EX-99.1 2 d825160dex991.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. rd 3 Quarter 2019 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 September 30, 2019 and rd the Management Discussion & Analysis for the 3 quarter of 2019 are already available on the Company’s Investor Relations website (www.itau.com.br/investor-relations). Additionally, we forward the information described below: rd · Institutional Presentation of the 3 quarter of 2019 (Attachment 01); · Presentation for conference call with the press on the quarterly result, scheduled for November 05, 2019 at 8:30 am (Brasília official time) (Attachment 02); · Press release (Attachment 03); · Presentation for public conference calls on the quarterly result, scheduled for November 05, Tuesday, in English at 10:00 am (Brasília official time) and in Portuguese at 11:30 am (Brasília official time) (Attachment 04). The expectations presented 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, November 04, 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. rd 3 Quarter 2019 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 September 30, 2019 and rd the Management Discussion & Analysis for the 3 quarter of 2019 are already available on the Company’s Investor Relations website (www.itau.com.br/investor-relations). Additionally, we forward the information described below: rd · Institutional Presentation of the 3 quarter of 2019 (Attachment 01); · Presentation for conference call with the press on the quarterly result, scheduled for November 05, 2019 at 8:30 am (Brasília official time) (Attachment 02); · Press release (Attachment 03); · Presentation for public conference calls on the quarterly result, scheduled for November 05, Tuesday, in English at 10:00 am (Brasília official time) and in Portuguese at 11:30 am (Brasília official time) (Attachment 04). The expectations presented 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, November 04, 2019. Alexsandro Broedel Group Executive Finance Director and Head of Investor Relations

Attachment 01 Attachment 01

3Q19 Institutional Information3Q19 Institutional Information

3Q19 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.3Q19 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 November 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 November 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 September 2019 (1) § US$82.4 billion market cap Highlights § 96,764 employees in Brazil and abroad Total Assets R$1,738.3 Bn § 4,704 branches and CSBs in Brazil and abroad (1) Total Loans R$689.0 Bn 47,518 ATMs in Brazil and abroad § Stockholders’ Equity R$125.7 Bn (2) § Around 55 million clients in the Retail Bank in July/19 R$25.7 Bn Recurring Net Income 2018 (3) R$7.2 Bn Recurring Net Income 3Q19 § 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, (4) Recurring ROE 2018 21.9% being the only financial institution among the companies approved. (5) Global Footprint of Brazil’s Top Private Sector Bank | as of September 30, 2019 Recurring ROE 2Q19 23.5% (6) Efficiency Ratio 2018 47.6% (6) Efficiency Ratio 3Q19 45.5% Liquidity Coverage Ratio 151.9% Tier I Capital - BIS III 14.1% (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) Represents Net Income adjusted for certain non recurring events described in the 3Q19 MD&A – Executive Summary. (4) Calculated using Recurring Net Income / Average Equity. For annualized calculation method, please refer to Historical Series Spreadsheet. (5) Calculated using Recurring Net Income / Average Equity. For annualized calculation method, please refer to the 3Q19 MD&A – Executive Summary. (6) See “Efficiency Ratio” slides in this presentation for criteria. (1) As of September 30, 2019. 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 September 2019 (1) § US$82.4 billion market cap Highlights § 96,764 employees in Brazil and abroad Total Assets R$1,738.3 Bn § 4,704 branches and CSBs in Brazil and abroad (1) Total Loans R$689.0 Bn 47,518 ATMs in Brazil and abroad § Stockholders’ Equity R$125.7 Bn (2) § Around 55 million clients in the Retail Bank in July/19 R$25.7 Bn Recurring Net Income 2018 (3) R$7.2 Bn Recurring Net Income 3Q19 § 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, (4) Recurring ROE 2018 21.9% being the only financial institution among the companies approved. (5) Global Footprint of Brazil’s Top Private Sector Bank | as of September 30, 2019 Recurring ROE 2Q19 23.5% (6) Efficiency Ratio 2018 47.6% (6) Efficiency Ratio 3Q19 45.5% Liquidity Coverage Ratio 151.9% Tier I Capital - BIS III 14.1% (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) Represents Net Income adjusted for certain non recurring events described in the 3Q19 MD&A – Executive Summary. (4) Calculated using Recurring Net Income / Average Equity. For annualized calculation method, please refer to Historical Series Spreadsheet. (5) Calculated using Recurring Net Income / Average Equity. For annualized calculation method, please refer to the 3Q19 MD&A – Executive Summary. (6) See “Efficiency Ratio” slides in this presentation for criteria. (1) As of September 30, 2019. 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 meritocracyand 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 meritocracyand 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 Transformation 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 Transformation 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 Zurich CIB 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 Zurich CIB 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 1943 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 1943 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 (52.89% 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 33% 28% Cia. E. Johnston de 36.73% ON 63.27% ON 81.43% PN Participações 4.8 bn 18.57% PN 66.07% Total (number of 33.93% 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 0.004% PN 99.59% PN 26.31% Total 19.95% Total 52.89% 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 (52.89% 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 33% 28% Cia. E. Johnston de 36.73% ON 63.27% ON 81.43% PN Participações 4.8 bn 18.57% PN 66.07% Total (number of 33.93% 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 0.004% PN 99.59% PN 26.31% Total 19.95% Total 52.89% 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 Marco Ambrogio Crespi Bonomi 1 Alfredo Egydio Setubal Gustavo Jorge Laboissière Loyola 1 Pedro Luiz Bodin de Moraes 1 João Moreira Salles Ana Lúcia de Mattos Barretto Villela Ricardo Villela Marino Fábio Colletti Barbosa 1 José Galló 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 Marco Ambrogio Crespi Bonomi 1 Alfredo Egydio Setubal Gustavo Jorge Laboissière Loyola 1 Pedro Luiz Bodin de Moraes 1 João Moreira Salles Ana Lúcia de Mattos Barretto Villela Ricardo Villela Marino Fábio Colletti Barbosa 1 José Galló 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, Market Risk Control and Investor Relations Office 2nd line of defense 1st line of defense Operational Risk and Compliance Ensures that risks are Manages risks originated by these Executive Office managed according to: offices; its role is to: Credit Risk, Modeling and Money Risk appetite Laundering Prevention Office. Identify Control 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, Market Risk Control and Investor Relations Office 2nd line of defense 1st line of defense Operational Risk and Compliance Ensures that risks are Manages risks originated by these Executive Office managed according to: offices; its role is to: Credit Risk, Modeling and Money Risk appetite Laundering Prevention Office. Identify Control Policies Assess Report Procedures (1) Independent Director. page 16

Governance Structure at Itaú Unibanco Shareholder’s Meeting Fiscal Council Board of Directors Digital Nomination Risk and LATAM Social Personnel Related Strategy Compensation Audit Advisory and Corporate Capital Strategy Responsibility Committee Parties Committee Committee Committee Board Governance Committee Management Council Committee Committee 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 Digital Nomination Risk and LATAM Social Personnel Related Strategy Compensation Audit Advisory and Corporate Capital Strategy Responsibility Committee Parties Committee Committee Committee Board Governance Committee Management Council Committee Committee 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 4,201 branches and client service branches and 46,356 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 34.1 million credit card accounts LATAM and 29.8 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$18.0 billion; UNIVERSAL BANK Lease and finance through over 12 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$1,317 billions; on direct premiums; Leader in Private banking Association with Porto Seguro for auto and residential insurance; SMALL MIDDLE services in Latin America. COMPANY COMPANY Revenues from Insurance, Pension Plan and Premium Bonds Operations reached R$1.9 billion in 3Q19. MIDDLE COMPANY Corporate clients with annual sales SMALL COMPANY from R$30 million to R$200 million. Small and Medium Enterprises with annual sales up to R$30 million. (1) September 30, 2019 figures; (2) Includes Insurance, Pension Plan and Premium Bond operations. page 24Universal Bank 1 RETAIL BANKING WHOLESALE BANKING RETAIL AND REAL ESTATE CREDIT ITAÚ BBA 4,201 branches and client service branches and 46,356 ATMs in Brazil; Full coverage of corporate clients with RETAIL annual sales above R$ 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 34.1 million credit card accounts LATAM and 29.8 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$18.0 billion; UNIVERSAL BANK Lease and finance through over 12 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$1,317 billions; on direct premiums; Leader in Private banking Association with Porto Seguro for auto and residential insurance; SMALL MIDDLE services in Latin America. COMPANY COMPANY Revenues from Insurance, Pension Plan and Premium Bonds Operations reached R$1.9 billion in 3Q19. MIDDLE COMPANY Corporate clients with annual sales SMALL COMPANY from R$30 million to R$200 million. Small and Medium Enterprises with annual sales up to R$30 million. (1) September 30, 2019 figures; (2) Includes Insurance, Pension Plan and Premium Bond operations. page 24

Clients We are a bank with 55 million clients 1 Clients more Individual account holders satisfied 8 points - Global NPS + Total In the last 12 months openings closures 80% are more than + 43% accounts opened - 29% closures and inactive accounts 5-year-old accounts compared to 2016 compared to 2016, in line with the improved credit quality of our portfolio 20.9 New account 19.7 18.4 18.0 holders 55% are under 30 years old 4.0 3.3 2 closures 2.8 openings 2.4 3 2016 2017 2018 Sep‐19 (1) Individual account holders does not include savings accounts, salary accounts and INSS(Social Security National Institute) accounts; (2) Includes closures and inactivation discounted from reactivation; (3) Individual account holders in September 2019 and closures and openings from the last 12 months. pg. 25Clients We are a bank with 55 million clients 1 Clients more Individual account holders satisfied 8 points - Global NPS + Total In the last 12 months openings closures 80% are more than + 43% accounts opened - 29% closures and inactive accounts 5-year-old accounts compared to 2016 compared to 2016, in line with the improved credit quality of our portfolio 20.9 New account 19.7 18.4 18.0 holders 55% are under 30 years old 4.0 3.3 2 closures 2.8 openings 2.4 3 2016 2017 2018 Sep‐19 (1) Individual account holders does not include savings accounts, salary accounts and INSS(Social Security National Institute) accounts; (2) Includes closures and inactivation discounted from reactivation; (3) Individual account holders in September 2019 and closures and openings from the last 12 months. pg. 25

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 26 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 26 Retail Banking Wholesale Banking

Retail in Brazil Automated Teller Machines (ATMs) in Brazil 2 Presence in Brazil 1 (As of September 30, 2019) 46,712 46,463 45,502 45,769 45,891 47,301 46,784 46,338 46,356 3 7 7 8 7 592 598 610 589 613 584 585 608 617 23,049 22,086 22,431 22,605 21,195 21,423 20,937 23,053 23,173 North 109 Northeast 23,940 23,954 23,853 23,760 23,680 23,660 23,590 22,701 22,598 314 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 Midwest 3 4 5 Brazil Banco 24Horas ESB Third Party Locations 298 6,7 Branches and Client Service Branches (CSB) in Brazil Southeast 4,454 4,451 4,428 4,397 4,388 4,404 4,413 2,835 4,214 4,201 160 160 195 156 173 195 160 196 196 3,591 3,587 3,523 3,531 3,531 3,530 3,527 South 3,332 3,330 631 Brazil: 4,187 Abroad + IBBA: 517 718 703 704 697 700 703 691 686 675 Total: 4,704 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 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 27Retail in Brazil Automated Teller Machines (ATMs) in Brazil 2 Presence in Brazil 1 (As of September 30, 2019) 46,712 46,463 45,502 45,769 45,891 47,301 46,784 46,338 46,356 3 7 7 8 7 592 598 610 589 613 584 585 608 617 23,049 22,086 22,431 22,605 21,195 21,423 20,937 23,053 23,173 North 109 Northeast 23,940 23,954 23,853 23,760 23,680 23,660 23,590 22,701 22,598 314 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 Midwest 3 4 5 Brazil Banco 24Horas ESB Third Party Locations 298 6,7 Branches and Client Service Branches (CSB) in Brazil Southeast 4,454 4,451 4,428 4,397 4,388 4,404 4,413 2,835 4,214 4,201 160 160 195 156 173 195 160 196 196 3,591 3,587 3,523 3,531 3,531 3,530 3,527 South 3,332 3,330 631 Brazil: 4,187 Abroad + IBBA: 517 718 703 704 697 700 703 691 686 675 Total: 4,704 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 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 27

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 63.9 million card accounts (3Q19): • 34.1 million credit card accounts; • 29.8 million debit card accounts; • R$ 133.3 billion in card transactions (3Q19): • R$ 101.3 billion in credit card transactions; • R$ 32.0 billion in debit card transactions; • High growth potential in credit card usage in Brazil. page 28Retail - 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 63.9 million card accounts (3Q19): • 34.1 million credit card accounts; • 29.8 million debit card accounts; • R$ 133.3 billion in card transactions (3Q19): • R$ 101.3 billion in credit card transactions; • R$ 32.0 billion in debit card transactions; • High growth potential in credit card usage in Brazil. page 28

Retail - Cards in Brazil | Growing Penetration in Household Consumption Expenditure Credit and Debit Cards Billed Volume % at Household Consumption Expenditure 38.0% 37.9% 37.1% 35.1% 34.9% 34.1% 33.8% 32.4% 31.4% 13.7% 14.6% 13.7% 13.0% 13.3% 12.5% 12.7% 12.1% 11.7% 24.2% 23.4% 23.4% 22.1% 21.6% 21.6% 21.1% 20.3% 19.7% 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 Credit Card Debit Card Sources: ABECS (Brazilian Credit Card Companies Association) and IBGE (Statistics and Geography Brazilian Institute) . Only the purchase volume is considered in the cards billing. page 29Retail - Cards in Brazil | Growing Penetration in Household Consumption Expenditure Credit and Debit Cards Billed Volume % at Household Consumption Expenditure 38.0% 37.9% 37.1% 35.1% 34.9% 34.1% 33.8% 32.4% 31.4% 13.7% 14.6% 13.7% 13.0% 13.3% 12.5% 12.7% 12.1% 11.7% 24.2% 23.4% 23.4% 22.1% 21.6% 21.6% 21.1% 20.3% 19.7% 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 Credit Card Debit Card Sources: ABECS (Brazilian Credit Card Companies Association) and IBGE (Statistics and Geography Brazilian Institute) . Only the purchase volume is considered in the cards billing. page 29

Retail - Payroll Loan in Brazil Composition of Payroll Loans Portfolio by Sector Evolution of Payroll Loan Portfolio R$ billion 49.3 49.1 48.6 46.7 46.0 45.4 44.6 44.4 44.7 5.8 6.2 5.4 5.1 4.9 4.9 4.4 4.8 4.7 4.5 4.2 4.8 5.1 5.5 13% 5.9 6.4 7.6 7.0 8% 38.8 39.0 38.5 36.5 35.5 34.6 33.5 32.6 32.8 79% Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 INSS Public Sector Private Sector Private Sector Public Sector INSS Composition of Payroll Loans Portfolio by Origination Composition of Personal Loans Portfolio R$ billion 0.5% 7.4% 49.1 48.6 49.3 45.4 46.7 46.0 44.7 44.6 44.4 37% 36% 37% 38% 38% 38% 38% 36% 40% 57% 59% 59% 59% 58% 61% 60% 59% 59% 64% 63% 63% 62% 62% 62% 62% 55% 60% 43% 41% 41% 41% 41% 42% 39% 40% 41% Sep-15 Mar-16 Sep-16 Mar-17 Sep-17 Mar-18 Sep-18 Mar-19 Sep-19 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 Payroll Other - Personal Loan Branches Itaú Consignado S.A. page 30Retail - Payroll Loan in Brazil Composition of Payroll Loans Portfolio by Sector Evolution of Payroll Loan Portfolio R$ billion 49.3 49.1 48.6 46.7 46.0 45.4 44.6 44.4 44.7 5.8 6.2 5.4 5.1 4.9 4.9 4.4 4.8 4.7 4.5 4.2 4.8 5.1 5.5 13% 5.9 6.4 7.6 7.0 8% 38.8 39.0 38.5 36.5 35.5 34.6 33.5 32.6 32.8 79% Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 INSS Public Sector Private Sector Private Sector Public Sector INSS Composition of Payroll Loans Portfolio by Origination Composition of Personal Loans Portfolio R$ billion 0.5% 7.4% 49.1 48.6 49.3 45.4 46.7 46.0 44.7 44.6 44.4 37% 36% 37% 38% 38% 38% 38% 36% 40% 57% 59% 59% 59% 58% 61% 60% 59% 59% 64% 63% 63% 62% 62% 62% 62% 55% 60% 43% 41% 41% 41% 41% 42% 39% 40% 41% Sep-15 Mar-16 Sep-16 Mar-17 Sep-17 Mar-18 Sep-18 Mar-19 Sep-19 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 Payroll Other - Personal Loan Branches Itaú Consignado S.A. page 30

Retail - Mortgage Market in Brazil Mortgage Loans Evolution Distribution Channels for Individuals Balance As of September 2019 R$ million 3.8% 47,953 49,244 49,776 Partnerships 9.9% 10.7% 14.0% 14% Real Estate Regular Brokers Branches 31% 13% 90.1% 89.3% 86.0% Developers 15% High Income Branches Sep-18 Jun-19 Sep-19 27% Individuals Companies Collaterals (LTV) Average Ticket and Average Origination Term (Loan to value ratio) 60.6% 59.7% 57.9% 3Q19 38.8% 38.4% 38.7% Average operation period ¹ 322 months Average value of the Property ² R$523 thousand Financing Average Ticket R$315 thousand Sep-18 Jun-19 Sep-19 Vintage (quarterly average) Portfolio (1) Average Operation Period for new developers contracts; (2) Value determined using monthly financing average ticket and quarterly average LTV. Production source: ABECIP. page 31Retail - Mortgage Market in Brazil Mortgage Loans Evolution Distribution Channels for Individuals Balance As of September 2019 R$ million 3.8% 47,953 49,244 49,776 Partnerships 9.9% 10.7% 14.0% 14% Real Estate Regular Brokers Branches 31% 13% 90.1% 89.3% 86.0% Developers 15% High Income Branches Sep-18 Jun-19 Sep-19 27% Individuals Companies Collaterals (LTV) Average Ticket and Average Origination Term (Loan to value ratio) 60.6% 59.7% 57.9% 3Q19 38.8% 38.4% 38.7% Average operation period ¹ 322 months Average value of the Property ² R$523 thousand Financing Average Ticket R$315 thousand Sep-18 Jun-19 Sep-19 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 31

Retail - Vehicle Financing in Brazil Highlights: Individuals and Corporate Individuals Portfolio Loans Granted • Growth of 47.7% in production (QoQ); R$ million R$ million 34.4% • Offers finance through over 12 thousand dealers; • Average ticket size of the new vehicle concessions to individuals of R$35.8 25,277 thousand with LTV of 58% in the 3Q19; 47.7% • 77.15% of the financing is guaranteed up to 4 years; 7,308 18,803 • 85.91% of the financing are made up to 48 months; 3,575 5,302 Main Products and Services: 3,589 2,059 • Facial Recognition: Implantation of Facial Biometry, guaranteeing 17,970 15,228 791 security in the contracting process; 3,243 2,799 • Novo Credline: a redesigned proposal origination platform, offers a simple and renewed digital experience with mobile version; 3Q18 3Q19 3Q18 3Q19 • Digital Platform: allows more agility, autonomy and efficiency for stores Individuals Corporate Individuals Corporate and dealers; 90-day NPL Ratio | Individuals - Vehicles • iCarros: platform that applies innovative technologies and data analysis Base 100 = Dec-12 to solutions that help dealers make their sales processes more efficient; • iCarros Club: B2B trade-in platform for used vehicles with bidding 109 features and online purchase, allows contact between sellers and buyers, 100 guarantees the best offer for the vehicle, through more than 8,000 dealers all over Brazil; 68 • Digital Contracting: digital contracting integrated to iCarros platform 54 and can connect to other e-commerce as dealers websites; 49 43 36 35 • Digital Assistant: online credit analysis and approval platform. Automatically qualifies customer purchase interest via Internet or mobile, without additional cost; • Compra e Venda Protegida: this product mediates between the parties involved making trading safer; 2012 2013 2014 2015 2016 2017 2018 Sep-19 • Financing of Accessories and Services: credit line for financing of accessories and services, already embedded in the vehicles installment. page 32Retail - Vehicle Financing in Brazil Highlights: Individuals and Corporate Individuals Portfolio Loans Granted • Growth of 47.7% in production (QoQ); R$ million R$ million 34.4% • Offers finance through over 12 thousand dealers; • Average ticket size of the new vehicle concessions to individuals of R$35.8 25,277 thousand with LTV of 58% in the 3Q19; 47.7% • 77.15% of the financing is guaranteed up to 4 years; 7,308 18,803 • 85.91% of the financing are made up to 48 months; 3,575 5,302 Main Products and Services: 3,589 2,059 • Facial Recognition: Implantation of Facial Biometry, guaranteeing 17,970 15,228 791 security in the contracting process; 3,243 2,799 • Novo Credline: a redesigned proposal origination platform, offers a simple and renewed digital experience with mobile version; 3Q18 3Q19 3Q18 3Q19 • Digital Platform: allows more agility, autonomy and efficiency for stores Individuals Corporate Individuals Corporate 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; • iCarros Club: B2B trade-in platform for used vehicles with bidding 109 features and online purchase, allows contact between sellers and buyers, 100 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 and can connect to other e-commerce as dealers websites; 49 43 36 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 involved making trading safer; 2012 2013 2014 2015 2016 2017 2018 Sep-19 • Financing of Accessories and Services: credit line for financing of accessories and services, already embedded in the vehicles installment. page 32

1,2 Retail - Insurance Ranking in Brazil jan-aug/19 jan-aug/18 Model 3 4th 4th Total Insurance 4 5th 5th Recurring Insurance Activities Life & Personal Accidents 2nd 2nd Bancassurance Credit Insurance 6th 6th Bancassurance Pension Plan 3rd 3rd Bancassurance Premium Bonds 5th 3rd Bancassurance Porto Seguro 3rd 3rd 5 Leader: Porto Seguro Leader: Porto Seguro Broker Vehicles 5 Broker Leader: Porto Seguro Leader: Porto Seguro Residential 6 6th 5th Other Insurance Activities 7 We do not offer this product. Large Risks We do not offer this product. Health Insurance (1) Source SUSEP, date: Aug/19, 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 Benefitsto 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 331,2 Retail - Insurance Ranking in Brazil jan-aug/19 jan-aug/18 Model 3 4th 4th Total Insurance 4 5th 5th Recurring Insurance Activities Life & Personal Accidents 2nd 2nd Bancassurance Credit Insurance 6th 6th Bancassurance Pension Plan 3rd 3rd Bancassurance Premium Bonds 5th 3rd Bancassurance Porto Seguro 3rd 3rd 5 Leader: Porto Seguro Leader: Porto Seguro Broker Vehicles 5 Broker Leader: Porto Seguro Leader: Porto Seguro Residential 6 6th 5th Other Insurance Activities 7 We do not offer this product. Large Risks We do not offer this product. Health Insurance (1) Source SUSEP, date: Aug/19, 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 Benefitsto 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 33

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 34Retail - 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 34

Very Small, Small and Middle Market in Brazil SMEs Loan Portfolio 1 R$ million 84,043 79,649 78,088 75,433 74,137 72,002 70,795 68,974 61,869 61,547 2012 2013 2014 2015 2016 2017 2018 1Q19 2Q19 3Q19 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 28 thousand clients (economic groups) with annual revenues between R$30 million and R$200 million. • Focus on high-rating clients, and 93% of loans are granted to clients rated B3 or better. (1) Includes financial guarantees provided. page 35Very Small, Small and Middle Market in Brazil SMEs Loan Portfolio 1 R$ million 84,043 79,649 78,088 75,433 74,137 72,002 70,795 68,974 61,869 61,547 2012 2013 2014 2015 2016 2017 2018 1Q19 2Q19 3Q19 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 28 thousand clients (economic groups) with annual revenues between R$30 million and R$200 million. • Focus on high-rating clients, and 93% of loans are granted to clients rated B3 or better. (1) Includes financial guarantees provided. page 35

Wholesale - Corporate Companies in Brazil 1 Corporate Loans R$ million 219,418 213,815 194,472 181,541 165,052 163,437 156,975 153,302 152,625 151,425 2012 2013 2014 2015 2016 2017 2018 1Q19 2Q19 3Q19 Highlights • Corporate clients with annual sales above R$200 million. • We offer a broad portfolio of banking products and services, from cash management to structured operations and transactions in capital markets. • We serve approximately 5,900 large corporate groups and also more than 190 financial institutions. (1) Includes financial guarantees provided. page 36Wholesale - Corporate Companies in Brazil 1 Corporate Loans R$ million 219,418 213,815 194,472 181,541 165,052 163,437 156,975 153,302 152,625 151,425 2012 2013 2014 2015 2016 2017 2018 1Q19 2Q19 3Q19 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 36

Wholesale - Corporate and Investment Banking | Leadership Position in Brazil Investment Banking Wholesale Banking Fixed Income Middle Until September 2019, we maintained the leadership in the distribution Annual revenues from R$30 MM up to ranking of Anbima, with a distributed volume of R$30.3 billion. R$200 MM Mergers and Acquisitions In 9M19, our Merger and Acquisition operation provided financial advisory in Corporate Banking 28 transactions totaling US$11.6 billion. Annual revenues over R$200 MM Project Finance In 9M19, we served as advisor and/or creditor of approximately R$8.2 billion Investment Banking in financing to 47 different infrastructure projects in different sectors. Leadership position and client recognition LatAm Ranking Presence in all banking segments in Latin America 3Q19 2018 2017 M&A¹ 2nd 1st 1st WMS Local ECM¹ 1st 1st 1st Large range of customized wealth management and investments solutions Local DCM² 1st 1st 1st International DCM¹ 4th 6th 6th 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 Sep-19; (3) Source: Cetip. Information from Sep-19. page 37Wholesale - Corporate and Investment Banking | Leadership Position in Brazil Investment Banking Wholesale Banking Fixed Income Middle Until September 2019, we maintained the leadership in the distribution Annual revenues from R$30 MM up to ranking of Anbima, with a distributed volume of R$30.3 billion. R$200 MM Mergers and Acquisitions In 9M19, our Merger and Acquisition operation provided financial advisory in Corporate Banking 28 transactions totaling US$11.6 billion. Annual revenues over R$200 MM Project Finance In 9M19, we served as advisor and/or creditor of approximately R$8.2 billion Investment Banking in financing to 47 different infrastructure projects in different sectors. Leadership position and client recognition LatAm Ranking Presence in all banking segments in Latin America 3Q19 2018 2017 M&A¹ 2nd 1st 1st WMS Local ECM¹ 1st 1st 1st Large range of customized wealth management and investments solutions Local DCM² 1st 1st 1st International DCM¹ 4th 6th 6th 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 Sep-19; (3) Source: Cetip. Information from Sep-19. page 37

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 September 2019, we reached R$745.61 billion in assets under 1,290 management, accounting for 14.2% of the market. R$ billion 1,176 1,135 1,107 1,068 1,025 Kinea 1,002 946 922 It is an independent platform of management of differentiated investments. With R$64.2 billion in assets as of September 2019, 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: Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 Private Banker International • Outstanding Global Private Bank - Latin America, 2018 Securities Services The Banker Local Custody: we ended September with R$1,452 billion under custody • Best Private Bank in Brazil, 2018 (+12.5% from the same period of 2018). International Custody: we ended September with R$179.8 billion under custody (-8.0% from the volume under custody in the same period of 2018). Corporate Solutions: we are leaders in the bookkeeping of shares, providing services to 184 companies listed on B3, representing 57.1% of the total market, and in the bookkeeping of debentures, acting as the bookkeeper of 351 (32.4%) issues. (1) Source: ANBIMA (Brazilian Financial and Capital Markets Association) – September 2019. Considers Itaú Unibanco and Intrag. page 38Wholesale - 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 September 2019, we reached R$745.61 billion in assets under 1,290 management, accounting for 14.2% of the market. R$ billion 1,176 1,135 1,107 1,068 1,025 Kinea 1,002 946 922 It is an independent platform of management of differentiated investments. With R$64.2 billion in assets as of September 2019, 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: Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 Private Banker International • Outstanding Global Private Bank - Latin America, 2018 Securities Services The Banker Local Custody: we ended September with R$1,452 billion under custody • Best Private Bank in Brazil, 2018 (+12.5% from the same period of 2018). International Custody: we ended September with R$179.8 billion under custody (-8.0% from the volume under custody in the same period of 2018). Corporate Solutions: we are leaders in the bookkeeping of shares, providing services to 184 companies listed on B3, representing 57.1% of the total market, and in the bookkeeping of debentures, acting as the bookkeeper of 351 (32.4%) issues. (1) Source: ANBIMA (Brazilian Financial and Capital Markets Association) – September 2019. Considers Itaú Unibanco and Intrag. page 38

Retail Footprint in Latin America | September 2019 Mexico Panama Colombia1 Employees: 3,416 Branches + CSBs: 153 ATMs: 170 Brazil Employees: 83,536 Peru Branches + CSBs: 4,201 Representative ATMs: 46,356 Office Paraguay Chile Employees: 867 Employees: 5,645 Branches + CSBs: 44 Branches + CSBs: 194 ATMs: 298 ATMs: 458 Non-Bank Correspondents : 57 Uruguay Argentina CIB Employees: 1,111 Employees: 1,655 Retail and Wholesale Branches + CSBs: 27 Branches + CSBs: 85 Points of Service OCA: 35 ATMs: 176 ATMs: 60 (1) Considers employees and branches from Panama. page 39Retail Footprint in Latin America | September 2019 Mexico Panama Colombia1 Employees: 3,416 Branches + CSBs: 153 ATMs: 170 Brazil Employees: 83,536 Peru Branches + CSBs: 4,201 Representative ATMs: 46,356 Office Paraguay Chile Employees: 867 Employees: 5,645 Branches + CSBs: 44 Branches + CSBs: 194 ATMs: 298 ATMs: 458 Non-Bank Correspondents : 57 Uruguay Argentina CIB Employees: 1,111 Employees: 1,655 Retail and Wholesale Branches + CSBs: 27 Branches + CSBs: 85 Points of Service OCA: 35 ATMs: 176 ATMs: 60 (1) Considers employees and branches from Panama. page 39

Segments – Income Statement Pro Forma 3Q19 Activities with the Retail Banking Wholesale Banking Itaú Unibanco Market + Corporation In R$ millions 20,215 7,580 2,462 30,257 Operating Revenues 12,131 4,661 2,279 19,071 Managerial Financial Margin 12,131 4,661 829 17,621 Financial Margin with Clients - - 1,450 1,450 Financial Margin with the Market 6,308 2,804 155 9,267 Commissions and Fees Result from Insurance, Pension Plans and Premium Bonds Operations before Retained Claims and Selling Expenses 1,777 115 28 1,920 Cost of Credit (4,238) (257) (0) (4,495) (4,461) (461) (0) (4,922) Provision for Loan Losses - (70) - (70) Impairment (334) 34 - (300) Discounts Granted 55 7 239 - 796 Recovery of Loans Written Off as Losses (321) (18) - (338) Retained Claims (10,541) (3,858) (174) (14,573) Other Operating Expenses (9,254) (3,489) (54) (12,796) Non-interest Expenses (1,282) (368) (121) (1,771) Tax Expenses for ISS, PIS, Cofins and Other Taxes (5) (1) 0 (6) Insurance Selling Expenses 5,116 3,447 2,288 10,851 Income before Tax and Minority Interests (1,768) (1,055) (692) (3,516) Income Tax and Social Contribution (37) (130) (12) (179) Minority Interests in Subsidiaries 3,311 2,262 1,584 7,156 Recurring Net Income Recurring Return on Average Allocated Capital 33.2% 20.0% 17.2% 23.5% Efficiency Ratio (ER) 49.7% 48.5% 2.3% 45.5% Risk-Adjusted Efficiency Ratio (RAER) 72.5% 52.1% 2.3% 61.4% Note: Non-interest Expenses item includes Personnel Expenses, Administrative Expenses, Other Tax Expenses and Operating Expenses. page 40Segments – Income Statement Pro Forma 3Q19 Activities with the Retail Banking Wholesale Banking Itaú Unibanco Market + Corporation In R$ millions 20,215 7,580 2,462 30,257 Operating Revenues 12,131 4,661 2,279 19,071 Managerial Financial Margin 12,131 4,661 829 17,621 Financial Margin with Clients - - 1,450 1,450 Financial Margin with the Market 6,308 2,804 155 9,267 Commissions and Fees Result from Insurance, Pension Plans and Premium Bonds Operations before Retained Claims and Selling Expenses 1,777 115 28 1,920 Cost of Credit (4,238) (257) (0) (4,495) (4,461) (461) (0) (4,922) Provision for Loan Losses - (70) - (70) Impairment (334) 34 - (300) Discounts Granted 55 7 239 - 796 Recovery of Loans Written Off as Losses (321) (18) - (338) Retained Claims (10,541) (3,858) (174) (14,573) Other Operating Expenses (9,254) (3,489) (54) (12,796) Non-interest Expenses (1,282) (368) (121) (1,771) Tax Expenses for ISS, PIS, Cofins and Other Taxes (5) (1) 0 (6) Insurance Selling Expenses 5,116 3,447 2,288 10,851 Income before Tax and Minority Interests (1,768) (1,055) (692) (3,516) Income Tax and Social Contribution (37) (130) (12) (179) Minority Interests in Subsidiaries 3,311 2,262 1,584 7,156 Recurring Net Income Recurring Return on Average Allocated Capital 33.2% 20.0% 17.2% 23.5% Efficiency Ratio (ER) 49.7% 48.5% 2.3% 45.5% Risk-Adjusted Efficiency Ratio (RAER) 72.5% 52.1% 2.3% 61.4% Note: Non-interest Expenses item includes Personnel Expenses, Administrative Expenses, Other Tax Expenses and Operating Expenses. page 40

Financial Highlights 4Financial Highlights 4

Highlights Recurring Net Income Recurring ROE Credit1 NPL 90 days Consolidated Consolidated Consolidated Consolidated stable stable 4.4 % 1.7 % R$689.0 bn R$ 7.2 bn 23.5% 2.9% 3Q19 vs. 2Q19 3Q19 vs. 2Q19 3Q19 vs. 2Q19 3Q19 vs. 2Q19 Brazil Brasil Brazil Brasil 4.9 % -10 bps 2.0 % stable R$518.0 bn R$6.8 bn 24.6% 3.4% 7.2 23.5 689.0 2.9 6.5 6.5 6.9 7.0 21.3 21.8 23.6 23.5 636.4 636.9 647.1 659.7 2.9 2.9 3.0 2.9 3Q18 4Q18 1Q19 2Q19 3Q19 3Q18 4Q18 1Q19 2Q19 3Q19 3Q18 4Q18 1Q19 2Q19 3Q19 3Q18 4Q18 1Q19 2Q19 3Q19 Comission, Fees and Insurance Results2 Cost of Credit Financial Margin with Clients Non-Interest Expenses Consolidated Consolidated Consolidated Consolidated 1.0 % 11.1 % 1.0 % 4.4 % R$17.6 bn R$10.8 bn R$4.5 bn R$12.8 bn 3Q19 vs. 2Q19 3Q19 vs. 2Q19 3Q19 vs. 2Q19 3Q19 vs. 2Q19 Brazil Brazil Brazil Brazil 4.7 % 1.2% 10.5 % 1.5 % R$15.8 bn R$10.1 bn R$3.9 bn R$11.1 bn 17.6 10.8 4.5 12.8 16.2 16.2 16.4 16.9 10.2 10.8 10.2 10.7 3.3 3.4 3.8 4.0 12.6 12.8 12.1 12.7 3Q18 4Q18 1Q19 2Q19 3Q19 3Q18 4Q18 1Q19 2Q19 3Q19 3Q18 4Q18 1Q19 2Q19 3Q19 3Q18 4Q18 1Q19 2Q19 3Q19 (1) Total with Financial Guarantees provided and Corporate Securities. (2) Results from Insurance (-) Claims Expenses (-) Insurance Selling Expenses. page 42Highlights Recurring Net Income Recurring ROE Credit1 NPL 90 days Consolidated Consolidated Consolidated Consolidated stable stable 4.4 % 1.7 % R$689.0 bn R$ 7.2 bn 23.5% 2.9% 3Q19 vs. 2Q19 3Q19 vs. 2Q19 3Q19 vs. 2Q19 3Q19 vs. 2Q19 Brazil Brasil Brazil Brasil 4.9 % -10 bps 2.0 % stable R$518.0 bn R$6.8 bn 24.6% 3.4% 7.2 23.5 689.0 2.9 6.5 6.5 6.9 7.0 21.3 21.8 23.6 23.5 636.4 636.9 647.1 659.7 2.9 2.9 3.0 2.9 3Q18 4Q18 1Q19 2Q19 3Q19 3Q18 4Q18 1Q19 2Q19 3Q19 3Q18 4Q18 1Q19 2Q19 3Q19 3Q18 4Q18 1Q19 2Q19 3Q19 Comission, Fees and Insurance Results2 Cost of Credit Financial Margin with Clients Non-Interest Expenses Consolidated Consolidated Consolidated Consolidated 1.0 % 11.1 % 1.0 % 4.4 % R$17.6 bn R$10.8 bn R$4.5 bn R$12.8 bn 3Q19 vs. 2Q19 3Q19 vs. 2Q19 3Q19 vs. 2Q19 3Q19 vs. 2Q19 Brazil Brazil Brazil Brazil 4.7 % 1.2% 10.5 % 1.5 % R$15.8 bn R$10.1 bn R$3.9 bn R$11.1 bn 17.6 10.8 4.5 12.8 16.2 16.2 16.4 16.9 10.2 10.8 10.2 10.7 3.3 3.4 3.8 4.0 12.6 12.8 12.1 12.7 3Q18 4Q18 1Q19 2Q19 3Q19 3Q18 4Q18 1Q19 2Q19 3Q19 3Q18 4Q18 1Q19 2Q19 3Q19 3Q18 4Q18 1Q19 2Q19 3Q19 (1) Total with Financial Guarantees provided and Corporate Securities. (2) Results from Insurance (-) Claims Expenses (-) Insurance Selling Expenses. page 42

2019 Forecast Consolidated Brazil ¹ Total Credit Portfolio ² 8.0% 11.0% 8.0% 11.0% Financial Margin with Clients 9.0% 12.0% 9.0% 12.0% 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 2.0% 5.0% 2.0% 5.0% Non-Interest Expenses 3.0% 6.0% 3.5% 6.5% Effective Tax Rate 31.0% 33.0% 32.0% 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 432019 Forecast Consolidated Brazil ¹ Total Credit Portfolio ² 8.0% 11.0% 8.0% 11.0% Financial Margin with Clients 9.0% 12.0% 9.0% 12.0% 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 2.0% 5.0% 2.0% 5.0% Non-Interest Expenses 3.0% 6.0% 3.5% 6.5% Effective Tax Rate 31.0% 33.0% 32.0% 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 43

Recurring Net Income and Value Creation 23.6% 23.5% 23.5% 21.8% ROE 21.3% Average Cost of Capital 14.5% 14.5% 13.5% 13.0% 12.5% Recurring Net Income 7.2 7.0 6.9 6.5 6.5 Value Creation 2.0 3.2 3.3 2.9 2.2 Cost of Capital 4.5 4.3 4.0 3.9 3.8 3Q18 4Q18 1Q19 2Q19 3Q19 page 44 In R$ billionRecurring Net Income and Value Creation 23.6% 23.5% 23.5% 21.8% ROE 21.3% Average Cost of Capital 14.5% 14.5% 13.5% 13.0% 12.5% Recurring Net Income 7.2 7.0 6.9 6.5 6.5 Value Creation 2.0 3.2 3.3 2.9 2.2 Cost of Capital 4.5 4.3 4.0 3.9 3.8 3Q18 4Q18 1Q19 2Q19 3Q19 page 44 In R$ billion

Income Statement | Operating Revenues Perspective DD D' In R$ millions 3Q19 2Q19 3Q18 9M19 9M19 30,257 29,492 2.6% 27,899 8.5% 87,957 83,345 5.5% Operating Revenues Managerial Financial Margin 19,071 18,451 3.4% 17,408 9.6% 55,191 51,702 6.7% Financial Margin with Clients 17,621 16,879 4.4% 16,152 9.1% 50,924 47,366 7.5% Financial Margin with the Market 1,450 1,572 -7.8% 1,257 15.4% 4,266 4,337 -1.6% Commissions and Fees 9,267 9,063 2.2% 8,632 7.3% 26,951 25,887 4.1% Result from Insurance, Pension Plan and Premium Bonds 1,920 1,978 -3.0% 1,858 3.3% 5,815 5,756 1.0% Operations Before Retained Claims and Selling Expenses Cost of Credit (4,495) (4,044) 11.1% (3,263) 37.8% (12,343) (10,651) 15.9% Provision for Loan Losses (4,922) (4,407) 11.7% (3,904) 26.1% (13,535) (12,287) 10.2% Impairment (70) (43) 63.1% (89) -21.4% (142) (277) -48.7% Discounts Granted (300) (390) -23.1% (285) 5.3% (998) (842) 18.5% Recovery of Loans Written Off as Losses 796 795 0.1% 1,015 -21.6% 2,332 2,755 -15.4% Retained Claims (338) (297) 13.9% (320) 5.9% (935) (934) 0.1% Other Operating Expenses (14,573) (14,432) 1.0% (14,286) 2.0% (42,847) (41,602) 3.0% Non-interest Expenses (12,796) (12,669) 1.0% (12,646) 1.2% (37,615) (36,583) 2.8% Tax Expenses for ISS, PIS, Cofins and Other Taxes (1,771) (1,758) 0.7% (1,622) 9.2% (5,209) (4,964) 4.9% Insurance Selling Expenses (6) (6) 6.7% (18) -67.3% (23) (55) -57.6% Income before Tax and Minority Interests 10,851 10,718 1.2% 10,031 8.2% 31,832 30,158 5.6% Income Tax and Social Contribution (3,516) (3,408) 3.2% (3,422) 2.7% (10,112) (10,379) -2.6% Minority Interests in Subsidiaries (179) (277) -35.4% (155) 15.2% (653) (524) 24.7% Recurring Net Income 7,156 7,034 1.7% 6,454 10.9% 21,067 19,255 9.4% page 45Income Statement | Operating Revenues Perspective DD D' In R$ millions 3Q19 2Q19 3Q18 9M19 9M19 30,257 29,492 2.6% 27,899 8.5% 87,957 83,345 5.5% Operating Revenues Managerial Financial Margin 19,071 18,451 3.4% 17,408 9.6% 55,191 51,702 6.7% Financial Margin with Clients 17,621 16,879 4.4% 16,152 9.1% 50,924 47,366 7.5% Financial Margin with the Market 1,450 1,572 -7.8% 1,257 15.4% 4,266 4,337 -1.6% Commissions and Fees 9,267 9,063 2.2% 8,632 7.3% 26,951 25,887 4.1% Result from Insurance, Pension Plan and Premium Bonds 1,920 1,978 -3.0% 1,858 3.3% 5,815 5,756 1.0% Operations Before Retained Claims and Selling Expenses Cost of Credit (4,495) (4,044) 11.1% (3,263) 37.8% (12,343) (10,651) 15.9% Provision for Loan Losses (4,922) (4,407) 11.7% (3,904) 26.1% (13,535) (12,287) 10.2% Impairment (70) (43) 63.1% (89) -21.4% (142) (277) -48.7% Discounts Granted (300) (390) -23.1% (285) 5.3% (998) (842) 18.5% Recovery of Loans Written Off as Losses 796 795 0.1% 1,015 -21.6% 2,332 2,755 -15.4% Retained Claims (338) (297) 13.9% (320) 5.9% (935) (934) 0.1% Other Operating Expenses (14,573) (14,432) 1.0% (14,286) 2.0% (42,847) (41,602) 3.0% Non-interest Expenses (12,796) (12,669) 1.0% (12,646) 1.2% (37,615) (36,583) 2.8% Tax Expenses for ISS, PIS, Cofins and Other Taxes (1,771) (1,758) 0.7% (1,622) 9.2% (5,209) (4,964) 4.9% Insurance Selling Expenses (6) (6) 6.7% (18) -67.3% (23) (55) -57.6% Income before Tax and Minority Interests 10,851 10,718 1.2% 10,031 8.2% 31,832 30,158 5.6% Income Tax and Social Contribution (3,516) (3,408) 3.2% (3,422) 2.7% (10,112) (10,379) -2.6% Minority Interests in Subsidiaries (179) (277) -35.4% (155) 15.2% (653) (524) 24.7% Recurring Net Income 7,156 7,034 1.7% 6,454 10.9% 21,067 19,255 9.4% page 45

Income Statement | Managerial Financial Margin Perspective DDD In R$ millions 3Q19 2Q19 3Q18 9M19 9M18 Managerial Financial Margin 19,071 18,451 3.4% 17,408 9.6% 55,191 51,702 6.7% Financial Margin with Clients 17,621 16,879 4.4% 16,152 9.1% 50,924 47,366 7.5% Financial Margin with the Market 1,450 1,572 -7.8% 1,257 15.4% 4,266 4,337 -1.6% Cost of Credit (4,495) (4,044) 11.1% (3,263) 37.8% (12,343) (10,651) 15.9% Provision for Loan Losses (4,922) (4,407) 11.7% (3,904) 26.1% (13,535) (12,287) 10.2% Impairment (70) (43) 63.1% (89) -21.4% (142) (277) -48.7% Discounts Granted (300) (390) -23.1% (285) 5.3% (998) (842) 18.5% Recovery of Loans Written Off as Losses 796 795 0.1% 1,015 -21.6% 2,332 2,755 -15.4% Net Result from Financial Operations 14,576 14,407 1.2% 14,145 3.0% 42,848 41,052 4.4% Other Operating Income(Expenses) (3,726) (3,688) 1.0% (4,115) -9.5% (11,015) (10,893) 1.1% Commissions and Fees 9,267 9,063 2.2% 8,632 7.3% 26,951 25,887 4.1% Result from Insurance, Pension Plan and Premium Bonds Operations 1,575 1,675 -6.0% 1,521 3.6% 4,857 4,767 1.9% Non-interest Expenses (12,796) (12,669) 1.0% (12,646) 1.2% (37,615) (36,583) 2.8% Tax Expenses for ISS, PIS, Cofins and Other Taxes (1,771) (1,758) 0.7% (1,622) 9.2% (5,209) (4,964) 4.9% Income before Tax and Minority Interests 10,851 10,718 1.2% 10,031 8.2% 31,832 30,158 5.6% Income Tax and Social Contribution (3,516) (3,408) 3.2% (3,422) 2.7% (10,112) (10,379) -2.6% Minority Interests in Subsidiaries (179) (277) -35.4% (155) 15.2% (653) (524) 24.7% Recurring Net Income 7,156 7,034 1.7% 6,454 10.9% 21,067 19,255 9.4% page 46Income Statement | Managerial Financial Margin Perspective DDD In R$ millions 3Q19 2Q19 3Q18 9M19 9M18 Managerial Financial Margin 19,071 18,451 3.4% 17,408 9.6% 55,191 51,702 6.7% Financial Margin with Clients 17,621 16,879 4.4% 16,152 9.1% 50,924 47,366 7.5% Financial Margin with the Market 1,450 1,572 -7.8% 1,257 15.4% 4,266 4,337 -1.6% Cost of Credit (4,495) (4,044) 11.1% (3,263) 37.8% (12,343) (10,651) 15.9% Provision for Loan Losses (4,922) (4,407) 11.7% (3,904) 26.1% (13,535) (12,287) 10.2% Impairment (70) (43) 63.1% (89) -21.4% (142) (277) -48.7% Discounts Granted (300) (390) -23.1% (285) 5.3% (998) (842) 18.5% Recovery of Loans Written Off as Losses 796 795 0.1% 1,015 -21.6% 2,332 2,755 -15.4% Net Result from Financial Operations 14,576 14,407 1.2% 14,145 3.0% 42,848 41,052 4.4% Other Operating Income(Expenses) (3,726) (3,688) 1.0% (4,115) -9.5% (11,015) (10,893) 1.1% Commissions and Fees 9,267 9,063 2.2% 8,632 7.3% 26,951 25,887 4.1% Result from Insurance, Pension Plan and Premium Bonds Operations 1,575 1,675 -6.0% 1,521 3.6% 4,857 4,767 1.9% Non-interest Expenses (12,796) (12,669) 1.0% (12,646) 1.2% (37,615) (36,583) 2.8% Tax Expenses for ISS, PIS, Cofins and Other Taxes (1,771) (1,758) 0.7% (1,622) 9.2% (5,209) (4,964) 4.9% Income before Tax and Minority Interests 10,851 10,718 1.2% 10,031 8.2% 31,832 30,158 5.6% Income Tax and Social Contribution (3,516) (3,408) 3.2% (3,422) 2.7% (10,112) (10,379) -2.6% Minority Interests in Subsidiaries (179) (277) -35.4% (155) 15.2% (653) (524) 24.7% Recurring Net Income 7,156 7,034 1.7% 6,454 10.9% 21,067 19,255 9.4% page 46

Results – Brazil and Latin America 9M19 9M18 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 87,957 79,143 8,815 83,345 75,070 8,275 5.5% 5.4% 6.5% Managerial Financial Margin 55,191 4 8,654 6,537 51,702 45,680 6,023 6.7% 6.5% 8.5% Financial Margin with Clients 50,924 4 5,625 5,299 47,366 42,372 4,994 7.5% 7.7% 6.1% Financial Margin with the Market 4,266 3,029 1,238 4,337 3,308 1,028 -1.6% -8.4% 20.4% Commissions and Fees 26,951 2 4,769 2,183 25,887 23,747 2,140 4.1% 4.3% 2.0% 2 5,815 5,720 95 5,756 5,643 113 1.0% 1.4% -15.6% Revenues from Insurance Cost of Credit ( 12,343) (10,868) (1,475) (10,651) (9,237) (1,414) 15.9% 17.7% 4.4% Provision for Loan Losses (13,535) (11,840) (1,695) (12,287) (10,598) (1,689) 10.2% 11.7% 0.4% Impairment (142) (142) - (277) (277) - -48.7% -48.7% - Discounts Granted (998) (957) (41) (842) (837) (6) 18.5% 14.3% 641.9% Recovery of Loans Written Off as Losses 2,332 2,071 261 2,755 2,475 281 -15.4% -16.3% -7.1% Retained Claims (935) (901) (34) (934) (883) (5 1) 0.1% 2.0% -32.9% Other Operating Expenses ( 42,847) (37,656) (5,191) (41,602) (36,407) (5,196) 3.0% 3.4% -0.1% Non-interest Expenses (37,615) (32,508) (5,107) (36,583) (31,462) (5,121) 2.8% 3.3% -0.3% 3 (5 ,232) (5,148) (84) (5,019) (4,944) ( 74) 4.2% 4.1% 12.6% Tax Expenses and Other Income before Tax and Minority Interests 31,832 29,718 2,114 30,158 28,544 1,614 5.6% 4.1% 30.9% Income Tax and Social Contribution (10,112) (9,565) (547) (10,379) (10,024) (355) -2.6% -4.6% 54.0% Minority Interests in Subsidiaries (653) (186) (467) (524) (151) (373) 24.7% 23.2% 25.3% Recurring Net Income 21,067 19,967 1,100 19,255 18,369 886 9.4% 8.7% 24.1% (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 47Results – Brazil and Latin America 9M19 9M18 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 87,957 79,143 8,815 83,345 75,070 8,275 5.5% 5.4% 6.5% Managerial Financial Margin 55,191 4 8,654 6,537 51,702 45,680 6,023 6.7% 6.5% 8.5% Financial Margin with Clients 50,924 4 5,625 5,299 47,366 42,372 4,994 7.5% 7.7% 6.1% Financial Margin with the Market 4,266 3,029 1,238 4,337 3,308 1,028 -1.6% -8.4% 20.4% Commissions and Fees 26,951 2 4,769 2,183 25,887 23,747 2,140 4.1% 4.3% 2.0% 2 5,815 5,720 95 5,756 5,643 113 1.0% 1.4% -15.6% Revenues from Insurance Cost of Credit ( 12,343) (10,868) (1,475) (10,651) (9,237) (1,414) 15.9% 17.7% 4.4% Provision for Loan Losses (13,535) (11,840) (1,695) (12,287) (10,598) (1,689) 10.2% 11.7% 0.4% Impairment (142) (142) - (277) (277) - -48.7% -48.7% - Discounts Granted (998) (957) (41) (842) (837) (6) 18.5% 14.3% 641.9% Recovery of Loans Written Off as Losses 2,332 2,071 261 2,755 2,475 281 -15.4% -16.3% -7.1% Retained Claims (935) (901) (34) (934) (883) (5 1) 0.1% 2.0% -32.9% Other Operating Expenses ( 42,847) (37,656) (5,191) (41,602) (36,407) (5,196) 3.0% 3.4% -0.1% Non-interest Expenses (37,615) (32,508) (5,107) (36,583) (31,462) (5,121) 2.8% 3.3% -0.3% 3 (5 ,232) (5,148) (84) (5,019) (4,944) ( 74) 4.2% 4.1% 12.6% Tax Expenses and Other Income before Tax and Minority Interests 31,832 29,718 2,114 30,158 28,544 1,614 5.6% 4.1% 30.9% Income Tax and Social Contribution (10,112) (9,565) (547) (10,379) (10,024) (355) -2.6% -4.6% 54.0% Minority Interests in Subsidiaries (653) (186) (467) (524) (151) (373) 24.7% 23.2% 25.3% Recurring Net Income 21,067 19,967 1,100 19,255 18,369 886 9.4% 8.7% 24.1% (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 47

Business Model In R$ billions 9M19 9M18Δ Insurance Excess Insurance Excess Insurance Excess Consolidated Credit Trading Consolidated Credit Trading Consolidated Credit Trading & Services Capital & Services Capital & Services Capital Operating Revenues 46 .8 1 .2 38.9 1.1 42.9 1.4 37.7 1.3 3.8 (0.2) 1.2 (0.2) 88.0 83.3 4.6 Managerial Financial Margin 37 .7 1.2 15.2 1 .1 34.5 1.3 14.6 1.3 3.3 (0.2) 0.6 (0.2) 55.2 51.7 3.5 Commissions and Fees 9.0 0.0 17.9 - 8.5 0.0 17.4 - 0.6 (0.0) 0.5 - 27.0 25.9 1.1 Revenues from Insurance ¹ - - 5.8 - - - 5.8 - - - 0.1 - 5.8 5.8 0.1 Cost of Credit (12 .3) - - - (10.7) - - - (1.7) - - - (12.3) (10.7) (1.7) Retained Claims - - ( 0.9) - - - (0.9) - - - (0.0) - (0.9) (0.9) (0.0) Non-Interested Expenses and (21.4) (0.6) (21.5) (0.1) (20.3) (0.8) (21.0) (0.1) (1.1) 0 .2 (0.5) 0.0 (43.5) (42.1) (1.4) Other Expenses ² Recurring Net Income 9. 0 0.4 10.8 0.9 7.0 0.4 10.6 1 .3 2.0 (0.0) 0.2 (0.4) 21.1 19.3 1.8 Average Regulatory Capital 63.4 1.5 40.5 18.7 62.1 1.6 37.0 21.2 1.4 (0.0) 3. 4 (2.5) 124.1 121.8 2.2 Value Creation 3.0 0.3 7.0 (0.9) 0.8 0.3 7.0 (0.8) 2. 1 0.0 0 .1 (0.1) 9.4 7.2 2.2 Recurring ROE 18.9% 33.5% 35.6% 6.3% 15.0% 35.0% 38.2% 7.9% 390 bps -150 bps -260 bps -170 bps 23.5% 21.7% 180 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 48Business Model In R$ billions 9M19 9M18Δ Insurance Excess Insurance Excess Insurance Excess Consolidated Credit Trading Consolidated Credit Trading Consolidated Credit Trading & Services Capital & Services Capital & Services Capital Operating Revenues 46 .8 1 .2 38.9 1.1 42.9 1.4 37.7 1.3 3.8 (0.2) 1.2 (0.2) 88.0 83.3 4.6 Managerial Financial Margin 37 .7 1.2 15.2 1 .1 34.5 1.3 14.6 1.3 3.3 (0.2) 0.6 (0.2) 55.2 51.7 3.5 Commissions and Fees 9.0 0.0 17.9 - 8.5 0.0 17.4 - 0.6 (0.0) 0.5 - 27.0 25.9 1.1 Revenues from Insurance ¹ - - 5.8 - - - 5.8 - - - 0.1 - 5.8 5.8 0.1 Cost of Credit (12 .3) - - - (10.7) - - - (1.7) - - - (12.3) (10.7) (1.7) Retained Claims - - ( 0.9) - - - (0.9) - - - (0.0) - (0.9) (0.9) (0.0) Non-Interested Expenses and (21.4) (0.6) (21.5) (0.1) (20.3) (0.8) (21.0) (0.1) (1.1) 0 .2 (0.5) 0.0 (43.5) (42.1) (1.4) Other Expenses ² Recurring Net Income 9. 0 0.4 10.8 0.9 7.0 0.4 10.6 1 .3 2.0 (0.0) 0.2 (0.4) 21.1 19.3 1.8 Average Regulatory Capital 63.4 1.5 40.5 18.7 62.1 1.6 37.0 21.2 1.4 (0.0) 3. 4 (2.5) 124.1 121.8 2.2 Value Creation 3.0 0.3 7.0 (0.9) 0.8 0.3 7.0 (0.8) 2. 1 0.0 0 .1 (0.1) 9.4 7.2 2.2 Recurring ROE 18.9% 33.5% 35.6% 6.3% 15.0% 35.0% 38.2% 7.9% 390 bps -150 bps -260 bps -170 bps 23.5% 21.7% 180 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 48

Credit Portfolio with Financial Guarantees Provided and Corporate Securities Credit origination¹ 3Q19 vs. 3Q18 In R$ billions, end of period 3Q19 2Q19 D 3Q18 D Individuals 229.7 222.3 3.3% 200.0 14.9% Total 29% Brazil ² Credit Card Loans 83.3 79.3 5.1% 68.7 21.4% Personal Loans 34.2 32.8 4.5% 28.9 18.5% Payroll Loans 49.3 49.1 0.5% 46.0 7.4% Individuals 31% Vehicle Loans 18.0 17.2 4.5% 15.2 18.0% Mortgage Loans 44.8 44.0 2.0% 41.2 8.7% Very Small, Very Small, Small and Middle Market Loans 84.0 78.1 7.6% 67.5 24.5% Small and 34% Individuals + Very Small, Small Middle 313.8 300.4 4.5% 267.5 17.3% and Middle Market Loans Market Corporate Loans 204.2 193.6 5.5% 196.3 4.1% Corporate Credit Operations 157.0 151.4 3.7% 159.9 -1.9% 25% Corporate Securities 47.3 42.2 12.1% 36.3 30.1% Total Brazil 518.0 494.0 4.9% 463.7 11.7% Private securities issuance 3 Latin America 171.0 165.7 3.2% 172.7 -1.0% Year (9M19) Total with Financial Guarantees 1st place in 689.0 659.7 4.4% 636.4 8.3% provided and Corporate Securities the ANBIMA R$ 47.5 bn ranking 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 (Brazilian Financial and Capital Markets Association). Considers total volume of fixed income and hybrid private securities issuance arranged by Itaú Unibanco on the local market (includes distributed volumes). pg. 49Credit Portfolio with Financial Guarantees Provided and Corporate Securities Credit origination¹ 3Q19 vs. 3Q18 In R$ billions, end of period 3Q19 2Q19 D 3Q18 D Individuals 229.7 222.3 3.3% 200.0 14.9% Total 29% Brazil ² Credit Card Loans 83.3 79.3 5.1% 68.7 21.4% Personal Loans 34.2 32.8 4.5% 28.9 18.5% Payroll Loans 49.3 49.1 0.5% 46.0 7.4% Individuals 31% Vehicle Loans 18.0 17.2 4.5% 15.2 18.0% Mortgage Loans 44.8 44.0 2.0% 41.2 8.7% Very Small, Very Small, Small and Middle Market Loans 84.0 78.1 7.6% 67.5 24.5% Small and 34% Individuals + Very Small, Small Middle 313.8 300.4 4.5% 267.5 17.3% and Middle Market Loans Market Corporate Loans 204.2 193.6 5.5% 196.3 4.1% Corporate Credit Operations 157.0 151.4 3.7% 159.9 -1.9% 25% Corporate Securities 47.3 42.2 12.1% 36.3 30.1% Total Brazil 518.0 494.0 4.9% 463.7 11.7% Private securities issuance 3 Latin America 171.0 165.7 3.2% 172.7 -1.0% Year (9M19) Total with Financial Guarantees 1st place in 689.0 659.7 4.4% 636.4 8.3% provided and Corporate Securities the ANBIMA R$ 47.5 bn ranking 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 (Brazilian Financial and Capital Markets Association). Considers total volume of fixed income and hybrid private securities issuance arranged by Itaú Unibanco on the local market (includes distributed volumes). pg. 49

Credit Portfolio by Product 3Q19 2Q19 3Q18 In R$ billions, end of period D D 1 229.0 221.5 3.4% 199.1 15.0% Individuals - Brazil 83.3 79.3 5.1% 68.7 21.4% Credit Card 33.4 31.9 4.7% 27.9 19.8% Personal Loans 2 49.3 49.1 0.5% 46.0 7.4% Payroll Loans 18.0 17.2 4.5% 15.2 18.0% Vehicles 44.8 44.0 2.0% 41.2 8.7% Mortgage Loans 0.1 0.1 -1.1% 0.1 -18.4% Rural Loans 1 188.1 177.0 6.3% 171.2 9.9% Companies - Brazil 3 103.7 96.3 7.7% 87.6 18.4% Working Capital 12.2 13.6 -10.1% 18.0 -32.0% BNDES/Onlending 49.7 44.9 10.5% 46.1 7.8% Export / Import Financing 7.3 6.0 20.9% 3.6 104.4% Vehicles 4.9 5.3 -6.5% 6.7 -26.6% Mortgage Loans 10.3 10.9 -5.6% 9.3 10.9% Rural Loans 4 158.9 154.3 3.0% 160.2 -0.8% Latin America 576.0 552.9 4.2% 530.5 8.6% Total without Financial Guarantees Provided 65.7 64.7 1.6% 69.6 -5.6% Financial Guarantees Provided 641.7 617.6 3.9% 600.1 6.9% Total with Financial Guarantees Provided 5 47.3 42.2 12.1% 36.3 30.1% Corporate Securities 689.0 659.7 4.4% 636.4 8.3% 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 50Credit Portfolio by Product 3Q19 2Q19 3Q18 In R$ billions, end of period D D 1 229.0 221.5 3.4% 199.1 15.0% Individuals - Brazil 83.3 79.3 5.1% 68.7 21.4% Credit Card 33.4 31.9 4.7% 27.9 19.8% Personal Loans 2 49.3 49.1 0.5% 46.0 7.4% Payroll Loans 18.0 17.2 4.5% 15.2 18.0% Vehicles 44.8 44.0 2.0% 41.2 8.7% Mortgage Loans 0.1 0.1 -1.1% 0.1 -18.4% Rural Loans 1 188.1 177.0 6.3% 171.2 9.9% Companies - Brazil 3 103.7 96.3 7.7% 87.6 18.4% Working Capital 12.2 13.6 -10.1% 18.0 -32.0% BNDES/Onlending 49.7 44.9 10.5% 46.1 7.8% Export / Import Financing 7.3 6.0 20.9% 3.6 104.4% Vehicles 4.9 5.3 -6.5% 6.7 -26.6% Mortgage Loans 10.3 10.9 -5.6% 9.3 10.9% Rural Loans 4 158.9 154.3 3.0% 160.2 -0.8% Latin America 576.0 552.9 4.2% 530.5 8.6% Total without Financial Guarantees Provided 65.7 64.7 1.6% 69.6 -5.6% Financial Guarantees Provided 641.7 617.6 3.9% 600.1 6.9% Total with Financial Guarantees Provided 5 47.3 42.2 12.1% 36.3 30.1% Corporate Securities 689.0 659.7 4.4% 636.4 8.3% 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 50

Credit Portfolio by Currency 1 R$ billion Sep-19 240.0 401.7 641.7 Jun-19 228.3 389.3 617.6 Mar-19 224.5 384.5 609.0 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 Foreign Currency Local Currency (1) Total with financial guarantees provided. page 51Credit Portfolio by Currency 1 R$ billion Sep-19 240.0 401.7 641.7 Jun-19 228.3 389.3 617.6 Mar-19 224.5 384.5 609.0 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 Foreign Currency Local Currency (1) Total with financial guarantees provided. page 51

Credit1 Origination and Private Securities Issuance | Brazil Base 100 = 3Q15 Total Credit2 – Brazil Credit2 - Individuals 29% 31% 171 125 131 100 97 81 100 76 94 85 3Q15 3Q16 3Q17 3Q18 3Q19 3Q15 3Q16 3Q17 3Q18 3Q19 Credit2 – Very Small, Small and Credit2 – Corporate Private Securities Issuance3 Middle Market 34% 25% 9M19 161 1st place in 120 100 100 98 90 the ANBIMA 86 78 72 R$47.5 bn 59 ranking 3Q15 3Q16 3Q17 3Q18 3Q19 3Q15 3Q16 3Q17 3Q18 3Q19 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 (Brazilian Financial and Capital Markets Association). Considers total volume of fixed income and hybrid private securities issuance arranged by Itaú Unibanco on the local market (includes distributed volumes). page 52Credit1 Origination and Private Securities Issuance | Brazil Base 100 = 3Q15 Total Credit2 – Brazil Credit2 - Individuals 29% 31% 171 125 131 100 97 81 100 76 94 85 3Q15 3Q16 3Q17 3Q18 3Q19 3Q15 3Q16 3Q17 3Q18 3Q19 Credit2 – Very Small, Small and Credit2 – Corporate Private Securities Issuance3 Middle Market 34% 25% 9M19 161 1st place in 120 100 100 98 90 the ANBIMA 86 78 72 R$47.5 bn 59 ranking 3Q15 3Q16 3Q17 3Q18 3Q19 3Q15 3Q16 3Q17 3Q18 3Q19 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 (Brazilian Financial and Capital Markets Association). Considers total volume of fixed income and hybrid private securities issuance arranged by Itaú Unibanco on the local market (includes distributed volumes). page 52

Credit Portfolio Growth in Brazil 1 (in R$ Billions) Nominal GDP (Sep-15 to Sep-19): 18.6% Accumulated Inflation (IPCA) (Sep-15 to Sep-19): 20.3% Accumulated Interbank Rate: (Sep-15 to Sep-19): 45.9% Credit Card Loans Payroll Loans Vehicle Loans Personal Loans 8.0% 51.4% 12.4% -16.9% 33.8% 29.4% 10.7% 45.8% 83 69 49 46 46 57 33 46 56 45 55 30 28 27 25 22 18 16 15 14 Sep-15 Sep-16 Sep-17 Sep-18 Sep-19 Sep-15 Sep-16 Sep-17 Sep-18 Sep-19 Sep-15 Sep-16 Sep-17 Sep-18 Sep-19 Sep-15 Sep-16 Sep-17 Sep-18 Sep-19 Very Small, Small and Mortgage Loans Corporate Loans Total Brazil Middle Market Loans 18.5% -30.6% 2.1% 33.9% 42.1% 22.3% 17.1% 2.0% 80 417 155 409 68 65 370 362 58 341 45 57 122 41 106 108 38 106 37 33 Sep-15 Sep-16 Sep-17 Sep-18 Sep-19 Sep-15 Sep-16 Sep-17 Sep-18 Sep-19 Sep-15 Sep-16 Sep-17 Sep-18 Sep-19 Sep-15 Sep-16 Sep-17 Sep-18 Sep-19 (1) Loan Portfolio without financial guarantees provided. page 53Credit Portfolio Growth in Brazil 1 (in R$ Billions) Nominal GDP (Sep-15 to Sep-19): 18.6% Accumulated Inflation (IPCA) (Sep-15 to Sep-19): 20.3% Accumulated Interbank Rate: (Sep-15 to Sep-19): 45.9% Credit Card Loans Payroll Loans Vehicle Loans Personal Loans 8.0% 51.4% 12.4% -16.9% 33.8% 29.4% 10.7% 45.8% 83 69 49 46 46 57 33 46 56 45 55 30 28 27 25 22 18 16 15 14 Sep-15 Sep-16 Sep-17 Sep-18 Sep-19 Sep-15 Sep-16 Sep-17 Sep-18 Sep-19 Sep-15 Sep-16 Sep-17 Sep-18 Sep-19 Sep-15 Sep-16 Sep-17 Sep-18 Sep-19 Very Small, Small and Mortgage Loans Corporate Loans Total Brazil Middle Market Loans 18.5% -30.6% 2.1% 33.9% 42.1% 22.3% 17.1% 2.0% 80 417 155 409 68 65 370 362 58 341 45 57 122 41 106 108 38 106 37 33 Sep-15 Sep-16 Sep-17 Sep-18 Sep-19 Sep-15 Sep-16 Sep-17 Sep-18 Sep-19 Sep-15 Sep-16 Sep-17 Sep-18 Sep-19 Sep-15 Sep-16 Sep-17 Sep-18 Sep-19 (1) Loan Portfolio without financial guarantees provided. page 53

Credit Portfolio Breakdown 1,2 1 Companies Credit Portfolio by Business Sector Credit Concentration Sep-19 3Q19 2Q19D R$ million In R$ billions, end of period Public Sector 2.2 2.3 -5.2% Private Sector 346.3 331.8 4.4% Loan, lease, other credit operations Real Estate 22.8 22.1 3.4% Loan, lease and other and securities of companies and Food and beverage 20.3 20.6 -1.6% credit operations financial institutions Risk % of Total Risk % of Total Agribusiness and fertilizers 19.3 17.7 9.2% Largest Debtor 5,699 0.9 6,265 0.8 Transportation 18.8 18.6 1.2% 10 largest debtors 29, 090 4.5 47,125 6.3 Energy and water treatment 15.8 15.8 -0.3% 20 largest debtors 44, 256 6.9 74,284 9.9 Vehicles and auto parts 15.1 14.8 1.7% 50 largest debtors 72, 185 11.2 125,337 16.7 Banks and other financial institutions 14.2 12.3 15.4% 100 largest debtors 99, 091 15.4 166,304 22.1 Infrastructure work 12.3 11.8 4.4% Petrochemical and chemical 12.1 11.1 9.1% Telecommunications 9.6 9.6 -0.2% 1% 4% Mining 9.1 9.1 -0.2% Steel and metallurgy 8.8 8.9 -1.0% 7% Pharmaceutical and cosmetics 8.2 8.0 3.5% 10% Entertainment and tourism 7.3 6.7 9.0% 39% Sugar and Alcohol 6.9 6.7 4.1% 10% Capital Assets 6.8 6.8 -0.7% Oil and gas 6.5 6.0 8.6% Construction Material 5.8 5.5 4.2% 12% Electronic and IT 5.1 5.6 -9.5% 17% Services - Other 44.3 43.0 3.1% Commerce - Other 23.1 20.5 12.6% Other Industry and Extractivism Industry - Other 10.3 9.6 7.6% Real Estate and Construction Consumer Goods Other 43.8 41.0 6.7% Vehicles and Transportation Agriculture and Related Total 348.5 334.1 4.3% 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 (+) Entertainment and Tourism (+) Other. page 54Credit Portfolio Breakdown 1,2 1 Companies Credit Portfolio by Business Sector Credit Concentration Sep-19 3Q19 2Q19D R$ million In R$ billions, end of period Public Sector 2.2 2.3 -5.2% Private Sector 346.3 331.8 4.4% Loan, lease, other credit operations Real Estate 22.8 22.1 3.4% Loan, lease and other and securities of companies and Food and beverage 20.3 20.6 -1.6% credit operations financial institutions Risk % of Total Risk % of Total Agribusiness and fertilizers 19.3 17.7 9.2% Largest Debtor 5,699 0.9 6,265 0.8 Transportation 18.8 18.6 1.2% 10 largest debtors 29, 090 4.5 47,125 6.3 Energy and water treatment 15.8 15.8 -0.3% 20 largest debtors 44, 256 6.9 74,284 9.9 Vehicles and auto parts 15.1 14.8 1.7% 50 largest debtors 72, 185 11.2 125,337 16.7 Banks and other financial institutions 14.2 12.3 15.4% 100 largest debtors 99, 091 15.4 166,304 22.1 Infrastructure work 12.3 11.8 4.4% Petrochemical and chemical 12.1 11.1 9.1% Telecommunications 9.6 9.6 -0.2% 1% 4% Mining 9.1 9.1 -0.2% Steel and metallurgy 8.8 8.9 -1.0% 7% Pharmaceutical and cosmetics 8.2 8.0 3.5% 10% Entertainment and tourism 7.3 6.7 9.0% 39% Sugar and Alcohol 6.9 6.7 4.1% 10% Capital Assets 6.8 6.8 -0.7% Oil and gas 6.5 6.0 8.6% Construction Material 5.8 5.5 4.2% 12% Electronic and IT 5.1 5.6 -9.5% 17% Services - Other 44.3 43.0 3.1% Commerce - Other 23.1 20.5 12.6% Other Industry and Extractivism Industry - Other 10.3 9.6 7.6% Real Estate and Construction Consumer Goods Other 43.8 41.0 6.7% Vehicles and Transportation Agriculture and Related Total 348.5 334.1 4.3% 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 (+) Entertainment and Tourism (+) Other. page 54

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. § 61.2% of total origination was created in the past 12 months. 531 553 576 34.3% 34.8% 38.8% 4.5% 5.1% 4.5% 6.4% 6.4% 6.4% 7.1% 8.0% 7.6% 12.2% 10.0% 11.1% 35.7% 35.5% 31.5% 3Q18 2Q19 3Q19 Actual Quarter (q) q-1 q-2 q-3 q-4 q=<-5 (1) Does not include financial guarantees provided. page 551 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. § 61.2% of total origination was created in the past 12 months. 531 553 576 34.3% 34.8% 38.8% 4.5% 5.1% 4.5% 6.4% 6.4% 6.4% 7.1% 8.0% 7.6% 12.2% 10.0% 11.1% 35.7% 35.5% 31.5% 3Q18 2Q19 3Q19 Actual Quarter (q) q-1 q-2 q-3 q-4 q=<-5 (1) Does not include financial guarantees provided. page 55

Loan Portfolio Mix Change 1 (%) Sep-19 Consolidated set/19 18.7 14.0 3.1 14.5 5.8 7.8 8.6 27.6 Se Se p p -1 -1 9 9 25.8 19.3 4.3 20.0 8.0 10.8 11.8 Sep-18 Sep-18 28.7 17.5 4.1 18.5 7.5 11.1 12.4 2 Brazil Sep-17 Sep-17 31.0 16.6 4.1 16.8 7.3 11.2 13.1 Sep-16 Sep-16 33.7 16.1 4.4 15.4 7.6 10.3 12.6 Sep-15 set/15 38.0 16.6 5.3 13.5 7.3 8.2 11.2 Corporate Very Small, Small and Middle Market Vehicles Credit Card 3 Personal Loans Latin America Mortgage Loans Payroll Loans (1) Does not include financial guarantees provided; (2) Includes units abroad ex-Latin America; (3) Excludes Brazil. page 56Loan Portfolio Mix Change 1 (%) Sep-19 Consolidated set/19 18.7 14.0 3.1 14.5 5.8 7.8 8.6 27.6 Se Se p p -1 -1 9 9 25.8 19.3 4.3 20.0 8.0 10.8 11.8 Sep-18 Sep-18 28.7 17.5 4.1 18.5 7.5 11.1 12.4 2 Brazil Sep-17 Sep-17 31.0 16.6 4.1 16.8 7.3 11.2 13.1 Sep-16 Sep-16 33.7 16.1 4.4 15.4 7.6 10.3 12.6 Sep-15 set/15 38.0 16.6 5.3 13.5 7.3 8.2 11.2 Corporate Very Small, Small and Middle Market Vehicles Credit Card 3 Personal Loans Latin America Mortgage Loans Payroll Loans (1) Does not include financial guarantees provided; (2) Includes units abroad ex-Latin America; (3) Excludes Brazil. page 56

Financial Margin with Clients Annualized Average Rate Consolidated Brazil 12.2% 12.1% 12.1% 12.2% 12.2% 12.0% 12.0% 11.8% 10.0% 10.0% 9.9% 9.9% 10.0% 9.9% 9.8% 9.8% 9.6% 9.5% 9.0% 9.2% 9.2% 9.2% 9.0% 8.9% 7.7% 7.4% 7.6% 7.6% 7.6% 7.5% 7.4% 7.5% 7.1% 6.4% 6.7% 6.4% 6.4% 6.4% 6.4% 6.0% 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 Financial Margin with Clients Risk-adjusted Financial Margin with Clients CDI (annualized quarterly rate) Financial Margin with Clients Breakdown R$ billion + 0.8 billion + 5.0% 17.6 1.5 16.9 (0.1) 0.1 (1.6) 0.5 (0.1) 0.3 16.1 15.3 1 24365 1 2Q19 Working Capital Spread-Sensitive Mix of products Average Asset Asset Spreads Higher number of Others Spread-Sensitive Working Capital 3Q19 and other 2Q19 Operations 2Q19 Portfolio and calendar days Operations 3Q19 and other 3Q19 Liabilities Margin (1) Includes capital allocated to business areas (except treasury), and the corporation working capital. (2) Change in the composition of assets with credit risk between periods in Brazil; (3) Considers credit and private securities portfolio net of overdue balance over 60 days in Brazil; (4) Spreads variation of assets with credit risk between periods in Brazil; (5) In Brazil; (6) Includes Latin America (ex-Brazil) spread-sensitive operations and structured operations from the wholesale segment. page 57Financial Margin with Clients Annualized Average Rate Consolidated Brazil 12.2% 12.1% 12.1% 12.2% 12.2% 12.0% 12.0% 11.8% 10.0% 10.0% 9.9% 9.9% 10.0% 9.9% 9.8% 9.8% 9.6% 9.5% 9.0% 9.2% 9.2% 9.2% 9.0% 8.9% 7.7% 7.4% 7.6% 7.6% 7.6% 7.5% 7.4% 7.5% 7.1% 6.4% 6.7% 6.4% 6.4% 6.4% 6.4% 6.0% 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 Financial Margin with Clients Risk-adjusted Financial Margin with Clients CDI (annualized quarterly rate) Financial Margin with Clients Breakdown R$ billion + 0.8 billion + 5.0% 17.6 1.5 16.9 (0.1) 0.1 (1.6) 0.5 (0.1) 0.3 16.1 15.3 1 24365 1 2Q19 Working Capital Spread-Sensitive Mix of products Average Asset Asset Spreads Higher number of Others Spread-Sensitive Working Capital 3Q19 and other 2Q19 Operations 2Q19 Portfolio and calendar days Operations 3Q19 and other 3Q19 Liabilities Margin (1) Includes capital allocated to business areas (except treasury), and the corporation working capital. (2) Change in the composition of assets with credit risk between periods in Brazil; (3) Considers credit and private securities portfolio net of overdue balance over 60 days in Brazil; (4) Spreads variation of assets with credit risk between periods in Brazil; (5) In Brazil; (6) Includes Latin America (ex-Brazil) spread-sensitive operations and structured operations from the wholesale segment. page 57

Financial Margin with the Market R$ billion 1.7 1.6 1.5 4.3 1.5 1.4 4.3 1.4 1.4 1.3 0.1 1.2 3.0 3.2 1.7 1.6 1.5 1.4 1.4 1.3 1.1 1.3 1.2 0.1 0.2 1.1 1.0 1.3 0.9 1.2 1.1 0.9 1.0 0.5 1.2 1.0 0.5 0.2 0.5 0.2 0.3 0.5 0.3 0.4 0.3 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 9M18 9M19 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 58Financial Margin with the Market R$ billion 1.7 1.6 1.5 4.3 1.5 1.4 4.3 1.4 1.4 1.3 0.1 1.2 3.0 3.2 1.7 1.6 1.5 1.4 1.4 1.3 1.1 1.3 1.2 0.1 0.2 1.1 1.0 1.3 0.9 1.2 1.1 0.9 1.0 0.5 1.2 1.0 0.5 0.2 0.5 0.2 0.3 0.5 0.3 0.4 0.3 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 9M18 9M19 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 58

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% 4.1% 3.7% 3.6% 3.5% 3.4% 3.3% 3.2% 3.1% 3.0% 2.9% 7,824 6,337 5,997 6,366 6,169 5,823 5,392 772 4,948 4,483 4,111 4,282 4,271 383 399 396 4,922 412 757 4,407 432 4,206 2,728 598 3,904 3,796 1,362 701 1,546 554 621 514 1,295 1,825 638 1,070 568 1,410 489 619 514 423 248 532 168 393 4,621 4,461 4,395 4,302 4,323 4,210 4,021 3,932 3,996 3,732 3,688 3,726 3,550 3,534 3,482 3,236 3,165 -298 -354 -304 -371 -177 3Q15 4Q15 1Q16 2Q16 3Q16 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 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% 2.7% 2.7% 2.5% 2.5% 2.4% 2.4% 2.1% 2.1% 7,211 6,335 6,352 5,582 5,281 5,075 5,135 4,474 4,495 4,257 4,044 3,990 3,788 3,804 3,601 3,415 3,263 3Q15 4Q15 1Q16 2Q16 3Q16 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 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 59Provision 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% 4.1% 3.7% 3.6% 3.5% 3.4% 3.3% 3.2% 3.1% 3.0% 2.9% 7,824 6,337 5,997 6,366 6,169 5,823 5,392 772 4,948 4,483 4,111 4,282 4,271 383 399 396 4,922 412 757 4,407 432 4,206 2,728 598 3,904 3,796 1,362 701 1,546 554 621 514 1,295 1,825 638 1,070 568 1,410 489 619 514 423 248 532 168 393 4,621 4,461 4,395 4,302 4,323 4,210 4,021 3,932 3,996 3,732 3,688 3,726 3,550 3,534 3,482 3,236 3,165 -298 -354 -304 -371 -177 3Q15 4Q15 1Q16 2Q16 3Q16 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 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% 2.7% 2.7% 2.5% 2.5% 2.4% 2.4% 2.1% 2.1% 7,211 6,335 6,352 5,582 5,281 5,075 5,135 4,474 4,495 4,257 4,044 3,990 3,788 3,804 3,601 3,415 3,263 3Q15 4Q15 1Q16 2Q16 3Q16 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 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 59

Allowance for Loan Losses by Risk– Consolidated R$ million Allocation of Total Allowance by Type of Risk -Consolidated Sep-19 11,213 10,123 13,141 34,477 Jun-19 10,666 9,514 12,910 33,091 Sep-18 10,160 10,418 14,919 35,496 Overdue operations according to the Renegotiations and overdue loans Potential Loss Brazilian Central Bank Provision < 100% Renegotiations 14,919 567 896 13,141 2,374 12,910 315 11,213 34% 83% 4,046 2,281 2,388 10,666 10,418 10,160 10,123 3,479 1,326 9,514 1,212 1,302 2,942 1,341 1,258 1,074 6,472 3,498 1,168 1,241 3,457 1,015 4,222 3,714 3,254 Fully Provisioned Overdue 759 8,813 8,286 7,804 362 7,363 7,065 759 6,073 5,019 5,151 4,894 66% 17% 235 1,105 5,871 Sep-18 Jun-19 Sep-19 Sep-18 Jun-19 Sep-19 Sep-18 Jun-19 Sep-19 Retail - Brazil 1 Wholesale - Brazil 1 Latin America 2 ¹ Includes units abroad ex-Latin America.² Excludes Brazil. page 60Allowance for Loan Losses by Risk– Consolidated R$ million Allocation of Total Allowance by Type of Risk -Consolidated Sep-19 11,213 10,123 13,141 34,477 Jun-19 10,666 9,514 12,910 33,091 Sep-18 10,160 10,418 14,919 35,496 Overdue operations according to the Renegotiations and overdue loans Potential Loss Brazilian Central Bank Provision < 100% Renegotiations 14,919 567 896 13,141 2,374 12,910 315 11,213 34% 83% 4,046 2,281 2,388 10,666 10,418 10,160 10,123 3,479 1,326 9,514 1,212 1,302 2,942 1,341 1,258 1,074 6,472 3,498 1,168 1,241 3,457 1,015 4,222 3,714 3,254 Fully Provisioned Overdue 759 8,813 8,286 7,804 362 7,363 7,065 759 6,073 5,019 5,151 4,894 66% 17% 235 1,105 5,871 Sep-18 Jun-19 Sep-19 Sep-18 Jun-19 Sep-19 Sep-18 Jun-19 Sep-19 Retail - Brazil 1 Wholesale - Brazil 1 Latin America 2 ¹ Includes units abroad ex-Latin America.² Excludes Brazil. page 60

Non Performing Loans Ratios 15 to 90-day NPL Ratio | Consolidated - % 90-day NPL Ratio| Consolidated (%) 4.8 4.5 3.9 3.8 3.6 3.8 3.7 3.5 3.0 3.5 3.5 3.4 2.8 3.4 3.2 2.9 3.2 3.1 2.8 2.8 2.7 2.5 2.5 2.6 3.9 3.6 3.2 2.3 2.9 3.2 3.2 3.0 2.7 2.7 3.0 3.0 2.9 2.9 2.9 2.9 2.8 2.5 2.4 2.5 2.6 2.3 2.3 2.5 2.4 2.1 2.1 2.4 2.2 2.3 1.5 1.5 1.4 1.4 1.4 1.4 1.4 1.3 1.2 1.2 1.2 1.1 Sep-15 Jun-16 Sep-16 Jun-17 Sep-17 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 Sep-15 Jun-16 Sep-16 Jun-17 Sep-17 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 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 6.0 5.4 5.2 5.1 4.7 5.9 4.5 4.5 4.5 4.4 4.4 5.7 4.2 4.3 4.2 5.1 3.7 4.9 3.5 3.5 3.4 3.4 3.2 3.2 4.2 2.9 4.2 2.9 3.8 2.5 2.4 3.7 3.4 2.3 3.4 3.0 1.7 3.2 1.8 1.8 2.8 1.5 1.6 2.8 2.6 2.3 1.9 1.8 1.7 1.7 1.6 1.4 1.5 1.5 1.5 1.5 1.0 1.2 1.0 1.0 1.0 1.0 0.7 0.9 0.7 Sep-15 Jun-16 Sep-16 Jun-17 Sep-17 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 Sep-15 Jun-16 Sep-16 Jun-17 Sep-17 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 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 61Non Performing Loans Ratios 15 to 90-day NPL Ratio | Consolidated - % 90-day NPL Ratio| Consolidated (%) 4.8 4.5 3.9 3.8 3.6 3.8 3.7 3.5 3.0 3.5 3.5 3.4 2.8 3.4 3.2 2.9 3.2 3.1 2.8 2.8 2.7 2.5 2.5 2.6 3.9 3.6 3.2 2.3 2.9 3.2 3.2 3.0 2.7 2.7 3.0 3.0 2.9 2.9 2.9 2.9 2.8 2.5 2.4 2.5 2.6 2.3 2.3 2.5 2.4 2.1 2.1 2.4 2.2 2.3 1.5 1.5 1.4 1.4 1.4 1.4 1.4 1.3 1.2 1.2 1.2 1.1 Sep-15 Jun-16 Sep-16 Jun-17 Sep-17 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 Sep-15 Jun-16 Sep-16 Jun-17 Sep-17 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 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 6.0 5.4 5.2 5.1 4.7 5.9 4.5 4.5 4.5 4.4 4.4 5.7 4.2 4.3 4.2 5.1 3.7 4.9 3.5 3.5 3.4 3.4 3.2 3.2 4.2 2.9 4.2 2.9 3.8 2.5 2.4 3.7 3.4 2.3 3.4 3.0 1.7 3.2 1.8 1.8 2.8 1.5 1.6 2.8 2.6 2.3 1.9 1.8 1.7 1.7 1.6 1.4 1.5 1.5 1.5 1.5 1.0 1.2 1.0 1.0 1.0 1.0 0.7 0.9 0.7 Sep-15 Jun-16 Sep-16 Jun-17 Sep-17 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 Sep-15 Jun-16 Sep-16 Jun-17 Sep-17 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 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 61

Coverage Ratio (90-day NPL) Coverage Ratio and Expanded Coverage Ratio1 Coverage Ratio 248% 246% 245% 236% 235% 639% 221% 487% 208% 208% 208% 399% 235% 227% 215% 100% 100% 96% 172% 95% 169% 168% 92% 90% 88% 87% 86% Sep-18 Jun-19 Sep-19 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 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 (*) 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 62Coverage Ratio (90-day NPL) Coverage Ratio and Expanded Coverage Ratio1 Coverage Ratio 248% 246% 245% 236% 235% 639% 221% 487% 208% 208% 208% 399% 235% 227% 215% 100% 100% 96% 172% 95% 169% 168% 92% 90% 88% 87% 86% Sep-18 Jun-19 Sep-19 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 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 (*) 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 62

NPL Creation R$ billion 5.3 5.1 5.0 5.0 4.7 4.4 4.4 4.4 3.8 4.3 3.9 3.6 3.6 3.5 3.5 3.5 3.3 3.2 1.2 1.0 1.1 0.7 0.9 0.5 0.5 0.5 0.4 0.1 0.7 0.5 0.4 0.4 0.4 0.2 0.3 -0.3 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 Total Retail Banking - Brazil Whosale Banking - Brazil Latin America ex-Brazil page 63NPL Creation R$ billion 5.3 5.1 5.0 5.0 4.7 4.4 4.4 4.4 3.8 4.3 3.9 3.6 3.6 3.5 3.5 3.5 3.3 3.2 1.2 1.0 1.1 0.7 0.9 0.5 0.5 0.5 0.4 0.1 0.7 0.5 0.4 0.4 0.4 0.2 0.3 -0.3 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 Total Retail Banking - Brazil Whosale Banking - Brazil Latin America ex-Brazil page 63

Provision for Loan Losses and NPL Creation by Segment Retail Banking - Brazil R$ billion 113% 107% 108% 108% 104% 104% 99% 100% 89% 4.5 3.7 3.5 3.6 4.2 3.9 4.3 3.5 3.3 3.5 3.5 4.0 3.2 3.6 3.2 3.2 3.5 3.7 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 Wholesale Banking - Brazil R$ billion 230% 48% 34% -26% -29% -53% -87% -66% -119% 1.1 1.2 0.1 0.5 0.5 1.0 0.7 0.2 0.2 0.4 0.2 0.4 -0.3 -0.3 -0.3 -0.4 -0.4 -0.2 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 Latin America ex–Brazil R$ billion 138% 128% 130% 133% 136% 97% 114% 79% 75% 0.5 0.5 0.7 0.5 0.6 0.7 0.6 0.5 0.5 0.4 0.4 0.3 0.5 0.4 0.6 0.4 0.6 0.9 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 Total R$ billion 113% 102% 98% 93% 93% 85% 83% 82% 79% 4.3 4.4 4.5 4.4 5.0 5.0 3.8 4.4 4.2 5.1 4.4 4.7 4.9 5.3 4.1 4.3 3.9 3.8 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 Provision for Loan Losses NPL Creation Provision for Loan Losses / NPL Creation page 64Provision for Loan Losses and NPL Creation by Segment Retail Banking - Brazil R$ billion 113% 107% 108% 108% 104% 104% 99% 100% 89% 4.5 3.7 3.5 3.6 4.2 3.9 4.3 3.5 3.3 3.5 3.5 4.0 3.2 3.6 3.2 3.2 3.5 3.7 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 Wholesale Banking - Brazil R$ billion 230% 48% 34% -26% -29% -53% -87% -66% -119% 1.1 1.2 0.1 0.5 0.5 1.0 0.7 0.2 0.2 0.4 0.2 0.4 -0.3 -0.3 -0.3 -0.4 -0.4 -0.2 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 Latin America ex–Brazil R$ billion 138% 128% 130% 133% 136% 97% 114% 79% 75% 0.5 0.5 0.7 0.5 0.6 0.7 0.6 0.5 0.5 0.4 0.4 0.3 0.5 0.4 0.6 0.4 0.6 0.9 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 Total R$ billion 113% 102% 98% 93% 93% 85% 83% 82% 79% 4.3 4.4 4.5 4.4 5.0 5.0 3.8 4.4 4.2 5.1 4.4 4.7 4.9 5.3 4.1 4.3 3.9 3.8 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 Provision for Loan Losses NPL Creation Provision for Loan Losses / NPL Creation page 64

Loan Portfolio Evolution by Risk Level Brazil 1 Consolidated Total Allowance for Loan Losses (R$ million) 30,480 28,249 29,613 35,496 33,091 34,477 Loan Portfolio by Risk Level 42.9% 43.0% 42.8% 44.0% 44.5% 44.6% 34.8% 33.6% 32.4% 38.1% 37.5% 36.7% 9.8% 9.1% 9.8% 4.9% 6.2% 6.0% 4.0% 4.4% 4.4% 4.8% 5.5% 5.0% 9.9% 8.7% 8.8% 8.4% 7.6% 7.7% Sep-18 Jun-19 Sep-19 Sep-18 Jun-19 Sep-19 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 65Loan Portfolio Evolution by Risk Level Brazil 1 Consolidated Total Allowance for Loan Losses (R$ million) 30,480 28,249 29,613 35,496 33,091 34,477 Loan Portfolio by Risk Level 42.9% 43.0% 42.8% 44.0% 44.5% 44.6% 34.8% 33.6% 32.4% 38.1% 37.5% 36.7% 9.8% 9.1% 9.8% 4.9% 6.2% 6.0% 4.0% 4.4% 4.4% 4.8% 5.5% 5.0% 9.9% 8.7% 8.8% 8.4% 7.6% 7.7% Sep-18 Jun-19 Sep-19 Sep-18 Jun-19 Sep-19 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 65

Renegotiated Loan Operations Total Renegotiated Portfolio | Breakdown by Days Overdue R$ billion Brazil 1 Days overdue: measured at the moment of 24.5 24.4 25.5 25.2 25.7 25.2 25.4 24.7 26.0 renegotiation 28.4 26.4 27.9 27.6 27.5 26.4 27.6 27.3 26.9 Latin America 2 2.5 2.0 2.2 2.3 2.1 2.3 2.3 1.9 2.0 2.0 1.8 1.9 1.8 1.8 1.8 When Written-off as a Loss 1.3 1.9 1.9 7.6 7.3 8.4 8.7 8.0 8.2 8.5 7.7 7.8 When over 90 days overdue 4.8 4.9 5.1 4.9 5.2 5.9 5.2 5.9 5.9 When 31-90 days overdue 1.4 1.3 1.4 1.4 1.3 1.2 1.2 1.3 1.3 When up to 30 days overdue 9.8 9.9 9.0 9.2 8.5 8.8 8.2 7.6 7.7 When non-overdue Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 Allowance for Loan Losses for Renegotiated Loans Portfolio 90-day NPL of Renegotiated Loans Portfolio R$ billion R$ billion 41.4% 41.4% 40.9% 40.8% 40.2% 40.3% 39.9% 39.5% 39.2% 19.1% 17.9% 17.5% 17.2% 16.5% 16.8% 16.8% 15.7% 15.0% 28.4 27.6 27.5 27.9 27.3 27.6 26.9 26.4 26.4 5.3 4.9 4.7 4.8 4.6 4.4 4.6 4.4 4.1 11.4 10.6 10.8 11.1 11.0 11.4 11.3 11.2 10.6 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 Total Renegotiated Loans Portfolio 90-day NPL Allowance for Loan Losses for Renegotiated Loans Portfolio Renegotiated Loans Portfolio Total of Renegotiated Loans Portfolio 90-day NPL Ratio Allowance for Loan Losses for Renegotiated Loans Portfolio/ Renegotiated Loans Portfolio (1) Includes units abroad ex-Latin America; (2) Excludes Brazil. page 66Renegotiated Loan Operations Total Renegotiated Portfolio | Breakdown by Days Overdue R$ billion Brazil 1 Days overdue: measured at the moment of 24.5 24.4 25.5 25.2 25.7 25.2 25.4 24.7 26.0 renegotiation 28.4 26.4 27.9 27.6 27.5 26.4 27.6 27.3 26.9 Latin America 2 2.5 2.0 2.2 2.3 2.1 2.3 2.3 1.9 2.0 2.0 1.8 1.9 1.8 1.8 1.8 When Written-off as a Loss 1.3 1.9 1.9 7.6 7.3 8.4 8.7 8.0 8.2 8.5 7.7 7.8 When over 90 days overdue 4.8 4.9 5.1 4.9 5.2 5.9 5.2 5.9 5.9 When 31-90 days overdue 1.4 1.3 1.4 1.4 1.3 1.2 1.2 1.3 1.3 When up to 30 days overdue 9.8 9.9 9.0 9.2 8.5 8.8 8.2 7.6 7.7 When non-overdue Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 Allowance for Loan Losses for Renegotiated Loans Portfolio 90-day NPL of Renegotiated Loans Portfolio R$ billion R$ billion 41.4% 41.4% 40.9% 40.8% 40.2% 40.3% 39.9% 39.5% 39.2% 19.1% 17.9% 17.5% 17.2% 16.5% 16.8% 16.8% 15.7% 15.0% 28.4 27.6 27.5 27.9 27.3 27.6 26.9 26.4 26.4 5.3 4.9 4.7 4.8 4.6 4.4 4.6 4.4 4.1 11.4 10.6 10.8 11.1 11.0 11.4 11.3 11.2 10.6 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 Total Renegotiated Loans Portfolio 90-day NPL Allowance for Loan Losses for Renegotiated Loans Portfolio Renegotiated Loans Portfolio Total of Renegotiated Loans Portfolio 90-day NPL Ratio Allowance for Loan Losses for Renegotiated Loans Portfolio/ Renegotiated Loans Portfolio (1) Includes units abroad ex-Latin America; (2) Excludes Brazil. page 66

Credit Quality | Individuals Loan-to-Value Credit Cards Portfolio in Sep-19 Vehicles and Mortgage | Vintages 60.6% 59.7% 9.9% 58.5% 57.9% 58.1% 57.2% 20.6% 9.6% 9.7% 80.5% 69.8% Itaú Unibanco Brazilian Financial System Sep-18 Jun-19 Sep-19 excluding Itaú Unibanco Transactor¹ Installment with Interest Revolving Credit + Overdue Loans² Vehicles Mortgage Loans Composition of the Payroll Loans Portfolio Change in the Mix of the Individuals Portfolio in Brazil in Sep-19 9.0% 21.6% 12.0% 13% Payroll Loans 19.6% 8% 34.1% Mortgage Loans 7.9% Vehicles 14.6% 17.8% Personal Loans 79% Credit Card 36.4% 27.0% Private Sector Public Sector INSS Dec-12 Sep-19 (1) Includes installment without interest; (2) Includes nonperforming loans more than 1 day overdue. page 67Credit Quality | Individuals Loan-to-Value Credit Cards Portfolio in Sep-19 Vehicles and Mortgage | Vintages 60.6% 59.7% 9.9% 58.5% 57.9% 58.1% 57.2% 20.6% 9.6% 9.7% 80.5% 69.8% Itaú Unibanco Brazilian Financial System Sep-18 Jun-19 Sep-19 excluding Itaú Unibanco Transactor¹ Installment with Interest Revolving Credit + Overdue Loans² Vehicles Mortgage Loans Composition of the Payroll Loans Portfolio Change in the Mix of the Individuals Portfolio in Brazil in Sep-19 9.0% 21.6% 12.0% 13% Payroll Loans 19.6% 8% 34.1% Mortgage Loans 7.9% Vehicles 14.6% 17.8% Personal Loans 79% Credit Card 36.4% 27.0% Private Sector Public Sector INSS Dec-12 Sep-19 (1) Includes installment without interest; (2) Includes nonperforming loans more than 1 day overdue. page 67

Banking Fee Revenues and Result from Insurance, Pension Plans and Premium Bonds 3 In R$ bilhões 3Q19 2Q19 D 3Q18 D 9M19 9M18 D Assets Under Administration Credit and Debit Cards 3.2 3 .2 0.1% 3 .4 -5.5% 9.7 10.0 -3.0% In R$ billions Card Issuance 2.3 2 .2 1.5% 2.2 2.7% 6.7 6.3 6.1% 20.8% Acquiring 0.9 1.0 -3.3% 1.2 -20.8% 3.0 3.7 -18.5% 1,290 Current Account Services 1.9 1.8 3.2% 1.8 3.1% 5 .6 5.5 1.7% 1,068 Open Platform 172 Asset Management ¹ 1.4 1.3 8.3% 1.1 28.7% 3.7 3.2 16.5% 114 50.7% Advisory Services and Brokerage 0 .7 0.6 14.1% 0.3 150.4% 1.7 1.0 65.3% 1,118 Credit Operations and Guarantees Provided 0.6 0 .7 -8.3% 0.6 0.1% 1.9 1.9 -1.9% 954 Traditional Collection Services 0.5 0.5 2.0% 0.5 5.6% 1.5 1.4 2.9% Other 0.3 0.3 6.2% 0.2 18.2% 0.8 0.8 4.0% 17.2% Latin America (ex-Brazil) 0 .7 0 .7 -2.8% 0 .7 -4.6% 2 .2 2.1 2.0% Sep-18 Sep-19 Commissions and Fees 9.3 9.1 2.2% 8.6 7.3% 27.0 25.9 4.1% Result from Insurance Operations ² 1.6 1.7 -6.0% 1.5 3.6% 4 .9 4.8 1.9% Total 10.8 1 0.7 1.0% 10.2 6.8% 31.8 30.7 3.8% Total Payment Volume (TPV) - Cards In R$ billions Issuer Acquiring Current Account Holders 15.3% 11.6% Annual increase in the number 9% of Individuals account holders. 379 346 329 310 9M18 9M19 9M18 9M19 (1) Includes fund management fees and consortia management fees; (2) Result from Insurance includes the Revenues from Insurance, Pension Plan and Premium Bonds Operations net of Retained Claims and Selling Expenses; (3) Does not include Latin America (ex-Brazil). pg. 68Banking Fee Revenues and Result from Insurance, Pension Plans and Premium Bonds 3 In R$ bilhões 3Q19 2Q19 D 3Q18 D 9M19 9M18 D Assets Under Administration Credit and Debit Cards 3.2 3 .2 0.1% 3 .4 -5.5% 9.7 10.0 -3.0% In R$ billions Card Issuance 2.3 2 .2 1.5% 2.2 2.7% 6.7 6.3 6.1% 20.8% Acquiring 0.9 1.0 -3.3% 1.2 -20.8% 3.0 3.7 -18.5% 1,290 Current Account Services 1.9 1.8 3.2% 1.8 3.1% 5 .6 5.5 1.7% 1,068 Open Platform 172 Asset Management ¹ 1.4 1.3 8.3% 1.1 28.7% 3.7 3.2 16.5% 114 50.7% Advisory Services and Brokerage 0 .7 0.6 14.1% 0.3 150.4% 1.7 1.0 65.3% 1,118 Credit Operations and Guarantees Provided 0.6 0 .7 -8.3% 0.6 0.1% 1.9 1.9 -1.9% 954 Traditional Collection Services 0.5 0.5 2.0% 0.5 5.6% 1.5 1.4 2.9% Other 0.3 0.3 6.2% 0.2 18.2% 0.8 0.8 4.0% 17.2% Latin America (ex-Brazil) 0 .7 0 .7 -2.8% 0 .7 -4.6% 2 .2 2.1 2.0% Sep-18 Sep-19 Commissions and Fees 9.3 9.1 2.2% 8.6 7.3% 27.0 25.9 4.1% Result from Insurance Operations ² 1.6 1.7 -6.0% 1.5 3.6% 4 .9 4.8 1.9% Total 10.8 1 0.7 1.0% 10.2 6.8% 31.8 30.7 3.8% Total Payment Volume (TPV) - Cards In R$ billions Issuer Acquiring Current Account Holders 15.3% 11.6% Annual increase in the number 9% of Individuals account holders. 379 346 329 310 9M18 9M19 9M18 9M19 (1) Includes fund management fees and consortia management fees; (2) Result from Insurance includes the Revenues from Insurance, Pension Plan and Premium Bonds Operations net of Retained Claims and Selling Expenses; (3) Does not include Latin America (ex-Brazil). pg. 68

Retail - Merchant Acquiring | REDE Debit Card Transaction Volume Credit Card Transaction Volume R$ million R$ million 81,136 46,057 76,636 74,095 72,877 42,242 70,376 69,425 40,128 39,959 38,711 38,873 65,915 63,558 63,345 35,818 35,595 32,234 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 Service Revenues from Acquiring Numbers R$ million % growth 1,433 1,399 1,281 1,252 3Q19 x 3Q18 1,226 1,177 1,106 POS number 1.5 million 28.9% 964 932 Purchase volume R$ 118.9 billion 8.8% 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 page 69Retail - Merchant Acquiring | REDE Debit Card Transaction Volume Credit Card Transaction Volume R$ million R$ million 81,136 46,057 76,636 74,095 72,877 42,242 70,376 69,425 40,128 39,959 38,711 38,873 65,915 63,558 63,345 35,818 35,595 32,234 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 Service Revenues from Acquiring Numbers R$ million % growth 1,433 1,399 1,281 1,252 3Q19 x 3Q18 1,226 1,177 1,106 POS number 1.5 million 28.9% 964 932 Purchase volume R$ 118.9 billion 8.8% 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 page 69

Insurance, Pension Plan and Premium Bonds D D D In R$ millions 3Q19 2Q19 3Q18 9M19 9M18 Earned Premiums 1,105 1,075 2.9% 1,025 7.8% 3,232 3,011 7.4% Revenues from Pension Plan 57 117 -51.6% 70 -18.4% 231 350 -33.8% Revenues from Premium Bonds 113 107 5.7% 105 7.9% 322 336 -4.2% Managerial Financial Margin (41) (0) - 15 - 52 212 -75.5% Commissions and Fees 556 515 7.9% 518 7.2% 1,561 1,523 2.5% Earnings of Affiliates 129 164 -21.0% 126 3.1% 417 324 28.4% Revenues from Insurance, Pension Plan and 1,920 1,978 -3.0% 1,858 3.3% 5,815 5,756 1.0% Premium Bonds Retained Claims (338) (297) 13.9% (320) 5.9% (935) (934) 0.1% Insurance Selling Expenses (6) (6) 6.7% (18) -67.4% (23) (55) -57.6% Result from Insurance, Pension Plan and 1,575 1,675 -6.0% 1,521 3.6% 4,857 4,767 1.9% Premium Bonds Recurring Net Income 627 680 -7.8% 591 6.2% 1,968 1,910 3.0% Insurance Combined Ratio 64.7% 61.5% 320 bps 63.9% 80 bps 63.8% 63.5% 30 bps Result from Insurance, Pension Plan and Premium Bonds R$ million 1,711 1,675 1,645 1,607 1,602 1,590 1,575 1,521 1,487 6.2% 5.9% 5.9% 5.8% 5.7% 5.6% 5.6% 5.5% 5.3% 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 1 Result from Insurance, Pension Plan and Premium Bonds Operations Result/Operating Revenues (1) Operating Revenues including the Result from Insurance, Pension Plan and Premium Bonds Operations net of retained claims and selling expenses. page 70Insurance, Pension Plan and Premium Bonds D D D In R$ millions 3Q19 2Q19 3Q18 9M19 9M18 Earned Premiums 1,105 1,075 2.9% 1,025 7.8% 3,232 3,011 7.4% Revenues from Pension Plan 57 117 -51.6% 70 -18.4% 231 350 -33.8% Revenues from Premium Bonds 113 107 5.7% 105 7.9% 322 336 -4.2% Managerial Financial Margin (41) (0) - 15 - 52 212 -75.5% Commissions and Fees 556 515 7.9% 518 7.2% 1,561 1,523 2.5% Earnings of Affiliates 129 164 -21.0% 126 3.1% 417 324 28.4% Revenues from Insurance, Pension Plan and 1,920 1,978 -3.0% 1,858 3.3% 5,815 5,756 1.0% Premium Bonds Retained Claims (338) (297) 13.9% (320) 5.9% (935) (934) 0.1% Insurance Selling Expenses (6) (6) 6.7% (18) -67.4% (23) (55) -57.6% Result from Insurance, Pension Plan and 1,575 1,675 -6.0% 1,521 3.6% 4,857 4,767 1.9% Premium Bonds Recurring Net Income 627 680 -7.8% 591 6.2% 1,968 1,910 3.0% Insurance Combined Ratio 64.7% 61.5% 320 bps 63.9% 80 bps 63.8% 63.5% 30 bps Result from Insurance, Pension Plan and Premium Bonds R$ million 1,711 1,675 1,645 1,607 1,602 1,590 1,575 1,521 1,487 6.2% 5.9% 5.9% 5.8% 5.7% 5.6% 5.6% 5.5% 5.3% 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 1 Result from Insurance, Pension Plan and Premium Bonds Operations Result/Operating Revenues (1) Operating Revenues including the Result from Insurance, Pension Plan and Premium Bonds Operations net of retained claims and selling expenses. page 70

Insurance Operations Earned Premiums Breakdown Retained Claims Breakdown R$ million R$ million 320 294 299 297 338 1,025 1,045 1,052 1,075 1,105 9.2% 9.3% 10.7% 10.4% 11.6% 24.5% 26.1% 29.2% 9.6% 9.4% 32.6% 34.5% 9.5% 9.7% 9.2% 1.4% 1.4% 1.4% 1.5% 1.6% 4.2% 4.9% 1.1% 17.3% 17.6% 3.8% 16.7% 15.7% 16.2% 0.8% 2.4% 10.6% 5.6% 1.4% 10.1% 1.6% 10.9% 9.1% 10.0% 14.5% 14.7% 15.1% 15.5% 15.6% 13.2% 14.2% 13.4% 9.7% 13.2% 47.3% 47.2% 46.8% 47.0% 46.4% 46.7% 43.8% 41.9% 41.3% 39.6% 3Q18 4Q18 1Q19 2Q19 3Q19 3Q18 4Q18 1Q19 2Q19 3Q19 Life and Personal Accidents Protected Card Credit Life Property risk Mortgage Other Life and Personal Accidents Protected Card Credit Life Property risk Mortgage Other Combined Ratio1 61.1% 59.9% 59.4% 59.2% 59.6% 57.6% 57.8% 56.4% 56.3% 55.4% 51.8% 51.2% 50.5% 68.2% 69.0% 65.4% 66.1% 64.9% 65.1% 64.7% 64.2% 63.9% 61.5% 60.4% 59.2% 55.1% 3Q16 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 Combined Ratio Combined Ratio Ampliado (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 71Insurance Operations Earned Premiums Breakdown Retained Claims Breakdown R$ million R$ million 320 294 299 297 338 1,025 1,045 1,052 1,075 1,105 9.2% 9.3% 10.7% 10.4% 11.6% 24.5% 26.1% 29.2% 9.6% 9.4% 32.6% 34.5% 9.5% 9.7% 9.2% 1.4% 1.4% 1.4% 1.5% 1.6% 4.2% 4.9% 1.1% 17.3% 17.6% 3.8% 16.7% 15.7% 16.2% 0.8% 2.4% 10.6% 5.6% 1.4% 10.1% 1.6% 10.9% 9.1% 10.0% 14.5% 14.7% 15.1% 15.5% 15.6% 13.2% 14.2% 13.4% 9.7% 13.2% 47.3% 47.2% 46.8% 47.0% 46.4% 46.7% 43.8% 41.9% 41.3% 39.6% 3Q18 4Q18 1Q19 2Q19 3Q19 3Q18 4Q18 1Q19 2Q19 3Q19 Life and Personal Accidents Protected Card Credit Life Property risk Mortgage Other Life and Personal Accidents Protected Card Credit Life Property risk Mortgage Other Combined Ratio1 61.1% 59.9% 59.4% 59.2% 59.6% 57.6% 57.8% 56.4% 56.3% 55.4% 51.8% 51.2% 50.5% 68.2% 69.0% 65.4% 66.1% 64.9% 65.1% 64.7% 64.2% 63.9% 61.5% 60.4% 59.2% 55.1% 3Q16 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 Combined Ratio Combined Ratio Ampliado (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 71

Pension Plan Segment Technical Provisions Focus on Client Experience R$ billion 7 Reasons to Invest 208.9 204.8 200.4 Plan your retirement 196.6 1 190.0 Pay your future health expenses 2 Invest in your kids’ education 3 Plan your taxes expenses 4 3Q18 4Q18 1Q19 2Q19 3Q19 Improve your investment return 5 Technical Provisions by Product R$ billion Flexibility to change pension plan 6 7.3 Traditional Succession planning 7 43.5 Concept 1,3,6,9: How much do the client have to save to enjoy a peaceful retirement? R$208.9 PGBL billion Years of salary accumulated Age 158.1 135 345 VGBL 655 965 3Q19 page 72Pension Plan Segment Technical Provisions Focus on Client Experience R$ billion 7 Reasons to Invest 208.9 204.8 200.4 Plan your retirement 196.6 1 190.0 Pay your future health expenses 2 Invest in your kids’ education 3 Plan your taxes expenses 4 3Q18 4Q18 1Q19 2Q19 3Q19 Improve your investment return 5 Technical Provisions by Product R$ billion Flexibility to change pension plan 6 7.3 Traditional Succession planning 7 43.5 Concept 1,3,6,9: How much do the client have to save to enjoy a peaceful retirement? R$208.9 PGBL billion Years of salary accumulated Age 158.1 135 345 VGBL 655 965 3Q19 page 72

Non-interest Expenses In R$ billions 3Q19 2Q19 D 3Q18 D 9M19 9M18 D Voluntary Severance Program Personnel Expenses (5.6) (5.5) 1.6% (5.4) 4.2% (16.5) (15.7) 5.1% Administrative Expenses (4.2) (4.2) -1.5% (4.2) -0.1% (12.5) ( 12.2) 2.5% ~ 3.5 thousand employees adhered Operating Expenses (1.3) (1.2) 10.3% (1.3) 2.8% (3.6) (3.7) -2.8% out of ~7 thousand eligible employees Other Tax Expenses ¹ (0.1) ( 0.1) -11.7% (0.1) 1.9% (0.3) (0.2) 10.0% Latin America (ex-Brazil) ² ( 1.6) ( 1.6) -0.4% (1.7) -6.4% (4.8) (4.8) 0.0% Despesas não recorrentes de R$2,4 bilhões antes de impostos Total (12.8) (12.7) 1.0% (12.6) 1.2% (37.6) (36.6) 2.8% 3,4 5 Branches and Client Service Branches Number of Employees 100,631 100,756 99,914 100,335 99,332 99,661 98,446 97,865 96,764 94,779 13,101 12,968 13,681 13,193 12,908 13,223 12,738 13,672 12,694 13,260 758 577 585 549 566 5,365 712 572 547 534 5,279 648 5,103 4,981 4,940 4,934 4,904 4,917 4,722 31 4,704 94 135 160 160 173 195 195 196 196 3,941 3,821 3,653 86,192 86,144 87,070 86,801 86,204 85,537 85,161 3,591 83,481 83,536 3,531 3,531 3,530 3,527 80,871 3,332 3,330 852 824 766 703 697 700 703 691 686 675 541 540 549 527 516 513 512 521 508 503 Dec-14 Dec-15 Dec-16 Dec-17 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 Dec-14 Dec-15 Dec-16 Dec-17 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 Brazil Abroad (ex-Latin America) Latin America Branches + CSB (Latin America ex-Brazil) CSB - Brazil Brick and Mortar Branches - Brazil Digital Branches - Brazil (1) Includes IPTU, IPVA, IOF and other. Does not include PIS, Cofins and ISS; (2) Does not consider overhead allocation; (3) Includes IBBA representative offices abroad; (4) Includes Banco Itaú BBA, Banco Itaú Argentina and companies in Chile, Colombia, Uruguay, Panama and Paraguay; (5) For companies under our control, 100% of the total number of employees is considered. No employees are considered for companies not controlled by us. page 73Non-interest Expenses In R$ billions 3Q19 2Q19 D 3Q18 D 9M19 9M18 D Voluntary Severance Program Personnel Expenses (5.6) (5.5) 1.6% (5.4) 4.2% (16.5) (15.7) 5.1% Administrative Expenses (4.2) (4.2) -1.5% (4.2) -0.1% (12.5) ( 12.2) 2.5% ~ 3.5 thousand employees adhered Operating Expenses (1.3) (1.2) 10.3% (1.3) 2.8% (3.6) (3.7) -2.8% out of ~7 thousand eligible employees Other Tax Expenses ¹ (0.1) ( 0.1) -11.7% (0.1) 1.9% (0.3) (0.2) 10.0% Latin America (ex-Brazil) ² ( 1.6) ( 1.6) -0.4% (1.7) -6.4% (4.8) (4.8) 0.0% Despesas não recorrentes de R$2,4 bilhões antes de impostos Total (12.8) (12.7) 1.0% (12.6) 1.2% (37.6) (36.6) 2.8% 3,4 5 Branches and Client Service Branches Number of Employees 100,631 100,756 99,914 100,335 99,332 99,661 98,446 97,865 96,764 94,779 13,101 12,968 13,681 13,193 12,908 13,223 12,738 13,672 12,694 13,260 758 577 585 549 566 5,365 712 572 547 534 5,279 648 5,103 4,981 4,940 4,934 4,904 4,917 4,722 31 4,704 94 135 160 160 173 195 195 196 196 3,941 3,821 3,653 86,192 86,144 87,070 86,801 86,204 85,537 85,161 3,591 83,481 83,536 3,531 3,531 3,530 3,527 80,871 3,332 3,330 852 824 766 703 697 700 703 691 686 675 541 540 549 527 516 513 512 521 508 503 Dec-14 Dec-15 Dec-16 Dec-17 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 Dec-14 Dec-15 Dec-16 Dec-17 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 Brazil Abroad (ex-Latin America) Latin America Branches + CSB (Latin America ex-Brazil) CSB - Brazil Brick and Mortar Branches - Brazil Digital Branches - Brazil (1) Includes IPTU, IPVA, IOF and other. Does not include PIS, Cofins and ISS; (2) Does not consider overhead allocation; (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 73

Efficiency Ratio and Risk-Adjusted Efficiency Ratio 65.7 61.3 63.3 61.4 60.8 61.0 61.7 60.9 60.9 48.8 49.2 48.7 45.5 47.3 47.1 45.9 46.3 46.2 65.0 64.2 63.3 62.7 61.2 61.2 61.2 62.2 61.2 47.6 47.7 47.0 47.4 47.7 47.5 46.4 46.6 45.3 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 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 74Efficiency Ratio and Risk-Adjusted Efficiency Ratio 65.7 61.3 63.3 61.4 60.8 61.0 61.7 60.9 60.9 48.8 49.2 48.7 45.5 47.3 47.1 45.9 46.3 46.2 65.0 64.2 63.3 62.7 61.2 61.2 61.2 62.2 61.2 47.6 47.7 47.0 47.4 47.7 47.5 46.4 46.6 45.3 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 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 74

Balance Sheet – Assets and Liabilities R$ million Assets 3Q19 2Q19 3Q18 D'D' Current and Long-term Assets 1,703,925 1,644,066 3.6% 1,578,127 8.0% Cash and Cash Equivalents 27,721 33,242 -16.6% 29,467 -5.9% Short-term Interbank Investments 274,139 284,781 -3.7% 320,965 -14.6% Securities and Derivative Financial Instruments 510,656 473,608 7.8% 428,260 19.2% Interbank and Interbranch Accounts 131,052 134,741 -2.7% 125,987 4.0% Loan, Lease and Other Loan Operations 576,020 552,909 4.2% 530,520 8.6% (Allowance for Loan Losses) (33,467) (31,952) 4.7% (34,227) -2.2% Other Assets 217,805 196,738 10.7% 177,155 22.9% Permanent Assets 34,414 34,312 0.3% 35,034 -1.8% Total Assets 1,738,339 1,678,378 3.6% 1,613,162 7.8% Liabilities 3Q19 2Q19 3Q18 D'D' Current and Long-Term Liabilities 1,597,176 1,537,520 3.9% 1,471,863 8.5% Deposits 490,838 463,259 6.0% 454,552 8.0% Deposits Received under Securities Repurchase Agreements 296,503 316,543 -6.3% 314,575 -5.7% Fund from Acceptances and Issue of Securities 130,883 125,336 4.4% 118,684 10.3% Interbank and Interbranch Accounts 60,317 55,243 9.2% 49,129 22.8% Borrowings and Onlendings 77,770 72,788 6.8% 67,258 15.6% Derivative Financial Instruments 47,441 35,655 33.1% 31,827 49.1% Technical Provisions for Insurance, Pension Plans and Premium Bonds 216,060 211,905 2.0% 196,748 9.8% Other Liabilities 277,364 256,790 8.0% 239,090 16.0% Deferred Income 2,632 2,606 1.0% 2,603 1.1% Minority Interest in Subsidiaries 12,812 12,515 2.4% 13,661 -6.2% Stockholders' Equity 125,719 125,737 0.0% 125,035 0.5% Total Liabilities and Equity 1,738,339 1,678,378 3.6% 1,613,162 7.8% page 75Balance Sheet – Assets and Liabilities R$ million Assets 3Q19 2Q19 3Q18 D'D' Current and Long-term Assets 1,703,925 1,644,066 3.6% 1,578,127 8.0% Cash and Cash Equivalents 27,721 33,242 -16.6% 29,467 -5.9% Short-term Interbank Investments 274,139 284,781 -3.7% 320,965 -14.6% Securities and Derivative Financial Instruments 510,656 473,608 7.8% 428,260 19.2% Interbank and Interbranch Accounts 131,052 134,741 -2.7% 125,987 4.0% Loan, Lease and Other Loan Operations 576,020 552,909 4.2% 530,520 8.6% (Allowance for Loan Losses) (33,467) (31,952) 4.7% (34,227) -2.2% Other Assets 217,805 196,738 10.7% 177,155 22.9% Permanent Assets 34,414 34,312 0.3% 35,034 -1.8% Total Assets 1,738,339 1,678,378 3.6% 1,613,162 7.8% Liabilities 3Q19 2Q19 3Q18 D'D' Current and Long-Term Liabilities 1,597,176 1,537,520 3.9% 1,471,863 8.5% Deposits 490,838 463,259 6.0% 454,552 8.0% Deposits Received under Securities Repurchase Agreements 296,503 316,543 -6.3% 314,575 -5.7% Fund from Acceptances and Issue of Securities 130,883 125,336 4.4% 118,684 10.3% Interbank and Interbranch Accounts 60,317 55,243 9.2% 49,129 22.8% Borrowings and Onlendings 77,770 72,788 6.8% 67,258 15.6% Derivative Financial Instruments 47,441 35,655 33.1% 31,827 49.1% Technical Provisions for Insurance, Pension Plans and Premium Bonds 216,060 211,905 2.0% 196,748 9.8% Other Liabilities 277,364 256,790 8.0% 239,090 16.0% Deferred Income 2,632 2,606 1.0% 2,603 1.1% Minority Interest in Subsidiaries 12,812 12,515 2.4% 13,661 -6.2% Stockholders' Equity 125,719 125,737 0.0% 125,035 0.5% Total Liabilities and Equity 1,738,339 1,678,378 3.6% 1,613,162 7.8% page 75

Total Assets | Evolution and Breakdown 1,738.3 R$ billion 1,649.6 1,503.5 542.6 Loans Portfolio 1 31.2% 432.9 Cash and Cash Equivalents, Interbank Investments and 24.9% Interbank and Interbranch Accounts Securities and Derivatives Financial Instruments 29.4% 510.7 12.5% Other 217.8 2.0% Permanent Assets 34.4 2017 2018 3Q19 Loans Breakdown Securities and Derivatives Breakdown 3.1% Latin America Corporate 8.0% 5.8% 7.3% 8.6% Pension Plans Fund Quotas 27.6% SME's 39.2% Credit Cards Domestic Government Bonds 7.8% 14.5% Mortgage Corporate Securities 14.5% Payroll Loans to Individuals International Government Bonds 18.7% Personal Loans 31.0% 14.0% Derivatives Vehicles (1) Net of Allowance for Loan Losses. page 76Total Assets | Evolution and Breakdown 1,738.3 R$ billion 1,649.6 1,503.5 542.6 Loans Portfolio 1 31.2% 432.9 Cash and Cash Equivalents, Interbank Investments and 24.9% Interbank and Interbranch Accounts Securities and Derivatives Financial Instruments 29.4% 510.7 12.5% Other 217.8 2.0% Permanent Assets 34.4 2017 2018 3Q19 Loans Breakdown Securities and Derivatives Breakdown 3.1% Latin America Corporate 8.0% 5.8% 7.3% 8.6% Pension Plans Fund Quotas 27.6% SME's 39.2% Credit Cards Domestic Government Bonds 7.8% 14.5% Mortgage Corporate Securities 14.5% Payroll Loans to Individuals International Government Bonds 18.7% Personal Loans 31.0% 14.0% Derivatives Vehicles (1) Net of Allowance for Loan Losses. page 76

Total Liabilities | Evolution and Breakdown R$ billion 1,738.3 1,649.6 1,503.5 Deposits, Debentures and Funds from Bills and Structured Operations 582.8 33.5% Certificates Deposits Received under Securities, Repurchase Agreements and Fund 19.3% 1 from Acceptances and Issue of Securities 335.5 2 13.7% Others 237.4 Technical Provisions for Insurance, Pension Plans and Capitalization 12.4% Interbank and Interbranch Accounts, Borrowings and Onlendings and 216.1 10.7% Derivative Financial Instruments 185.5 Stockholder´s Equity 7.2% 125.7 3 Subordinated Debt 3.2% 55.5 2017 2018 3Q19 Deposits Breakdown Deposits (Maturity Breakdown) 0.3% 0-30 16.8% Time deposits 31.9% 31-180 Savings accounts 55.0% 181-365 Demand deposits 54.4% 28.5% 4.8% Interbank and Other Over 365 days 8.2% deposits (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 perpetual subordinate notes since 2018. page 77Total Liabilities | Evolution and Breakdown R$ billion 1,738.3 1,649.6 1,503.5 Deposits, Debentures and Funds from Bills and Structured Operations 582.8 33.5% Certificates Deposits Received under Securities, Repurchase Agreements and Fund 19.3% 1 from Acceptances and Issue of Securities 335.5 2 13.7% Others 237.4 Technical Provisions for Insurance, Pension Plans and Capitalization 12.4% Interbank and Interbranch Accounts, Borrowings and Onlendings and 216.1 10.7% Derivative Financial Instruments 185.5 Stockholder´s Equity 7.2% 125.7 3 Subordinated Debt 3.2% 55.5 2017 2018 3Q19 Deposits Breakdown Deposits (Maturity Breakdown) 0.3% 0-30 16.8% Time deposits 31.9% 31-180 Savings accounts 55.0% 181-365 Demand deposits 54.4% 28.5% 4.8% Interbank and Other Over 365 days 8.2% deposits (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 perpetual subordinate notes since 2018. page 77

Funding • Loan Portfolio mainly funded by domestic client funding • Diversified funding base 3Q19 2Q19 3Q18 In R$ millions, end of periodDD Demand Deposits 82,245 73,352 12.1% 74,817 9.9% Savings Deposits 140,122 137,568 1.9% 132,374 5.9% Time Deposits 267,029 250,521 6.6% 244,247 9.3% Debentures (Linked to Repurchase Agreements and Third Parties’ Operations) 6 ,492 10,426 -37.7% 29,472 -78.0% (1) Funds from Bills and Structured Operations Certificates 85,440 78,824 8.4% 74,358 14.9% 581,328 550,691 5.6% 555,267 4.7% Funding from Clients (A) Onlending 13,246 14,615 -9.4% 19,017 -30.3% Borrowings 64,524 58,174 10.9% 48,240 33.8% Funds from Acceptance and Issuance of Securities 45,443 46,513 -2.3% 44,327 2.5% (2) Other 32,209 29,463 9.3% 30,087 7.1% 736,750 699,455 5.3% 696,938 5.7% Gross Funds raised Portfolio Managed and Investment Fund (B) 1,144,597 1,045,172 9.5% 979,333 16.9% Open Platform (C) 187,134 169,536 10.4% 125,397 49.2% Investment Fund 172,037 155,111 10.9% 114,153 50.7% (3) Other 15,097 14,425 4.7% 11,243 34.3% 2,068,481 1,914,163 8.1% 1,801,668 14.8% Total Funds na Assets Under Administration Funds from Clients (A) + (B) + (C) 1,913,058 1,765,399 8.4% 1,659,997 15.2% (1) Includes funds from Real Estate, Mortgage, Financial, Credit and Similar Notes. (2) Does not include own issued debentures classified as funding. (3) Includes Certificates of Banks Deposits (CDB), Certificates of Agribusiness Receivables (CRA), Certificates of Real Estate Receivables (CRI), Debentures, Agricultural Credit Bonds (LCA) and Real Estate Credit Bonds (LCI). page 78Funding • Loan Portfolio mainly funded by domestic client funding • Diversified funding base 3Q19 2Q19 3Q18 In R$ millions, end of periodDD Demand Deposits 82,245 73,352 12.1% 74,817 9.9% Savings Deposits 140,122 137,568 1.9% 132,374 5.9% Time Deposits 267,029 250,521 6.6% 244,247 9.3% Debentures (Linked to Repurchase Agreements and Third Parties’ Operations) 6 ,492 10,426 -37.7% 29,472 -78.0% (1) Funds from Bills and Structured Operations Certificates 85,440 78,824 8.4% 74,358 14.9% 581,328 550,691 5.6% 555,267 4.7% Funding from Clients (A) Onlending 13,246 14,615 -9.4% 19,017 -30.3% Borrowings 64,524 58,174 10.9% 48,240 33.8% Funds from Acceptance and Issuance of Securities 45,443 46,513 -2.3% 44,327 2.5% (2) Other 32,209 29,463 9.3% 30,087 7.1% 736,750 699,455 5.3% 696,938 5.7% Gross Funds raised Portfolio Managed and Investment Fund (B) 1,144,597 1,045,172 9.5% 979,333 16.9% Open Platform (C) 187,134 169,536 10.4% 125,397 49.2% Investment Fund 172,037 155,111 10.9% 114,153 50.7% (3) Other 15,097 14,425 4.7% 11,243 34.3% 2,068,481 1,914,163 8.1% 1,801,668 14.8% Total Funds na Assets Under Administration Funds from Clients (A) + (B) + (C) 1,913,058 1,765,399 8.4% 1,659,997 15.2% (1) Includes funds from Real Estate, Mortgage, Financial, Credit and Similar Notes. (2) Does not include own issued debentures classified as funding. (3) Includes Certificates of Banks Deposits (CDB), Certificates of Agribusiness Receivables (CRA), Certificates of Real Estate Receivables (CRI), Debentures, Agricultural Credit Bonds (LCA) and Real Estate Credit Bonds (LCI). page 78

Funding Ratio between Loan Portfolio and Funding % Funding (Maturity Breakdown) 96.4% 96.0% 96.9% 94.6% 93.3% 90.8% 91.1% 91.7% 91.8% 79.0% 77.8% 77.5% 78.6% 78.2% 76.1% 73.9% 74.4% 74.5% 181-365 737 Over 365 699 697 691 687 665 667 664 31-180 633 618 7.8% 578 576 566 571 553 553 548 542 544 540 532 531 8.4% 519 515 494 495 468 33.2% 50.6% Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 0-30 Gross Funds raised Funds raised Net from Reserve Required by Brazilian Central Bank and Cash Loan Portfolio Loan Portfolio / Funds raised Net from Reserve Required By Brazilian Central Bank and Cash Loan Portfolio / Gross Funds raised pg. 79Funding Ratio between Loan Portfolio and Funding % Funding (Maturity Breakdown) 96.4% 96.0% 96.9% 94.6% 93.3% 90.8% 91.1% 91.7% 91.8% 79.0% 77.8% 77.5% 78.6% 78.2% 76.1% 73.9% 74.4% 74.5% 181-365 737 Over 365 699 697 691 687 665 667 664 31-180 633 618 7.8% 578 576 566 571 553 553 548 542 544 540 532 531 8.4% 519 515 494 495 468 33.2% 50.6% Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 0-30 Gross Funds raised Funds raised Net from Reserve Required by Brazilian Central Bank and Cash Loan Portfolio Loan Portfolio / Funds raised Net from Reserve Required By Brazilian Central Bank and Cash Loan Portfolio / Gross Funds raised pg. 79

Capital Ratios (BIS) | Prudential Conglomerate 1 3Q19 2Q19 In R$ millions, end of period Core Capital 113,235 115,498 Tier I (Core Capital + Additional Capital) 124,856 126,373 Referential Equity (Tier I and Tier II) 136,755 138,267 Total Risk-weighted Exposure (RWA) 887,513 847,001 CPAD Credit Risk-weighted Assets (RWA ) 759,358 724,300 OPAD Operational Risk-weighted Assets (RWA ) 81,568 81,341 MINT 46,587 41,360 Market Risk-weighted Assets (RWA ) Core Capital Ratio 12.8% 13.6% Tier I Ratio 14.1% 14.9% BIS (Referential Equity / Total Risk-weighted Exposure) 15.4% 16.3% (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 80Capital Ratios (BIS) | Prudential Conglomerate 1 3Q19 2Q19 In R$ millions, end of period Core Capital 113,235 115,498 Tier I (Core Capital + Additional Capital) 124,856 126,373 Referential Equity (Tier I and Tier II) 136,755 138,267 Total Risk-weighted Exposure (RWA) 887,513 847,001 CPAD Credit Risk-weighted Assets (RWA ) 759,358 724,300 OPAD Operational Risk-weighted Assets (RWA ) 81,568 81,341 MINT 46,587 41,360 Market Risk-weighted Assets (RWA ) Core Capital Ratio 12.8% 13.6% Tier I Ratio 14.1% 14.9% BIS (Referential Equity / Total Risk-weighted Exposure) 15.4% 16.3% (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 80

Capital Ratios Full aplication of Basel III rules│ September 30, 2019 rd Payment of R$7.7 billion in complementary dividends on August 23 , 2019. 14.9% 14.1% 0.7% -0.7% -0.2% -0.6% 1.3% 1.3% 13.6% 12.8% Tier I 3Q19 n et income and Additional dividends and IOC Prudential Adjustments RWA Tier I Jun-19 other equity changes Sep-19 Common Equity Tier I (CET I) Additional Tier I (AT1) page 81Capital Ratios Full aplication of Basel III rules│ September 30, 2019 rd Payment of R$7.7 billion in complementary dividends on August 23 , 2019. 14.9% 14.1% 0.7% -0.7% -0.2% -0.6% 1.3% 1.3% 13.6% 12.8% Tier I 3Q19 n et income and Additional dividends and IOC Prudential Adjustments RWA Tier I Jun-19 other equity changes Sep-19 Common Equity Tier I (CET I) Additional Tier I (AT1) page 81

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 82Capital 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 82

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: Total Payout simulation Maintain the practice of paying dividends to keep Tier I Capital at 13.5% under different return and growth scenarios, assuming no acquisitions or change in and interest on own capital at 35% of net capital requirements 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: our capitalization level, the minimum Tier 1 Capital of 13.5% (this ratio must be composed of at least 12% of Core Capital), the profitability in the year, expectations of The percentage to be distributed may change every year based on the company’s profitability and capital capital use and changes in tax legislation. demands, always considering the minimum set forth in the Bylaws. Payout and Shares Buyback Dividend Yield 1 Dividends and IOC 2 89.2% 10 0.0% 22.9 In R$ billions 83.0% 2.0% 80 .0% 12.4% 49.3% 60 .0% Paid Shares Buyback 7.5% 22.4 4.3% 40 .0% 87.2% 70.6% Payout in 2018 20 .0% 45.0% Shares Buyback 0.5 0.0 % 2016 2017 2018 2018 (1) Considers the payout of 89.2% and the average daily closing price in 2018; (2) Dividends and IOC net of taxes. page 83Payout 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: Total Payout simulation Maintain the practice of paying dividends to keep Tier I Capital at 13.5% under different return and growth scenarios, assuming no acquisitions or change in and interest on own capital at 35% of net capital requirements 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: our capitalization level, the minimum Tier 1 Capital of 13.5% (this ratio must be composed of at least 12% of Core Capital), the profitability in the year, expectations of The percentage to be distributed may change every year based on the company’s profitability and capital capital use and changes in tax legislation. demands, always considering the minimum set forth in the Bylaws. Payout and Shares Buyback Dividend Yield 1 Dividends and IOC 2 89.2% 10 0.0% 22.9 In R$ billions 83.0% 2.0% 80 .0% 12.4% 49.3% 60 .0% Paid Shares Buyback 7.5% 22.4 4.3% 40 .0% 87.2% 70.6% Payout in 2018 20 .0% 45.0% Shares Buyback 0.5 0.0 % 2016 2017 2018 2018 (1) Considers the payout of 89.2% and the average daily closing price in 2018; (2) Dividends and IOC net of taxes. page 83

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 84Ratings 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 84

Digital Transformation 5Digital Transformation 5

Digital Strategy | Customer needs Does not want to waste time in traffic MOBILITY Wants access to Customers nice and easy LEISURE entertainment expectations have changed. Needs to communicate with his/her network They demand high-quality COMMUNICATION anytime, anywhere experiences rather than just products and services. Seeks to have new experiences and convenience TRAVEL while traveling FULL SERVICE CONSUMING MUSIC Seeks intelligent and integrated solutions Wants as many product Wants to listen to (super apps) to make options as possible to their favorite albuns everyday life easier choose from when anytime, anywhere necessary page 86Digital Strategy | Customer needs Does not want to waste time in traffic MOBILITY Wants access to Customers nice and easy LEISURE entertainment expectations have changed. Needs to communicate with his/her network They demand high-quality COMMUNICATION anytime, anywhere experiences rather than just products and services. Seeks to have new experiences and convenience TRAVEL while traveling FULL SERVICE CONSUMING MUSIC Seeks intelligent and integrated solutions Wants as many product Wants to listen to (super apps) to make options as possible to their favorite albuns everyday life easier choose from when anytime, anywhere necessary page 86

Digital Strategy | Customer ownership is the new rule Continuously listen to Respect customer customers and follow up privacy to get their feedback Motivate employees Act proactively to to stay engaged anticipate needs Build customer empathy Adapt to customer demands into processes and policies and circumstances in real time Act systematically to improve customer experience What really matters is to have the customer in the center of everything we do page 87Digital Strategy | Customer ownership is the new rule Continuously listen to Respect customer customers and follow up privacy to get their feedback Motivate employees Act proactively to to stay engaged anticipate needs Build customer empathy Adapt to customer demands into processes and policies and circumstances in real time Act systematically to improve customer experience What really matters is to have the customer in the center of everything we do page 87

Digital Strategy | How to achieve customer ownership? Innovators Incumbents X Challenge: change Challenge: scale “Incumbents must find innovation before innovators find distribution” page 88Digital Strategy | How to achieve customer ownership? Innovators Incumbents X Challenge: change Challenge: scale “Incumbents must find innovation before innovators find distribution” page 88

Digital Strategy | What is Itaú Unibanco doing to achieve customer ownership? Bulding digital capabilities on top of major strenghts. Leverage Develop + The capability to continuously transform Lots of data Large customer base + speed to extend our digital offer value proposition addressing A full range of products and services deep knowledge of customer real customer needs page 89Digital Strategy | What is Itaú Unibanco doing to achieve customer ownership? Bulding digital capabilities on top of major strenghts. Leverage Develop + The capability to continuously transform Lots of data Large customer base + speed to extend our digital offer value proposition addressing A full range of products and services deep knowledge of customer real customer needs page 89

Speed to extend our digital offer (10x) + speed to extend our digital offer 10x 2x Methodologies CI/CD Processes Business + tech Test automation integration Delivery Technologies using AI (digital channels) Cloud Communities Legacy modernization Business + tech Agile and Analytics Cubo integration (all design Ops (innovation Delivery Communities) thinking ecosystem) 2010 2018 page 90Speed to extend our digital offer (10x) + speed to extend our digital offer 10x 2x Methodologies CI/CD Processes Business + tech Test automation integration Delivery Technologies using AI (digital channels) Cloud Communities Legacy modernization Business + tech Agile and Analytics Cubo integration (all design Ops (innovation Delivery Communities) thinking ecosystem) 2010 2018 page 90

Working model | Digital-oriented organization + speed to extend our digital offer DELIVERY COMMUNITIES Customer TRADITIONAL MODERN centricity Moving from command and control to autonomy means User Experience Project management Continuous evolution of Technology managing and execution our digital solutions the Product organization BUSINESS + TECHNOLOGY in a new way. PLATFORMS IN CONTINUOUS EVOLUTION Delivery Team People move with each Stable teams working organization communities new project in collaboration are ruled by agile and lean Value principles. Months/years Weeks capture Customer After solution Constant iterations and involvement is reached continuous feedback Business Business Business Business obj. 1 obj. 2 obj. 3 obj. 4 Working Waterfall Agile, lean and method Data design thinking science Operations page 91Working model | Digital-oriented organization + speed to extend our digital offer DELIVERY COMMUNITIES Customer TRADITIONAL MODERN centricity Moving from command and control to autonomy means User Experience Project management Continuous evolution of Technology managing and execution our digital solutions the Product organization BUSINESS + TECHNOLOGY in a new way. PLATFORMS IN CONTINUOUS EVOLUTION Delivery Team People move with each Stable teams working organization communities new project in collaboration are ruled by agile and lean Value principles. Months/years Weeks capture Customer After solution Constant iterations and involvement is reached continuous feedback Business Business Business Business obj. 1 obj. 2 obj. 3 obj. 4 Working Waterfall Agile, lean and method Data design thinking science Operations page 91

Technology platform | Legacy modernization + speed to extend our digital offer Microservices advantages: • Scalability and flexibility Benefits of • More frequent deliveries • Availability modernization • Time-to-money reduction • Cost and lock-in reduction Batch processing architecture Event-driven • Digital, customer-centric technology ONLINE BATCH SYSTEMS • Operational risk reduction Managerial SYSTEMS Managerial • Enabling open banking Accounting Accounting We are also employing • Payments Receivables external platforms to speed up • Credit card Receivables the delivery of news solutions • Current account (products and services) Data Lake Data Lake page 92Technology platform | Legacy modernization + speed to extend our digital offer Microservices advantages: • Scalability and flexibility Benefits of • More frequent deliveries • Availability modernization • Time-to-money reduction • Cost and lock-in reduction Batch processing architecture Event-driven • Digital, customer-centric technology ONLINE BATCH SYSTEMS • Operational risk reduction Managerial SYSTEMS Managerial • Enabling open banking Accounting Accounting We are also employing • Payments Receivables external platforms to speed up • Credit card Receivables the delivery of news solutions • Current account (products and services) Data Lake Data Lake page 92

Technology platform | Cloud + speed to extend our digital offer Technology tools that support our working model. Cloud Why is cloud computing important to us? more 8x • Time-to-money reduction solutions • Application modernization in cloud • Cost efficiency • Operational risk reduction 2017 2018 • Access to public cloud tools 2018 2019 Until 2021 50% of financial benefit 70% of projects Cloud computing expected to be used in the have cloud solutions. projects main interfaces with customers. At least one used cloud solutions. Multi-cloud in at least 3 providers. public cloud provider used. Access to tools that add value for customers page 93Technology platform | Cloud + speed to extend our digital offer Technology tools that support our working model. Cloud Why is cloud computing important to us? more 8x • Time-to-money reduction solutions • Application modernization in cloud • Cost efficiency • Operational risk reduction 2017 2018 • Access to public cloud tools 2018 2019 Until 2021 50% of financial benefit 70% of projects Cloud computing expected to be used in the have cloud solutions. projects main interfaces with customers. At least one used cloud solutions. Multi-cloud in at least 3 providers. public cloud provider used. Access to tools that add value for customers page 93

Technology platform | DevOps and SRE + speed to extend our digital offer Accelerate integration, continuous deployment and software delivery. DevOps and SRE Waterfall DevOps Design Code Test Deploy CI/CD Incorporate Waterfall practices to shorten the Agile development life Code Test Code Test Code Test Deploy Design cycle while delivering CI/CD IT Developers Agile features, fixes Operations and updates DevOps Design SRE CI/CD DevSecOps page 94Technology platform | DevOps and SRE + speed to extend our digital offer Accelerate integration, continuous deployment and software delivery. DevOps and SRE Waterfall DevOps Design Code Test Deploy CI/CD Incorporate Waterfall practices to shorten the Agile development life Code Test Code Test Code Test Deploy Design cycle while delivering CI/CD IT Developers Agile features, fixes Operations and updates DevOps Design SRE CI/CD DevSecOps page 94

CUBO | Innovation ecosystem + speed to extend our digital offer 1,100 70+ projects residents 13 floors (120 startups) between the bank + rooftop and Cubo startups Cubo is the largest startups 400 members hub for technological entrepreneurship promotion in 215,000+ ft2 Latin America. 2,000 people/day + 4 events/day 1,000 events/year 24 sponsors Spark Awards Founders: Business verticals: Industry | Retail | Health | Education | Fintech IF Design Award Awards International Visual Identity Awards Partnerships: since 2015: Financial Innovation Awards 2016 + others Startup Awards page 95CUBO | Innovation ecosystem + speed to extend our digital offer 1,100 70+ projects residents 13 floors (120 startups) between the bank + rooftop and Cubo startups Cubo is the largest startups 400 members hub for technological entrepreneurship promotion in 215,000+ ft2 Latin America. 2,000 people/day + 4 events/day 1,000 events/year 24 sponsors Spark Awards Founders: Business verticals: Industry | Retail | Health | Education | Fintech IF Design Award Awards International Visual Identity Awards Partnerships: since 2015: Financial Innovation Awards 2016 + others Startup Awards page 95

Technology platform | Data analytics and AI deep knowledge of customer Understand customers and leverage the business. Generated value Training and capacity building Analytics Ops Efficient strategy for model Value capture with AI Human capital training and and analytics has been increasing knowledge dissemination deployment Number of data scientists at Itaú 7x faster Unibanco: 4x faster +16% (base 100) 375 +548% ~250 270 214 2017 2018 2019 100 33 2017 2018 2019 2017 2018 2019 Itaú Analytics Training Program: • 7 months long • 400h training VIRTUAL ASSISTANT Average ROI 1500% Artificial intelligence Partnerships: algorithm is retrained every week page 96Technology platform | Data analytics and AI deep knowledge of customer Understand customers and leverage the business. Generated value Training and capacity building Analytics Ops Efficient strategy for model Value capture with AI Human capital training and and analytics has been increasing knowledge dissemination deployment Number of data scientists at Itaú 7x faster Unibanco: 4x faster +16% (base 100) 375 +548% ~250 270 214 2017 2018 2019 100 33 2017 2018 2019 2017 2018 2019 Itaú Analytics Training Program: • 7 months long • 400h training VIRTUAL ASSISTANT Average ROI 1500% Artificial intelligence Partnerships: algorithm is retrained every week page 96

Technology platform | Open banking deep knowledge of customer More data about our customers. PHASE 1 PHASE 2 PHASE 3 PHASE 4 2022 2020 2021 CURRENT ACCOUNT INFORMATION PAYMENT PRODUCT INFORMATION CUSTOMER DATA CREDIT INFORMATION Location of points of service, Name, parents’ names, Data related to deposit accounts, Payment initiation, cash product features, contract terms address etc. credit transactions, other products transfers, payments for and conditions, financial costs etc. and services contracted by customers products and services etc. etc. Great opportunity for customer ownership. page 97Technology platform | Open banking deep knowledge of customer More data about our customers. PHASE 1 PHASE 2 PHASE 3 PHASE 4 2022 2020 2021 CURRENT ACCOUNT INFORMATION PAYMENT PRODUCT INFORMATION CUSTOMER DATA CREDIT INFORMATION Location of points of service, Name, parents’ names, Data related to deposit accounts, Payment initiation, cash product features, contract terms address etc. credit transactions, other products transfers, payments for and conditions, financial costs etc. and services contracted by customers products and services etc. etc. Great opportunity for customer ownership. page 97

Human capital | Iniciatives deep knowledge of customer New ways to Performance based attract talent on cooperation Evaluation combines collective indicators and individual efforts Hackathons + 5,000 pre-select new people employees (2018) Data scientist Analytics Education New Program technology building Redesigned spaces to encourage cooperation, creativity and productivity Dress code flexibility Valuing and respecting people’s Delivery unique personalities + 7,000 Communities people 29 Communities page 98Human capital | Iniciatives deep knowledge of customer New ways to Performance based attract talent on cooperation Evaluation combines collective indicators and individual efforts Hackathons + 5,000 pre-select new people employees (2018) Data scientist Analytics Education New Program technology building Redesigned spaces to encourage cooperation, creativity and productivity Dress code flexibility Valuing and respecting people’s Delivery unique personalities + 7,000 Communities people 29 Communities page 98

Digital Strategy | Our initiatives are reflected in numbers Significant improvement in indicators: Lead time Regulatory environment More value Attended more regulatory Reduced delivery time for Highest return on financial requirements using technology technology solutions benefit projects (Base 100) (Base 100) (Base 100) -48% +122% +161% +95% +97% -22% -33% 261 222 +34% +12% 100 78 134 52 112 100 100 2016 2017 2018 2016 2017 2018 2016 2017 2018 page 99Digital Strategy | Our initiatives are reflected in numbers Significant improvement in indicators: Lead time Regulatory environment More value Attended more regulatory Reduced delivery time for Highest return on financial requirements using technology technology solutions benefit projects (Base 100) (Base 100) (Base 100) -48% +122% +161% +95% +97% -22% -33% 261 222 +34% +12% 100 78 134 52 112 100 100 2016 2017 2018 2016 2017 2018 2016 2017 2018 page 99

Digital experience | Itaú Unibanco customers are increasingly going digital Use of Digital Channels ¹ % of transactions through digital channels Companies (in millions) Individuals (in millions) 9M17 9M19 2 Credit 17% 20% 12.2 1.2 10.7 1.1 2 1.0 Investments 37% 47% 9.4 2 Payments 67% 80% Sep-17 Sep-18 Sep-19 Sep-17 Sep-18 Sep-19 3 Transfers 89% 95% % digital operations on the Retail Operating Revenues New Individuals accounts (in thousands) 1,108 1,088 1,010 Digital Brick and 29% 32% Efficiency Ratio Brances Mortar Branches 276 of branches in 9M19 165 Brick and 53 71% 68% Abreconta 67% 27% Mortar App Brick and Brances 3Q17 3Q18 3Q19 Digital Mortar 9M17 9M19 Aplicativo Abreconta Agências Físicas (1) Internet, mobile and SMS on Retail Bank; (2) Share of digital channels in the total volume (R$) of transactions in the Retail Bank segment; (3) Share of digital channels in quantity of transfers between different banks in the Retail Bank segment. pg. 100Digital experience | Itaú Unibanco customers are increasingly going digital Use of Digital Channels ¹ % of transactions through digital channels Companies (in millions) Individuals (in millions) 9M17 9M19 2 Credit 17% 20% 12.2 1.2 10.7 1.1 2 1.0 Investments 37% 47% 9.4 2 Payments 67% 80% Sep-17 Sep-18 Sep-19 Sep-17 Sep-18 Sep-19 3 Transfers 89% 95% % digital operations on the Retail Operating Revenues New Individuals accounts (in thousands) 1,108 1,088 1,010 Digital Brick and 29% 32% Efficiency Ratio Brances Mortar Branches 276 of branches in 9M19 165 Brick and 53 71% 68% Abreconta 67% 27% Mortar App Brick and Brances 3Q17 3Q18 3Q19 Digital Mortar 9M17 9M19 Aplicativo Abreconta Agências Físicas (1) Internet, mobile and SMS on Retail Bank; (2) Share of digital channels in the total volume (R$) of transactions in the Retail Bank segment; (3) Share of digital channels in quantity of transfers between different banks in the Retail Bank segment. pg. 100

Digital Strategy | Continuous updates for a better experience APP PERSONNALITÉ 4.7 4.4 1st bank APP ITAÚ (INDIVIDUALS) offering bank account opening by mobile phone + 11 MM individual clients using 4.5 4.7 4.7 4.7 digital channels + 50 new features on the mobile 1st bank channel offering a leaner smartphone app 4.5 4.7 4.5 Average: 2 updates a month per app Card receivables APP ITAÚ EMPRESAS control by phone 4.5 3.6 4.4 4.6 3,8 4,4 Updated in Sep/2019 page 101Digital Strategy | Continuous updates for a better experience APP PERSONNALITÉ 4.7 4.4 1st bank APP ITAÚ (INDIVIDUALS) offering bank account opening by mobile phone + 11 MM individual clients using 4.5 4.7 4.7 4.7 digital channels + 50 new features on the mobile 1st bank channel offering a leaner smartphone app 4.5 4.7 4.5 Average: 2 updates a month per app Card receivables APP ITAÚ EMPRESAS control by phone 4.5 3.6 4.4 4.6 3,8 4,4 Updated in Sep/2019 page 101

Digital Strategy | Efficiency focus, while continuously investing in technology Technology investments 160 130 17% 122 100 Inflation (IPCA) accumulated in 111 the period 106 100 101 70.1 64.2 61.2 60.7 47.6 46.4 46.3 45.3 2016 2017 2018 2019 (E) Efficiency Ratio (%) Risk-Adjusted Efficiency Ratio (%) Non-interest Expenses (Base 100) Technology investments (Base 100) page 102Digital Strategy | Efficiency focus, while continuously investing in technology Technology investments 160 130 17% 122 100 Inflation (IPCA) accumulated in 111 the period 106 100 101 70.1 64.2 61.2 60.7 47.6 46.4 46.3 45.3 2016 2017 2018 2019 (E) Efficiency Ratio (%) Risk-Adjusted Efficiency Ratio (%) Non-interest Expenses (Base 100) Technology investments (Base 100) page 102

Digital Strategy | Personalized investment offer A customized selection of investment products by Itaú or other companies. + knowledge and Transparent understanding recommendations, of customer. respecting investor profile THE BEST OF A BANK AND A and goals. BROKER IN THE SAME PLACE Main products and services Savings Tesouro Funds Stocks Retirement CDB and fixed Direto income page 103Digital Strategy | Personalized investment offer A customized selection of investment products by Itaú or other companies. + knowledge and Transparent understanding recommendations, of customer. respecting investor profile THE BEST OF A BANK AND A and goals. BROKER IN THE SAME PLACE Main products and services Savings Tesouro Funds Stocks Retirement CDB and fixed Direto income page 103

Digital Strategy | Insurance open platform Expansion of insurance portfolio with complementary products offered by partner insurance companies. Residential / Auto Corporate Healthcare 2018 Capitalization 2017 Life Card protection Smartphone Assistance categories protection 07 11 insurers 02 09 Dental Travel channels 05 07 Credit Life Insurance/ Guarantee Insurance products 29 39 + Post-sale Multi-channel Specialized Easy access and Benefits: excellence distribution salesforce convenience for customers focused on fee business page 104Digital Strategy | Insurance open platform Expansion of insurance portfolio with complementary products offered by partner insurance companies. Residential / Auto Corporate Healthcare 2018 Capitalization 2017 Life Card protection Smartphone Assistance categories protection 07 11 insurers 02 09 Dental Travel channels 05 07 Credit Life Insurance/ Guarantee Insurance products 29 39 + Post-sale Multi-channel Specialized Easy access and Benefits: excellence distribution salesforce convenience for customers focused on fee business page 104

Digital Strategy | iti Iti is a multi-purpose platform that allows clients and non-clients to pay, buy, transfer and receive money instantaneously peer-to-peer or through a QR code. Individuals • Access to 800.000 Rede merchants • No minimum income or bank account requirements • Pay, buy, transfer and receive money easily and instantly, using just a smartphone • Virtual wallet: credit cards (of any bank) to make payments • Discounts and benefits in partner retailers • Zero fee offer (freemium) page 105Digital Strategy | iti Iti is a multi-purpose platform that allows clients and non-clients to pay, buy, transfer and receive money instantaneously peer-to-peer or through a QR code. Individuals • Access to 800.000 Rede merchants • No minimum income or bank account requirements • Pay, buy, transfer and receive money easily and instantly, using just a smartphone • Virtual wallet: credit cards (of any bank) to make payments • Discounts and benefits in partner retailers • Zero fee offer (freemium) page 105

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

Non-voting Shares Appreciation | ITUB4 Evolution of R$100 invested on the day before the announcement of the merger (October 31, 2008) to September 30, 2019 594 363 282 281 197 100 ITUB4 ‐ Without dividend reinvestiment ITUB4 ‐ With dividend reinvestiment IBOVESPA Index Dolar CDI Source: Economatica. page 107Non-voting Shares Appreciation | ITUB4 Evolution of R$100 invested on the day before the announcement of the merger (October 31, 2008) to September 30, 2019 594 363 282 281 197 100 ITUB4 ‐ Without dividend reinvestiment ITUB4 ‐ With dividend reinvestiment IBOVESPA Index Dolar CDI Source: Economatica. page 107

Non-voting Shares Appreciation | ITUB4 Evolution of R$100 invested on the day before the announcement of the merger (October 31, 2008) to September 30, 2019 594 518 363 291 100 ITUB4 ‐ WITHOUT dividend reinvestiment Bank basket WITHOUT dividend reinvestiment¹ ITUB4 ‐ WITH dividend reinvestiment Bank basket WITH dividend reinvestiment¹ Source: Economatica. (1) Simple average of the three largest Brazilian banks ex Itaú Unibanco. page 108Non-voting Shares Appreciation | ITUB4 Evolution of R$100 invested on the day before the announcement of the merger (October 31, 2008) to September 30, 2019 594 518 363 291 100 ITUB4 ‐ WITHOUT dividend reinvestiment Bank basket WITHOUT dividend reinvestiment¹ ITUB4 ‐ WITH dividend reinvestiment Bank basket WITH dividend reinvestiment¹ Source: Economatica. (1) Simple average of the three largest Brazilian banks ex Itaú Unibanco. page 108

Sustainability 7Sustainability 7

Sustainability Timeline First cell for analysis Sustainability Sustainability of environmental Committee Governance and social risks (officers level) (executive level) 2000 2005 2007 Sustainable performance in corporate vision Creation of Itaú Unibanco operating Merger committees 2013 2010 2008 Launch of the 8 Positive Impact Commitments UNEP-FI Principles for Responsible Banking Sustainability at the Signature board of directors’ Strategy Superior Ethics and Central Bank Committee Sustainability Regulation Committee 2014 2016 2018 2017 2019 Definition of our Revision of the Sustainable sustainability Financial Drivers strategy page 110Sustainability Timeline First cell for analysis Sustainability Sustainability of environmental Committee Governance and social risks (officers level) (executive level) 2000 2005 2007 Sustainable performance in corporate vision Creation of Itaú Unibanco operating Merger committees 2013 2010 2008 Launch of the 8 Positive Impact Commitments UNEP-FI Principles for Responsible Banking Sustainability at the Signature board of directors’ Strategy Superior Ethics and Central Bank Committee Sustainability Regulation Committee 2014 2016 2018 2017 2019 Definition of our Revision of the Sustainable sustainability Financial Drivers strategy page 110

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 Integration of challenges and trends into businesses Superior Ethics and Superior Ethics and Sustainability C Sustainability Co ommittee mmittee Members Members of of the the Executive Executive Committee Committee Officers level Decision on and prioritization Sustainability Sustainability of projects Committee Committee Members Members:: Officers Officers of areas involved of areas involved in in t th he sust e sustai ainabi nabili lity ty agenda agenda and and P Po osi sit ti ive ve Impact agenda Impact agenda Operating level Management of projects by Internal specific topics Responsible Worki Workin ng Group g Groups s Reporting Management Investment Members Members:: Executives Executives of areas involved of areas involved Ecoefficiency in sustainability in sustainability projects projects integrity and Foundations Diversity ethics and Institute Environmental Climate and Social Risk Impact Squad Finance Squad Comittee page 111Corporate 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 Integration of challenges and trends into businesses Superior Ethics and Superior Ethics and Sustainability C Sustainability Co ommittee mmittee Members Members of of the the Executive Executive Committee Committee Officers level Decision on and prioritization Sustainability Sustainability of projects Committee Committee Members Members:: Officers Officers of areas involved of areas involved in in t th he sust e sustai ainabi nabili lity ty agenda agenda and and P Po osi sit ti ive ve Impact agenda Impact agenda Operating level Management of projects by Internal specific topics Responsible Worki Workin ng Group g Groups s Reporting Management Investment Members Members:: Executives Executives of areas involved of areas involved Ecoefficiency in sustainability in sustainability projects projects integrity and Foundations Diversity ethics and Institute Environmental Climate and Social Risk Impact Squad Finance Squad Comittee page 111

Positive Impact Commitments 1 Ethics in Relations and Promote the creation of a righteous and ethical financial ecosystem, aligned with the sustainable development agenda. Business 2 Improve the employee’s experience and promote a diverse, inclusive, healthy, and purposeful Inclusive Management Condut and workplace. way of acting 3 Improve the environmental performance of our operations and promote sustainable practices in our Responsible Management supplier chain. 4 Financing Positive Impact Increase our financing and services in positive Impact sectors. Sectors 5 Increase the integration of environmental, social and governance aspects in the investment Responsible Investment decisions and expand our products and services portfolio for a positive impact economy. Business 6 Inclusion and Increase the financial inclusion of micro and small entrepreneurs through products and services, and improve the financial management of their businesses (companies view). Entrepreneurship 7 Expand the access to financial services and offer tools and contents that support healthier and Financial Citizenship appropriate financial decisions (individuals view). 8 Transparency in Reporting Reinforce the transparency of business beyond the financial results, stating value for our Accountability stakeholders, in a righteously way and aligned with the best market practices. and Communication pg. 112Positive Impact Commitments 1 Ethics in Relations and Promote the creation of a righteous and ethical financial ecosystem, aligned with the sustainable development agenda. Business 2 Improve the employee’s experience and promote a diverse, inclusive, healthy, and purposeful Inclusive Management Condut and workplace. way of acting 3 Improve the environmental performance of our operations and promote sustainable practices in our Responsible Management supplier chain. 4 Financing Positive Impact Increase our financing and services in positive Impact sectors. Sectors 5 Increase the integration of environmental, social and governance aspects in the investment Responsible Investment decisions and expand our products and services portfolio for a positive impact economy. Business 6 Inclusion and Increase the financial inclusion of micro and small entrepreneurs through products and services, and improve the financial management of their businesses (companies view). Entrepreneurship 7 Expand the access to financial services and offer tools and contents that support healthier and Financial Citizenship appropriate financial decisions (individuals view). 8 Transparency in Reporting Reinforce the transparency of business beyond the financial results, stating value for our Accountability stakeholders, in a righteously way and aligned with the best market practices. and Communication pg. 112

Sustainable Development Goals (SDG) The SDGs are the main current drivers for sustainability issues. With them we understand the way that must be followed to overcome the challenges of society, accompanying it’s dynamics. They bring a perspective of risk and opportunity management by encouraging the strengthening of global collaboration to generate positive environmental, social and economic impacts and mitigate negative ones. The SDG Compass is an organization that provides guidance for companies on how they can align their strategies to contribute to the realization of the SDGs. Crossing our initiatives and Identification of ODS and Definition of priority ODS business with impacted ODS targets that we have potential connected to business impact 2019 2017 2018 Priority ODS identification history Potential SDGs that can be Priority SDGs defined with the significantly affected, related to Impacted SDGs through Executive functions through the the materiality of the businesses and initiatives Positive Impact Commitments Sustainable Finance Drivers (SFD) page 113Sustainable Development Goals (SDG) The SDGs are the main current drivers for sustainability issues. With them we understand the way that must be followed to overcome the challenges of society, accompanying it’s dynamics. They bring a perspective of risk and opportunity management by encouraging the strengthening of global collaboration to generate positive environmental, social and economic impacts and mitigate negative ones. The SDG Compass is an organization that provides guidance for companies on how they can align their strategies to contribute to the realization of the SDGs. Crossing our initiatives and Identification of ODS and Definition of priority ODS business with impacted ODS targets that we have potential connected to business impact 2019 2017 2018 Priority ODS identification history Potential SDGs that can be Priority SDGs defined with the significantly affected, related to Impacted SDGs through Executive functions through the the materiality of the businesses and initiatives Positive Impact Commitments Sustainable Finance Drivers (SFD) page 113

Positive Impact Commitments – Priority SDGs PRIORITIES FOR ITAÚ UNIBANCO SUSTAINABLE DEVELOPMENT Commitments which guide Transparency in No poverty 1 Reporting and how to be accountable Communication 12 16 5 Gender Equality Affordable and 7 Responsible Investment Commitments that create clean energy Given the format of our positive impact through commitment, there is a wide business Decent work and possibility that we will impact the SDGs. 8 economic growth Financial Citizenship Industry, ennovation 9 1 8 10 and infrastructure Inclusion and Entrepreneurship Reduced inegualities 10 5 8 9 10 Sustainable cities Financing Positive Impact Sectors 11 and communities 7 8 9 11 12 13 Responsible consumption 12 and production Commitments that Ethics in Relations and Inclusive Responsible are the basis of 13 Climate action Business Management Management our conduct and way of acting 16 5 8 10 7 10 12 13 Peace, Justice and 16 Strong institutions pg. 114Positive Impact Commitments – Priority SDGs PRIORITIES FOR ITAÚ UNIBANCO SUSTAINABLE DEVELOPMENT Commitments which guide Transparency in No poverty 1 Reporting and how to be accountable Communication 12 16 5 Gender Equality Affordable and 7 Responsible Investment Commitments that create clean energy Given the format of our positive impact through commitment, there is a wide business Decent work and possibility that we will impact the SDGs. 8 economic growth Financial Citizenship Industry, ennovation 9 1 8 10 and infrastructure Inclusion and Entrepreneurship Reduced inegualities 10 5 8 9 10 Sustainable cities Financing Positive Impact Sectors 11 and communities 7 8 9 11 12 13 Responsible consumption 12 and production Commitments that Ethics in Relations and Inclusive Responsible are the basis of 13 Climate action Business Management Management our conduct and way of acting 16 5 8 10 7 10 12 13 Peace, Justice and 16 Strong institutions pg. 114

Ethics in Relations and Business Our business is based on ethical principles, which reflects the transparency, respect and honesty present in our relationship with stakeholders. Training programs Integrity and Ethics Program Adherence to the termination of The Integrity and Ethics Education Program integrity policies (%) Integrity and Ethics Program consists of the set brought together the program's most important of guidelines and processes that aims to ensure Target trainings in distance education sessions. They are 2016 2017 2018 compliance with the Code of Ethics and the 2019 applied to all employees and the trainings are principles and values of our conglomerate. The 93% 98% 98% 95% renewed every two years. In 2018, these trainings Corporate Integrity and Ethics Program is were restructured and launched in three phases. composed of the following dimensions: • 1st phase: Ethics, Prevention of Corruption and In 2017, we were publicly recognized by the • Commitment of senior management Relationship with customers and users Ministry of Transparency and the Office of the • Management of policies and procedures • 2nd phase: Prevention of Money Laundering Comptroller General of the Union (CGU), in • Communication and training actions and Sustainability partnership with the Ethos Institute, for the last • Continuous monitoring of indicators and • 3rd phase: Compliance, Information Security; edition of the 2017 Company Pro-Ethics list. processes Supplier Relationship and Health and Safety at (From 2018, this recognition will every two • Channels of doubts and manifestations work years) 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. Cyber Security General Law on Data Protection (LGPD) Information Security Corporate Policy With the focus on compliance with legal requirements, a working group We use cutting-edge technology to protect To ensure compliance with the our network and data, as well as other was set up, composed of members from different areas of the bank who principles and guidelines relating barriers, such as restricted access to our are studying all the items dealt with in the legislation and raising points to the protection of the information servers, facilities and virtual environments, for improvement in the institution's current processes. and intellectual property of the through the use of firewalls, protection by Among the actions, we mention: organization, clients and the password and encryption. • Training to disseminate knowledge of data privacy; general public. NBR ISO/IEC 27001 Certification • Adequacy of the policies on Data Governance; A Brazilian standard developed to ensure the protection and privacy of information • Promotion of the concept of Privacy by design in the creation of provided by customers and other sources. pg. 115 products and services.Ethics in Relations and Business Our business is based on ethical principles, which reflects the transparency, respect and honesty present in our relationship with stakeholders. Training programs Integrity and Ethics Program Adherence to the termination of The Integrity and Ethics Education Program integrity policies (%) Integrity and Ethics Program consists of the set brought together the program's most important of guidelines and processes that aims to ensure Target trainings in distance education sessions. They are 2016 2017 2018 compliance with the Code of Ethics and the 2019 applied to all employees and the trainings are principles and values of our conglomerate. The 93% 98% 98% 95% renewed every two years. In 2018, these trainings Corporate Integrity and Ethics Program is were restructured and launched in three phases. composed of the following dimensions: • 1st phase: Ethics, Prevention of Corruption and In 2017, we were publicly recognized by the • Commitment of senior management Relationship with customers and users Ministry of Transparency and the Office of the • Management of policies and procedures • 2nd phase: Prevention of Money Laundering Comptroller General of the Union (CGU), in • Communication and training actions and Sustainability partnership with the Ethos Institute, for the last • Continuous monitoring of indicators and • 3rd phase: Compliance, Information Security; edition of the 2017 Company Pro-Ethics list. processes Supplier Relationship and Health and Safety at (From 2018, this recognition will every two • Channels of doubts and manifestations work years) 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. Cyber Security General Law on Data Protection (LGPD) Information Security Corporate Policy With the focus on compliance with legal requirements, a working group We use cutting-edge technology to protect To ensure compliance with the our network and data, as well as other was set up, composed of members from different areas of the bank who principles and guidelines relating barriers, such as restricted access to our are studying all the items dealt with in the legislation and raising points to the protection of the information servers, facilities and virtual environments, for improvement in the institution's current processes. and intellectual property of the through the use of firewalls, protection by Among the actions, we mention: organization, clients and the password and encryption. • Training to disseminate knowledge of data privacy; general public. NBR ISO/IEC 27001 Certification • Adequacy of the policies on Data Governance; A Brazilian standard developed to ensure the protection and privacy of information • Promotion of the concept of Privacy by design in the creation of provided by customers and other sources. pg. 115 products and services.

Inclusive Management | Management Cycle Training and Attraction and Compensation and Performance Selection Benefits Assessment Development Performance Special Talent Itaú Unibanco Fixed Compensation In 2018, it amounted to Management Programs Business School approximately R$17 billion (plus Internship: 2,393 people Based on meritocracy, we make charges and benefits). Salary Amounts invested in training recruited in 2018 (between 2016 an annual analysis of the results adjustments by means of programs and 2018 68% of the interns and behavioral aspects of each promotion, merit, and collective (millions of reais) were hired, and 95% of those are employee. bargaining agreements. still working with us. Trainee: 132 trainees recruited in 253 232 2018 (Retention rate: 98%). Variable Compensation 193 Turnover Long-term incentives based on General Turnover the offer of preferred shares for 2016 2017 2018 2018 leading positions. 2016 2017 results 10% 9% 10% Inclusion of social and Career management environmental criteria in the targets of employees and Strategic People Since 2009 among the Best management members. Internal recruiting program that Planning Companies to Work For, allows career changing. In 2018, according to Brazil’s main 1,699 employees were Benefits Joint discussion on career publications (Você S/A, Época transferred. planning (Development Examples: meal voucher, and Valor Carreira magazines). Committee) and feedbacks. education sponsorship, transportation voucher. page 116 behavioralInclusive Management | Management Cycle Training and Attraction and Compensation and Performance Selection Benefits Assessment Development Performance Special Talent Itaú Unibanco Fixed Compensation In 2018, it amounted to Management Programs Business School approximately R$17 billion (plus Internship: 2,393 people Based on meritocracy, we make charges and benefits). Salary Amounts invested in training recruited in 2018 (between 2016 an annual analysis of the results adjustments by means of programs and 2018 68% of the interns and behavioral aspects of each promotion, merit, and collective (millions of reais) were hired, and 95% of those are employee. bargaining agreements. still working with us. Trainee: 132 trainees recruited in 253 232 2018 (Retention rate: 98%). Variable Compensation 193 Turnover Long-term incentives based on General Turnover the offer of preferred shares for 2016 2017 2018 2018 leading positions. 2016 2017 results 10% 9% 10% Inclusion of social and Career management environmental criteria in the targets of employees and Strategic People Since 2009 among the Best management members. Internal recruiting program that Planning Companies to Work For, allows career changing. In 2018, according to Brazil’s main 1,699 employees were Benefits Joint discussion on career publications (Você S/A, Época transferred. planning (Development Examples: meal voucher, and Valor Carreira magazines). Committee) and feedbacks. education sponsorship, transportation voucher. page 116 behavioral

Inclusive Management | Employees 1 100,335 Employees Organizational Climate Thinking about the best way to measure and monitor our employees’ satisfaction, in 2018 we redesigned our survey strategy, by 60% 40% discontinuing the Fale Francamente (Speak Frankly) survey, which was replaced by Pulse 51.5%2 of management 22%2of employees are Overall 2016 2017 2018* positions are held by black Satisfaction women 84% 85% 87% Rate *Results from 2018’s second semester. 4.8%2 of employees are It is an internally-developed survey that measures the employees’ 2.73%2 are apprentices disabled persons level of agreement with 17 statements divided into four evaluation blocks: Individual, Team, Management and Company. (1) Employees who were active in December 2018, in Brazil and abroad from companies managed by the human resources department.. (2) Values regarding Brazil + Latam Communities: a new working dynamic Employees’ Well-Being and Health We seek to develop dynamics that place people from different areas Beyond accomplishing the commitments and collective conventions we signed, and with different backgrounds to think about solutions focused on we seek to value our employeess well-being through an array of benefits to the client; therefore, we work based on the rationale that the best provide them a better life. Some examples of the benefits are: solutions come from the multiplicity of visions. Fique Ok: A personal support program to our employees and their family Accordingly, we established a new work format, known as members, with a multidisciplinary team available 24/7, offering a free and Communities of Delivery, with which we form interdisciplinary teams confidential service; that are not governed by hierarchy, with the application of an Agile Psychosocial Services: Psychological and Social Work care at our administrative and Lean Framework in the solution of challenges and with more and technologic buildings; independence and collaboration. Parental Support Policy: Sets benefits for pregnant women and homosexual couples after the birth or adoption of children, also providing special readaptation Currently, we have more than 30 communities where more than 6,000 conditions to women returning from their maternity license. employees work, with an increase of 20% in productivity. page 117Inclusive Management | Employees 1 100,335 Employees Organizational Climate Thinking about the best way to measure and monitor our employees’ satisfaction, in 2018 we redesigned our survey strategy, by 60% 40% discontinuing the Fale Francamente (Speak Frankly) survey, which was replaced by Pulse 51.5%2 of management 22%2of employees are Overall 2016 2017 2018* positions are held by black Satisfaction women 84% 85% 87% Rate *Results from 2018’s second semester. 4.8%2 of employees are It is an internally-developed survey that measures the employees’ 2.73%2 are apprentices disabled persons level of agreement with 17 statements divided into four evaluation blocks: Individual, Team, Management and Company. (1) Employees who were active in December 2018, in Brazil and abroad from companies managed by the human resources department.. (2) Values regarding Brazil + Latam Communities: a new working dynamic Employees’ Well-Being and Health We seek to develop dynamics that place people from different areas Beyond accomplishing the commitments and collective conventions we signed, and with different backgrounds to think about solutions focused on we seek to value our employeess well-being through an array of benefits to the client; therefore, we work based on the rationale that the best provide them a better life. Some examples of the benefits are: solutions come from the multiplicity of visions. Fique Ok: A personal support program to our employees and their family Accordingly, we established a new work format, known as members, with a multidisciplinary team available 24/7, offering a free and Communities of Delivery, with which we form interdisciplinary teams confidential service; that are not governed by hierarchy, with the application of an Agile Psychosocial Services: Psychological and Social Work care at our administrative and Lean Framework in the solution of challenges and with more and technologic buildings; independence and collaboration. Parental Support Policy: Sets benefits for pregnant women and homosexual couples after the birth or adoption of children, also providing special readaptation Currently, we have more than 30 communities where more than 6,000 conditions to women returning from their maternity license. employees work, with an increase of 20% in productivity. page 117

Inclusive Management | Diversity Our Internal Policy for Diversity Our Commitment Integrated Action Enhancement Principles : Strategically positioning the In order to boost the Diversity 1- Implementation of policies and theme in institutional processes agenda, in 2018 we started to projects for valuing and promoting and projects, sensitizing the have an integrated action, in diversity and accessibility. organization, deconstructing which the Human Resources stereotypes and implementing area is supported by five other 2- Promotion of equal opportunity in actions to change specific areas, to discuss and act in all processes. scenarios are some of its different roles in the institutional directions. agenda. 3- Representation of all groups in the organization. Some of our actions We seek gender equality by guaranteeing more diverse selection processes, fair evaluation conditions for women on maternity leave and full payment of profit sharing, as well as conducting awareness campaigns with employees, Internal reporting channel senior leadership, clients and society Gender We reinforce and disclose the We hold events of attractiveness and promotion of inclusion, in addition to Internal Ombudsman’s Office also the partnership with the development project of black youths and the as the reporting channel for participation in several events and fairs with the theme of racial equality, situations in which employees feels inclusion and entrepreneurship, besides Race Equality discriminated against or witness any situation that goes against Diversity We held the LGBT + Diversity Week, which was marked by a series of lectures principles. with Market Specialists and internal collaborators. And during this week, we adhered to the commitment of the LGBT + Companies and Rights Forum and LGBT+ to the Standards of Business Conduct (UN). page 118Inclusive Management | Diversity Our Internal Policy for Diversity Our Commitment Integrated Action Enhancement Principles : Strategically positioning the In order to boost the Diversity 1- Implementation of policies and theme in institutional processes agenda, in 2018 we started to projects for valuing and promoting and projects, sensitizing the have an integrated action, in diversity and accessibility. organization, deconstructing which the Human Resources stereotypes and implementing area is supported by five other 2- Promotion of equal opportunity in actions to change specific areas, to discuss and act in all processes. scenarios are some of its different roles in the institutional directions. agenda. 3- Representation of all groups in the organization. Some of our actions We seek gender equality by guaranteeing more diverse selection processes, fair evaluation conditions for women on maternity leave and full payment of profit sharing, as well as conducting awareness campaigns with employees, Internal reporting channel senior leadership, clients and society Gender We reinforce and disclose the We hold events of attractiveness and promotion of inclusion, in addition to Internal Ombudsman’s Office also the partnership with the development project of black youths and the as the reporting channel for participation in several events and fairs with the theme of racial equality, situations in which employees feels inclusion and entrepreneurship, besides Race Equality discriminated against or witness any situation that goes against Diversity We held the LGBT + Diversity Week, which was marked by a series of lectures principles. with Market Specialists and internal collaborators. And during this week, we adhered to the commitment of the LGBT + Companies and Rights Forum and LGBT+ to the Standards of Business Conduct (UN). page 118

Responsible Management In 2018 we created a working group within the central administration focused on efficiency in utilities, which resulted in the economy of several inputs: -4.0 GWh -13 mil m³ -26 mil m³ -469 tCO2 emitted with diesel Energy Of natural gas Of water consumption used consumption oil burning Our targets for 2020 (with base year in 2013) were reviewed, since the acquisition of other companies by the Itaú Unibanco group in that period. Thus, our goal was extended to 2021. Water Power Renewable energy Reduce in 13% our Reduce in 15% our Achieve an indicator of absolute water absolute energy 96% of renewable energy consumption consumption consumed The base year of our emissions is now 2018, it was reviewed using the Science Based Targets methodology. The base year of our waste target is now 2017, it was also revised to include waste from bank branches. Emissions – Scope 1 Emissions – Scope 2 Waste Reduce in 4% our absolute Reduce in 6% our absolute Reduce in 4% our waste, scope 1 emissions scope 2 emissions destinated to landfills page 119Responsible Management In 2018 we created a working group within the central administration focused on efficiency in utilities, which resulted in the economy of several inputs: -4.0 GWh -13 mil m³ -26 mil m³ -469 tCO2 emitted with diesel Energy Of natural gas Of water consumption used consumption oil burning Our targets for 2020 (with base year in 2013) were reviewed, since the acquisition of other companies by the Itaú Unibanco group in that period. Thus, our goal was extended to 2021. Water Power Renewable energy Reduce in 13% our Reduce in 15% our Achieve an indicator of absolute water absolute energy 96% of renewable energy consumption consumption consumed The base year of our emissions is now 2018, it was reviewed using the Science Based Targets methodology. The base year of our waste target is now 2017, it was also revised to include waste from bank branches. Emissions – Scope 1 Emissions – Scope 2 Waste Reduce in 4% our absolute Reduce in 6% our absolute Reduce in 4% our waste, scope 1 emissions scope 2 emissions destinated to landfills page 119

Financing Positive Impact Sectors | Responsible Investment 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 Company Coverage: We do not carry out new loan operations with companies • 99% of the companies listed on the Ibovespa; involved in: • 98% of IBrX-100; • Labor in conditions similar to slave labor; • 97% of the Corporate Sustainability Index (ISE); • Child labor in violation of legislation; • 95% of the assets under management of Itaú Asset • Encouragement of prostitution. Management. 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 to clasify (great businesses): (A – High Risk; B – Medium Risk and C – Low Risk) Project financing: We follow determined criteria in accordance with the type of operation/project, considering policies or Equator Principles Guarantees and Covenants page 120Financing Positive Impact Sectors | Responsible Investment 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 Company Coverage: We do not carry out new loan operations with companies • 99% of the companies listed on the Ibovespa; involved in: • 98% of IBrX-100; • Labor in conditions similar to slave labor; • 97% of the Corporate Sustainability Index (ISE); • Child labor in violation of legislation; • 95% of the assets under management of Itaú Asset • Encouragement of prostitution. Management. 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 to clasify (great businesses): (A – High Risk; B – Medium Risk and C – Low Risk) Project financing: We follow determined criteria in accordance with the type of operation/project, considering policies or Equator Principles Guarantees and Covenants page 120

Financing Positive Impact Sectors | 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, Risks Management and Goals and Metrics. We highlight our activities related to each TCFD strategic pillar Governance Strategy Risk Management Targets and Metrics The Board of Directors guides our internal Sustainability and Environmental and Social We participate in multi-sector Responsibility Policy for risks and Climate variables are taken into account in discussion groups, such as CEBDS, opportunities related to climate the analysis of the Environmental and Social UNEP-FI, FEBRABAN and FGV; We have targets for financing positive impact change; Risk for the corporate segment and of the sectors that consider the transition to a low Participation of the UNEP-FI work group financing of large projects; We have a working group made up of carbon economy; to implement the recommendations of different Bank areas to articulate and We have a list of sensitive sectors, which, the TCFD considering different climate We are part of the pioneering Science Based implement climate finance among other criteria, consider climate scenarios; Target working group to develop a governance, to drive the low carbon exposure. These are dealt in more detail for methodology for setting a target for financed economy and incorporate climate risk A study was carried out about the credit analysis; emissions; issues into our operations; climate change impact on our corporate Itaú Asset Management takes Climate loan portfolio in medium and long-term We have science-based targets for emission Launched in 2017, the Socio- Change topics into account in its ESG scenarios; reduction of scope 1 and 2; environmental Risk Management integration methodology for investment project aims to review socio- A study of financed emissions was analysis; We are committed to incorporating TCFD environmental risk in our activities and carried out about based on the Portfolio recommendations by 2022. We take into account climate issues in businesses. The Climate Risk theme is Carbon Initiative guidelines. pricing our insurance products (corporate). addressed in this project, enabling a full view of business and operations and their rapid handling in our committees. pg. 121Financing Positive Impact Sectors | 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, Risks Management and Goals and Metrics. We highlight our activities related to each TCFD strategic pillar Governance Strategy Risk Management Targets and Metrics The Board of Directors guides our internal Sustainability and Environmental and Social We participate in multi-sector Responsibility Policy for risks and Climate variables are taken into account in discussion groups, such as CEBDS, opportunities related to climate the analysis of the Environmental and Social UNEP-FI, FEBRABAN and FGV; We have targets for financing positive impact change; Risk for the corporate segment and of the sectors that consider the transition to a low Participation of the UNEP-FI work group financing of large projects; We have a working group made up of carbon economy; to implement the recommendations of different Bank areas to articulate and We have a list of sensitive sectors, which, the TCFD considering different climate We are part of the pioneering Science Based implement climate finance among other criteria, consider climate scenarios; Target working group to develop a governance, to drive the low carbon exposure. These are dealt in more detail for methodology for setting a target for financed economy and incorporate climate risk A study was carried out about the credit analysis; emissions; issues into our operations; climate change impact on our corporate Itaú Asset Management takes Climate loan portfolio in medium and long-term We have science-based targets for emission Launched in 2017, the Socio- Change topics into account in its ESG scenarios; reduction of scope 1 and 2; environmental Risk Management integration methodology for investment project aims to review socio- A study of financed emissions was analysis; We are committed to incorporating TCFD environmental risk in our activities and carried out about based on the Portfolio recommendations by 2022. We take into account climate issues in businesses. The Climate Risk theme is Carbon Initiative guidelines. pricing our insurance products (corporate). addressed in this project, enabling a full view of business and operations and their rapid handling in our committees. pg. 121

Financial Citizenship | Itaú Women Entrepreneurs e Financial Education Itaú Women Entrepreneurs Program goal Number of participants in the program The Itaú Women Entrepreneurs Program Promote the economic and social (local acronym IME) was created in 2013 as a 2016 2017 2018 9M19 development of the country based on result of a partnership with the IFC, World the support to female entrepreneurship 5,997 8,056 20,800 24,000 Bank, and the IDB to offer financial and non- and draw a business strategy with the financial solutions to women entrepreneurs. public. Platform Access Online Platform In-person Actions • Contents related to enterprise • Networking events 2016 2017 2018 9M19 management and leadership Solutions • Business rounds • Management tools 128,161 96,806 1,479,901 132,827 • Workshops • Motivational videos Evolution of our credit portfolio #VaiGarota Disseminating the program In January of 2019, we conducted a The granting of credit to entrepreneurs is a relevant In 2018, we promoted a nationwide new survey that aimed to show the way of supporting female entrepreneurship. To this campaign called Vai Garota development of women participating end, we monitor the evolution of our portfolio: (Go Girl), that represents the attitude, in the program in comparison to • In 2018, the volume of credit operations for women union, and transformative power of other clients. Thus, we found out that owned companies reached approximately R$3.1 women. the participants: billion, more than doubling the portfolio in 2016, • Presented a maximum overall credit limit 77% which reached R$1.4 billion. • 25 million views on YouTube; • +1 million acesses to the bigger, on average; Results website • 15.8% of returning users • Were less likely to default than other clientes. page 122Financial Citizenship | Itaú Women Entrepreneurs e Financial Education Itaú Women Entrepreneurs Program goal Number of participants in the program The Itaú Women Entrepreneurs Program Promote the economic and social (local acronym IME) was created in 2013 as a 2016 2017 2018 9M19 development of the country based on result of a partnership with the IFC, World the support to female entrepreneurship 5,997 8,056 20,800 24,000 Bank, and the IDB to offer financial and non- and draw a business strategy with the financial solutions to women entrepreneurs. public. Platform Access Online Platform In-person Actions • Contents related to enterprise • Networking events 2016 2017 2018 9M19 management and leadership Solutions • Business rounds • Management tools 128,161 96,806 1,479,901 132,827 • Workshops • Motivational videos Evolution of our credit portfolio #VaiGarota Disseminating the program In January of 2019, we conducted a The granting of credit to entrepreneurs is a relevant In 2018, we promoted a nationwide new survey that aimed to show the way of supporting female entrepreneurship. To this campaign called Vai Garota development of women participating end, we monitor the evolution of our portfolio: (Go Girl), that represents the attitude, in the program in comparison to • In 2018, the volume of credit operations for women union, and transformative power of other clients. Thus, we found out that owned companies reached approximately R$3.1 women. the participants: billion, more than doubling the portfolio in 2016, • Presented a maximum overall credit limit 77% which reached R$1.4 billion. • 25 million views on YouTube; • +1 million acesses to the bigger, on average; Results website • 15.8% of returning users • Were less likely to default than other clientes. page 122

Transparency in Reporting and Communication Organizations and commitments that are sources of knowledge and trends Responsible Bank Integrity and Ethics Sustainable Development Reporting and Transparency Climate Change Women Empowerment and Diversity Red Mujer Emprendedora Program for the promotion of gender and race equality page 123Transparency in Reporting and Communication Organizations and commitments that are sources of knowledge and trends Responsible Bank Integrity and Ethics Sustainable Development Reporting and Transparency Climate Change Women Empowerment and Diversity Red Mujer Emprendedora Program for the promotion of gender and race equality page 123

Transparency in Reporting and Communication | Reporting Integrated Report Integrated Annual Report • First Brazilian financial institution to publish it voluntarily. SEC’s 20-F form • Presentation of the results from 6 capitals: financial, social and relationship, human, intellectual, Financial ESG data Demonstrations manufactured and natural. 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 2010. second edition in portfolio since its 2016. inception in 2010. page 124Transparency in Reporting and Communication | Reporting Integrated Report Integrated Annual Report • First Brazilian financial institution to publish it voluntarily. SEC’s 20-F form • Presentation of the results from 6 capitals: financial, social and relationship, human, intellectual, Financial ESG data Demonstrations manufactured and natural. 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 2010. second edition in portfolio since its 2016. inception in 2010. page 124

Attachment 02 (portuguese only) Attachment 02 (portuguese only)

Teleconferência _Imprensa Resultados do 3° trimestre de 2019 Candido Botelho Bracher Presidente e CEO Milton Maluhy Filho Vice-Presidente Executivo, CFO e CRO Alexsandro Broedel Diretor Executivo de Finanças e Relações com Investidores 1Teleconferência _Imprensa Resultados do 3° trimestre de 2019 Candido Botelho Bracher Presidente e CEO Milton Maluhy Filho Vice-Presidente Executivo, CFO e CRO Alexsandro Broedel Diretor Executivo de Finanças e Relações com Investidores 1

Destaques do resultado 3º trimestre de 2019 Lucro Líquido Recorrente ROE Recorrente Carteira de Crédito ¹ Índice de Inadimplência 90 dias Consolidado Consolidado Consolidado Consolidado 4,4 % 1,7 % estável estável R$ 689,0 bi R$ 7,2 bi 23,5% 2,9% 3T19 vs. 2T19 3T19 vs .2T19 3T19 vs. 2T19 3T19 vs.2T19 Brasil Brasil Brasil Brasil 4,9 % 2,0 % -0,1 p.p. estável R$ 518,0 bi R$ 6,8 bi 24,6% 3,4% 6,5 6,5 6,9 7,0 7,2 21,3 21,8 23,6 23,5 23,5 636,4 636,9 647,1 659,7 689,0 2,9 2,9 3,0 2,9 2,9 3T18 4T18 1T19 2T19 3T19 3T18 4T18 1T19 2T19 3T19 3T18 4T18 1T19 2T19 3T19 3T18 4T18 1T19 2T19 3T19 Margem com Clientes Receita de Serviços e Seguros ² Custo do Crédito Despesas não Decorrentes de Juros Consolidado Consolidado Consolidado Consolidado 4,4 % 1,0 % 11,1 % 1,0 % R$ 10,8 bi R$ 17,6 bi R$ 4,5 bi R$ 12,8 bi 3T19 vs. 2T19 3T19 vs. 2T19 3T19 vs. 2T19 3T19 vs. 2T19 Brasil Brasil Brasil Brasil 4,7 % 1,2 % 10,5 % 1,5 % R$ 10,1 bi R$ 15,8 bi R$ 3,9 bi R$ 11,1 bi 16,2 16,2 16,4 16,9 17,6 10,2 10,8 10,2 10,7 10,8 3,3 3,4 3,8 4,0 4,5 12,6 12,8 12,1 12,7 12,8 3T18 1T19 2T19 3T19 3T18 4T18 1T19 2T19 3T19 4T18 3T18 4T18 1T19 2T19 3T19 3T18 4T18 1T19 2T19 3T19 (1) Total com Garantias Financeiras Prestadas e Títulos Privados; (2) Receitas de Seguros (-) Despesas com Sinistros (-) Despesas de Comercialização de Seguros. 2Destaques do resultado 3º trimestre de 2019 Lucro Líquido Recorrente ROE Recorrente Carteira de Crédito ¹ Índice de Inadimplência 90 dias Consolidado Consolidado Consolidado Consolidado 4,4 % 1,7 % estável estável R$ 689,0 bi R$ 7,2 bi 23,5% 2,9% 3T19 vs. 2T19 3T19 vs .2T19 3T19 vs. 2T19 3T19 vs.2T19 Brasil Brasil Brasil Brasil 4,9 % 2,0 % -0,1 p.p. estável R$ 518,0 bi R$ 6,8 bi 24,6% 3,4% 6,5 6,5 6,9 7,0 7,2 21,3 21,8 23,6 23,5 23,5 636,4 636,9 647,1 659,7 689,0 2,9 2,9 3,0 2,9 2,9 3T18 4T18 1T19 2T19 3T19 3T18 4T18 1T19 2T19 3T19 3T18 4T18 1T19 2T19 3T19 3T18 4T18 1T19 2T19 3T19 Margem com Clientes Receita de Serviços e Seguros ² Custo do Crédito Despesas não Decorrentes de Juros Consolidado Consolidado Consolidado Consolidado 4,4 % 1,0 % 11,1 % 1,0 % R$ 10,8 bi R$ 17,6 bi R$ 4,5 bi R$ 12,8 bi 3T19 vs. 2T19 3T19 vs. 2T19 3T19 vs. 2T19 3T19 vs. 2T19 Brasil Brasil Brasil Brasil 4,7 % 1,2 % 10,5 % 1,5 % R$ 10,1 bi R$ 15,8 bi R$ 3,9 bi R$ 11,1 bi 16,2 16,2 16,4 16,9 17,6 10,2 10,8 10,2 10,7 10,8 3,3 3,4 3,8 4,0 4,5 12,6 12,8 12,1 12,7 12,8 3T18 1T19 2T19 3T19 3T18 4T18 1T19 2T19 3T19 4T18 3T18 4T18 1T19 2T19 3T19 3T18 4T18 1T19 2T19 3T19 (1) Total com Garantias Financeiras Prestadas e Títulos Privados; (2) Receitas de Seguros (-) Despesas com Sinistros (-) Despesas de Comercialização de Seguros. 2

Crédito por perfil de Cliente ou por tipo de produto Em R$ bilhões, ao final do período 3T19 2T19 D 3T18 D Originação de crédito¹ Pessoas Físicas 229,7 222,3 3,3% 200,0 14,9% 3T19 vs. 3T18 Cartão de Crédito 83,3 7 9,3 5,1% 68,7 21,4% Total Brasil ² 29% Crédito Pessoal 3 4,2 3 2,8 4,5% 28,9 18,5% Crédito Consignado 49,3 49,1 0,5% 4 6,0 7,4% Pessoas Veículos 18,0 1 7,2 4,5% 1 5,2 18,0% físicas 31% Crédito Imobiliário 44,8 44,0 2,0% 41,2 8,7% Micro, Pequenas e Médias Empresas 8 4,0 78,1 7,6% 6 7,5 24,5% Micro, Pequenas e Médias Total Pessoas Físicas + Micro, 34% 3 13,8 3 00,4 4,5% 267,5 17,3% empresas Pequenas e Médias Empresas Grandes Empresas 204,2 193,6 5,5% 196,3 4,1% Grandes Operações de Crédito 157,0 151,4 3,7% 1 59,9 -1,9% empresas 25% Títulos Privados 47,3 4 2,2 12,1% 3 6,3 30,1% 3 Emissão de títulos privados Total Brasil 5 18,0 494,0 4,9% 4 63,7 11,7% América Latina 1 71,0 1 65,7 3,2% 172,7 -1,0% Ano (9M19) 1° lugar no Total com Garantias Financeiras ranking da 689,0 659,7 4,4% 636,4 8,3% R$ 47,5 bi Prestadas e Títulos Privados ANBIMA 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). 3Crédito por perfil de Cliente ou por tipo de produto Em R$ bilhões, ao final do período 3T19 2T19 D 3T18 D Originação de crédito¹ Pessoas Físicas 229,7 222,3 3,3% 200,0 14,9% 3T19 vs. 3T18 Cartão de Crédito 83,3 7 9,3 5,1% 68,7 21,4% Total Brasil ² 29% Crédito Pessoal 3 4,2 3 2,8 4,5% 28,9 18,5% Crédito Consignado 49,3 49,1 0,5% 4 6,0 7,4% Pessoas Veículos 18,0 1 7,2 4,5% 1 5,2 18,0% físicas 31% Crédito Imobiliário 44,8 44,0 2,0% 41,2 8,7% Micro, Pequenas e Médias Empresas 8 4,0 78,1 7,6% 6 7,5 24,5% Micro, Pequenas e Médias Total Pessoas Físicas + Micro, 34% 3 13,8 3 00,4 4,5% 267,5 17,3% empresas Pequenas e Médias Empresas Grandes Empresas 204,2 193,6 5,5% 196,3 4,1% Grandes Operações de Crédito 157,0 151,4 3,7% 1 59,9 -1,9% empresas 25% Títulos Privados 47,3 4 2,2 12,1% 3 6,3 30,1% 3 Emissão de títulos privados Total Brasil 5 18,0 494,0 4,9% 4 63,7 11,7% América Latina 1 71,0 1 65,7 3,2% 172,7 -1,0% Ano (9M19) 1° lugar no Total com Garantias Financeiras ranking da 689,0 659,7 4,4% 636,4 8,3% R$ 47,5 bi Prestadas e Títulos Privados ANBIMA 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). 3

Receita de Serviços e Resultado de Seguros Em R$ bilhões 3T19 2T19 D 3T18 D 9M19 9M18 D 3 Carteiras Administradas e Fundos de Investimento R$ Bilhões Cartões de Crédito e Débito 3,2 3 ,2 0,1% 3 ,4 -5,5% 9,7 10,0 -3,0% Emissão 2,3 2,2 1,5% 2,2 2,7% 6,7 6,3 6,1% 20,8% Adquirência 0,9 1,0 -3,3% 1,2 -20,8% 3,0 3,7 -18,5% 1.290 Serviços de Conta Corrente 1 ,9 1,8 3,2% 1,8 3,1% 5 ,6 5,5 1,7% 1.068 172 Plataforma aberta Administração de Recursos ¹ 1 ,4 1 ,3 8,3% 1 ,1 28,7% 3,7 3,2 16,5% 114 1.118 50,7% Assessoria Econômica-Financeira e Corretagem 0,7 0,6 14,1% 0,3 150,4% 1,7 1,0 65,3% 954 Operações de Crédito e Garantias Prestadas 0,6 0 ,7 -8,3% 0,6 0,1% 1 ,9 1 ,9 -1,9% Tradicional Serviços de Recebimento 0,5 0,5 2,0% 0,5 5,6% 1,5 1 ,4 2,9% 17,2% Outros 0,3 0,3 6,2% 0,2 18,2% 0,8 0,8 4,0% Set/18 Set/19 América Latina (ex-Brasil) 0,7 0,7 -2,8% 0 ,7 -4,6% 2,2 2 ,1 2,0% Receitas de Prestação de Serviços 9 ,3 9,1 2,2% 8,6 7,3% 27,0 25,9 4,1% Resultado de Seguros ² 1 ,6 1,7 -6,0% 1,5 3,6% 4 ,9 4,8 1,9% Valor transacionado com cartões Total 10,8 10,7 1,0% 10,2 6,8% 31,8 30,7 3,8% R$ Bilhões (-) Resultado com Itaú Seguridade - Demais Ativida de 8 s7 (* ,5 ) 7 4,1 18,2% 152,0 -42,4% 429,8 (70) (1) Considera receitas de administração de fundos e receitas de administração de consórcios; (2) Resultado de Seguros inclui as Receitas de Seguros, Emissor Adquirência Previdência e Capitalização, após as Despesas com Sinistros e de Comercialização; (3) Não inclui América Latina (ex-Brasil). 15,3% 11,6% Correntistas PF 379 346 329 310 Aumento anual no número 9% de correntistas Pessoa Física. 9M18 9M19 9M18 9M19 4Receita de Serviços e Resultado de Seguros Em R$ bilhões 3T19 2T19 D 3T18 D 9M19 9M18 D 3 Carteiras Administradas e Fundos de Investimento R$ Bilhões Cartões de Crédito e Débito 3,2 3 ,2 0,1% 3 ,4 -5,5% 9,7 10,0 -3,0% Emissão 2,3 2,2 1,5% 2,2 2,7% 6,7 6,3 6,1% 20,8% Adquirência 0,9 1,0 -3,3% 1,2 -20,8% 3,0 3,7 -18,5% 1.290 Serviços de Conta Corrente 1 ,9 1,8 3,2% 1,8 3,1% 5 ,6 5,5 1,7% 1.068 172 Plataforma aberta Administração de Recursos ¹ 1 ,4 1 ,3 8,3% 1 ,1 28,7% 3,7 3,2 16,5% 114 1.118 50,7% Assessoria Econômica-Financeira e Corretagem 0,7 0,6 14,1% 0,3 150,4% 1,7 1,0 65,3% 954 Operações de Crédito e Garantias Prestadas 0,6 0 ,7 -8,3% 0,6 0,1% 1 ,9 1 ,9 -1,9% Tradicional Serviços de Recebimento 0,5 0,5 2,0% 0,5 5,6% 1,5 1 ,4 2,9% 17,2% Outros 0,3 0,3 6,2% 0,2 18,2% 0,8 0,8 4,0% Set/18 Set/19 América Latina (ex-Brasil) 0,7 0,7 -2,8% 0 ,7 -4,6% 2,2 2 ,1 2,0% Receitas de Prestação de Serviços 9 ,3 9,1 2,2% 8,6 7,3% 27,0 25,9 4,1% Resultado de Seguros ² 1 ,6 1,7 -6,0% 1,5 3,6% 4 ,9 4,8 1,9% Valor transacionado com cartões Total 10,8 10,7 1,0% 10,2 6,8% 31,8 30,7 3,8% R$ Bilhões (-) Resultado com Itaú Seguridade - Demais Ativida de 8 s7 (* ,5 ) 7 4,1 18,2% 152,0 -42,4% 429,8 (70) (1) Considera receitas de administração de fundos e receitas de administração de consórcios; (2) Resultado de Seguros inclui as Receitas de Seguros, Emissor Adquirência Previdência e Capitalização, após as Despesas com Sinistros e de Comercialização; (3) Não inclui América Latina (ex-Brasil). 15,3% 11,6% Correntistas PF 379 346 329 310 Aumento anual no número 9% de correntistas Pessoa Física. 9M18 9M19 9M18 9M19 4

Clientes 55 milhões de clientes Somos um banco com Clientes mais satisfeitos 1 Correntistas pessoas físicas Total 8 pontos 80% tem mais de - + NPS Global 5 anos de conta aberturas perdas em 12 meses + 43% de contas abertas - 29% de contas encerradas ou inativas em relação a 2016 em relação a 2016, em linha com a melhora da qualidade de crédito da nossa carteira 20,9 19,7 18,4 18,0 Novos correntistas 4,0 55% tem menos 2 3,3 de 30 anos perdas 2,8 aberturas 2,4 3 2016 2017 2018 Sep-19 (1) Correntistas Pessoas Físicas não incluem conta poupança, conta salário e INSS; (2) O número de perdas inclui encerramentos e inativações descontados das reativações; (3) Número de correntistas PF de 5 setembro de 2019 e dados de perdas e aberturas de conta são referentes aos últimos 12 meses.Clientes 55 milhões de clientes Somos um banco com Clientes mais satisfeitos 1 Correntistas pessoas físicas Total 8 pontos 80% tem mais de - + NPS Global 5 anos de conta aberturas perdas em 12 meses + 43% de contas abertas - 29% de contas encerradas ou inativas em relação a 2016 em relação a 2016, em linha com a melhora da qualidade de crédito da nossa carteira 20,9 19,7 18,4 18,0 Novos correntistas 4,0 55% tem menos 2 3,3 de 30 anos perdas 2,8 aberturas 2,4 3 2016 2017 2018 Sep-19 (1) Correntistas Pessoas Físicas não incluem conta poupança, conta salário e INSS; (2) O número de perdas inclui encerramentos e inativações descontados das reativações; (3) Número de correntistas PF de 5 setembro de 2019 e dados de perdas e aberturas de conta são referentes aos últimos 12 meses.

Despesas não Decorrentes de Juros (DNDJ) Programa de Desligamento Voluntário Em R$ bilhões 3T19 2T19 D 3T18 D 9M19 9M18 D Despesas de Pessoal (5,6) ( 5,5) 1,6% ( 5,4) 4,2% (16,5) (15,7) 5,1% Adesão de cerca de 3.500 colaboradores Despesas Administrativas (4,2) ( 4,2) -1,5% (4,2) -0,1% (12,5) ( 12,2) 2,5% Despesas Operacionais (1,3) (1,2) 10,3% ( 1,3) 2,8% ( 3,6) (3,7) -2,8% de um total de ~7 mil elegíveis (0,1) ( 0,1) -11,7% (0,1) 1,9% (0,3) ( 0,2) 10,0% Outras Despesas Tributárias ¹ América Latina (ex-Brasil) ² (1,6) (1,6) -0,4% ( 1,7) -6,4% (4,8) ( 4,8) 0,0% Despesas não recorrentes de R$2,4 bilhões antes de impostos Total ( 12,8) (12,7) 1,0% (12,6) 1,2% (37,6) (36,6) 2,8% (1) Inclui IPTU, IPVA, IOF e outros. Não inclui PIS, Cofins e ISS; (2) Não considera a alocação gerencial de custos indiretos. Índice de eficiência (%) # Colaboradores 100.756 98.446 96.764 61,7 61,3 61,4 60,9 60,9 13.101 12.738 12.694 585 547 534 48,8 48,7 46,3 87.070 46,2 85.161 83.536 45,5 3T18 4T18 1T19 2T19 3T19 set/18 jun/19 set/19 Brasil Exterior (ex-América Latina) América Latina Índice de Eficiência - Trimestre (%) Índice de Eficiência Ajustado ao Risco - Trimestre (%) 6Despesas não Decorrentes de Juros (DNDJ) Programa de Desligamento Voluntário Em R$ bilhões 3T19 2T19 D 3T18 D 9M19 9M18 D Despesas de Pessoal (5,6) ( 5,5) 1,6% ( 5,4) 4,2% (16,5) (15,7) 5,1% Adesão de cerca de 3.500 colaboradores Despesas Administrativas (4,2) ( 4,2) -1,5% (4,2) -0,1% (12,5) ( 12,2) 2,5% Despesas Operacionais (1,3) (1,2) 10,3% ( 1,3) 2,8% ( 3,6) (3,7) -2,8% de um total de ~7 mil elegíveis (0,1) ( 0,1) -11,7% (0,1) 1,9% (0,3) ( 0,2) 10,0% Outras Despesas Tributárias ¹ América Latina (ex-Brasil) ² (1,6) (1,6) -0,4% ( 1,7) -6,4% (4,8) ( 4,8) 0,0% Despesas não recorrentes de R$2,4 bilhões antes de impostos Total ( 12,8) (12,7) 1,0% (12,6) 1,2% (37,6) (36,6) 2,8% (1) Inclui IPTU, IPVA, IOF e outros. Não inclui PIS, Cofins e ISS; (2) Não considera a alocação gerencial de custos indiretos. Índice de eficiência (%) # Colaboradores 100.756 98.446 96.764 61,7 61,3 61,4 60,9 60,9 13.101 12.738 12.694 585 547 534 48,8 48,7 46,3 87.070 46,2 85.161 83.536 45,5 3T18 4T18 1T19 2T19 3T19 set/18 jun/19 set/19 Brasil Exterior (ex-América Latina) América Latina Índice de Eficiência - Trimestre (%) Índice de Eficiência Ajustado ao Risco - Trimestre (%) 6

Teleconferência _ Imprensa Resultados do 3° trimestre de 2019 Candido Botelho Bracher Presidente e CEO Milton Maluhy Filho Vice-Presidente Executivo, CFO e CRO Alexsandro Broedel Diretor Executivo de Finanças e Relações com Investidores 7Teleconferência _ Imprensa Resultados do 3° trimestre de 2019 Candido Botelho Bracher Presidente e CEO Milton Maluhy Filho Vice-Presidente Executivo, CFO e CRO Alexsandro Broedel Diretor Executivo de Finanças e Relações com Investidores 7

Attachment 03 Attachment 03

Itaú Unibanco’s loan portfolio grows 8.3% and lifts profits in the third quarter 2019 Low levels of delinquency and control of costs also contribute to recurring net income of R$ 7.2 billion in the period São Paulo, November 4, 2019 – In a scenario of gradual recovery of economic growth, 1 Itaú Unibanco’s total adjusted loan portfolio reached R$ 689 billion at the end of September 2019, an increase of 8.3% in 12 months. Expansion was mainly driven by the increase in the growth rate of the individuals loan portfolio and the very small, small and middle-market companies’ loan portfolio, reflecting in growths of 14.9% and 24.5%, respectively. In addition, the adjusted¹ corporate portfolio posted an increase of 4.1% in relation to the third quarter 2018, underscoring the sentiment of improvement in the country’s business environment. The credit origination growth, combined with higher revenues from fund management, investment banking and brokerage services led Latin America largest private sector bank to report a recurring net income of R$ 7.2 billion in the third quarter 2019, 10.9% up on the same period in 2018, with a return on net equity of 23.5%. In R$ million (except where indicated) 3Q19 3Q18 % 2Q19 % Recurring Net Income 7,156 6,454 10.9% 7,034 1.7% Annualized Average ROE 23.5% 21.3% 220 bps 23.5% - Total Adjusted Loan Portfolio¹ 688,993 636,428 8.3% 659,727 4.4% Non-performing Loan Ratio (90 days) - 2.9% 2.9% - 2.9% - Total In turn, the 90-day non-performing loans ratio reached 2.9%, flat in relation to the same period in 2018. The quarter was also characterized by Itaú pioneering the move to reduce mortgage “This was one more quarter in which we advanced in our transformation process loan rates among banks in the private towards making up the league of the sector, and fully passing on the benefit of world’s best companies in customer the reduction of the benchmark interest satisfaction. We launched the iti pilot rate (Selic) to customers. Itaú’s minimum project which has now been extended to mortgage finance rate now stands at the general public and made progress on major projects in our digitization journey, 7.45% per annum + TR, varying according such as the recently announced acquisition to customer profile and the relationship of Zup. At the same time, we are prepared with the bank. Prior to this, rates began at to reap the benefits of the improvements 8.1% per annum + TR. Again in July and we are forecasting in the economic September, interest rates for personal and environment due to the approval of the working capital loans were also cut. Social Security Reform and the continuation of the agenda of reforms, From July to September 2019, concessions and privatizations.” 2 commissions and fees and insurance Candido Bracher CEO of Itaú Unibanco Itaú Unibanco’s loan portfolio grows 8.3% and lifts profits in the third quarter 2019 Low levels of delinquency and control of costs also contribute to recurring net income of R$ 7.2 billion in the period São Paulo, November 4, 2019 – In a scenario of gradual recovery of economic growth, 1 Itaú Unibanco’s total adjusted loan portfolio reached R$ 689 billion at the end of September 2019, an increase of 8.3% in 12 months. Expansion was mainly driven by the increase in the growth rate of the individuals loan portfolio and the very small, small and middle-market companies’ loan portfolio, reflecting in growths of 14.9% and 24.5%, respectively. In addition, the adjusted¹ corporate portfolio posted an increase of 4.1% in relation to the third quarter 2018, underscoring the sentiment of improvement in the country’s business environment. The credit origination growth, combined with higher revenues from fund management, investment banking and brokerage services led Latin America largest private sector bank to report a recurring net income of R$ 7.2 billion in the third quarter 2019, 10.9% up on the same period in 2018, with a return on net equity of 23.5%. In R$ million (except where indicated) 3Q19 3Q18 % 2Q19 % Recurring Net Income 7,156 6,454 10.9% 7,034 1.7% Annualized Average ROE 23.5% 21.3% 220 bps 23.5% - Total Adjusted Loan Portfolio¹ 688,993 636,428 8.3% 659,727 4.4% Non-performing Loan Ratio (90 days) - 2.9% 2.9% - 2.9% - Total In turn, the 90-day non-performing loans ratio reached 2.9%, flat in relation to the same period in 2018. The quarter was also characterized by Itaú pioneering the move to reduce mortgage “This was one more quarter in which we advanced in our transformation process loan rates among banks in the private towards making up the league of the sector, and fully passing on the benefit of world’s best companies in customer the reduction of the benchmark interest satisfaction. We launched the iti pilot rate (Selic) to customers. Itaú’s minimum project which has now been extended to mortgage finance rate now stands at the general public and made progress on major projects in our digitization journey, 7.45% per annum + TR, varying according such as the recently announced acquisition to customer profile and the relationship of Zup. At the same time, we are prepared with the bank. Prior to this, rates began at to reap the benefits of the improvements 8.1% per annum + TR. Again in July and we are forecasting in the economic September, interest rates for personal and environment due to the approval of the working capital loans were also cut. Social Security Reform and the continuation of the agenda of reforms, From July to September 2019, concessions and privatizations.” 2 commissions and fees and insurance Candido Bracher CEO of Itaú Unibanco

rose 6.8% against the second quarter 2018, driven by higher revenues from “The loan portfolio continues performing investment banking, brokerage services positively. As in recent quarters, its growth was driven by the Individuals and Very and asset management. Small, Small and Middle-Market Company Non-interest expenses were R$ 12.8 portfolios. In addition, it is worth pointing billion in the third quarter of 2019, an out the resumption of demand for credit in the Corporate segment, which grew increase of 1.2% compared with the annually for the first time in more than same period last year and therefore three years.” below inflation. The efficiency ratio reported a year-on-year improvement of Milton Maluhy 330 bps, an indication of the Executive Vice President, CFO and CRO of Itaú Unibanco improvement in productivity, particularly in the light of the investment in technology. Itaú Unibanco stands out as one of the largest dividend-paying companies. Between January and September of this year, the bank distributed R$ 11 billion to the more than 239 thousand direct shareholders. 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) Revenues from Insurance include insurance income per se, pension plans and capitalization bonds net of claims and selling expenses. Corporate Communication – Itaú Unibanco (11) 5019-8880/8881 imprensa@itau-unibanco.com.br rose 6.8% against the second quarter 2018, driven by higher revenues from “The loan portfolio continues performing investment banking, brokerage services positively. As in recent quarters, its growth was driven by the Individuals and Very and asset management. Small, Small and Middle-Market Company Non-interest expenses were R$ 12.8 portfolios. In addition, it is worth pointing billion in the third quarter of 2019, an out the resumption of demand for credit in the Corporate segment, which grew increase of 1.2% compared with the annually for the first time in more than same period last year and therefore three years.” below inflation. The efficiency ratio reported a year-on-year improvement of Milton Maluhy 330 bps, an indication of the Executive Vice President, CFO and CRO of Itaú Unibanco improvement in productivity, particularly in the light of the investment in technology. Itaú Unibanco stands out as one of the largest dividend-paying companies. Between January and September of this year, the bank distributed R$ 11 billion to the more than 239 thousand direct shareholders. 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) Revenues from Insurance include insurance income per se, pension plans and capitalization bonds net of claims and selling expenses. Corporate Communication – Itaú Unibanco (11) 5019-8880/8881 imprensa@itau-unibanco.com.br

Attachment 04 Attachment 04

Conference Call rd 3 quarter 2019 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 rd 3 quarter 2019 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 rd 3 quarter 2019 Recurring Net Income Recurring ROE Credit ¹ NPL 90 days Consolidated Consolidated Consolidated Consolidated 4.4 % 1.7 % stable stable R$689.0 bn R$7.2 bn 23.5% 2.9% 3Q19 vs. 2Q19 3Q19 vs. 2Q19 3Q19 vs. 2Q19 3Q19 vs. 2Q19 Brazil Brazil Brazil Brazil 4.9 % 2.0 % stable -10 bps R$518.0 bn R$6.8 bn 24.6% 3.4% 6.5 6.5 6.9 7.0 7.2 21.3 21.8 23.6 23.5 23.5 636.4 636.9 647.1 659.7 689.0 2.9 2.9 3.0 2.9 2.9 3Q18 4Q18 1Q19 2Q19 3Q19 3Q18 4Q18 1Q19 2Q19 3Q19 3Q18 4Q18 1Q19 2Q19 3Q19 3Q18 4Q18 1Q19 2Q19 3Q19 Financial Margin with Clients Commission, Fees and Insurance Results ² Cost of Credit Non-Interest Expenses Consolidated Consolidated Consolidated Consolidated 4.4 % 1.0 % 11.1 % 1.0 % R$10.8 bn R$17.6 bn R$4.5 bn R$12.8 bn 3Q19 vs. 2Q19 3Q19 vs. 2Q19 3Q19 vs. 2Q19 3Q19 vs. 2Q19 Brazil Brazil Brazil Brazil 4.7 % 1.2 % 10.5 % 1.5 % R$10.1 bn R$15.8 bn R$3.9 bn R$11.1 bn 16.2 16.2 16.4 16.9 17.6 10.2 10.8 10.2 10.7 10.8 3.3 3.4 3.8 4.0 4.5 12.6 12.8 12.1 12.7 12.8 3Q18 4Q18 1Q19 2Q19 3Q19 3Q18 4Q18 1Q19 2Q19 3Q19 3Q18 4Q18 1Q19 2Q19 3Q19 3Q18 4Q18 1Q19 2Q19 3Q19 (1) Total with Financial Guarantees provided and Corporate Securities; (2) Revenues from Insurance (-) Claims Expenses (-) Insurance Selling Expenses. 2Highlights rd 3 quarter 2019 Recurring Net Income Recurring ROE Credit ¹ NPL 90 days Consolidated Consolidated Consolidated Consolidated 4.4 % 1.7 % stable stable R$689.0 bn R$7.2 bn 23.5% 2.9% 3Q19 vs. 2Q19 3Q19 vs. 2Q19 3Q19 vs. 2Q19 3Q19 vs. 2Q19 Brazil Brazil Brazil Brazil 4.9 % 2.0 % stable -10 bps R$518.0 bn R$6.8 bn 24.6% 3.4% 6.5 6.5 6.9 7.0 7.2 21.3 21.8 23.6 23.5 23.5 636.4 636.9 647.1 659.7 689.0 2.9 2.9 3.0 2.9 2.9 3Q18 4Q18 1Q19 2Q19 3Q19 3Q18 4Q18 1Q19 2Q19 3Q19 3Q18 4Q18 1Q19 2Q19 3Q19 3Q18 4Q18 1Q19 2Q19 3Q19 Financial Margin with Clients Commission, Fees and Insurance Results ² Cost of Credit Non-Interest Expenses Consolidated Consolidated Consolidated Consolidated 4.4 % 1.0 % 11.1 % 1.0 % R$10.8 bn R$17.6 bn R$4.5 bn R$12.8 bn 3Q19 vs. 2Q19 3Q19 vs. 2Q19 3Q19 vs. 2Q19 3Q19 vs. 2Q19 Brazil Brazil Brazil Brazil 4.7 % 1.2 % 10.5 % 1.5 % R$10.1 bn R$15.8 bn R$3.9 bn R$11.1 bn 16.2 16.2 16.4 16.9 17.6 10.2 10.8 10.2 10.7 10.8 3.3 3.4 3.8 4.0 4.5 12.6 12.8 12.1 12.7 12.8 3Q18 4Q18 1Q19 2Q19 3Q19 3Q18 4Q18 1Q19 2Q19 3Q19 3Q18 4Q18 1Q19 2Q19 3Q19 3Q18 4Q18 1Q19 2Q19 3Q19 (1) Total with Financial Guarantees provided and Corporate Securities; (2) Revenues from Insurance (-) Claims Expenses (-) Insurance Selling Expenses. 2

Recurring Net Income and Value Creation 23.6% 23.5% 23.5% 21.8% 21.3% ROE Average Cost of Capital 14.5% 14.5% 13.5% 13.0% 12.5% Recurring Net Income 7.2 7.0 6.9 6.5 6.5 Value Creation 2.0 3.3 2.9 3.2 2.2 Cost of Capital 4.5 4.3 4.0 3.9 3.8 3Q18 4Q18 1Q19 2Q19 3Q19 3 In R$ billionRecurring Net Income and Value Creation 23.6% 23.5% 23.5% 21.8% 21.3% ROE Average Cost of Capital 14.5% 14.5% 13.5% 13.0% 12.5% Recurring Net Income 7.2 7.0 6.9 6.5 6.5 Value Creation 2.0 3.3 2.9 3.2 2.2 Cost of Capital 4.5 4.3 4.0 3.9 3.8 3Q18 4Q18 1Q19 2Q19 3Q19 3 In R$ billion

Credit by Client profile or Product Credit origination¹ In R$ billions, end of period 3Q19 2Q19 D 3Q18 D 3Q19 vs. 3Q18 Individuals 2 29.7 222.3 3.3% 200.0 14.9% Total Credit Card Loans 8 3.3 7 9.3 5.1% 6 8.7 21.4% Brazil ² 29% Personal Loans 3 4.2 32.8 4.5% 2 8.9 18.5% Payroll Loans 4 9.3 49.1 0.5% 46.0 7.4% Vehicle Loans 1 8.0 17.2 4.5% 1 5.2 18.0% Individuals 31% Mortgage Loans 4 4.8 4 4.0 2.0% 4 1.2 8.7% Very Small, Small and Middle Market Loans 84.0 7 8.1 7.6% 67.5 24.5% Very Small, Small and Individuals + Very Small, Small 34% Middle Market 313.8 300.4 4.5% 267.5 17.3% and Middle Market Loans Corporate Loans 2 04.2 193.6 5.5% 1 96.3 4.1% Corporate 25% Credit Operations 1 57.0 151.4 3.7% 159.9 -1.9% Corporate Securities 4 7.3 4 2.2 12.1% 3 6.3 30.1% 3 Private securities issuance Total Brazil 5 18.0 494.0 4.9% 4 63.7 11.7% Year (9M19) Latin America 1 71.0 1 65.7 3.2% 1 72.7 -1.0% st 1 place in the ANBIMA Total with Financial Guarantees 6 89.0 6 59.7 4.4% 636.4 8.3% R$47.5 bn ranking provided and Corporate Securities Note: Does not consider origination of Credit Card, Overdraft, Debt Renegotiation and other revolving credits. (1) Average origination per working day in the period, except for private securities issuance. (2) Does not include private securities issuance. (3) Source: ANBIMA (Brazilian Financial and Capital Markets Association). Considers total volume of fixed income and hybrid private securities issuance arranged by Itaú Unibanco on the local market (includes distributed volumes). 4Credit by Client profile or Product Credit origination¹ In R$ billions, end of period 3Q19 2Q19 D 3Q18 D 3Q19 vs. 3Q18 Individuals 2 29.7 222.3 3.3% 200.0 14.9% Total Credit Card Loans 8 3.3 7 9.3 5.1% 6 8.7 21.4% Brazil ² 29% Personal Loans 3 4.2 32.8 4.5% 2 8.9 18.5% Payroll Loans 4 9.3 49.1 0.5% 46.0 7.4% Vehicle Loans 1 8.0 17.2 4.5% 1 5.2 18.0% Individuals 31% Mortgage Loans 4 4.8 4 4.0 2.0% 4 1.2 8.7% Very Small, Small and Middle Market Loans 84.0 7 8.1 7.6% 67.5 24.5% Very Small, Small and Individuals + Very Small, Small 34% Middle Market 313.8 300.4 4.5% 267.5 17.3% and Middle Market Loans Corporate Loans 2 04.2 193.6 5.5% 1 96.3 4.1% Corporate 25% Credit Operations 1 57.0 151.4 3.7% 159.9 -1.9% Corporate Securities 4 7.3 4 2.2 12.1% 3 6.3 30.1% 3 Private securities issuance Total Brazil 5 18.0 494.0 4.9% 4 63.7 11.7% Year (9M19) Latin America 1 71.0 1 65.7 3.2% 1 72.7 -1.0% st 1 place in the ANBIMA Total with Financial Guarantees 6 89.0 6 59.7 4.4% 636.4 8.3% R$47.5 bn ranking provided and Corporate Securities 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 (Brazilian Financial and Capital Markets Association). Considers total volume of fixed income and hybrid private securities issuance arranged by Itaú Unibanco on the local market (includes distributed volumes). 4

Financial Margin with Clients Annualized Average Rate Brazil Consolidated 12.2% 12.1% 12.1% 12.2% 12.2% 12.0% 12.0% 11.8% 10.0% 10.0% 10.0% 9.9% 9.9% 9.9% 9.8% 9.8% 9.5% 9.6% 9.0% 9.2% 9.2% 9.2% 9.0% 8.9% 7.7% 7.4% 7.6% 7.6% 7.6% 7.5% 7.4% 7.5% 7.1% 6.7% 6.4% 6.4% 6.4% 6.4% 6.4% 6.0% 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 Financial Margin with Clients Risk-adjusted Financial Margin with Clients CDI (annualized quarterly rate) Change in Financial Margin with Clients In R$ billions + 0.8 billion + 5.0% 17.6 16.9 (0.1) (0.1) (1.6) 16.1 15.3 1 2 4 6 2Q19 Working Capital Spread-Sensitive Mix of products Average Asset Asset Spreads Higher number of Others Spread-Sensitive Working Capital 3Q19 3 5 and other 2Q19 Operations 2Q19 Portfolio and calendar days Operations 3Q19 and other 3Q19 Liabilities Margin (1) Includes capital allocated to business areas (except treasury), and the corporation working capital. (2) Change in the composition of assets with credit risk between periods in Brazil; (3) Considers credit and private securities portfolio net of overdue balance over 60 days in Brazil; (4) Spreads variation of assets with credit risk between periods in Brazil; (5) In Brazil; (6) Includes Latin America (ex-Brazil) spread-sensitive operations and structured operations from the wholesale segment. 5Financial Margin with Clients Annualized Average Rate Brazil Consolidated 12.2% 12.1% 12.1% 12.2% 12.2% 12.0% 12.0% 11.8% 10.0% 10.0% 10.0% 9.9% 9.9% 9.9% 9.8% 9.8% 9.5% 9.6% 9.0% 9.2% 9.2% 9.2% 9.0% 8.9% 7.7% 7.4% 7.6% 7.6% 7.6% 7.5% 7.4% 7.5% 7.1% 6.7% 6.4% 6.4% 6.4% 6.4% 6.4% 6.0% 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 Financial Margin with Clients Risk-adjusted Financial Margin with Clients CDI (annualized quarterly rate) Change in Financial Margin with Clients In R$ billions + 0.8 billion + 5.0% 17.6 16.9 (0.1) (0.1) (1.6) 16.1 15.3 1 2 4 6 2Q19 Working Capital Spread-Sensitive Mix of products Average Asset Asset Spreads Higher number of Others Spread-Sensitive Working Capital 3Q19 3 5 and other 2Q19 Operations 2Q19 Portfolio and calendar days Operations 3Q19 and other 3Q19 Liabilities Margin (1) Includes capital allocated to business areas (except treasury), and the corporation working capital. (2) Change in the composition of assets with credit risk between periods in Brazil; (3) Considers credit and private securities portfolio net of overdue balance over 60 days in Brazil; (4) Spreads variation of assets with credit risk between periods in Brazil; (5) In Brazil; (6) Includes Latin America (ex-Brazil) spread-sensitive operations and structured operations from the wholesale segment. 5

Financial Margin with the Market In R$ billions 1.7 1.6 4.3 1.5 4.3 1.5 1.4 1.4 1.4 0.1 1.3 1.2 3.0 3.2 1.7 1.6 1.5 1.4 1.4 1.3 1.1 1.3 1.2 0.1 0.2 1.1 1.0 1.3 0.9 1.2 1.1 0.9 1.0 0.5 1.2 1.0 0.5 0.5 0.2 0.2 0.5 0.3 0.3 0.4 0.3 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 9M18 9M19 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. 6Financial Margin with the Market In R$ billions 1.7 1.6 4.3 1.5 4.3 1.5 1.4 1.4 1.4 0.1 1.3 1.2 3.0 3.2 1.7 1.6 1.5 1.4 1.4 1.3 1.1 1.3 1.2 0.1 0.2 1.1 1.0 1.3 0.9 1.2 1.1 0.9 1.0 0.5 1.2 1.0 0.5 0.5 0.2 0.2 0.5 0.3 0.3 0.4 0.3 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 9M18 9M19 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. 6

Cost of Credit and Credit Quality NPL Ratio Consolidated (90 days) - % Brazil (90 days) - % Consolidated (15-90 days) - % Brazil (15-90 days) - % 3.1 3.7 3.5 3.5 3.5 4.7 3.5 3.4 4.5 3.4 3.4 3.4 4.5 4.5 4.4 4.4 3.2 3.2 2.9 2.8 2.3 2.6 2.9 3.0 2.5 2.9 2.9 2.9 3.7 2.5 2.9 2.8 2.5 1.8 3.4 2.7 1.8 2.4 2.3 1.7 3.2 2.5 2.5 1.6 1.7 1.5 2.6 2.6 1.7 2.3 1.5 2.3 2.5 1.0 0.9 2.4 1.5 0.7 2.4 1.8 1.5 1.4 2.4 1.4 1.4 1.4 2.3 1.3 1.4 1.0 0.7 2.2 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 Individuals Corporate SMEs Total Brazil¹ Latin America² Individuals Corporate SMEs Total Brazil¹ Latin America² (1) (2) Includes units abroad ex-Latin America; Excludes Brazil. Cost of Credit ¹ Coverage Ratio (90-day NPL) - % In R$ billions 235% 221% 208% 208% 208% 2.7% 2.5% 2.4% 2.4% 2.1% 2.1% 92% 90% 88% 87% 86% 4.5 3.6 3.8 4.0 3.3 3.4 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 2 Total Total (Expanded³) Cost of Credit Cost of Credit / Total Risk - Annualized (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) Expanded Coverage Ratio 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. 7Cost of Credit and Credit Quality NPL Ratio Consolidated (90 days) - % Brazil (90 days) - % Consolidated (15-90 days) - % Brazil (15-90 days) - % 3.1 3.7 3.5 3.5 3.5 4.7 3.5 3.4 4.5 3.4 3.4 3.4 4.5 4.5 4.4 4.4 3.2 3.2 2.9 2.8 2.3 2.6 2.9 3.0 2.5 2.9 2.9 2.9 3.7 2.5 2.9 2.8 2.5 1.8 3.4 2.7 1.8 2.4 2.3 1.7 3.2 2.5 2.5 1.6 1.7 1.5 2.6 2.6 1.7 2.3 1.5 2.3 2.5 1.0 0.9 2.4 1.5 0.7 2.4 1.8 1.5 1.4 2.4 1.4 1.4 1.4 2.3 1.3 1.4 1.0 0.7 2.2 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 Individuals Corporate SMEs Total Brazil¹ Latin America² Individuals Corporate SMEs Total Brazil¹ Latin America² (1) (2) Includes units abroad ex-Latin America; Excludes Brazil. Cost of Credit ¹ Coverage Ratio (90-day NPL) - % In R$ billions 235% 221% 208% 208% 208% 2.7% 2.5% 2.4% 2.4% 2.1% 2.1% 92% 90% 88% 87% 86% 4.5 3.6 3.8 4.0 3.3 3.4 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 2 Total Total (Expanded³) Cost of Credit Cost of Credit / Total Risk - Annualized (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) Expanded Coverage Ratio 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. 7

Retail Bank - Cost of Credit and Credit Quality economic contraction 8.0 7.9 7.7 7.6 7.4 7.2 7.2 6.9 6.8 6.7 6.6 6.6 6.6 6.4 6.5 6.4 6.4 6.3 6.2 6.2 6.4 6.4 6.1 6.3 6.1 5.8 5.7 5.6 5.6 5.3 5.1 5.1 5.0 5.0 4.9 4.8 4.7 4.7 4.6 4.6 17.6 17.3 17.0 16.6 16.1 16.4 15.9 15.2 15.6 14.9 14.9 14.5 14.5 14.3 14.2 14.1 14.1 13.9 13.7 13.4 269 259 250 244 231 226 226 225 225 223 222 221 218 221 215 214 214 210 208 208 Dec-14 Mar-15 Jun-15 Sep-15 Dec-15 Mar-16 Jun-16 Sep-16 Dec-16 Mar-17 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 Trailing 12 months Retail Banking Provision for Loan Losses (R$ Bn) 90-day NPL - Retail Banking (%) Credit Portfolio - Retail Banking (R$ Bn) Annual Retail Banking Provision for Loan Losses / Average Portfolio (%) 8Retail Bank - Cost of Credit and Credit Quality economic contraction 8.0 7.9 7.7 7.6 7.4 7.2 7.2 6.9 6.8 6.7 6.6 6.6 6.6 6.4 6.5 6.4 6.4 6.3 6.2 6.2 6.4 6.4 6.1 6.3 6.1 5.8 5.7 5.6 5.6 5.3 5.1 5.1 5.0 5.0 4.9 4.8 4.7 4.7 4.6 4.6 17.6 17.3 17.0 16.6 16.1 16.4 15.9 15.2 15.6 14.9 14.9 14.5 14.5 14.3 14.2 14.1 14.1 13.9 13.7 13.4 269 259 250 244 231 226 226 225 225 223 222 221 218 221 215 214 214 210 208 208 Dec-14 Mar-15 Jun-15 Sep-15 Dec-15 Mar-16 Jun-16 Sep-16 Dec-16 Mar-17 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 Trailing 12 months Retail Banking Provision for Loan Losses (R$ Bn) 90-day NPL - Retail Banking (%) Credit Portfolio - Retail Banking (R$ Bn) Annual Retail Banking Provision for Loan Losses / Average Portfolio (%) 8

Commissions and Fees and Result From Insurance Operations 3 In R$ billions Assets Under Administration 3Q19 2Q19 D 3Q18 D 9M19 9M18 D In R$ billions Credit and Debit Cards 3 ,2 3 ,2 0,1% 3,4 -5,5% 9,7 10,0 -3,0% Card Issuance 2,3 2,2 1,5% 2 ,2 2,7% 6,7 6,3 6,1% 20.8% 1,290 Acquiring 0,9 1,0 -3,3% 1 ,2 -20,8% 3,0 3,7 -18,5% 1,068 172 Open Platform Current Account Services 1,9 1 ,8 3,2% 1,8 3,1% 5,6 5 ,5 1,7% Asset Management ¹ 1 ,4 1 ,3 8,3% 1 ,1 28,7% 3,7 3 ,2 16,5% 114 1,118 50.7% Advisory Services and Brokerage 0 ,7 0,6 14,1% 0,3 150,4% 1,7 1,0 65,3% 954 Traditional Credit Operations and Guarantees Provided 0,6 0,7 -8,3% 0,6 0,1% 1,9 1 ,9 -1,9% Collection Services 0,5 0,5 2,0% 0,5 5,6% 1 ,5 1,4 2,9% 17.2% Sep-18 Sep-19 Other 0,3 0,3 6,2% 0,2 18,2% 0,8 0,8 4,0% Latin America (ex-Brazil) 0,7 0,7 -2,8% 0,7 -4,6% 2,2 2,1 2,0% Commissions and Fees 9,3 9,1 2,2% 8,6 7,3% 27,0 25,9 4,1% Total Payment Volume (TPV) - Cards Result from Insurance Operations ² 1 ,6 1,7 -6,0% 1,5 3,6% 4,9 4,8 1,9% In R$ billions Total 10,8 10,7 1,0% 10,2 6,8% 3 1,8 30,7 3,8% Issuer Acquiring (1) Includes fund management fees and consortia management fees; (2) Result from Insurance includes the Revenues from Insurance, Pension Plan and Premium Bonds Operations net of Retained Claims and Selling Expenses; (3) Does not include Latin America (ex-Brazil). 15.3% 11.6% Current Account Holders 379 346 329 310 Annual increase in the number 9% of Individuals account holders. 9M18 9M19 9M18 9M19 9Commissions and Fees and Result From Insurance Operations 3 In R$ billions Assets Under Administration 3Q19 2Q19 D 3Q18 D 9M19 9M18 D In R$ billions Credit and Debit Cards 3 ,2 3 ,2 0,1% 3,4 -5,5% 9,7 10,0 -3,0% Card Issuance 2,3 2,2 1,5% 2 ,2 2,7% 6,7 6,3 6,1% 20.8% 1,290 Acquiring 0,9 1,0 -3,3% 1 ,2 -20,8% 3,0 3,7 -18,5% 1,068 172 Open Platform Current Account Services 1,9 1 ,8 3,2% 1,8 3,1% 5,6 5 ,5 1,7% Asset Management ¹ 1 ,4 1 ,3 8,3% 1 ,1 28,7% 3,7 3 ,2 16,5% 114 1,118 50.7% Advisory Services and Brokerage 0 ,7 0,6 14,1% 0,3 150,4% 1,7 1,0 65,3% 954 Traditional Credit Operations and Guarantees Provided 0,6 0,7 -8,3% 0,6 0,1% 1,9 1 ,9 -1,9% Collection Services 0,5 0,5 2,0% 0,5 5,6% 1 ,5 1,4 2,9% 17.2% Sep-18 Sep-19 Other 0,3 0,3 6,2% 0,2 18,2% 0,8 0,8 4,0% Latin America (ex-Brazil) 0,7 0,7 -2,8% 0,7 -4,6% 2,2 2,1 2,0% Commissions and Fees 9,3 9,1 2,2% 8,6 7,3% 27,0 25,9 4,1% Total Payment Volume (TPV) - Cards Result from Insurance Operations ² 1 ,6 1,7 -6,0% 1,5 3,6% 4,9 4,8 1,9% In R$ billions Total 10,8 10,7 1,0% 10,2 6,8% 3 1,8 30,7 3,8% Issuer Acquiring (1) Includes fund management fees and consortia management fees; (2) Result from Insurance includes the Revenues from Insurance, Pension Plan and Premium Bonds Operations net of Retained Claims and Selling Expenses; (3) Does not include Latin America (ex-Brazil). 15.3% 11.6% Current Account Holders 379 346 329 310 Annual increase in the number 9% of Individuals account holders. 9M18 9M19 9M18 9M19 9

Clients We are a bank with 55 million clients Clients more satisfied 1 Individual account holders Total 8 points 80% are more than - + Global NPS 5-year-old accounts openings closures in the last 12 months + 43% accounts opened - 29% closures and inactive accounts compared to 2016 compared to 2016, in line with the improved credit quality of our portfolio 20.9 19.7 18.4 18.0 New account holders 4.0 55% are under 2 3.3 30 years old closures 2.8 openings 2.4 3 2016 2017 2018 Sep-19 (1) Individual account holders does not include savings accounts, salary accounts and INSS(Social Security National Institute) accounts; (2) Includes closures and inactivation discounted from reactivation; 10 (3) Individual account holders in September 2019 and closures and openings from the last 12 months.Clients We are a bank with 55 million clients Clients more satisfied 1 Individual account holders Total 8 points 80% are more than - + Global NPS 5-year-old accounts openings closures in the last 12 months + 43% accounts opened - 29% closures and inactive accounts compared to 2016 compared to 2016, in line with the improved credit quality of our portfolio 20.9 19.7 18.4 18.0 New account holders 4.0 55% are under 2 3.3 30 years old closures 2.8 openings 2.4 3 2016 2017 2018 Sep-19 (1) Individual account holders does not include savings accounts, salary accounts and INSS(Social Security National Institute) accounts; (2) Includes closures and inactivation discounted from reactivation; 10 (3) Individual account holders in September 2019 and closures and openings from the last 12 months.

Non-Interest Expenses In R$ billions Voluntary Severance Program 3Q19 2Q19 D 3Q18 D 9M19 9M18 D Personnel Expenses (5.6) (5.5) 1.6% (5 .4) 4.2% (1 6.5) (15.7) 5.1% ~ 3.5 thousand employees adhered Administrative Expenses (4.2) (4 .2) -1.5% (4 .2) -0.1% (1 2.5) (12.2) 2.5% Operating Expenses (1 .3) (1.2) 10.3% (1 .3) 2.8% (3.6) (3.7) -2.8% out of ~7 thousand eligible employees Other Tax Expenses ¹ (0 .1) (0.1) -11.7% (0.1) 1.9% (0.3) (0.2) 10.0% Non recurring expenses of Latin America (ex-Brazil) ² (1 .6) (1 .6) -0.4% (1 .7) -6.4% (4 .8) (4 .8) 0.0% R$2.4 billion before taxes Total (12.8) (12.7) 1.0% (12.6) 1.2% (37.6) (36.6) 2.8% (1) Includes IPTU, IPVA, IOF and other. Does not include PIS, Cofins and ISS; (2) Does not consider overhead allocation. Efficiency Ratio (%) # Employees 100,756 98,446 96,764 61.7 61.4 61.3 60.9 60.9 13,101 12,738 12,694 585 547 534 48.8 48.7 46.3 46.2 45.5 87,070 85,161 83,536 3Q18 4Q18 1Q19 2Q19 3Q19 Sep-18 Jun-19 Sep-19 Quarterly Cost-to-Income Ratio (%) Quarterly Risk-Adjusted Cost-to-Income Ratio (%) Brazil Abroad (ex-Latin America) Latin America 11Non-Interest Expenses In R$ billions Voluntary Severance Program 3Q19 2Q19 D 3Q18 D 9M19 9M18 D Personnel Expenses (5.6) (5.5) 1.6% (5 .4) 4.2% (1 6.5) (15.7) 5.1% ~ 3.5 thousand employees adhered Administrative Expenses (4.2) (4 .2) -1.5% (4 .2) -0.1% (1 2.5) (12.2) 2.5% Operating Expenses (1 .3) (1.2) 10.3% (1 .3) 2.8% (3.6) (3.7) -2.8% out of ~7 thousand eligible employees Other Tax Expenses ¹ (0 .1) (0.1) -11.7% (0.1) 1.9% (0.3) (0.2) 10.0% Non recurring expenses of Latin America (ex-Brazil) ² (1 .6) (1 .6) -0.4% (1 .7) -6.4% (4 .8) (4 .8) 0.0% R$2.4 billion before taxes Total (12.8) (12.7) 1.0% (12.6) 1.2% (37.6) (36.6) 2.8% (1) Includes IPTU, IPVA, IOF and other. Does not include PIS, Cofins and ISS; (2) Does not consider overhead allocation. Efficiency Ratio (%) # Employees 100,756 98,446 96,764 61.7 61.4 61.3 60.9 60.9 13,101 12,738 12,694 585 547 534 48.8 48.7 46.3 46.2 45.5 87,070 85,161 83,536 3Q18 4Q18 1Q19 2Q19 3Q19 Sep-18 Jun-19 Sep-19 Quarterly Cost-to-Income Ratio (%) Quarterly Risk-Adjusted Cost-to-Income Ratio (%) Brazil Abroad (ex-Latin America) Latin America 11

Capital Full application of Basel III rules│ September 30, 2019 rd Payment of R$7.7 billion in complementary dividends on August 23 , 2019. 14.9% 14.1% 0.7% -0.7% -0.2% -0.6% 1.3% 1.3% 13.6% 12.8% Tier I 3Q19 net income and Additional dividends and IOC Prudential Adjustments RWA Tier I Jun-19 other equity changes Sep-19 Common Equity Tier I (CET I) Additional Tier I (AT1) 12Capital Full application of Basel III rules│ September 30, 2019 rd Payment of R$7.7 billion in complementary dividends on August 23 , 2019. 14.9% 14.1% 0.7% -0.7% -0.2% -0.6% 1.3% 1.3% 13.6% 12.8% Tier I 3Q19 net income and Additional dividends and IOC Prudential Adjustments RWA Tier I Jun-19 other equity changes Sep-19 Common Equity Tier I (CET I) Additional Tier I (AT1) 12

2019 Forecast Consolidated Brazil ¹ Total Credit Portfolio ² 8.0% 11.0% 8.0% 11.0% Financial Margin with Clients 9.0% 12.0% 9.0% 12.0% 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 2.0% 5.0% 2.0% 5.0% Non-Interest Expenses 3.0% 6.0% 3.5% 6.5% 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. 132019 Forecast Consolidated Brazil ¹ Total Credit Portfolio ² 8.0% 11.0% 8.0% 11.0% Financial Margin with Clients 9.0% 12.0% 9.0% 12.0% 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 2.0% 5.0% 2.0% 5.0% Non-Interest Expenses 3.0% 6.0% 3.5% 6.5% 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. 13

Appendix 14Appendix 14

Results In R$ Billions 3Q19 2Q19 Δ 3Q18 Δ 9M19 9M18Δ Operating Revenues 30.3 29.5 2.6% 27.9 8.5% 88.0 83.3 5.5% Managerial Financial Margin 19.1 1 8.5 3.4% 17.4 9.6% 55.2 51.7 6.7% Financial Margin with Clients 17.6 1 6.9 4.4% 16.2 9.1% 5 0.9 47.4 7.5% Financial Margin with the Market 1.5 1.6 -7.8% 1.3 15.4% 4 .3 4.3 -1.6% Commissions and Fees 9 .3 9.1 2.2% 8.6 7.3% 27.0 25.9 4.1% 1.9 2.0 -3.0% 1.9 3.3% 5 .8 5 .8 1.0% Revenues from Insurance ¹ Cost of Credit ( 4.5) (4.0) 11.1% (3.3) 37.8% (12.3) (10.7) 15.9% Provision for Loan Losses (4.9) (4.4) 11.7% (3.9) 26.1% (13.5) (12.3) 10.2% Impairment (0.1) (0.0) 63.1% (0.1) -21.4% (0.1) (0.3) -48.7% Discounts Granted (0.3) ( 0.4) -23.1% (0.3) 5.3% (1.0) (0.8) 18.5% Recovery of Loans Written Off as Losses 0.8 0.8 0.1% 1.0 -21.6% 2.3 2 .8 -15.4% Retained Claims (0.3) (0.3) 13.9% ( 0.3) 5.9% (0.9) ( 0.9) 0.1% Other Operating Expenses (14.6) (14.4) 1.0% ( 14.3) 2.0% (42.8) ( 41.6) 3.0% Non-Interest Expenses (12.8) (12.7) 1.0% (12.6) 1.2% ( 37.6) (36.6) 2.8% (1.8) ( 1.8) 0.8% ( 1.6) 8.3% (5.2) (5.0) 4.2% Tax Expenses and Other ² Income before Tax and Minority Interests 10.9 1 0.7 1.2% 10.0 8.2% 3 1.8 30.2 5.6% Income Tax and Social Contribution (3.5) (3.4) 3.2% (3.4) 2.7% (10.1) (10.4) -2.6% Minority Interests in Subsidiaries (0.2) ( 0.3) -35.4% ( 0.2) 15.2% (0.7) (0.5) 24.7% Recurring Net Income 7.2 7.0 1.7% 6.5 10.9% 21.1 19.3 9.4% (1) Revenues from Insurance includes the Revenues from Insurance, Pension Plan and Premium Bonds Operations before Retained Claims and Selling Expenses. (2) Include Tax Expenses (ISS, PIS, COFINS and other) and Insurance Selling Expenses. 15Results In R$ Billions 3Q19 2Q19 Δ 3Q18 Δ 9M19 9M18Δ Operating Revenues 30.3 29.5 2.6% 27.9 8.5% 88.0 83.3 5.5% Managerial Financial Margin 19.1 1 8.5 3.4% 17.4 9.6% 55.2 51.7 6.7% Financial Margin with Clients 17.6 1 6.9 4.4% 16.2 9.1% 5 0.9 47.4 7.5% Financial Margin with the Market 1.5 1.6 -7.8% 1.3 15.4% 4 .3 4.3 -1.6% Commissions and Fees 9 .3 9.1 2.2% 8.6 7.3% 27.0 25.9 4.1% 1.9 2.0 -3.0% 1.9 3.3% 5 .8 5 .8 1.0% Revenues from Insurance ¹ Cost of Credit ( 4.5) (4.0) 11.1% (3.3) 37.8% (12.3) (10.7) 15.9% Provision for Loan Losses (4.9) (4.4) 11.7% (3.9) 26.1% (13.5) (12.3) 10.2% Impairment (0.1) (0.0) 63.1% (0.1) -21.4% (0.1) (0.3) -48.7% Discounts Granted (0.3) ( 0.4) -23.1% (0.3) 5.3% (1.0) (0.8) 18.5% Recovery of Loans Written Off as Losses 0.8 0.8 0.1% 1.0 -21.6% 2.3 2 .8 -15.4% Retained Claims (0.3) (0.3) 13.9% ( 0.3) 5.9% (0.9) ( 0.9) 0.1% Other Operating Expenses (14.6) (14.4) 1.0% ( 14.3) 2.0% (42.8) ( 41.6) 3.0% Non-Interest Expenses (12.8) (12.7) 1.0% (12.6) 1.2% ( 37.6) (36.6) 2.8% (1.8) ( 1.8) 0.8% ( 1.6) 8.3% (5.2) (5.0) 4.2% Tax Expenses and Other ² Income before Tax and Minority Interests 10.9 1 0.7 1.2% 10.0 8.2% 3 1.8 30.2 5.6% Income Tax and Social Contribution (3.5) (3.4) 3.2% (3.4) 2.7% (10.1) (10.4) -2.6% Minority Interests in Subsidiaries (0.2) ( 0.3) -35.4% ( 0.2) 15.2% (0.7) (0.5) 24.7% Recurring Net Income 7.2 7.0 1.7% 6.5 10.9% 21.1 19.3 9.4% (1) Revenues from Insurance includes the Revenues from Insurance, Pension Plan and Premium Bonds Operations before Retained Claims and Selling Expenses. (2) Include Tax Expenses (ISS, PIS, COFINS and other) and Insurance Selling Expenses. 15

Business Model In R$ billions 9M19 9M18Δ Insurance Excess Insurance Excess Insurance Excess Consolidated Consolidated Consolidated Credit Trading Credit Trading Credit Trading & Services Capital & Services Capital & Services Capital Operating Revenues 4 6.8 1.2 38.9 1.1 4 2.9 1.4 3 7.7 1.3 3.8 ( 0.2) 1.2 (0.2) 88.0 83.3 4.6 Managerial Financial Margin 37 .7 1.2 15.2 1.1 34.5 1.3 1 4.6 1.3 3. 3 ( 0.2) 0.6 ( 0.2) 55.2 5 1.7 3. 5 Commissions and Fees 27.0 9.0 0 .0 17.9 - 25.9 8.5 0 .0 17.4 - 1.1 0.6 (0.0) 0 .5 - Revenues from Insurance ¹ 5 .8 - - 5.8 - 5 .8 - - 5.8 - 0.1 - - 0.1 - Cost of Credit (12.3) - - - (10.7) - - - ( 1.7) - - - (12.3) (10.7) (1.7) Retained Claims - - ( 0.9) - - - ( 0.9) - - - (0.0) - ( 0.9) ( 0.9) (0.0) Non-Interested Expenses and (21.4) (0.6) (21.5) (0.1) ( 20.3) ( 0.8) (21.0) (0.1) (1.1) 0 .2 (0.5) 0.0 ( 43.5) (42.1) (1.4) Other Expenses ² Recurring Net Income 21.1 9.0 0 .4 10.8 0.9 1 9.3 7.0 0 .4 10.6 1.3 1.8 2 .0 (0.0) 0.2 ( 0.4) Average Regulatory Capital 1 24.1 63.4 1.5 40.5 1 8.7 121.8 62 .1 1.6 37.0 21.2 2.2 1.4 (0.0) 3.4 ( 2.5) Value Creation 3 .0 0.3 7.0 ( 0.9) 0 .8 0.3 7.0 ( 0.8) 2 .1 0.0 0 .1 (0.1) 9.4 7 .2 2.2 Recurring ROE 18.9% 33.5% 35.6% 6.3% 15.0% 35.0% 38.2% 7.9% 390 bps -150 bps -260 bps -170 bps 23.5% 21.7% 180 bps (1) Revenues from Insurance includes the Revenues 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. 16Business Model In R$ billions 9M19 9M18Δ Insurance Excess Insurance Excess Insurance Excess Consolidated Consolidated Consolidated Credit Trading Credit Trading Credit Trading & Services Capital & Services Capital & Services Capital Operating Revenues 4 6.8 1.2 38.9 1.1 4 2.9 1.4 3 7.7 1.3 3.8 ( 0.2) 1.2 (0.2) 88.0 83.3 4.6 Managerial Financial Margin 37 .7 1.2 15.2 1.1 34.5 1.3 1 4.6 1.3 3. 3 ( 0.2) 0.6 ( 0.2) 55.2 5 1.7 3. 5 Commissions and Fees 27.0 9.0 0 .0 17.9 - 25.9 8.5 0 .0 17.4 - 1.1 0.6 (0.0) 0 .5 - Revenues from Insurance ¹ 5 .8 - - 5.8 - 5 .8 - - 5.8 - 0.1 - - 0.1 - Cost of Credit (12.3) - - - (10.7) - - - ( 1.7) - - - (12.3) (10.7) (1.7) Retained Claims - - ( 0.9) - - - ( 0.9) - - - (0.0) - ( 0.9) ( 0.9) (0.0) Non-Interested Expenses and (21.4) (0.6) (21.5) (0.1) ( 20.3) ( 0.8) (21.0) (0.1) (1.1) 0 .2 (0.5) 0.0 ( 43.5) (42.1) (1.4) Other Expenses ² Recurring Net Income 21.1 9.0 0 .4 10.8 0.9 1 9.3 7.0 0 .4 10.6 1.3 1.8 2 .0 (0.0) 0.2 ( 0.4) Average Regulatory Capital 1 24.1 63.4 1.5 40.5 1 8.7 121.8 62 .1 1.6 37.0 21.2 2.2 1.4 (0.0) 3.4 ( 2.5) Value Creation 3 .0 0.3 7.0 ( 0.9) 0 .8 0.3 7.0 ( 0.8) 2 .1 0.0 0 .1 (0.1) 9.4 7 .2 2.2 Recurring ROE 18.9% 33.5% 35.6% 6.3% 15.0% 35.0% 38.2% 7.9% 390 bps -150 bps -260 bps -170 bps 23.5% 21.7% 180 bps (1) Revenues from Insurance includes the Revenues 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. 16

Payout Practice 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: our capitalization level, the minimum Tier 1 Capital of 13.5% (this ratio must be composed of at least 12% of Core Capital), the profitability in the year, expectations of capital The percentage to be distributed may change every year based on the company’s profitability and capital demands, always considering the minimum set forth in the Bylaws. use and changes in tax legislation. 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% Shares Buyback Paid 22.4 7.5% 4.3% 87.2% 70.6% Payout 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. 17Payout Practice 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: our capitalization level, the minimum Tier 1 Capital of 13.5% (this ratio must be composed of at least 12% of Core Capital), the profitability in the year, expectations of capital The percentage to be distributed may change every year based on the company’s profitability and capital demands, always considering the minimum set forth in the Bylaws. use and changes in tax legislation. 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% Shares Buyback Paid 22.4 7.5% 4.3% 87.2% 70.6% Payout 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. 17

Digital Transformation % of transactions through digital channels Use of Digital Channels ¹ 9M17 9M19 Individuals (in millions) Companies (in millions) 2 Credit 17% 20% 12.2 10.7 2 1.2 Investments 37% 47% 1.1 1.0 9.4 2 Payments 67% 80% 3 Transfers 89% 95% Sep-17 Sep-18 Sep-19 Sep-17 Sep-18 Sep-19 New Individuals accounts (in thousands) % digital operations on the Retail Operating Revenues 1,108 1,088 1,010 Digital 29% Brick and 32% Efficiency Ratio Branches Mortar Branches of branches in 9M19 276 165 Brick and 71% 68% Abreconta 53 27% 67% Mortar App Brick and Branches Digital Mortar 3Q17 3Q18 3Q19 9M17 9M19 (1) Internet, mobile and SMS on Retail Bank; (2) Share of digital channels in the total volume (R$) of transactions in the Retail Bank segment; (3) Share of digital channels in quantity of transfers between different banks in the Retail Bank segment. 18Digital Transformation % of transactions through digital channels Use of Digital Channels ¹ 9M17 9M19 Individuals (in millions) Companies (in millions) 2 Credit 17% 20% 12.2 10.7 2 1.2 Investments 37% 47% 1.1 1.0 9.4 2 Payments 67% 80% 3 Transfers 89% 95% Sep-17 Sep-18 Sep-19 Sep-17 Sep-18 Sep-19 New Individuals accounts (in thousands) % digital operations on the Retail Operating Revenues 1,108 1,088 1,010 Digital 29% Brick and 32% Efficiency Ratio Branches Mortar Branches of branches in 9M19 276 165 Brick and 71% 68% Abreconta 53 27% 67% Mortar App Brick and Branches Digital Mortar 3Q17 3Q18 3Q19 9M17 9M19 (1) Internet, mobile and SMS on Retail Bank; (2) Share of digital channels in the total volume (R$) of transactions in the Retail Bank segment; (3) Share of digital channels in quantity of transfers between different banks in the Retail Bank segment. 18

Conference Call rd 3 quarter 2019 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 19Conference Call rd 3 quarter 2019 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 19