R$ bilhões, ao final do período 2018 2017 D Pessoas Físicas 2 11,3 191,5 10,3% 2018 vs. 2017 Cartão de Crédito 7 7,5 6 6,9 15,7% Total Crédito Pessoal 29,2 26,4 10,9% Brasil ² 17% Crédito Consignado 46,7 44, 4 5,0% Veículos 1 5,9 14,1 12,9% Pessoas físicas Crédito Imobiliário 42,0 39,7 5,8% 29% Micro, Pequenas e Médias Empresas 70,8 6 1,9 14,4% Micro, Pequenas Total com Pessoas Físicas + Micro, Pequenas e Médias Empresas 282,1 2 53,4 11,3% e Médias 20% Grandes Empresas empresas 191,6 2 01,1 -4,7% Operações de Crédito 1 53,3 165,1 -7,1% Grandes Títulos Privados 3 8,3 36,0 6,5% empresas 9% América Latina 1 63,2 1 45,6 12,0% Total com Garantias Financeiras Prestadas e Títulos Privados 6 36,9 6 00,1 6,1% Emissão de 3 títulos privados 33% 636,9 6 14,9 3,6% Total (ex-variação cambial) Nota: Não considera originação de Cartão de Crédito, Cheque Especial, Renegociação de Dívida e outros créditos rotativos; (1) Média por dia útil no período, exceto para emissão de títulos privados. (2) Não inclui emissão de títulos privados; (3) Fonte: ANBIMA. Considera o volume total das emissões de títulos privados de renda fixa e híbridos, coordenadas pelo Itaú Unibanco no mercado local (inclui volume distribuído). 9

Projeção: Margem com Clientes Margem Financeira com Clientes 2,2% -0,5% 3,0% Realizado Taxa Média Anualizada Brasil Consolidado 12,7% 12,6% 12,3% 12,2% 12,1% 12,0% 12,0% 11,8% 10,3% 10,3% 10,1% 12,6% 9,9% 9,9% 9,9% 9,8% 9,8% 9,6% 9,5% 9,2% 9,2% 9,0% 8,9% 10,9% 9,2% 8,9% 7,6% 7,7% 8,2% 7,6% 7,4% 7,3% 7,4% 7,5% 7,1% 6,7% 6,7% 6,4% 6,4% 6,4% 1T17 2T17 3T17 4T17 1T18 2T18 3T18 4T18 1T17 2T17 3T17 4T17 1T18 2T18 3T18 4T18 Margem Financeira com Clientes Margem Financeira com Clientes Ajustado Risco CDI (taxa trimestral anualizada) Variação da Margem Financeira com Clientes Em R$ bilhões Brasil 63,6 62,2 (0,5) (0,8) 0,2 2,6 (1,6) 1,5 2 2017 Mix de Produtos Spreads de Ativos e Margem Operações Estruturadas Capital de Giro Próprio e Margem Financeira com 2018 1 de Crédito Volume Médio de Passivos do Atacado outros clientes da América 3 de Ativos Latina (1) Mudança da composição dos ativos com risco de crédito entre períodos; (2) Variação dos spreads de ativos com risco de crédito entre os períodos; (3) Considera carteira de crédito e de títulos privados líquida da carteira vencida a mais de 60 dias. 10Projeção: Margem com Clientes Margem Financeira com Clientes 2,2% -0,5% 3,0% Realizado Taxa Média Anualizada Brasil Consolidado 12,7% 12,6% 12,3% 12,2% 12,1% 12,0% 12,0% 11,8% 10,3% 10,3% 10,1% 12,6% 9,9% 9,9% 9,9% 9,8% 9,8% 9,6% 9,5% 9,2% 9,2% 9,0% 8,9% 10,9% 9,2% 8,9% 7,6% 7,7% 8,2% 7,6% 7,4% 7,3% 7,4% 7,5% 7,1% 6,7% 6,7% 6,4% 6,4% 6,4% 1T17 2T17 3T17 4T17 1T18 2T18 3T18 4T18 1T17 2T17 3T17 4T17 1T18 2T18 3T18 4T18 Margem Financeira com Clientes Margem Financeira com Clientes Ajustado Risco CDI (taxa trimestral anualizada) Variação da Margem Financeira com Clientes Em R$ bilhões Brasil 63,6 62,2 (0,5) (0,8) 0,2 2,6 (1,6) 1,5 2 2017 Mix de Produtos Spreads de Ativos e Margem Operações Estruturadas Capital de Giro Próprio e Margem Financeira com 2018 1 de Crédito Volume Médio de Passivos do Atacado outros clientes da América 3 de Ativos Latina (1) Mudança da composição dos ativos com risco de crédito entre períodos; (2) Variação dos spreads de ativos com risco de crédito entre os períodos; (3) Considera carteira de crédito e de títulos privados líquida da carteira vencida a mais de 60 dias. 10

Projeção: Margem com Mercado Margem Financeira com Mercado R$ 5,5 bi R$ 5,3 bi R$ 4,3 bi Realizado 1,8 1,8 6,3 1,7 1,6 5,5 1,5 1,4 1,4 1,3 0,3 5,3 3,7 1,9 1,7 1,6 1,4 1,4 1,3 1,3 0,1 1,1 0,2 1,7 1,3 1,3 0,9 1,2 1,1 1,0 0,5 1,5 1,0 0,5 0,2 0,2 0,3 0,2 0,3 0,5 0,3 1T17 2T17 3T17 4T17 1T18 2T18 3T18 4T18 2017 2018 Margem financeira Venda de ações - B3 Margem financeira com Média móvel de 1 ano da margem 1 2 com o mercado – Brasil o mercado – América Latina financeira com o mercado (1) Inclui unidades externas ex-América Latina; (2) Exclui Brasil. 11Projeção: Margem com Mercado Margem Financeira com Mercado R$ 5,5 bi R$ 5,3 bi R$ 4,3 bi Realizado 1,8 1,8 6,3 1,7 1,6 5,5 1,5 1,4 1,4 1,3 0,3 5,3 3,7 1,9 1,7 1,6 1,4 1,4 1,3 1,3 0,1 1,1 0,2 1,7 1,3 1,3 0,9 1,2 1,1 1,0 0,5 1,5 1,0 0,5 0,2 0,2 0,3 0,2 0,3 0,5 0,3 1T17 2T17 3T17 4T17 1T18 2T18 3T18 4T18 2017 2018 Margem financeira Venda de ações - B3 Margem financeira com Média móvel de 1 ano da margem 1 2 com o mercado – Brasil o mercado – América Latina financeira com o mercado (1) Inclui unidades externas ex-América Latina; (2) Exclui Brasil. 11

Projeção: Custo do Crédito Custo e Qualidade do Crédito R$ 14,1 bi R$ 16,0 bi R$ 12,0 bi Realizado Custo do Crédito¹ Cobertura Em R$ bilhões 3,1% 248% 246% 2,9% 245% 2,7% 236% 235% 2,5% 221% 2,4% 2,3% 2,1% 2,1% 18,0 4,3 4,0 3,8 3,6 3,3 3,4 100% 100% 14,1 96% 95% 92% 90% 2017 2018 3T17 4T17 1T18 2T18 3T18 4T18 set/17 dez/17 mar/18 jun/18 set/18 dez/18 2 Custo do Crédito Custo do Crédito / Carteira de Crédito (*) - Anualizado Total Total (Expandida³) (1) Despesa de Provisão para Créditos de Liquidação Duvidosa + Recuperação de Créditos + Impairment + Descontos Concedidos); (2) Saldo médio da carteira de crédito com avais, fianças e títulos privados considerando-se os dois últimos trimestres; (3) É obtido por meio da divisão do saldo da provisão total pela soma dos saldos das operações vencidas há mais de 90 dias e operações renegociadas excluindo a dupla contagem das operações renegociadas vencidas há mais de 90 dias. Índices de Inadimplência Consolidado (90 dias) - % Brasil (90 dias) - % Consolidado (15-90 dias) - % Brasil (15-90 dias) - % 3,1 3,5 3,5 3,5 3,1 3,0 3,8 5,1 3,3 3,2 3,7 3,7 4,9 3,5 3,5 2,9 4,6 3,0 3,4 4,5 2,8 2,9 4,5 4,4 2,7 2,8 2,7 2,5 4,9 2,7 2,4 2,3 4,5 4,3 2,6 3,2 3,1 3,1 1,8 2,9 2,9 3,7 1,7 2,8 2,3 2,7 3,4 2,7 3,2 1,8 2,3 2,6 1,8 2,5 1,7 1,0 1,0 1,0 1,5 1,6 1,5 1,5 2,4 1,7 1,4 1,4 2,3 1,3 1,5 1,0 1,0 0,8 set/17 dez/17 mar/18 jun/18 set/18 dez/18 set/17 dez/17 mar/18 jun/18 set/18 dez/18 set/17 dez/17 mar/18 jun/18 set/18 dez/18 set/17 dez/17 mar/18 jun/18 set/18 dez/18 PF Grandes Emp. Micro, Peq. e Médias Emp. PF Grandes Emp. Micro, Peq. e Médias Emp. Total Brasil¹ América Latina² Total Brasil¹ América Latina² (1) Inclui unidades externas ex-América Latina; (2) Exclui Brasil; 12Projeção: Custo do Crédito Custo e Qualidade do Crédito R$ 14,1 bi R$ 16,0 bi R$ 12,0 bi Realizado Custo do Crédito¹ Cobertura Em R$ bilhões 3,1% 248% 246% 2,9% 245% 2,7% 236% 235% 2,5% 221% 2,4% 2,3% 2,1% 2,1% 18,0 4,3 4,0 3,8 3,6 3,3 3,4 100% 100% 14,1 96% 95% 92% 90% 2017 2018 3T17 4T17 1T18 2T18 3T18 4T18 set/17 dez/17 mar/18 jun/18 set/18 dez/18 2 Custo do Crédito Custo do Crédito / Carteira de Crédito (*) - Anualizado Total Total (Expandida³) (1) Despesa de Provisão para Créditos de Liquidação Duvidosa + Recuperação de Créditos + Impairment + Descontos Concedidos); (2) Saldo médio da carteira de crédito com avais, fianças e títulos privados considerando-se os dois últimos trimestres; (3) É obtido por meio da divisão do saldo da provisão total pela soma dos saldos das operações vencidas há mais de 90 dias e operações renegociadas excluindo a dupla contagem das operações renegociadas vencidas há mais de 90 dias. Índices de Inadimplência Consolidado (90 dias) - % Brasil (90 dias) - % Consolidado (15-90 dias) - % Brasil (15-90 dias) - % 3,1 3,5 3,5 3,5 3,1 3,0 3,8 5,1 3,3 3,2 3,7 3,7 4,9 3,5 3,5 2,9 4,6 3,0 3,4 4,5 2,8 2,9 4,5 4,4 2,7 2,8 2,7 2,5 4,9 2,7 2,4 2,3 4,5 4,3 2,6 3,2 3,1 3,1 1,8 2,9 2,9 3,7 1,7 2,8 2,3 2,7 3,4 2,7 3,2 1,8 2,3 2,6 1,8 2,5 1,7 1,0 1,0 1,0 1,5 1,6 1,5 1,5 2,4 1,7 1,4 1,4 2,3 1,3 1,5 1,0 1,0 0,8 set/17 dez/17 mar/18 jun/18 set/18 dez/18 set/17 dez/17 mar/18 jun/18 set/18 dez/18 set/17 dez/17 mar/18 jun/18 set/18 dez/18 set/17 dez/17 mar/18 jun/18 set/18 dez/18 PF Grandes Emp. Micro, Peq. e Médias Emp. PF Grandes Emp. Micro, Peq. e Médias Emp. Total Brasil¹ América Latina² Total Brasil¹ América Latina² (1) Inclui unidades externas ex-América Latina; (2) Exclui Brasil; 12

Projeção: Receita de Serviços e Seguros² Receita de Serviços e Resultado de Seguros 5,5% 5,5% 8,5% Realizado Correntistas PF Em R$ bilhões 2018 2017 D Aumento no número de 13,4 13,2 2,0% Cartões de Crédito e Débito correntistas Pessoa Física 10,0% em relação ao ano de 2017 7,3 6,8 7,8% Serviços de Conta Corrente 4,4 3,6 22,7% Administração de Recursos ¹ Carteiras Administradas e fundos de Investimento ³ R$ Bilhões 2,5 2,6 -3,5% Operações de Crédito e Garantias Prestadas 1,9 1,7 9,6% Serviços de Recebimento 1.107 946 17,1% 1, 6 1,4 12,7% Assessoria Econômica-Financeira e Corretagem Dez/17 Dez/18 Outros 1, 0 1,2 -12,0% 2,9 2,6 13,5% Valor transacionado com cartões América Latina (ex-Brasil) R$ Bilhões 35,1 33,0 6,3% Receitas de Prestação de Serviços Emissor Adquirência 16,9% 11,6% 6 ,4 6,3 1,6% Resultado de Seguros ² 41,4 39,3 5,5% Total 461 437 394 392 2017 2018 2017 2018 (1) Considera receitas de administração de fundos e receitas de administração de consórcios; (2) Resultado de Seguros inclui os Resultados de Seguros, Previdência e Capitalização, após as Despesas com Sinistros e de Comercialização; (3) Não inclui a América Latina (ex-Brasil). 13Projeção: Receita de Serviços e Seguros² Receita de Serviços e Resultado de Seguros 5,5% 5,5% 8,5% Realizado Correntistas PF Em R$ bilhões 2018 2017 D Aumento no número de 13,4 13,2 2,0% Cartões de Crédito e Débito correntistas Pessoa Física 10,0% em relação ao ano de 2017 7,3 6,8 7,8% Serviços de Conta Corrente 4,4 3,6 22,7% Administração de Recursos ¹ Carteiras Administradas e fundos de Investimento ³ R$ Bilhões 2,5 2,6 -3,5% Operações de Crédito e Garantias Prestadas 1,9 1,7 9,6% Serviços de Recebimento 1.107 946 17,1% 1, 6 1,4 12,7% Assessoria Econômica-Financeira e Corretagem Dez/17 Dez/18 Outros 1, 0 1,2 -12,0% 2,9 2,6 13,5% Valor transacionado com cartões América Latina (ex-Brasil) R$ Bilhões 35,1 33,0 6,3% Receitas de Prestação de Serviços Emissor Adquirência 16,9% 11,6% 6 ,4 6,3 1,6% Resultado de Seguros ² 41,4 39,3 5,5% Total 461 437 394 392 2017 2018 2017 2018 (1) Considera receitas de administração de fundos e receitas de administração de consórcios; (2) Resultado de Seguros inclui os Resultados de Seguros, Previdência e Capitalização, após as Despesas com Sinistros e de Comercialização; (3) Não inclui a América Latina (ex-Brasil). 13

Projeção: DNDJ Despesas não Decorrentes de Juros (DNDJ) 5,0% 0,5% 3,5% Realizado Índice de Eficiência Em R$ bilhões 2018 2017 D Despesas de Pessoal (20,9) (20,2) 3,7% 64,2 Despesas Administrativas ( 15,9) ( 15,8) 0,6% 63,3 62,7 62,2 61,2 Despesas de Pessoal e Administrativas ( 36,9) (36,0) 2,3% Despesas Operacionais (4,4) ( 4,9) -11,0% (0,3) ( 0,3) -4,8% Outras Despesas Tributárias ¹ Total Brasil ex-Citibank (41,6) (41,3) 0,7% 47,7 47,6 47,4 47,0 46,4 ( 6,5) (5,4) 19,1% América Latina (ex-Brasil) ² 4T17 1T18 2T18 3T18 4T18 Citibank ( 1,3) ( 0,3) - Total ( 49,4) (47,0) 5,0% I.E. Acumulado 12 meses (%) I.E.A.R. Acumulado 12 meses (%) (1) Inclui IPTU, IPVA, IOF e outros. Não inclui PIS, Cofins e ISS; (2) Não considera a alocação gerencial de custos indiretos. 14Projeção: DNDJ Despesas não Decorrentes de Juros (DNDJ) 5,0% 0,5% 3,5% Realizado Índice de Eficiência Em R$ bilhões 2018 2017 D Despesas de Pessoal (20,9) (20,2) 3,7% 64,2 Despesas Administrativas ( 15,9) ( 15,8) 0,6% 63,3 62,7 62,2 61,2 Despesas de Pessoal e Administrativas ( 36,9) (36,0) 2,3% Despesas Operacionais (4,4) ( 4,9) -11,0% (0,3) ( 0,3) -4,8% Outras Despesas Tributárias ¹ Total Brasil ex-Citibank (41,6) (41,3) 0,7% 47,7 47,6 47,4 47,0 46,4 ( 6,5) (5,4) 19,1% América Latina (ex-Brasil) ² 4T17 1T18 2T18 3T18 4T18 Citibank ( 1,3) ( 0,3) - Total ( 49,4) (47,0) 5,0% I.E. Acumulado 12 meses (%) I.E.A.R. Acumulado 12 meses (%) (1) Inclui IPTU, IPVA, IOF e outros. Não inclui PIS, Cofins e ISS; (2) Não considera a alocação gerencial de custos indiretos. 14

Capital e Payout Aplicação integral das regras de Basileia III │31 de Dezembro de 2018 15,9% 13,5% 13,5% -0,8% 1,0% -0,3% 0,4% -2,4% 3,1% 0,6% 1,0% 14,9% 12,9% 12,5% Tier I Lucro Líquido e outras Dividendos, JCP e Deduções de Ativos Capital Complementar Tier I Parcela adicional de Tier I Dez/17 movimentações no PL recompra de ações e RWA Nível 1 emitido em mar/18 Dez/18 dividendos e JCP Dez/18 após parcela e atualização cambial adicional de dividendos e JCP Capital Principal (CET I) Capital Complementar Nível I (AT1) Payout e Recompra de Ações Dividend Yield ¹ Dividendos e JCP ² 89,2% 100,0% 22,9 83,0% Em R$ Bi 2,0% 80,0% 12,4% 49,3% 60,0% Reservados no PL 16,4 Recompra de Ações 7,5% 4,3% 40,0% 87,2% Pagos e Provisionados 70,6% Payout 6,0 20,0% 45,0% em 2018 Recompra de ações 0,5 0,0% 2018 2016 2017 2018 (1) Considera payout de 89,2% e a cotação diária média de fechamento em 2018; (2) Dividendos e JCP líquidos de impostos. 15Capital e Payout Aplicação integral das regras de Basileia III │31 de Dezembro de 2018 15,9% 13,5% 13,5% -0,8% 1,0% -0,3% 0,4% -2,4% 3,1% 0,6% 1,0% 14,9% 12,9% 12,5% Tier I Lucro Líquido e outras Dividendos, JCP e Deduções de Ativos Capital Complementar Tier I Parcela adicional de Tier I Dez/17 movimentações no PL recompra de ações e RWA Nível 1 emitido em mar/18 Dez/18 dividendos e JCP Dez/18 após parcela e atualização cambial adicional de dividendos e JCP Capital Principal (CET I) Capital Complementar Nível I (AT1) Payout e Recompra de Ações Dividend Yield ¹ Dividendos e JCP ² 89,2% 100,0% 22,9 83,0% Em R$ Bi 2,0% 80,0% 12,4% 49,3% 60,0% Reservados no PL 16,4 Recompra de Ações 7,5% 4,3% 40,0% 87,2% Pagos e Provisionados 70,6% Payout 6,0 20,0% 45,0% em 2018 Recompra de ações 0,5 0,0% 2018 2016 2017 2018 (1) Considera payout de 89,2% e a cotação diária média de fechamento em 2018; (2) Dividendos e JCP líquidos de impostos. 15

Distribuição do Valor Adicionado ¹ OUTROS REINVESTIMENTOS R$ 1,5 bi R$ 2,1 bi 2% ACIONISTAS 3% IMPOSTOS 32% R$ 24,4 bi R$ 23,3 bi 33% 73,0 bi Controladores Free Float 30% 6% Aproximadamente Não-Controladores COLABORADORES 150 mil acionistas diretos 1% 24,4 bi 26% R$ 21,6 bi Aproximadamente 1 milhão de acionistas indiretos ² no Brasil (1) Inclui lucro líquido recorrente e a reclassificação dos efeitos fiscais do hedge dos investimentos no exterior para a margem financeira; (2) Acionistas indiretos são pessoas físicas ou investidores institucionais que indiretamente compraram nossas ações através de um fundo de investimento 16Distribuição do Valor Adicionado ¹ OUTROS REINVESTIMENTOS R$ 1,5 bi R$ 2,1 bi 2% ACIONISTAS 3% IMPOSTOS 32% R$ 24,4 bi R$ 23,3 bi 33% 73,0 bi Controladores Free Float 30% 6% Aproximadamente Não-Controladores COLABORADORES 150 mil acionistas diretos 1% 24,4 bi 26% R$ 21,6 bi Aproximadamente 1 milhão de acionistas indiretos ² no Brasil (1) Inclui lucro líquido recorrente e a reclassificação dos efeitos fiscais do hedge dos investimentos no exterior para a margem financeira; (2) Acionistas indiretos são pessoas físicas ou investidores institucionais que indiretamente compraram nossas ações através de um fundo de investimento 16

Iniciativas Estratégicas de Longo Prazo realizadas em 2018 Centralidade no Cliente Gestão de Pessoas Transformação Digital Implementação de programa de Flexibilização do Dress Code para colaboradores Números de canais digitais medição da satisfação de clientes (NPS) + de 600 mil contas PF abertas pelo app Abreconta em 2018 Criação de uma plataforma aberta Aproximadamente 100 mil contas abertas em nov/18 de seguros + de 11 milhões de clientes PF usando canais digitais Lançamento da família de maquininhas Novos métodos de trabalho Pop Credicard Intensificação da adoção de Cloud Mobilidade, Home Office e Comunidades 22 mil horas de treinamento* para + de 800 colaboradores Agência Digital para micro empresas *em Cloud e outras capacidades modernas de tecnologia 30 comunidades atuando no banco Primeira parcela do empréstimo + de 40 novas funcionalidades no canal mobile + 6 mil pessoas trabalhando nesse novo modelo pessoal em até 90 dias 318 atualizações Média de 2 em todos os nossos atualizações ao mês Taxa zero de carregamento em Previdência Trabalhamos para aumentar a diversidade... aplicativos em 2018 por app e de custódia no Tesouro Direto O banco de todas as cores Valorização e respeito pelo que as pessoas são, independente Lançamento do Teclado Itaú, transferência Inauguração do Novo Cubo da raça, gênero, orientação sexual, religião, idade, etc. sem sair do aplicativo que estiver usando 4 x mais espaço | startups | parceiros | residentes Campanha sobre Semana da Semana da Empoderamento Diversidade Diversidade 728 negócios com grandes empresas, Lançamento do Apple Pay e feminino LGBT+ racial + de 60 projetos com o Itaú Unibanco Samsung Pay 17Iniciativas Estratégicas de Longo Prazo realizadas em 2018 Centralidade no Cliente Gestão de Pessoas Transformação Digital Implementação de programa de Flexibilização do Dress Code para colaboradores Números de canais digitais medição da satisfação de clientes (NPS) + de 600 mil contas PF abertas pelo app Abreconta em 2018 Criação de uma plataforma aberta Aproximadamente 100 mil contas abertas em nov/18 de seguros + de 11 milhões de clientes PF usando canais digitais Lançamento da família de maquininhas Novos métodos de trabalho Pop Credicard Intensificação da adoção de Cloud Mobilidade, Home Office e Comunidades 22 mil horas de treinamento* para + de 800 colaboradores Agência Digital para micro empresas *em Cloud e outras capacidades modernas de tecnologia 30 comunidades atuando no banco Primeira parcela do empréstimo + de 40 novas funcionalidades no canal mobile + 6 mil pessoas trabalhando nesse novo modelo pessoal em até 90 dias 318 atualizações Média de 2 em todos os nossos atualizações ao mês Taxa zero de carregamento em Previdência Trabalhamos para aumentar a diversidade... aplicativos em 2018 por app e de custódia no Tesouro Direto O banco de todas as cores Valorização e respeito pelo que as pessoas são, independente Lançamento do Teclado Itaú, transferência Inauguração do Novo Cubo da raça, gênero, orientação sexual, religião, idade, etc. sem sair do aplicativo que estiver usando 4 x mais espaço | startups | parceiros | residentes Campanha sobre Semana da Semana da Empoderamento Diversidade Diversidade 728 negócios com grandes empresas, Lançamento do Apple Pay e feminino LGBT+ racial + de 60 projetos com o Itaú Unibanco Samsung Pay 17

Modelo de Negócios Em R$ bilhões 2018 2017 Δ Excesso Excesso Excesso Serviços & Serviços & Serviços & Consolidado Consolidado Consolidado Trading de Trading de Trading de Crédito Crédito Crédito Seguros Seguros Seguros Capital Capital Capital 111,8 5 6,9 1,6 51,5 1,7 109,3 56,1 1,6 48,8 2 ,7 2,5 0,8 0,0 2,7 (1,0) Produto Bancário Margem Financeira Gerencial 69,1 45,5 1,6 20,3 1,7 68,5 45,6 1 ,6 1 8,6 2,7 0,6 (0,1) 0,0 1 ,7 (1,0) 35,1 1 1,4 0,0 23,6 - 33,0 10,5 0 ,0 22,5 - 2,1 0 ,9 (0,0) 1 ,2 - Receitas de Serviços 1 Resultado de Seguros 7,7 - - 7 ,7 - 7 ,8 - - 7 ,8 - ( 0,1) - - (0,1) - (14,1) ( 14,1) - - - (18,0) (18,0) - - - 3 ,9 3,9 - - - Custo do Crédito Despesas com Sinistros (1,2) - - (1,2) - (1,3) - - (1,3) - 0 ,0 - - 0,0 - 2 DNDJ e Outras Despesas (57,1) ( 27,1) ( 0,9) (29,0) (0,1) (53,8) (26,0) (0,5) (27,1) (0,1) (3,2) (1,0) (0,3) (1,9) 0,0 Lucro Líquido Recorrente 25,7 9,2 0 ,5 14,3 1,7 24,9 8,3 0 ,7 13,5 2,4 0,9 0,9 (0,2) 0,8 (0,7) 123,8 61,8 1,5 38,0 2 2,5 1 20,2 58,1 2,0 29,6 3 0,4 3 ,6 3 ,7 ( 0,6) 8,4 (7,9) Capital Regulatório Médio 9, 2 0 ,9 0,3 9,3 (1,3) 8,2 0,1 0 ,4 9,6 ( 1,8) 1,0 0,9 (0,1) (0,3) 0 ,6 Criação de Valor ROE Recorrente 21,9% 14,9% 34,2% 37,6% 7,7% 21,8% 14,3% 35,4% 45,4% 7,9% 0,1 p.p. 0,6 p.p. -1,2 p.p. -7,8 p.p. -0,2 p.p. (1) Resultado de Seguros inclui os Resultados de Seguros, Previdência e Capitalização, antes das Despesas com Sinistros e Comercialização. (2) Inclui Despesas Tributárias (ISS, PIS, COFINS e outras), Despesa de Comercialização de Seguros e Participações Minoritárias nas Subsidiárias 18Modelo de Negócios Em R$ bilhões 2018 2017 Δ Excesso Excesso Excesso Serviços & Serviços & Serviços & Consolidado Consolidado Consolidado Trading de Trading de Trading de Crédito Crédito Crédito Seguros Seguros Seguros Capital Capital Capital 111,8 5 6,9 1,6 51,5 1,7 109,3 56,1 1,6 48,8 2 ,7 2,5 0,8 0,0 2,7 (1,0) Produto Bancário Margem Financeira Gerencial 69,1 45,5 1,6 20,3 1,7 68,5 45,6 1 ,6 1 8,6 2,7 0,6 (0,1) 0,0 1 ,7 (1,0) 35,1 1 1,4 0,0 23,6 - 33,0 10,5 0 ,0 22,5 - 2,1 0 ,9 (0,0) 1 ,2 - Receitas de Serviços 1 Resultado de Seguros 7,7 - - 7 ,7 - 7 ,8 - - 7 ,8 - ( 0,1) - - (0,1) - (14,1) ( 14,1) - - - (18,0) (18,0) - - - 3 ,9 3,9 - - - Custo do Crédito Despesas com Sinistros (1,2) - - (1,2) - (1,3) - - (1,3) - 0 ,0 - - 0,0 - 2 DNDJ e Outras Despesas (57,1) ( 27,1) ( 0,9) (29,0) (0,1) (53,8) (26,0) (0,5) (27,1) (0,1) (3,2) (1,0) (0,3) (1,9) 0,0 Lucro Líquido Recorrente 25,7 9,2 0 ,5 14,3 1,7 24,9 8,3 0 ,7 13,5 2,4 0,9 0,9 (0,2) 0,8 (0,7) 123,8 61,8 1,5 38,0 2 2,5 1 20,2 58,1 2,0 29,6 3 0,4 3 ,6 3 ,7 ( 0,6) 8,4 (7,9) Capital Regulatório Médio 9, 2 0 ,9 0,3 9,3 (1,3) 8,2 0,1 0 ,4 9,6 ( 1,8) 1,0 0,9 (0,1) (0,3) 0 ,6 Criação de Valor ROE Recorrente 21,9% 14,9% 34,2% 37,6% 7,7% 21,8% 14,3% 35,4% 45,4% 7,9% 0,1 p.p. 0,6 p.p. -1,2 p.p. -7,8 p.p. -0,2 p.p. (1) Resultado de Seguros inclui os Resultados de Seguros, Previdência e Capitalização, antes das Despesas com Sinistros e Comercialização. (2) Inclui Despesas Tributárias (ISS, PIS, COFINS e outras), Despesa de Comercialização de Seguros e Participações Minoritárias nas Subsidiárias 18

Resultados 4T18 3T18 Δ 2018 2017Δ Em R$ bilhões Produto Bancário 28,5 27,9 2,1% 111,8 1 09,3 2,3% Margem Financeira Gerencial 17,4 17,4 -0,2% 6 9,1 68,5 0,8% Margem Financeira com Clientes 16,2 1 6,2 0,5% 63,6 62,2 2,2% Margem Financeira com o Mercado 1,1 1,3 -8,5% 5,5 6,3 -12,7% 9,2 8 ,6 6,5% 3 5,1 3 3,0 6,3% Receitas de Prestação de Serviços 1,9 1,9 2,1% 7,7 7,8 -1,5% Resultado de Operações de Seguro ¹ ( 3,4) (3,3) 4,7% (14,1) (18,0) -21,9% Custo do Crédito (3,8) (3,9) -2,8% ( 16,1) (19,1) -15,8% Despesa de Provisão para Créditos de Liquidação Duvidosa Impairment (0,3) (0,1) 203,5% (0,5) (1,1) -50,1% Descontos Concedidos (0,3) (0,3) 9,6% (1,2) (1,1) 4,3% 1,0 1,0 -5,3% 3,7 3,3 12,5% Recuperação de Créditos Baixados como Prejuízo Despesas com Sinistros (0,3) (0,3) -8,1% (1,2) (1,3) -3,7% Outras Despesas Operacionais (14,7) (14,3) 2,8% (56,3) (53,8) 4,7% (12,8) (12,6) 1,2% (49,4) (47,0) 5,0% Despesas não Decorrentes de Juros ( 1,9) (1,6) 15,5% (6,9) (6,7) 2,8% Despesas Tributárias e Outras ² 10,1 10,0 0,4% 40,2 36,2 11,0% Resultado antes da Tributação e Part. Minoritárias ( 3,4) ( 3,4) -2,0% (13,7) ( 11,3) 21,6% Imposto de Renda e Contribuição Social ( 0,2) (0,2) 58,2% (0,8) (0,1) 977,4% Participações Minoritárias nas Subsidiárias 6,5 6 ,5 0,4% 25,7 24,9 3,4% Lucro Líquido Recorrente (1) Resultado de Seguros inclui os Resultados de Seguros, Previdência e Capitalização, antes das Despesas com Sinistros e Comercialização. (2) Inclui Despesas Tributárias (ISS, PIS, COFINS e outras), Despesa de Comercialização de Seguros e Participações Minoritárias nas Subsidiárias 19Resultados 4T18 3T18 Δ 2018 2017Δ Em R$ bilhões Produto Bancário 28,5 27,9 2,1% 111,8 1 09,3 2,3% Margem Financeira Gerencial 17,4 17,4 -0,2% 6 9,1 68,5 0,8% Margem Financeira com Clientes 16,2 1 6,2 0,5% 63,6 62,2 2,2% Margem Financeira com o Mercado 1,1 1,3 -8,5% 5,5 6,3 -12,7% 9,2 8 ,6 6,5% 3 5,1 3 3,0 6,3% Receitas de Prestação de Serviços 1,9 1,9 2,1% 7,7 7,8 -1,5% Resultado de Operações de Seguro ¹ ( 3,4) (3,3) 4,7% (14,1) (18,0) -21,9% Custo do Crédito (3,8) (3,9) -2,8% ( 16,1) (19,1) -15,8% Despesa de Provisão para Créditos de Liquidação Duvidosa Impairment (0,3) (0,1) 203,5% (0,5) (1,1) -50,1% Descontos Concedidos (0,3) (0,3) 9,6% (1,2) (1,1) 4,3% 1,0 1,0 -5,3% 3,7 3,3 12,5% Recuperação de Créditos Baixados como Prejuízo Despesas com Sinistros (0,3) (0,3) -8,1% (1,2) (1,3) -3,7% Outras Despesas Operacionais (14,7) (14,3) 2,8% (56,3) (53,8) 4,7% (12,8) (12,6) 1,2% (49,4) (47,0) 5,0% Despesas não Decorrentes de Juros ( 1,9) (1,6) 15,5% (6,9) (6,7) 2,8% Despesas Tributárias e Outras ² 10,1 10,0 0,4% 40,2 36,2 11,0% Resultado antes da Tributação e Part. Minoritárias ( 3,4) ( 3,4) -2,0% (13,7) ( 11,3) 21,6% Imposto de Renda e Contribuição Social ( 0,2) (0,2) 58,2% (0,8) (0,1) 977,4% Participações Minoritárias nas Subsidiárias 6,5 6 ,5 0,4% 25,7 24,9 3,4% Lucro Líquido Recorrente (1) Resultado de Seguros inclui os Resultados de Seguros, Previdência e Capitalização, antes das Despesas com Sinistros e Comercialização. (2) Inclui Despesas Tributárias (ISS, PIS, COFINS e outras), Despesa de Comercialização de Seguros e Participações Minoritárias nas Subsidiárias 19

Transformação Digital Uso dos canais digitais ¹ % das transações realizadas nos canais digitais Pessoas Físicas (em milhões) Empresas (em milhões) 2016 2018 11,1 Crédito 16% 19% 1,1 9,6 1,1 1,0 Investimentos 31% 41% 8,6 Pagamentos 61% 76% dez-16 dez-17 dez-18 dez-16 dez-17 dez-18 Nota: Participação dos canais digitais no volume de transações (em R$) do Banco de Varejo. Novas contas de Pessoas Físicas % operações digitais no Produto Bancário do Varejo 1.108 1.073 1.037 Agência 1.007 952 Agências 23% 31% Índice de Eficiência Digital Físicas das agências em 2018 225 165 127 Agência 91 77% 69% App 61 Física 26% 71% Abreconta Física Digital 2016 2018 4T17 1T18 2T18 3T18 4T18 (1) Internet, mobile e SMS no Banco de Varejo. 20Transformação Digital Uso dos canais digitais ¹ % das transações realizadas nos canais digitais Pessoas Físicas (em milhões) Empresas (em milhões) 2016 2018 11,1 Crédito 16% 19% 1,1 9,6 1,1 1,0 Investimentos 31% 41% 8,6 Pagamentos 61% 76% dez-16 dez-17 dez-18 dez-16 dez-17 dez-18 Nota: Participação dos canais digitais no volume de transações (em R$) do Banco de Varejo. Novas contas de Pessoas Físicas % operações digitais no Produto Bancário do Varejo 1.108 1.073 1.037 Agência 1.007 952 Agências 23% 31% Índice de Eficiência Digital Físicas das agências em 2018 225 165 127 Agência 91 77% 69% App 61 Física 26% 71% Abreconta Física Digital 2016 2018 4T17 1T18 2T18 3T18 4T18 (1) Internet, mobile e SMS no Banco de Varejo. 20

Saiba mais sobre nosso resultado www.itau.com.br/ri 21Saiba mais sobre nosso resultado www.itau.com.br/ri 21

Apresentação para a Imprensa Resultados - 2018 Alexsandro Broedel Diretor Executivo de Finanças e Relações com Investidores 05/02/2019 22Apresentação para a Imprensa Resultados - 2018 Alexsandro Broedel Diretor Executivo de Finanças e Relações com Investidores 05/02/2019 22

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Itaú Unibanco reports profits of R$ 25.7 billion in 2018 Result reflected a year-on-year increase of 3.4% boosted by lower cost of credit São Paulo, February 4, 2019 – Itaú Unibanco, the largest private sector bank in Latin America, reported a recurring net income of R$ 6.5 billion in the fourth quarter 2018, a growth of 3.1% in relation to the same period in 2017. For the year, recurring net income amounted to R$ 25.7 billion, an increase of 3.4% over 2017. The annualized recurring return on average equity (ROE) closed 2018 at 21.9%. In R$ million (except where indicated) 4Q18 4Q17 % 2018 2017 % Recurring Net Income 6,478 6,280 3.1% 25,733 24,879 3.4% Annualized average ROE 21.8% 21.9% -10 bps 21.9% 21.8% 10 bps Total Adjusted Loan Portfolio¹ 636,934 600,089 6.1% Non-performing Loan Ratio (90 days) - 2.9% 3.1% -20 bps Total 1 The total adjusted loan portfolio reached R$ 636.9 billion at the end of December 2018, an increase of 6.1% in 12 months. The bank has seen a resumption in the demand for credit, with an increase from individuals and very small, small and middle-market companies, reflecting in growths of 10.3% and 14.4% for these portfolios, respectively. Despite the reduction in spreads during the year, higher credit volumes and the better product mix “The year 2018 was resulted in a growth of 2.2% in the bank’s financial outstanding for Itaú Unibanco margin with clients in relation to 2017. not only in the light of our good financial results but also The 90-day non-performing loans ratio posted an because we began to adopt improvement of 20 basis points over twelve months, measures that will allow us to meet our long term objective reaching 2.9%. In Brazil, the non-performing loans which will drive our ratio for individuals registered a reduction of 50 bps investments and initiatives on the same comparative basis, declining from 4.9% from now on: to be a 100% to 4.4%. The same delinquency ratio for very small, client-centric bank. With this small and middle market companies also presented underlying objective, we intend to reach levels of a reduction of 130 basis points, from 4.5% to 3.2%, customer satisfaction both portfolios recording the lowest levels since the comparable with the best merger between Itaú and Unibanco. companies anywhere in the world”. In 2018, the annual 5.5% increase in revenues from services and insurance came largely from the Candido Bracher activities of the investment bank. Revenues from CEO of Itaú Unibanco fund management rose during the year, with an increase of 17.1% in the balance of funds under management. Also, worthy of mention was the increase in current account services income driven by the increase in the client base. Itaú Unibanco reports profits of R$ 25.7 billion in 2018 Result reflected a year-on-year increase of 3.4% boosted by lower cost of credit São Paulo, February 4, 2019 – Itaú Unibanco, the largest private sector bank in Latin America, reported a recurring net income of R$ 6.5 billion in the fourth quarter 2018, a growth of 3.1% in relation to the same period in 2017. For the year, recurring net income amounted to R$ 25.7 billion, an increase of 3.4% over 2017. The annualized recurring return on average equity (ROE) closed 2018 at 21.9%. In R$ million (except where indicated) 4Q18 4Q17 % 2018 2017 % Recurring Net Income 6,478 6,280 3.1% 25,733 24,879 3.4% Annualized average ROE 21.8% 21.9% -10 bps 21.9% 21.8% 10 bps Total Adjusted Loan Portfolio¹ 636,934 600,089 6.1% Non-performing Loan Ratio (90 days) - 2.9% 3.1% -20 bps Total 1 The total adjusted loan portfolio reached R$ 636.9 billion at the end of December 2018, an increase of 6.1% in 12 months. The bank has seen a resumption in the demand for credit, with an increase from individuals and very small, small and middle-market companies, reflecting in growths of 10.3% and 14.4% for these portfolios, respectively. Despite the reduction in spreads during the year, higher credit volumes and the better product mix “The year 2018 was resulted in a growth of 2.2% in the bank’s financial outstanding for Itaú Unibanco margin with clients in relation to 2017. not only in the light of our good financial results but also The 90-day non-performing loans ratio posted an because we began to adopt improvement of 20 basis points over twelve months, measures that will allow us to meet our long term objective reaching 2.9%. In Brazil, the non-performing loans which will drive our ratio for individuals registered a reduction of 50 bps investments and initiatives on the same comparative basis, declining from 4.9% from now on: to be a 100% to 4.4%. The same delinquency ratio for very small, client-centric bank. With this small and middle market companies also presented underlying objective, we intend to reach levels of a reduction of 130 basis points, from 4.5% to 3.2%, customer satisfaction both portfolios recording the lowest levels since the comparable with the best merger between Itaú and Unibanco. companies anywhere in the world”. In 2018, the annual 5.5% increase in revenues from services and insurance came largely from the Candido Bracher activities of the investment bank. Revenues from CEO of Itaú Unibanco fund management rose during the year, with an increase of 17.1% in the balance of funds under management. Also, worthy of mention was the increase in current account services income driven by the increase in the client base.

Non-interest expenses reached R$ 49.4 billion in 2018, an increase of 5.0% compared with 2017, mainly due “We have seen a significant improvement in credit to the foreign exchange translation effect in Latin quality in both the retail as America, excluding operations in Brazil. well as wholesale segments In December 2018, the bank reached 11.1 million of with a reduction of 21.9% in the bank’s cost of credit individuals account holders that use the digital which incorporates channels via the internet or mobile applications. In the expenses covering case of business accounts, this figure has already provisions for loan losses, surpassed the 1.1 million mark. Over 600 thousand securities’ impairment, fully digital accounts were opened using the Abreconta discounts granted and credit app in 2018, an increase of 215% compared with the recoveries”. same period in 2017. Milton Maluhy At the end of the year, the bank concluded the first Executive Vice President, CFO operation using blockchain technology in Latin America and CRO of Itaú Unibanco for the so-called ‘club loans’, a type of syndicated loan with a smaller group of creditors. In the transaction, Itaú Unibanco raised US$ 100 million, syndicated with the British bank, Standard Chartered. The value added³ to the economy by Itaú Unibanco totaled R$ 73.0 billion in 2018. The amount was distributed among several segments of society: R$ 21.6 billion in employee compensation, R$ 23.3 billion in tax payments, R$ 2.1 billion for reinvestment of profits in the operation, R$ 24.4 billion for remuneration of the more than 150 thousand direct 4 shareholders and approximately 1 million indirect shareholders and R$ 1.5 billion for other parties. In 2019, the bank will focus on reinforcing its corporate client-centric culture to raise the level of consumer satisfaction still further. “We must remain in a state of permanent renovation and it is for this reason that we have chosen to be a 100% client-centric bank”, Bracher declares. Further information on results can be obtained from the Itaú Unibanco Investor Relations website: www.itau.com.br/relacoes-com-investidores. (1) Includes financial guarantees rendered and corporate securities. (2) Cost of credit includes result from loan losses, net of recoveries, impairment and discounts granted. (3) The statement of value added adopts the managerial criteria. (4) Indirect shareholders are individuals or institutional investors in Brazil that have indirectly acquired Itaú Unibanco shares through investment or pension funds. Corporate Communication – Itaú Unibanco (11) 5019-8880/8881 fimprensa@itau-unibanco.com.br Non-interest expenses reached R$ 49.4 billion in 2018, an increase of 5.0% compared with 2017, mainly due “We have seen a significant improvement in credit to the foreign exchange translation effect in Latin quality in both the retail as America, excluding operations in Brazil. well as wholesale segments In December 2018, the bank reached 11.1 million of with a reduction of 21.9% in the bank’s cost of credit individuals account holders that use the digital which incorporates channels via the internet or mobile applications. In the expenses covering case of business accounts, this figure has already provisions for loan losses, surpassed the 1.1 million mark. Over 600 thousand securities’ impairment, fully digital accounts were opened using the Abreconta discounts granted and credit app in 2018, an increase of 215% compared with the recoveries”. same period in 2017. Milton Maluhy At the end of the year, the bank concluded the first Executive Vice President, CFO operation using blockchain technology in Latin America and CRO of Itaú Unibanco for the so-called ‘club loans’, a type of syndicated loan with a smaller group of creditors. In the transaction, Itaú Unibanco raised US$ 100 million, syndicated with the British bank, Standard Chartered. The value added³ to the economy by Itaú Unibanco totaled R$ 73.0 billion in 2018. The amount was distributed among several segments of society: R$ 21.6 billion in employee compensation, R$ 23.3 billion in tax payments, R$ 2.1 billion for reinvestment of profits in the operation, R$ 24.4 billion for remuneration of the more than 150 thousand direct 4 shareholders and approximately 1 million indirect shareholders and R$ 1.5 billion for other parties. In 2019, the bank will focus on reinforcing its corporate client-centric culture to raise the level of consumer satisfaction still further. “We must remain in a state of permanent renovation and it is for this reason that we have chosen to be a 100% client-centric bank”, Bracher declares. Further information on results can be obtained from the Itaú Unibanco Investor Relations website: www.itau.com.br/relacoes-com-investidores. (1) Includes financial guarantees rendered and corporate securities. (2) Cost of credit includes result from loan losses, net of recoveries, impairment and discounts granted. (3) The statement of value added adopts the managerial criteria. (4) Indirect shareholders are individuals or institutional investors in Brazil that have indirectly acquired Itaú Unibanco shares through investment or pension funds. Corporate Communication – Itaú Unibanco (11) 5019-8880/8881 fimprensa@itau-unibanco.com.br

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Conference Call 2018 Earnings Review Candido Botelho Bracher President and CEO Milton Maluhy Filho Executive Vice-President, CFO and CRO Alexsandro Broedel Executive Finance Director and Head of Investor Relations 1Conference Call 2018 Earnings Review Candido Botelho Bracher President and CEO Milton Maluhy Filho Executive Vice-President, CFO and CRO Alexsandro Broedel Executive Finance Director and Head of Investor Relations 1

Highlights th 4 quarter 2018 Recurring Net Income Recurring ROE Credit ¹ NPL 90 days Consolidated Consolidated Consolidated Consolidated 0.1 % 0.4 % 50 bps 0.0 bp R$636.9 bn 4Q18 vs. 3Q18 R$6.5 bn 21.8% 2.9% 4Q18 vs. 3Q18 4Q18 vs. 3Q18 4Q18 vs. 3Q18 Brazil Brazil Brazil Brazil 2.2 % 0.9 % 30 bps 0.0 bp R$473.8 bn R$6.0 bn 4Q18 vs. 3Q18 4Q18 vs. 3Q18 22.7% 4Q18 vs. 3Q18 3.5% 4Q18 vs. 3Q18 6.3 6.4 6.4 6.5 6.5 21.9 22.2 21.6 21.3 21.8 600.1 601.1 623.3 636.4 636.9 3.1 3.1 2.8 2.9 2.9 4Q17 1Q18 2Q18 3Q18 4Q18 4Q17 1Q18 2Q18 3Q18 4Q18 4Q17 1Q18 2Q18 3Q18 4Q18 4Q17 1Q18 2Q18 3Q18 4Q18 Financial Margin with Clients Commission, Fees and Insurance Results ² Cost of Credit Non-Interest Expenses Consolidated Consolidated Consolidated Consolidated 6.2 % 0.5 % 4.7 % 1.2 % R$10.8 bn R$16.2 bn 4Q18 vs. 3Q18 4Q18 vs. 3Q18 R$3.4 bn 4Q18 vs. 3Q18 R$12.8 bn 4Q18 vs. 3Q18 Brazil Brazil Brazil Brazil 6.5 % 6.8 % 1.1 % 0.5 % 4Q18 vs. 3Q18 R$10.0 bn 4Q18 vs. 3Q18 4Q18 vs. 3Q18 4Q18 vs. 3Q18 R$14.4 bn R$3.1 bn R$11.0 bn 15.5 15.3 16.0 16.2 16.2 10.5 10.1 10.4 10.2 10.8 4.3 3.8 3.6 3.3 3.4 12.7 11.7 12.3 12.6 12.8 4Q17 1Q18 2Q18 3Q18 4Q18 4Q17 1Q18 2Q18 3Q18 4Q18 4Q17 1Q18 2Q18 3Q18 4Q18 4Q17 1Q18 2Q18 3Q18 4Q18 2 (1) Total with Financial Guarantees provided and Corporate Securities; (2) Results from Insurance (-) Claims Expenses (-) Insurance Selling Expenses.Highlights th 4 quarter 2018 Recurring Net Income Recurring ROE Credit ¹ NPL 90 days Consolidated Consolidated Consolidated Consolidated 0.1 % 0.4 % 50 bps 0.0 bp R$636.9 bn 4Q18 vs. 3Q18 R$6.5 bn 21.8% 2.9% 4Q18 vs. 3Q18 4Q18 vs. 3Q18 4Q18 vs. 3Q18 Brazil Brazil Brazil Brazil 2.2 % 0.9 % 30 bps 0.0 bp R$473.8 bn R$6.0 bn 4Q18 vs. 3Q18 4Q18 vs. 3Q18 22.7% 4Q18 vs. 3Q18 3.5% 4Q18 vs. 3Q18 6.3 6.4 6.4 6.5 6.5 21.9 22.2 21.6 21.3 21.8 600.1 601.1 623.3 636.4 636.9 3.1 3.1 2.8 2.9 2.9 4Q17 1Q18 2Q18 3Q18 4Q18 4Q17 1Q18 2Q18 3Q18 4Q18 4Q17 1Q18 2Q18 3Q18 4Q18 4Q17 1Q18 2Q18 3Q18 4Q18 Financial Margin with Clients Commission, Fees and Insurance Results ² Cost of Credit Non-Interest Expenses Consolidated Consolidated Consolidated Consolidated 6.2 % 0.5 % 4.7 % 1.2 % R$10.8 bn R$16.2 bn 4Q18 vs. 3Q18 4Q18 vs. 3Q18 R$3.4 bn 4Q18 vs. 3Q18 R$12.8 bn 4Q18 vs. 3Q18 Brazil Brazil Brazil Brazil 6.5 % 6.8 % 1.1 % 0.5 % 4Q18 vs. 3Q18 R$10.0 bn 4Q18 vs. 3Q18 4Q18 vs. 3Q18 4Q18 vs. 3Q18 R$14.4 bn R$3.1 bn R$11.0 bn 15.5 15.3 16.0 16.2 16.2 10.5 10.1 10.4 10.2 10.8 4.3 3.8 3.6 3.3 3.4 12.7 11.7 12.3 12.6 12.8 4Q17 1Q18 2Q18 3Q18 4Q18 4Q17 1Q18 2Q18 3Q18 4Q18 4Q17 1Q18 2Q18 3Q18 4Q18 4Q17 1Q18 2Q18 3Q18 4Q18 2 (1) Total with Financial Guarantees provided and Corporate Securities; (2) Results from Insurance (-) Claims Expenses (-) Insurance Selling Expenses.

About 2018 3About 2018 3

Macroeconomic Outlook 1 2 Forecast Actual 2012 2013 2014 2015 2016 2017 2018 GDP - World 3.8% 3.8% 3.0% 0.5% GDP - Brazil 1.9% 1.3% 1.1% GDP - Brazil 3.0% 1.3% -3.3% -3.5% 3 SELIC 6.50% 6.50% 2012 2013 2014 2015 2016 2017 2018 ² 3.88 4 Inflation 3.8% 3.7% 2.05 Dollar (FX Rate in R$) 3, 5 Unemployment 11.8% 12.3% 12.3 3,6 Dollar 3.50 3.88 Unemployment 7.4 (National Rate - %) (1) Itaú Unibanco forecast for 2018 on 02/05/2018; (2) GDP data projected; (3) End of period; (4) IPCA; (5) National unemployment rate - seasonally adjusted; (6) FX Rate in R$. 4Macroeconomic Outlook 1 2 Forecast Actual 2012 2013 2014 2015 2016 2017 2018 GDP - World 3.8% 3.8% 3.0% 0.5% GDP - Brazil 1.9% 1.3% 1.1% GDP - Brazil 3.0% 1.3% -3.3% -3.5% 3 SELIC 6.50% 6.50% 2012 2013 2014 2015 2016 2017 2018 ² 3.88 4 Inflation 3.8% 3.7% 2.05 Dollar (FX Rate in R$) 3, 5 Unemployment 11.8% 12.3% 12.3 3,6 Dollar 3.50 3.88 Unemployment 7.4 (National Rate - %) (1) Itaú Unibanco forecast for 2018 on 02/05/2018; (2) GDP data projected; (3) End of period; (4) IPCA; (5) National unemployment rate - seasonally adjusted; (6) FX Rate in R$. 4

2018 Forecast Consolidated Brazil ¹ Realized Expected Realized Expected 4.0% 4.0% 7.0% 7.0% Total Credit Portfolio ² 6.1% 4.2% -0.5% 3.0% -1.0% 2.5% Financial Margin with Clients - 0.2% 2.2% R$4.3 bn R$3.3 bn R$5.3 bn R$4.3 bn Financial Margin with the Market R$4.0 bn R$5.5 bn R$12.0 bn R$16.0 bn R$10.5 bn R$14.5 bn Cost of Credit ³ R$12.3 bn R$14.1 bn 5.5% 6.5% 8.5% 9.5% 4 Commissions and Fees and Results from Insurance Operations 5.5% 5.1% 0.5% 3.5% 0.5% 3.5% Non-Interest Expenses 5.0% 3.3% 33.5% 35.5% 34.0% 36.0% 5 Effective Tax Rate 34.1% 34.7% (1) Includes units abroad ex-Latin America; (2) Includes financial guarantees provided and corporate securities; (3) Composed of Result from Loan Losses, Impairment and Discounts Granted; (4) Commissions and Fees (+) Income from Insurance, Pension Plan and Premium Bonds Operations (-) Expenses for Claims (-) Insurance, Pension Plan and Premium Bonds Selling Expenses; (5) Considers the constitution of new deferred tax assets at a rate of 40%. 52018 Forecast Consolidated Brazil ¹ Realized Expected Realized Expected 4.0% 4.0% 7.0% 7.0% Total Credit Portfolio ² 6.1% 4.2% -0.5% 3.0% -1.0% 2.5% Financial Margin with Clients - 0.2% 2.2% R$4.3 bn R$3.3 bn R$5.3 bn R$4.3 bn Financial Margin with the Market R$4.0 bn R$5.5 bn R$12.0 bn R$16.0 bn R$10.5 bn R$14.5 bn Cost of Credit ³ R$12.3 bn R$14.1 bn 5.5% 6.5% 8.5% 9.5% 4 Commissions and Fees and Results from Insurance Operations 5.5% 5.1% 0.5% 3.5% 0.5% 3.5% Non-Interest Expenses 5.0% 3.3% 33.5% 35.5% 34.0% 36.0% 5 Effective Tax Rate 34.1% 34.7% (1) Includes units abroad ex-Latin America; (2) Includes financial guarantees provided and corporate securities; (3) Composed of Result from Loan Losses, Impairment and Discounts Granted; (4) Commissions and Fees (+) Income from Insurance, Pension Plan and Premium Bonds Operations (-) Expenses for Claims (-) Insurance, Pension Plan and Premium Bonds Selling Expenses; (5) Considers the constitution of new deferred tax assets at a rate of 40%. 5

Recurring Net Income and Value Creation 24.1% 23.9% 21.9% 21.8% 20.3% ROE Average Cost of Capital 16.9% 16.3% 16.0% 14.6% 14.0% 25.7 Recurring Net Income 24.9 23.8 22.1 20.7 Value Creation 9.2 8.2 4.4 8.3 7.6 17.7 Cost of Capital 16.6 16.5 15.5 13.1 2014 2015 2016 2017 2018 6 In R$ billionRecurring Net Income and Value Creation 24.1% 23.9% 21.9% 21.8% 20.3% ROE Average Cost of Capital 16.9% 16.3% 16.0% 14.6% 14.0% 25.7 Recurring Net Income 24.9 23.8 22.1 20.7 Value Creation 9.2 8.2 4.4 8.3 7.6 17.7 Cost of Capital 16.6 16.5 15.5 13.1 2014 2015 2016 2017 2018 6 In R$ billion

Forecast: Total Credit Portfolio Credit by Client profile or Product 6.1% 4.0% 7.0% Realized Credit origination¹ and private securities issuance In R$ bilions, end of period 2018 2017 D 2018 vs. 2017 Individuals 2 11.3 191.5 10.3% Credit Card Loans 77.5 6 6.9 15.7% Total Personal Loans 29.2 2 6.4 10.9% Brazil ² 17% Payroll Loans 46 .7 44. 4 5.0% Vehicle Loans 1 5.9 1 4.1 12.9% Individuals 29% Mortage Loans 42 .0 3 9.7 5.8% Very Small, Small and Middle Market Loans 70.8 6 1.9 14.4% Very Small, Individuals + Very Small, Small and Middle Market Loans 282.1 2 53.4 11.3% Small and 20% Middle Market Corporate Loans 1 91.6 2 01.1 -4.7% Credit Operations 153.3 1 65.1 -7.1% Corporate Securities 38.3 36.0 6.5% Corporate 9% Latin America 163.2 145.6 12.0% Total with Financial Guarantees provided and Corporate Securities 636.9 6 00.1 6.1% Private securities 3 issuance 33% 636.9 614.9 3.6% Total (ex-foreign exchange rate variation) Note: Does not consider origination of Credit Card, Overdraft, Debt Renegotiation and other revolving credits. (1) Average origination per working day in the period, except for private securities issuance. (2) Does not include private securities issuance. (3) Source: ANBIMA. Considers total volume of fixed income and hybrid private securities issuance arranged by Itaú Unibanco on the local market (includes distributed volumes). 7Forecast: Total Credit Portfolio Credit by Client profile or Product 6.1% 4.0% 7.0% Realized Credit origination¹ and private securities issuance In R$ bilions, end of period 2018 2017 D 2018 vs. 2017 Individuals 2 11.3 191.5 10.3% Credit Card Loans 77.5 6 6.9 15.7% Total Personal Loans 29.2 2 6.4 10.9% Brazil ² 17% Payroll Loans 46 .7 44. 4 5.0% Vehicle Loans 1 5.9 1 4.1 12.9% Individuals 29% Mortage Loans 42 .0 3 9.7 5.8% Very Small, Small and Middle Market Loans 70.8 6 1.9 14.4% Very Small, Individuals + Very Small, Small and Middle Market Loans 282.1 2 53.4 11.3% Small and 20% Middle Market Corporate Loans 1 91.6 2 01.1 -4.7% Credit Operations 153.3 1 65.1 -7.1% Corporate Securities 38.3 36.0 6.5% Corporate 9% Latin America 163.2 145.6 12.0% Total with Financial Guarantees provided and Corporate Securities 636.9 6 00.1 6.1% Private securities 3 issuance 33% 636.9 614.9 3.6% Total (ex-foreign exchange rate variation) Note: Does not consider origination of Credit Card, Overdraft, Debt Renegotiation and other revolving credits. (1) Average origination per working day in the period, except for private securities issuance. (2) Does not include private securities issuance. (3) Source: ANBIMA. Considers total volume of fixed income and hybrid private securities issuance arranged by Itaú Unibanco on the local market (includes distributed volumes). 7

Forecast: Margin with Clients Financial Margin with Clients 2.2% -0.5% 3.0% Realized Annualized Average Rate Brazil Consolidated 12.7% 12.6% 12.3% 12.2% 12.1% 12.0% 12.0% 11.8% 10.3% 10.3% 12.6% 10.1% 9.9% 9.9% 9.9% 9.8% 9.8% 9.5% 9.6% 9.2% 9.2% 9.0% 10.9% 8.9% 9.2% 8.9% 7.6% 8.2% 7.7% 7.6% 7.4% 7.3% 7.4% 7.5% 7.1% 6.7% 6.7% 6.4% 6.4% 6.4% 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 Financial Margin with Clients Risk-adjusted Financial Margin with Clients CDI (annualized quarterly rate) Change in Financial Margin with Client In R$ billions Brazil 1 2 2017 Mix of products Asset Spreads and Liabilities Margin Structured operations Working Capital and other Latin America Financial 2018 3 Average Asset Portfolio from the Wholesale Margin with clients segment (1) Change in the compostion of assets with credit risk between periods; (2) Spreads variation of assets with credit risk between periods; (3) Considers credit and private securities portfolio net of overdue balance over 60 days. 8Forecast: Margin with Clients Financial Margin with Clients 2.2% -0.5% 3.0% Realized Annualized Average Rate Brazil Consolidated 12.7% 12.6% 12.3% 12.2% 12.1% 12.0% 12.0% 11.8% 10.3% 10.3% 12.6% 10.1% 9.9% 9.9% 9.9% 9.8% 9.8% 9.5% 9.6% 9.2% 9.2% 9.0% 10.9% 8.9% 9.2% 8.9% 7.6% 8.2% 7.7% 7.6% 7.4% 7.3% 7.4% 7.5% 7.1% 6.7% 6.7% 6.4% 6.4% 6.4% 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 Financial Margin with Clients Risk-adjusted Financial Margin with Clients CDI (annualized quarterly rate) Change in Financial Margin with Client In R$ billions Brazil 1 2 2017 Mix of products Asset Spreads and Liabilities Margin Structured operations Working Capital and other Latin America Financial 2018 3 Average Asset Portfolio from the Wholesale Margin with clients segment (1) Change in the compostion of assets with credit risk between periods; (2) Spreads variation of assets with credit risk between periods; (3) Considers credit and private securities portfolio net of overdue balance over 60 days. 8

Forecast: Margin with the Market Financial Margin with the Market R$5.5 bn R$5.3 bn R$4.3 bn Realized 1.8 1.8 6.3 1.7 1.6 5.5 1.5 1.4 1.4 1.3 0.3 5.3 3.7 1.9 1.7 1.6 1.4 1.4 1.3 1.3 0.1 1.1 0.2 1.7 1.3 1.3 0.9 1.2 1.1 1.0 0.5 1.5 0.5 1.0 0.2 0.2 0.5 0.2 0.3 0.3 0.3 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 2017 2018 Financial Margin with Sale of shares - B3 Financial Margin with 1 year moving average of 1 2 the Market – Brazil the Market– Latin America Financial Margin with the Market (1) Includes units abroad ex-Latin America; (2) Excludes Brazil. 9Forecast: Margin with the Market Financial Margin with the Market R$5.5 bn R$5.3 bn R$4.3 bn Realized 1.8 1.8 6.3 1.7 1.6 5.5 1.5 1.4 1.4 1.3 0.3 5.3 3.7 1.9 1.7 1.6 1.4 1.4 1.3 1.3 0.1 1.1 0.2 1.7 1.3 1.3 0.9 1.2 1.1 1.0 0.5 1.5 0.5 1.0 0.2 0.2 0.5 0.2 0.3 0.3 0.3 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 2017 2018 Financial Margin with Sale of shares - B3 Financial Margin with 1 year moving average of 1 2 the Market – Brazil the Market– Latin America Financial Margin with the Market (1) Includes units abroad ex-Latin America; (2) Excludes Brazil. 9

Forecast: Cost of Credit Cost of Credit and Credit Quality R$14.1 bn R$16.0 bn R$12.0 bn Realized Cost of Credit ¹ Coverage Ratio In R$ Billions 3.1% 2.9% 248% 246% 245% 2.7% 236% 235% 2.5% 221% 2.4% 2.3% 2.1% 2.1% 18.0 4.3 4.0 3.8 3.6 3.3 3.4 100% 100% 14.1 96% 95% 92% 90% 2017 2018 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 2 Cost of Credit Cost of Credit / Total Risk (*)- Annualized Total Total (Expanded³) (1) Provision for Loan Losses and + Recovery of Loans written-off as Losses + Impairment + Discounts Granted); (2) Average balance of the loan portfolio with financial guarantees provided and corporate securities, considering the last two quarters; (3) Is calculated from the division of the total allowance balance by the sum of 90 days overdue operations and of renegotiated loan portfolio excluding the double counting of 90 days overdue renegotiated loans. NPL Ratio Consolidated (90 days) - % Brazil (90 days) - % Consolidated (15-90 days) - % Brazil (15-90 days) - % 3.1 3.5 3.5 3.5 3.1 3.0 3.8 5.1 3.3 3.2 3.7 3.7 4.9 3.5 3.5 2.9 3.0 4.6 2.9 4.5 4.5 3.4 2.8 4.4 2.7 2.5 2.8 2.7 2.4 4.9 2.7 2.3 4.5 4.3 2.6 3.2 3.1 3.1 1.8 2.9 3.7 1.7 2.9 2.3 2.8 2.7 3.4 2.7 3.2 1.8 2.3 2.6 1.8 2.5 1.7 1.0 1.0 1.0 1.5 1.6 2.4 1.5 1.5 1.7 1.4 2.3 1.4 1.3 1.5 1.0 1.0 0.8 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Total Brazil¹ Latin America² Individuals Corporate SMEs Individuals Corporate SMEs Total Brazil¹ Latin America² (1) (2) Includes units abroad ex-Latin America; Excludes Brazil. 10Forecast: Cost of Credit Cost of Credit and Credit Quality R$14.1 bn R$16.0 bn R$12.0 bn Realized Cost of Credit ¹ Coverage Ratio In R$ Billions 3.1% 2.9% 248% 246% 245% 2.7% 236% 235% 2.5% 221% 2.4% 2.3% 2.1% 2.1% 18.0 4.3 4.0 3.8 3.6 3.3 3.4 100% 100% 14.1 96% 95% 92% 90% 2017 2018 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 2 Cost of Credit Cost of Credit / Total Risk (*)- Annualized Total Total (Expanded³) (1) Provision for Loan Losses and + Recovery of Loans written-off as Losses + Impairment + Discounts Granted); (2) Average balance of the loan portfolio with financial guarantees provided and corporate securities, considering the last two quarters; (3) Is calculated from the division of the total allowance balance by the sum of 90 days overdue operations and of renegotiated loan portfolio excluding the double counting of 90 days overdue renegotiated loans. NPL Ratio Consolidated (90 days) - % Brazil (90 days) - % Consolidated (15-90 days) - % Brazil (15-90 days) - % 3.1 3.5 3.5 3.5 3.1 3.0 3.8 5.1 3.3 3.2 3.7 3.7 4.9 3.5 3.5 2.9 3.0 4.6 2.9 4.5 4.5 3.4 2.8 4.4 2.7 2.5 2.8 2.7 2.4 4.9 2.7 2.3 4.5 4.3 2.6 3.2 3.1 3.1 1.8 2.9 3.7 1.7 2.9 2.3 2.8 2.7 3.4 2.7 3.2 1.8 2.3 2.6 1.8 2.5 1.7 1.0 1.0 1.0 1.5 1.6 2.4 1.5 1.5 1.7 1.4 2.3 1.4 1.3 1.5 1.0 1.0 0.8 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Total Brazil¹ Latin America² Individuals Corporate SMEs Individuals Corporate SMEs Total Brazil¹ Latin America² (1) (2) Includes units abroad ex-Latin America; Excludes Brazil. 10

Forecast: Services and Insurance² Commissions and Fees and Result From Insurance Operations 5.5% 5.5% 8.5% Realized Current Account Holders In R$ billions 2018 2017 D Increase in the number of Credit and Debit Cards 13 .4 13.2 2.0% Individuals account 10.0% holders compared to 2017. Current Account Services 7.3 6 .8 7.8% 4 .4 3.6 22.7% Asset Management ¹ Assets Under Administration ³ In R$ Billions Credit Operations and Guarantees Provided 2 .5 2.6 -3.5% Collection Services 1. 9 1.7 9.6% 1,107 946 17.1% Advisory Services and Brokerage 1. 6 1. 4 12.7% Dec-17 Dec-18 Other 1. 0 1.2 -12.0% Latin America (ex-Brazil) 2.9 2.6 13.5% Transactions with Cards - Value In R$ Billions Commissions and Fees 35.1 33.0 6.3% Issuer Acquiring: 16.9% 11.6% 6.4 6.3 1.6% Result from Insurance Operations ² 41.4 39.3 5.5% Total 461 437 394 392 2017 2018 2017 2018 (1) Includes fund management fees and consortia management fees; (2) Result from Insurance includes the Result from Insurance, Pension Plan and Premium Bonds Operations net of Retained Claims and Selling Expenses; (3) Does not include Latin America (ex-Brazil) 11Forecast: Services and Insurance² Commissions and Fees and Result From Insurance Operations 5.5% 5.5% 8.5% Realized Current Account Holders In R$ billions 2018 2017 D Increase in the number of Credit and Debit Cards 13 .4 13.2 2.0% Individuals account 10.0% holders compared to 2017. Current Account Services 7.3 6 .8 7.8% 4 .4 3.6 22.7% Asset Management ¹ Assets Under Administration ³ In R$ Billions Credit Operations and Guarantees Provided 2 .5 2.6 -3.5% Collection Services 1. 9 1.7 9.6% 1,107 946 17.1% Advisory Services and Brokerage 1. 6 1. 4 12.7% Dec-17 Dec-18 Other 1. 0 1.2 -12.0% Latin America (ex-Brazil) 2.9 2.6 13.5% Transactions with Cards - Value In R$ Billions Commissions and Fees 35.1 33.0 6.3% Issuer Acquiring: 16.9% 11.6% 6.4 6.3 1.6% Result from Insurance Operations ² 41.4 39.3 5.5% Total 461 437 394 392 2017 2018 2017 2018 (1) Includes fund management fees and consortia management fees; (2) Result from Insurance includes the Result from Insurance, Pension Plan and Premium Bonds Operations net of Retained Claims and Selling Expenses; (3) Does not include Latin America (ex-Brazil) 11

Forecast: Non-Interest Expenses Non-Interest Expenses 5.0% 0.5% 3.5% Realized Efficiency Ratio In R$ billions 2018 2017 D Personnel Expenses (20.9) (20.2) 3.7% 64.2 63.3 62.7 Administrative Expenses (15.9) (15.8) 0.6% 62.2 61.2 Personnel Expenses and Administrative Expenses (36.9) ( 36.0) 2.3% Operating Expenses ( 4.4) ( 4.9) -11.0% (0.3) (0.3) -4.8% Other Tax Expenses ¹ Total Brazil ex-Citibank (41.6) ( 41.3) 0.7% 47.7 47.6 47.4 47.0 46.4 ( 6.5) (5.4) 19.1% Latin America (ex-Brazil) ² 4Q17 1Q18 2Q18 3Q18 4Q18 Citibank ( 1.3) ( 0.3) - Trailing 12-month E.R (%) Trailing 12-month R.A.E.R (%) Total (49.4) (47.0) 5.0% (1) Includes IPTU, IPVA, IOF and other. Does not include PIS, Cofins and ISS; (2) Does not consider overhead allocation. 12Forecast: Non-Interest Expenses Non-Interest Expenses 5.0% 0.5% 3.5% Realized Efficiency Ratio In R$ billions 2018 2017 D Personnel Expenses (20.9) (20.2) 3.7% 64.2 63.3 62.7 Administrative Expenses (15.9) (15.8) 0.6% 62.2 61.2 Personnel Expenses and Administrative Expenses (36.9) ( 36.0) 2.3% Operating Expenses ( 4.4) ( 4.9) -11.0% (0.3) (0.3) -4.8% Other Tax Expenses ¹ Total Brazil ex-Citibank (41.6) ( 41.3) 0.7% 47.7 47.6 47.4 47.0 46.4 ( 6.5) (5.4) 19.1% Latin America (ex-Brazil) ² 4Q17 1Q18 2Q18 3Q18 4Q18 Citibank ( 1.3) ( 0.3) - Trailing 12-month E.R (%) Trailing 12-month R.A.E.R (%) Total (49.4) (47.0) 5.0% (1) Includes IPTU, IPVA, IOF and other. Does not include PIS, Cofins and ISS; (2) Does not consider overhead allocation. 12

Capital and Payout Full aplication of Basel III rules│ December 31, 2018 15.9% 13.5% 13.5% -0.8% 1.0% -0.3% 0.4% -2.4% 3.1% 0.6% 1.0% 14.9% 12.9% 12.5% Tier I Net Income Dividends, IOC and shares Assets deductions and Aditional Tier 1 Capital Tier I Additional Tier I - Dec-18 after Dec-17 and other Equity changes buyback RWA issued on Mar-18 and Dec-18 dividends and IOC additional dividends and exchange rate variation IOC Common Equity Tier I (CET I) Additional Tier I (AT1) Payout and Shares Buyback Dividend Yield ¹ Dividends and IOC ² 89.2% 22.9 83.0% In R$ Billions 2.0% 12.4% 49.3% Reserved in Equity 16.4 Shares Buyback 7.5% 4.3% 87.2% 70.6% Payout Paid and provisioned 6.0 45.0% in 2018 Shares Buyback 0.5 2018 2016 2017 2018 (1) Considers the payout of 89.2% and the average daily closing price in 2018; (2) Dividends and IOC net of taxes. 13Capital and Payout Full aplication of Basel III rules│ December 31, 2018 15.9% 13.5% 13.5% -0.8% 1.0% -0.3% 0.4% -2.4% 3.1% 0.6% 1.0% 14.9% 12.9% 12.5% Tier I Net Income Dividends, IOC and shares Assets deductions and Aditional Tier 1 Capital Tier I Additional Tier I - Dec-18 after Dec-17 and other Equity changes buyback RWA issued on Mar-18 and Dec-18 dividends and IOC additional dividends and exchange rate variation IOC Common Equity Tier I (CET I) Additional Tier I (AT1) Payout and Shares Buyback Dividend Yield ¹ Dividends and IOC ² 89.2% 22.9 83.0% In R$ Billions 2.0% 12.4% 49.3% Reserved in Equity 16.4 Shares Buyback 7.5% 4.3% 87.2% 70.6% Payout Paid and provisioned 6.0 45.0% in 2018 Shares Buyback 0.5 2018 2016 2017 2018 (1) Considers the payout of 89.2% and the average daily closing price in 2018; (2) Dividends and IOC net of taxes. 13

Distribution of Added Value ¹ OTHER REINVESTMENTS R$1.5 bn R$2.1 bn SHAREHOLDERS TAXES, FEES AND CONTRIBUTIONS R$24.4 bn R$23.3 bn 73.0 bn Controllers Free Float Approximately 6% 150 thousand direct Non-Controllers EMPLOYEES shareholders 1% 24.4 bn 26% R$21.6 bn Approximately 1 million indirect shareholders ² in Brazil (1) Includes recurring net income and the reclassification of hedge tax effects of investments abroad to the financial margin; (2) Indirect shareholders are individuals or institutional investors who have indirectly bought our shares through an investment fund. 14Distribution of Added Value ¹ OTHER REINVESTMENTS R$1.5 bn R$2.1 bn SHAREHOLDERS TAXES, FEES AND CONTRIBUTIONS R$24.4 bn R$23.3 bn 73.0 bn Controllers Free Float Approximately 6% 150 thousand direct Non-Controllers EMPLOYEES shareholders 1% 24.4 bn 26% R$21.6 bn Approximately 1 million indirect shareholders ² in Brazil (1) Includes recurring net income and the reclassification of hedge tax effects of investments abroad to the financial margin; (2) Indirect shareholders are individuals or institutional investors who have indirectly bought our shares through an investment fund. 14

Translating strategy into action Client Centricity People Management Digital Transformation Implementation of client satisfaction Dress Code Flexibility for Employees Digital channel numbers measurement program (NPS) + 600 thousand individual accounts opened with Abreconta app in 2018 Development of an open insurance platform Go As I Am Almost 100 thousand accounts opened in Nov-18 + 11 milliion individuals using our digital channels Launch of Pop Credicard machines’ New Working Methods family Intensifying the adoption of Cloud Mobility, Home Office e Communities 22 thousand hours of training* to + 800 employees Digital branches to very small companies *in Cloud and other modern technology capabilities 30 communities in the bank First installment of personal loan in up + 40 new functions on mobile channels + 6 thousand employees working on this new model to 90 days 318 updates Average of 2 in all of our updates per month RATE Zero carrying rate to Pension Plans and Working to increase diversity... apps in 2018 by app Treasury custody A bank of all colors Appreciation and respect for what people are, regardless of Launch of Itaú Keyboard, to transfer money New Cubo opening race, gender, sexual orientation, religion, age, etc. without leaving the app you are using 4 times more space | startups | partners | residents Women’s racial LGBT+ 728 business with corporates, Empowerment Diversity Diversity Launch of Apple Pay and campaign week week + 60 projects with Itaú Unibanco Samsung Pay 15Translating strategy into action Client Centricity People Management Digital Transformation Implementation of client satisfaction Dress Code Flexibility for Employees Digital channel numbers measurement program (NPS) + 600 thousand individual accounts opened with Abreconta app in 2018 Development of an open insurance platform Go As I Am Almost 100 thousand accounts opened in Nov-18 + 11 milliion individuals using our digital channels Launch of Pop Credicard machines’ New Working Methods family Intensifying the adoption of Cloud Mobility, Home Office e Communities 22 thousand hours of training* to + 800 employees Digital branches to very small companies *in Cloud and other modern technology capabilities 30 communities in the bank First installment of personal loan in up + 40 new functions on mobile channels + 6 thousand employees working on this new model to 90 days 318 updates Average of 2 in all of our updates per month RATE Zero carrying rate to Pension Plans and Working to increase diversity... apps in 2018 by app Treasury custody A bank of all colors Appreciation and respect for what people are, regardless of Launch of Itaú Keyboard, to transfer money New Cubo opening race, gender, sexual orientation, religion, age, etc. without leaving the app you are using 4 times more space | startups | partners | residents Women’s racial LGBT+ 728 business with corporates, Empowerment Diversity Diversity Launch of Apple Pay and campaign week week + 60 projects with Itaú Unibanco Samsung Pay 15

About 2019 16About 2019 16

2019 Macroeconomic Outlook 2016 2017 2018 ¹ 2019 GDP - World 3.8% 3.7% 3.5% 3.3% 1.3% 2.5% GDP - Brazil 1.1% -3.3% 6.3% 2 3.7% 3.9% Inflation 2.9% 3 Selic 13.7% 7.0% 6.5% 6.5% 12.7% 12.5% 12.3% 4 Unemployment 11.6% 5 Dollar (R$) 3.88 3.90 3.26 3.31 (1) GDP data projected; (2) IPCA; (3) End of períod; (4) National unemployment rate - seasonally adjusted; (5) FX Rate in R$. 172019 Macroeconomic Outlook 2016 2017 2018 ¹ 2019 GDP - World 3.8% 3.7% 3.5% 3.3% 1.3% 2.5% GDP - Brazil 1.1% -3.3% 6.3% 2 3.7% 3.9% Inflation 2.9% 3 Selic 13.7% 7.0% 6.5% 6.5% 12.7% 12.5% 12.3% 4 Unemployment 11.6% 5 Dollar (R$) 3.88 3.90 3.26 3.31 (1) GDP data projected; (2) IPCA; (3) End of períod; (4) National unemployment rate - seasonally adjusted; (5) FX Rate in R$. 17

2019 Forecast Consolidated Brazil ¹ Total Credit Portfolio ² 8.0% 11.0% 8.0% 11.0% Financial Margin with Clients 9.5% 9.5% 12.5% 12.5% Financial Margin with the Market R$4.6 bn R$5.6 bn R$3.6 bn R$4.6 bn Cost of Credit ³ R$14.5 bn R$12.5 bn R$17.5 bn R$15.5 bn 4 Commissions and Fees and Results from Insurance Operations 3.0% 6.0% 3.0% 6.0% Non-Interest Expenses 5.0% 8.0% 5.5% 8.5% Effective Tax Rate 31.0% 32.0% 33.0% 34.0% (1) Includes units abroad ex-Latin America; (2) Includes financial guarantees provided and corporate securities; (3) Composed of Result from Loan Losses, Impairment and Discounts Granted; (4) Commissions and Fees (+) Income from Insurance, Pension Plan and Premium Bonds Operations (-) Expenses for Claims (-) Insurance, Pension Plan and Premium Bonds Selling Expenses. 182019 Forecast Consolidated Brazil ¹ Total Credit Portfolio ² 8.0% 11.0% 8.0% 11.0% Financial Margin with Clients 9.5% 9.5% 12.5% 12.5% Financial Margin with the Market R$4.6 bn R$5.6 bn R$3.6 bn R$4.6 bn Cost of Credit ³ R$14.5 bn R$12.5 bn R$17.5 bn R$15.5 bn 4 Commissions and Fees and Results from Insurance Operations 3.0% 6.0% 3.0% 6.0% Non-Interest Expenses 5.0% 8.0% 5.5% 8.5% Effective Tax Rate 31.0% 32.0% 33.0% 34.0% (1) Includes units abroad ex-Latin America; (2) Includes financial guarantees provided and corporate securities; (3) Composed of Result from Loan Losses, Impairment and Discounts Granted; (4) Commissions and Fees (+) Income from Insurance, Pension Plan and Premium Bonds Operations (-) Expenses for Claims (-) Insurance, Pension Plan and Premium Bonds Selling Expenses. 18

Appendix 19Appendix 19

Business Model In R$ billions 2018 2017 Δ Insurance Excess Insurance Excess Insurance Excess Consolidated Consolidated Consolidated Credit Trading Credit Trading Credit Trading & Services Capital & Services Capital & Services Capital Operating Revenues 111.8 56.9 1.6 51.5 1.7 109.3 5 6.1 1.6 4 8.8 2.7 2 .5 0.8 0.0 2.7 (1.0) Managerial Financial Margin 69.1 45.5 1 .6 20.3 1.7 68.5 45.6 1.6 1 8.6 2 .7 0.6 (0.1) 0.0 1 .7 (1.0) Commissions and Fees 35 .1 1 1.4 0.0 2 3.6 - 33.0 1 0.5 0.0 2 2.5 - 2 .1 0 .9 (0.0) 1.2 - Result from Insurance ¹ 7.7 - - 7.7 - 7.8 - - 7 .8 - (0.1) - - (0.1) - Cost of Credit (14.1) ( 14.1) - - - (18.0) ( 18.0) - - - 3.9 3.9 - - - Retained Claims (1.2) - - (1.2) - (1.3) - - (1.3) - 0.0 - - 0.0 - Non-Interested Expenses (57.1) (27.1) (0.9) (29.0) (0.1) (53.8) ( 26.0) (0.5) (27.1) (0.1) (3.2) (1.0) (0.3) ( 1.9) 0.0 and Other Expenses ² Recurring Net Income 25.7 9.2 0.5 1 4.3 1.7 24.9 8.3 0 .7 13.5 2.4 0 .9 0.9 (0.2) 0 .8 ( 0.7) Average Regulatory Capital 123.8 61.8 1.5 38.0 22.5 120.2 5 8.1 2.0 29.6 30.4 3.6 3.7 ( 0.6) 8.4 (7.9) Value Creation 9.2 0.9 0.3 9. 3 ( 1.3) 8.2 0.1 0.4 9.6 (1.8) 1.0 0 .9 (0.1) (0.3) 0 .6 10 bps 60 bps -120 bps -780 bps -20 bps Recurring ROE 21.9% 14.9% 34.2% 37.6% 7.7% 21.8% 14.3% 35.4% 45.4% 7.9% (1) Result from Insurance includes the Result from Insurance, Pension Plan and Premium Bonds Operations before Retained Claims and Selling Expenses. (2) Include Tax Expenses (ISS, PIS, COFINS and other), Insurance Selling Expenses and Minority Interests in Subsidiaries. 20Business Model In R$ billions 2018 2017 Δ Insurance Excess Insurance Excess Insurance Excess Consolidated Consolidated Consolidated Credit Trading Credit Trading Credit Trading & Services Capital & Services Capital & Services Capital Operating Revenues 111.8 56.9 1.6 51.5 1.7 109.3 5 6.1 1.6 4 8.8 2.7 2 .5 0.8 0.0 2.7 (1.0) Managerial Financial Margin 69.1 45.5 1 .6 20.3 1.7 68.5 45.6 1.6 1 8.6 2 .7 0.6 (0.1) 0.0 1 .7 (1.0) Commissions and Fees 35 .1 1 1.4 0.0 2 3.6 - 33.0 1 0.5 0.0 2 2.5 - 2 .1 0 .9 (0.0) 1.2 - Result from Insurance ¹ 7.7 - - 7.7 - 7.8 - - 7 .8 - (0.1) - - (0.1) - Cost of Credit (14.1) ( 14.1) - - - (18.0) ( 18.0) - - - 3.9 3.9 - - - Retained Claims (1.2) - - (1.2) - (1.3) - - (1.3) - 0.0 - - 0.0 - Non-Interested Expenses (57.1) (27.1) (0.9) (29.0) (0.1) (53.8) ( 26.0) (0.5) (27.1) (0.1) (3.2) (1.0) (0.3) ( 1.9) 0.0 and Other Expenses ² Recurring Net Income 25.7 9.2 0.5 1 4.3 1.7 24.9 8.3 0 .7 13.5 2.4 0 .9 0.9 (0.2) 0 .8 ( 0.7) Average Regulatory Capital 123.8 61.8 1.5 38.0 22.5 120.2 5 8.1 2.0 29.6 30.4 3.6 3.7 ( 0.6) 8.4 (7.9) Value Creation 9.2 0.9 0.3 9. 3 ( 1.3) 8.2 0.1 0.4 9.6 (1.8) 1.0 0 .9 (0.1) (0.3) 0 .6 10 bps 60 bps -120 bps -780 bps -20 bps Recurring ROE 21.9% 14.9% 34.2% 37.6% 7.7% 21.8% 14.3% 35.4% 45.4% 7.9% (1) Result from Insurance includes the Result from Insurance, Pension Plan and Premium Bonds Operations before Retained Claims and Selling Expenses. (2) Include Tax Expenses (ISS, PIS, COFINS and other), Insurance Selling Expenses and Minority Interests in Subsidiaries. 20

Results In R$ Billions 4Q18 3Q18 Δ 2018 2017Δ Operating Revenues 28.5 27.9 2.1% 111.8 109.3 2.3% Managerial Financial Margin 17.4 17.4 -0.2% 69.1 68.5 0.8% Financial Margin with Clients 16.2 16.2 0.5% 63.6 62.2 2.2% Financial Margin with the Market 1.1 1.3 -8.5% 5 .5 6.3 -12.7% Commissions and Fees 9.2 8 .6 6.5% 3 5.1 33.0 6.3% 1.9 1.9 2.1% 7.7 7.8 -1.5% Result from Insurance ¹ Cost of Credit (3.4) (3.3) 4.7% (14.1) (18.0) -21.9% Provision for Loan Losses (3.8) (3.9) -2.8% (16.1) (19.1) -15.8% Impairment ( 0.3) (0.1) 203.5% ( 0.5) (1.1) -50.1% Discounts Granted ( 0.3) ( 0.3) 9.6% ( 1.2) (1.1) 4.3% Recovery of Loans Written Off as Losses 1.0 1.0 -5.3% 3.7 3 .3 12.5% Retained Claims (0.3) (0.3) -8.1% ( 1.2) (1.3) -3.7% Other Operating Expenses (14.7) (14.3) 2.8% (56.3) (53.8) 4.7% Non-Interest Expenses (12.8) (12.6) 1.2% (49.4) (47.0) 5.0% (1.9) ( 1.6) 15.5% (6.9) (6.7) 2.8% Tax Expenses and Other ² Income before Tax and Minority Interests 10.1 10.0 0.4% 40.2 36.2 11.0% Income Tax and Social Contribution (3.4) ( 3.4) -2.0% (13.7) ( 11.3) 21.6% Minority Interests in Subsidiaries (0.2) (0.2) 58.2% (0.8) (0.1) 977.4% Recurring Net Income 6 .5 6.5 0.4% 25.7 2 4.9 3.4% (1) Result from Insurance includes the Result from Insurance, Pension Plan and Premium Bonds Operations before Retained Claims and Selling Expenses. (2) Include Tax Expenses (ISS, PIS, COFINS and other), Insurance Selling Expenses and Minority Interests in Subsidiaries. 21Results In R$ Billions 4Q18 3Q18 Δ 2018 2017Δ Operating Revenues 28.5 27.9 2.1% 111.8 109.3 2.3% Managerial Financial Margin 17.4 17.4 -0.2% 69.1 68.5 0.8% Financial Margin with Clients 16.2 16.2 0.5% 63.6 62.2 2.2% Financial Margin with the Market 1.1 1.3 -8.5% 5 .5 6.3 -12.7% Commissions and Fees 9.2 8 .6 6.5% 3 5.1 33.0 6.3% 1.9 1.9 2.1% 7.7 7.8 -1.5% Result from Insurance ¹ Cost of Credit (3.4) (3.3) 4.7% (14.1) (18.0) -21.9% Provision for Loan Losses (3.8) (3.9) -2.8% (16.1) (19.1) -15.8% Impairment ( 0.3) (0.1) 203.5% ( 0.5) (1.1) -50.1% Discounts Granted ( 0.3) ( 0.3) 9.6% ( 1.2) (1.1) 4.3% Recovery of Loans Written Off as Losses 1.0 1.0 -5.3% 3.7 3 .3 12.5% Retained Claims (0.3) (0.3) -8.1% ( 1.2) (1.3) -3.7% Other Operating Expenses (14.7) (14.3) 2.8% (56.3) (53.8) 4.7% Non-Interest Expenses (12.8) (12.6) 1.2% (49.4) (47.0) 5.0% (1.9) ( 1.6) 15.5% (6.9) (6.7) 2.8% Tax Expenses and Other ² Income before Tax and Minority Interests 10.1 10.0 0.4% 40.2 36.2 11.0% Income Tax and Social Contribution (3.4) ( 3.4) -2.0% (13.7) ( 11.3) 21.6% Minority Interests in Subsidiaries (0.2) (0.2) 58.2% (0.8) (0.1) 977.4% Recurring Net Income 6 .5 6.5 0.4% 25.7 2 4.9 3.4% (1) Result from Insurance includes the Result from Insurance, Pension Plan and Premium Bonds Operations before Retained Claims and Selling Expenses. (2) Include Tax Expenses (ISS, PIS, COFINS and other), Insurance Selling Expenses and Minority Interests in Subsidiaries. 21

Digital Transformation Use of Digital Channels ¹ % of transactions through digital channels Individuals (in millions) Companies (in millions) 2016 2018 11.1 Credit 16% 19% 1.1 9.6 1.1 1.0 Investments 31% 41% 8.6 Payments 61% 76% Dec-16 Dec-17 Dec-18 Dec-16 Dec-17 Dec-18 Note: Share of digital channels in the volume (R$) of transactions in the Retail Bank segment New Individuals accounts (in thousands) % digital operations on the Retail Operating Revenues 1,108 1,073 1,037 1,007 952 Digital Brick and 23% 31% Efficiency Ratio Branches Mortar Branches of branches in 2018 225 165 127 Brick and 91 77% 61 69% Abreconta 26% 71% Mortar App Brick and Branches Digital Mortar 2016 2018 4Q17 1Q18 2Q18 3Q18 4Q18 (1) Internet, mobile and SMS on Retail Bank. 22Digital Transformation Use of Digital Channels ¹ % of transactions through digital channels Individuals (in millions) Companies (in millions) 2016 2018 11.1 Credit 16% 19% 1.1 9.6 1.1 1.0 Investments 31% 41% 8.6 Payments 61% 76% Dec-16 Dec-17 Dec-18 Dec-16 Dec-17 Dec-18 Note: Share of digital channels in the volume (R$) of transactions in the Retail Bank segment New Individuals accounts (in thousands) % digital operations on the Retail Operating Revenues 1,108 1,073 1,037 1,007 952 Digital Brick and 23% 31% Efficiency Ratio Branches Mortar Branches of branches in 2018 225 165 127 Brick and 91 77% 61 69% Abreconta 26% 71% Mortar App Brick and Branches Digital Mortar 2016 2018 4Q17 1Q18 2Q18 3Q18 4Q18 (1) Internet, mobile and SMS on Retail Bank. 22

Learn more about our result www.itau.com.br/investor-relations 23Learn more about our result www.itau.com.br/investor-relations 23

Conference Call 2018 Earnings Review Candido Botelho Bracher President and CEO Milton Maluhy Filho Executive Vice-President, CFO and CRO Alexsandro Broedel Executive Finance Director and Head of Investor Relations 24Conference Call 2018 Earnings Review Candido Botelho Bracher President and CEO Milton Maluhy Filho Executive Vice-President, CFO and CRO Alexsandro Broedel Executive Finance Director and Head of Investor Relations 24