EX-99.1 2 d924270dex991.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. st 1 Quarter 2020 Result Itaú Unibanco Holding S.A. (“Company”) announces to its shareholders and the market at large that the Complete Financial Statements and the Management Discussion and Analysis for the 1st quarter of 2020 ending March 31, 2020 are already available on the Investor Relations website (www.itau.com.br/investor-relations). Additionally, we forward the information described below: st · Institutional Presentation of the 1 quarter of 2020 (Attachment 01); · Press Presentation on the quarterly result, scheduled for May 05, 2020 at 8:30 am (Brasília official time) (Attachment 02); · Press release (Attachment 03); · Presentation for public conference calls on the quarterly result, scheduled for Tuesday, 05/05/2020, in Portuguese at 09:00 am (EDT) and in English at 10:30 am (EDT) (Attachment 04). The expectations and tendencies presented are based on information available up to the moment and involve risks, uncertainties, and assumptions that may be beyond our control. These information’s strengthen our commitment to transparency in our disclosures to the many strategic audiences we have. São Paulo - SP, May 04, 2020. 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. st 1 Quarter 2020 Result Itaú Unibanco Holding S.A. (“Company”) announces to its shareholders and the market at large that the Complete Financial Statements and the Management Discussion and Analysis for the 1st quarter of 2020 ending March 31, 2020 are already available on the Investor Relations website (www.itau.com.br/investor-relations). Additionally, we forward the information described below: st · Institutional Presentation of the 1 quarter of 2020 (Attachment 01); · Press Presentation on the quarterly result, scheduled for May 05, 2020 at 8:30 am (Brasília official time) (Attachment 02); · Press release (Attachment 03); · Presentation for public conference calls on the quarterly result, scheduled for Tuesday, 05/05/2020, in Portuguese at 09:00 am (EDT) and in English at 10:30 am (EDT) (Attachment 04). The expectations and tendencies presented are based on information available up to the moment and involve risks, uncertainties, and assumptions that may be beyond our control. These information’s strengthen our commitment to transparency in our disclosures to the many strategic audiences we have. São Paulo - SP, May 04, 2020. Alexsandro Broedel Group Executive Finance Director and Head of Investor Relations

Attachment 01 Attachment 01

1Q20 Institutional Presentation Itaú Unibanco Holding S.A. ITUB LISTED NÍVEL 1 CDP NYSE BM &FBOVE SP A1Q20 Institutional Presentation Itaú Unibanco Holding S.A. ITUB LISTED NÍVEL 1 CDP NYSE BM &FBOVE SP A

1Q20 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.1Q20 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.

Agenda Corporate 04 profile Strategic 11 fronts Our 36 businesses Corporate 61 governance Capital and 71 risk management Financial 83 highlights Additional 96 informationAgenda Corporate 04 profile Strategic 11 fronts Our 36 businesses Corporate 61 governance Capital and 71 risk management Financial 83 highlights Additional 96 information

Corporate profile 4Corporate profile 4

Corporate profile About us? Universal bank | 95 years of history | largest bank in Latin America¹ 3 3 4 4 3 Market Value³ Total assets Credit portfolio ROE Net income Tier I Capital US$43.8 bn R$1,982.5 bn R$769.2 bn 12.8% R$3.9 bn 12.0% Brazil’s most We are present in 18 countries valuable² brand Rest of the World R$33.5 billion 1 German Approximately 1 3 Bahamas Cayman 1 2 3 56 million 1 Spain Latin America Retail clients 1 2 3 United States 1 France 349 k Argentina 1 Portugal direct shareholders United Kingdom 1 2 Brazil 3 Switzerland Chile 4.5 k Reino Unido branches and PABs Colombia Suíça Mexico 1 95 k Panama employees Paraguay Key 1 Peru 46 k Multiple Bank ATMs Uruguay 1 2 3 Other operations Corporate & Investment Banking Asset Management Private Banking (1) Largest bank in market value; (2) 2019 Interbrand Ranking ; (3) March 2020 (4) In 1Q20. 5Corporate profile About us? Universal bank | 95 years of history | largest bank in Latin America¹ 3 3 4 4 3 Market Value³ Total assets Credit portfolio ROE Net income Tier I Capital US$43.8 bn R$1,982.5 bn R$769.2 bn 12.8% R$3.9 bn 12.0% Brazil’s most We are present in 18 countries valuable² brand Rest of the World R$33.5 billion 1 German Approximately 1 3 Bahamas Cayman 1 2 3 56 million 1 Spain Latin America Retail clients 1 2 3 United States 1 France 349 k Argentina 1 Portugal direct shareholders United Kingdom 1 2 Brazil 3 Switzerland Chile 4.5 k Reino Unido branches and PABs Colombia Suíça Mexico 1 95 k Panama employees Paraguay Key 1 Peru 46 k Multiple Bank ATMs Uruguay 1 2 3 Other operations Corporate & Investment Banking Asset Management Private Banking (1) Largest bank in market value; (2) 2019 Interbrand Ranking ; (3) March 2020 (4) In 1Q20. 5

Corporate profile What do we do? Full offering of products and services| diversified client base | solid brand Insurance Credit Services A complete The Retail Bank includes retail clients, $ physical and digital Personal Current accounts Life high-income clients bank and very small and Cards Cards and acquiring Homeowners insurance small businesses, in $ Consórcio Working capital Auto addition to products and services for non- Brokerage Dental Real estate $ account holders. $ Micro credit Pension plans Card protection The Wholesale Bank is $ $ responsible for high net Premium Bonds Travel Vehicles worth clients (private $ Payment means Healthcare Rural banking), the units in Latin America, banking for $ $ Payroll loans Capital markets Smartphone protection middle market and large companies and Imports/Exports Investments Guarantee insurance Open platform corporations through Itaú ... Investment and insurance ... ... BBA, the unit responsible Other products Other products Other products products sold on open for corporate clients and platforms. for its role as an investment Main brands and commercial partners bank. 6Corporate profile What do we do? Full offering of products and services| diversified client base | solid brand Insurance Credit Services A complete The Retail Bank includes retail clients, $ physical and digital Personal Current accounts Life high-income clients bank and very small and Cards Cards and acquiring Homeowners insurance small businesses, in $ Consórcio Working capital Auto addition to products and services for non- Brokerage Dental Real estate $ account holders. $ Micro credit Pension plans Card protection The Wholesale Bank is $ $ responsible for high net Premium Bonds Travel Vehicles worth clients (private $ Payment means Healthcare Rural banking), the units in Latin America, banking for $ $ Payroll loans Capital markets Smartphone protection middle market and large companies and Imports/Exports Investments Guarantee insurance Open platform corporations through Itaú ... Investment and insurance ... ... BBA, the unit responsible Other products Other products Other products products sold on open for corporate clients and platforms. for its role as an investment Main brands and commercial partners bank. 6

Corporate profile How have we evolved? Adaptable culture | innovation | transparency in business NY Stock First First First Internet Euro Itaú on Britain We have World War II Exchange overseas version of providers becomes the NY decides to witnessed ends crisis branch of Windows the official Stock leave the important Itaú appears currency Exchange European changes around of most . Union (Brexit) the world... 1929 1945 1983 1985 1990 2002 2006 2016 EU nations Focus on A bank with a An historic First steps Paths to growth purpose Latin America Casa Moreira Salles Marked by mergers, merger We believe that people Our international opens in 1924, and acquisitions and In 2008, Itaú and have the power to presence has Banco business alliances that Unibanco united to transform the world, and evolved year after Central de Crédito enabled the growth create Brazil’s that the bank can year. Today, Itaú is in 1943. and consolidation of largest private promote this present in 18 both institutions. bank¹. transformation. countries. 1930 1950 1960 1980 1984 1989 1992 2002 ... and in Banking Internet Mobile First debit First First Bankfone First checks Brazil automation Banking Banking First in-branch and credit ATMs transactions with client’s begins calculators in Brazil in Brazil cards name 7Corporate profile How have we evolved? Adaptable culture | innovation | transparency in business NY Stock First First First Internet Euro Itaú on Britain We have World War II Exchange overseas version of providers becomes the NY decides to witnessed ends crisis branch of Windows the official Stock leave the important Itaú appears currency Exchange European changes around of most . Union (Brexit) the world... 1929 1945 1983 1985 1990 2002 2006 2016 EU nations Focus on A bank with a An historic First steps Paths to growth purpose Latin America Casa Moreira Salles Marked by mergers, merger We believe that people Our international opens in 1924, and acquisitions and In 2008, Itaú and have the power to presence has Banco business alliances that Unibanco united to transform the world, and evolved year after Central de Crédito enabled the growth create Brazil’s that the bank can year. Today, Itaú is in 1943. and consolidation of largest private promote this present in 18 both institutions. bank¹. transformation. countries. 1930 1950 1960 1980 1984 1989 1992 2002 ... and in Banking Internet Mobile First debit First First Bankfone First checks Brazil automation Banking Banking First in-branch and credit ATMs transactions with client’s begins calculators in Brazil in Brazil cards name 7

Corporate profile What are we seeking? To change leagues and compare ourselves with the world’s best companies in client satisfaction Our Promoting people’s power Purpose of transformation Ethics are Passionate Simple. People It’s only The best We think Our culture non- about Always mean good for argument and act like negotiable perf orm a nce everything us if it’s is the one owners Our Way to us good for that the client matters Strategic fronts Client Digital People Sustainable Risk TRANSFORMATIONAL profitability management Internationalization centricity tr ansfor mation management CONTINUOUS IMPROVEMENT Continuous To achieve levels of New The experience New risk Listening to and improvement culture and risk results close to those of understanding technologies of our in efficiency Brazil employees appetite the clients Inclusion and Financial Transparency in Ethics in Responsible Responsible Financing for Inclusive Commitments to a investment sectors with a entrepreneurship citizenship communication relationships and management management Positive impact positive impact business 8Corporate profile What are we seeking? To change leagues and compare ourselves with the world’s best companies in client satisfaction Our Promoting people’s power Purpose of transformation Ethics are Passionate Simple. People It’s only The best We think Our culture non- about Always mean good for argument and act like negotiable perf orm a nce everything us if it’s is the one owners Our Way to us good for that the client matters Strategic fronts Client Digital People Sustainable Risk TRANSFORMATIONAL profitability management Internationalization centricity tr ansfor mation management CONTINUOUS IMPROVEMENT Continuous To achieve levels of New The experience New risk Listening to and improvement culture and risk results close to those of understanding technologies of our in efficiency Brazil employees appetite the clients Inclusion and Financial Transparency in Ethics in Responsible Responsible Financing for Inclusive Commitments to a investment sectors with a entrepreneurship citizenship communication relationships and management management Positive impact positive impact business 8

Corporate profile A responsible bank Our commitments to a We believe that people Principal pacts, initiatives and voluntary commitments have the power to positive impact Responsible banking transform the world, and Financing for sectors with a positive impact that a bank can promote To increase our financing and services in those sectors. this transformation. Responsible investment To expand our offering and distribution of products and services for an economy that is more responsible and with a Transparency in the communication Ethics is present in our positive impact. business and results in Inclusion and entrepreneurship transparency, respect and To increase financial inclusion for entrepreneurs. honesty in our relationships Financial citizenship with our stakeholders, in the Sustainable development Climate change To promote client satisfaction, as well as their financial lives. quality of our products and Contribuição Empresarial para a services and in our concern Transparency in the communication Promoção da Economia Verde e To strengthen our transparency, demonstrating the value with financial performance Inclusiva created for our stakeholders. and socioenvironmental Respect and diversity responsibility. Ethics in relationships and business Ethics are non-negotiable. Promote the creation of an intimate and ethical financial ecosystem. Red Mujer Emprendedora Inclusive management To enhance our employees’ experience and to foster a working environment that is diverse, inclusive and healthy. Ethics and integrity Responsible management Carta Empresarial pelo To improve the performance of our operations and to foster Direitos Humanos e pela Promoção do Trabalho sustainable practices across our supply chain. Decente 9Corporate profile A responsible bank Our commitments to a We believe that people Principal pacts, initiatives and voluntary commitments have the power to positive impact Responsible banking transform the world, and Financing for sectors with a positive impact that a bank can promote To increase our financing and services in those sectors. this transformation. Responsible investment To expand our offering and distribution of products and services for an economy that is more responsible and with a Transparency in the communication Ethics is present in our positive impact. business and results in Inclusion and entrepreneurship transparency, respect and To increase financial inclusion for entrepreneurs. honesty in our relationships Financial citizenship with our stakeholders, in the Sustainable development Climate change To promote client satisfaction, as well as their financial lives. quality of our products and Contribuição Empresarial para a services and in our concern Transparency in the communication Promoção da Economia Verde e To strengthen our transparency, demonstrating the value with financial performance Inclusiva created for our stakeholders. and socioenvironmental Respect and diversity responsibility. Ethics in relationships and business Ethics are non-negotiable. Promote the creation of an intimate and ethical financial ecosystem. Red Mujer Emprendedora Inclusive management To enhance our employees’ experience and to foster a working environment that is diverse, inclusive and healthy. Ethics and integrity Responsible management Carta Empresarial pelo To improve the performance of our operations and to foster Direitos Humanos e pela Promoção do Trabalho sustainable practices across our supply chain. Decente 9

Corporate profile A responsible bank Our role in this crisis must be proportional to our relevance in society. . Itaú Unibanco donations (total R$1.3 bn) Donations in a joint initiative with Bradesco R$1 bn donated to the program Todos pela saúde and Santander 5 million coronavirus fast And also we had donations through Fundação Itaú para Educação detection tests. e Cultura and Instituto Unibanco for: 15 million masks to be donated to Hospitals: Municipal Moyses Deutsch SP, Fiocruz RJ and the government and also to emergency of Grajaú, Pacaembu and Anhembi. vulnerable communities. 3D printing of 2,000 mechanical ventilators on the Anestech and Hefest platform in partnership with Embraer. Acquisition of 190 respirators. Purchase of essential items: 800 thousand masks and 7,146 kg of hand sanitizer and other items. #LeiaEmCasa Aid to 81,000 families (324,000 people), with food and Special edition of the “Leia para uma Criança” hygiene basket. (Read for a Child) program for home entertainment for children in quarantine. Support for organizations and micro and nano entrepreneurs. 10Corporate profile A responsible bank Our role in this crisis must be proportional to our relevance in society. . Itaú Unibanco donations (total R$1.3 bn) Donations in a joint initiative with Bradesco R$1 bn donated to the program Todos pela saúde and Santander 5 million coronavirus fast And also we had donations through Fundação Itaú para Educação detection tests. e Cultura and Instituto Unibanco for: 15 million masks to be donated to Hospitals: Municipal Moyses Deutsch SP, Fiocruz RJ and the government and also to emergency of Grajaú, Pacaembu and Anhembi. vulnerable communities. 3D printing of 2,000 mechanical ventilators on the Anestech and Hefest platform in partnership with Embraer. Acquisition of 190 respirators. Purchase of essential items: 800 thousand masks and 7,146 kg of hand sanitizer and other items. #LeiaEmCasa Aid to 81,000 families (324,000 people), with food and Special edition of the “Leia para uma Criança” hygiene basket. (Read for a Child) program for home entertainment for children in quarantine. Support for organizations and micro and nano entrepreneurs. 10

Strategic fronts 11Strategic fronts 11

Strategic fronts Strategic Fronts Following a collective thought process, we defined our priority strategic fronts in order to achieve consistent and quality results in the years ahead. Strategic fronts of Client Continuous Centricity improvement Risk Management Digital Transformation Sustainable Profitability People Management Internationalization Transformational Strategic fronts 12Strategic fronts Strategic Fronts Following a collective thought process, we defined our priority strategic fronts in order to achieve consistent and quality results in the years ahead. Strategic fronts of Client Continuous Centricity improvement Risk Management Digital Transformation Sustainable Profitability People Management Internationalization Transformational Strategic fronts 12

Strategic fronts Client Centricity We want our clients to have the best experience That is why we are continually and tirelessly striving to improve our client’s experience each time they engage with the bank Satisfied clients create more value Universal Bank Present Value of R$/client net income, 5-year forecast (base 100) 56 million clients 2x 950 § between 18 and over 80 years of age; § from low-income to the Private segment; 5x § Present throughout Brazil, both in the capital 468 Itaú Branches cities and hinterland, and overseas; § companies: from very small companies, to 100 major corporate conglomerates. The difference between the present value We challenge ourselves daily to serve created by a client who advocates for the Itaú Branches segment, against the value this very heterogeneous universe. 10x generated by one who knocks it 13Strategic fronts Client Centricity We want our clients to have the best experience That is why we are continually and tirelessly striving to improve our client’s experience each time they engage with the bank Satisfied clients create more value Universal Bank Present Value of R$/client net income, 5-year forecast (base 100) 56 million clients 2x 950 § between 18 and over 80 years of age; § from low-income to the Private segment; 5x § Present throughout Brazil, both in the capital 468 Itaú Branches cities and hinterland, and overseas; § companies: from very small companies, to 100 major corporate conglomerates. The difference between the present value We challenge ourselves daily to serve created by a client who advocates for the Itaú Branches segment, against the value this very heterogeneous universe. 10x generated by one who knocks it 13

Strategic fronts Client Centricity We want to be the benchmark in satisfaction, transforming our culture so that the client is at the center of everything. Satisfied clients create Our actions, including digital transformation and the efforts involving people management, are designed for our clients’ higher value satisfaction, a key metric for the entire organization. Global NPS + 27 points + 17 points + 8 points Active contact to understand our Lessons learned from client clients’ experience. feedbacks to enhance their 2020 vs 2018 2021 vs 2018 2023 vs 2018 (Mar-20 vs Aug-18) experience. We want to be compared to the world’s best companies in client satisfaction +70 k +4 k feedbacks per month meetings per month Comparable companies 14Strategic fronts Client Centricity We want to be the benchmark in satisfaction, transforming our culture so that the client is at the center of everything. Satisfied clients create Our actions, including digital transformation and the efforts involving people management, are designed for our clients’ higher value satisfaction, a key metric for the entire organization. Global NPS + 27 points + 17 points + 8 points Active contact to understand our Lessons learned from client clients’ experience. feedbacks to enhance their 2020 vs 2018 2021 vs 2018 2023 vs 2018 (Mar-20 vs Aug-18) experience. We want to be compared to the world’s best companies in client satisfaction +70 k +4 k feedbacks per month meetings per month Comparable companies 14

Strategic fronts Client Centricity Continuous updates for a better experience App Store Our apps are among the best rated in app stores Play Store APP PERSONNALITÉ 4.0 4.7 12.9 MM individual clients APP ABRE CONTA APP ITAÚ 1st bank using digital channels offering bank account opening (INDIVIDUALS) by mobile phone 4.4 4.7 22 updates in our apps 4.7 4.7 on two operational systems 17 new features APP LIGHT 1st bank on the mobile channel APP ITAUCARD offering a leaner smartphone app 4.3 4.8 Creation of a dedicated page 4.5 + to respond beeter to the needs of the COVID-19 scenario APP REDE www.itau.com.br/coronavirus Card receivables APP ITAÚ EMPRESAS APP ITAÚ EMPRESAS control by phone 4.4 4.0 4.5 4.6 3,8 4,4 Updated in Apr-20 15Strategic fronts Client Centricity Continuous updates for a better experience App Store Our apps are among the best rated in app stores Play Store APP PERSONNALITÉ 4.0 4.7 12.9 MM individual clients APP ABRE CONTA APP ITAÚ 1st bank using digital channels offering bank account opening (INDIVIDUALS) by mobile phone 4.4 4.7 22 updates in our apps 4.7 4.7 on two operational systems 17 new features APP LIGHT 1st bank on the mobile channel APP ITAUCARD offering a leaner smartphone app 4.3 4.8 Creation of a dedicated page 4.5 + to respond beeter to the needs of the COVID-19 scenario APP REDE www.itau.com.br/coronavirus Card receivables APP ITAÚ EMPRESAS APP ITAÚ EMPRESAS control by phone 4.4 4.0 4.5 4.6 3,8 4,4 Updated in Apr-20 15

Strategic fronts Client Centricity Identified Investment recommendations need: What is the best way to invest my money? Solution The most advantageous 2.5 minutes Data only Itaú has: combination possible for each to generate a ü Expected results from 28,000 financial products and assets client, according to their profile ü 200,000 possible portfolio combinations recommendation and moment in life ü 10,000 scenarios for market behavior +0.80 to 3.00 pp additional annual Testing 2 billion different scenarios portfolio for all client profiles DIAGNÓSTICO DA SUA CARTEIRA profitability Sua carteira atual Carteira personalizada based on the Optimization in the client context (current Carteira em 26/08/2019 Nível de risco: Arrojado portfolio, earnings and new investments) Nível de risco: Moderado Retorno esperado (em recommendation Retorno esperado (em % % CDI): 133.9% a.a. CDI): 114.5% a.a. Juros pós-fixados Juros prefixados Inflação Multimercado Customized expert evaluation 07 16Strategic fronts Client Centricity Identified Investment recommendations need: What is the best way to invest my money? Solution The most advantageous 2.5 minutes Data only Itaú has: combination possible for each to generate a ü Expected results from 28,000 financial products and assets client, according to their profile ü 200,000 possible portfolio combinations recommendation and moment in life ü 10,000 scenarios for market behavior +0.80 to 3.00 pp additional annual Testing 2 billion different scenarios portfolio for all client profiles DIAGNÓSTICO DA SUA CARTEIRA profitability Sua carteira atual Carteira personalizada based on the Optimization in the client context (current Carteira em 26/08/2019 Nível de risco: Arrojado portfolio, earnings and new investments) Nível de risco: Moderado Retorno esperado (em recommendation Retorno esperado (em % % CDI): 133.9% a.a. CDI): 114.5% a.a. Juros pós-fixados Juros prefixados Inflação Multimercado Customized expert evaluation 07 16

Strategic fronts Digital Transformation Supply perspective x Demand perspective Traditional model: supply perspective Modern model: demand perspective Tendências de novas tecnologias: Tendências de novas tecnologias: New technology trends: New technology radar: cloud cloud artificial Intelligence and artificial Intelligence client’s real machine learning and machine learning + big data and analytics big data and analytics needs What are they for? APIs APIs Identifying possible application opportunities blockchain blockchain We find an application Let’s test Technology applied to solve real problems, Pilots and tests in lateral situations, More investment for enabling measurement of value created which do not compromise updating Expenditure Time Expenditure Time $ $ $ $ $ $ 17Strategic fronts Digital Transformation Supply perspective x Demand perspective Traditional model: supply perspective Modern model: demand perspective Tendências de novas tecnologias: Tendências de novas tecnologias: New technology trends: New technology radar: cloud cloud artificial Intelligence and artificial Intelligence client’s real machine learning and machine learning + big data and analytics big data and analytics needs What are they for? APIs APIs Identifying possible application opportunities blockchain blockchain We find an application Let’s test Technology applied to solve real problems, Pilots and tests in lateral situations, More investment for enabling measurement of value created which do not compromise updating Expenditure Time Expenditure Time $ $ $ $ $ $ 17

Strategic fronts Digital Transformation To achieve digital transformation, we need to change the way we develop services and products Before Market Solution customization time data research development Client Bank Client Now Data customization time data + research + experimenting Client Bank 18Strategic fronts Digital Transformation To achieve digital transformation, we need to change the way we develop services and products Before Market Solution customization time data research development Client Bank Client Now Data customization time data + research + experimenting Client Bank 18

Strategic fronts Digital Transformation Examples of the new way in which we design product and services 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. We acquired Zup to accelerate our modernization of the legacy Individuals • specialized team • Light and fast registration without bureaucracy. No need to prove • micro services marketplace income, address, etc; • independent management • You don't need to be an Itaú customer. Available for those who are already customers of any bank, or even for those who do not have a bank account; • Virtual wallet: credit cards (from any bank) for making payments; • Accepted in all network of Rede machines; • Benefits and exclusive actions for users; • Robust pipeline of features planned for the first semester of 2020, using cloud development and state-of-the-art“ technological construction “; • Innovative security and fraud prevention solution based on facial biometrics and data intelligence. 19Strategic fronts Digital Transformation Examples of the new way in which we design product and services 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. We acquired Zup to accelerate our modernization of the legacy Individuals • specialized team • Light and fast registration without bureaucracy. No need to prove • micro services marketplace income, address, etc; • independent management • You don't need to be an Itaú customer. Available for those who are already customers of any bank, or even for those who do not have a bank account; • Virtual wallet: credit cards (from any bank) for making payments; • Accepted in all network of Rede machines; • Benefits and exclusive actions for users; • Robust pipeline of features planned for the first semester of 2020, using cloud development and state-of-the-art“ technological construction “; • Innovative security and fraud prevention solution based on facial biometrics and data intelligence. 19

Strategic fronts Digital Transformation + velocity to extend our digital offer 1,106 80+ projects 13 floors residents between the bank (118 startups) + rooftop and Cubo startups Cubo is the most relevant 357 32 filliated different hub for technological startups industries entrepreneurship promotion in Latin America. 215,000+ ft2 2,000 people/day + 4 to 7 events/day 1,000 events/year 28 sponsors Spark Awards Sponsored IF Design Award Founders: Logistics & mobility | Retail | Health | Education | Fintech business verticals: Awards International Visual Identity Awards since 2015: Financial Innovation Awards 2016 Partnerships: Startup Awards + outros 20Strategic fronts Digital Transformation + velocity to extend our digital offer 1,106 80+ projects 13 floors residents between the bank (118 startups) + rooftop and Cubo startups Cubo is the most relevant 357 32 filliated different hub for technological startups industries entrepreneurship promotion in Latin America. 215,000+ ft2 2,000 people/day + 4 to 7 events/day 1,000 events/year 28 sponsors Spark Awards Sponsored IF Design Award Founders: Logistics & mobility | Retail | Health | Education | Fintech business verticals: Awards International Visual Identity Awards since 2015: Financial Innovation Awards 2016 Partnerships: Startup Awards + outros 20

Strategic fronts Digital Transformation New work methods lead to superior results Data base 100 More technology solutions Higher productivity Greater number of solutions delivered Reduction in the delivery time of technology solutions -40% 1Q2019 1Q2020 1Q2019 1Q2020 36% More availability -70% Reduction of customers who had Now problems with major transactions on the 99.8% dos internet and mobile channels: clientes find no problems when using the main 1Q2019 1Q2020 transactions on these channels 21Strategic fronts Digital Transformation New work methods lead to superior results Data base 100 More technology solutions Higher productivity Greater number of solutions delivered Reduction in the delivery time of technology solutions -40% 1Q2019 1Q2020 1Q2019 1Q2020 36% More availability -70% Reduction of customers who had Now problems with major transactions on the 99.8% dos internet and mobile channels: clientes find no problems when using the main 1Q2019 1Q2020 transactions on these channels 21

Strategic fronts Digital Transformation Analytics: “listening to” 360,000 calls every day In the past Today One of the Traditional monitoring Speech analytics world’s largest Transcription of 100% of the calls and analysis of the texts voice transcription operations “I would like to increase my limit.” 130 MM client attendant calls/year The right Call Client´s Audio Calls monitored by people. content data signal service, for the <0.5% followed up right client at the • Measure the satisfaction of 100% of our clients right moment • Map opportunities Capture client’s satisfaction limited to one sample • Capture intentions without having to ask • Channel efficiency 22Strategic fronts Digital Transformation Analytics: “listening to” 360,000 calls every day In the past Today One of the Traditional monitoring Speech analytics world’s largest Transcription of 100% of the calls and analysis of the texts voice transcription operations “I would like to increase my limit.” 130 MM client attendant calls/year The right Call Client´s Audio Calls monitored by people. content data signal service, for the <0.5% followed up right client at the • Measure the satisfaction of 100% of our clients right moment • Map opportunities Capture client’s satisfaction limited to one sample • Capture intentions without having to ask • Channel efficiency 22

Strategic fronts Digital Transformation Data: the bank’s new capital Data and State-of-the-art Data analytics algorithms scientists + + Voice data + Results +275% of value captured Transactions Biometrics in projects in analytics 27 petabytes = 50% of everything humanity has ever written in Interactions in Image data any languages digital channels 2017 2019 Geolocation Text data 23Strategic fronts Digital Transformation Data: the bank’s new capital Data and State-of-the-art Data analytics algorithms scientists + + Voice data + Results +275% of value captured Transactions Biometrics in projects in analytics 27 petabytes = 50% of everything humanity has ever written in Interactions in Image data any languages digital channels 2017 2019 Geolocation Text data 23

Strategic fronts Digital Transformation Focus on efficiency while continually investing in technology Technology investments 11% 154 Inflation (IPCA) 130 accumulated in the 122 period 100 109 106 100 101 47.6 45.3 46.4 45. 5 2016 2017 2018 2019 Efficiency Ratio (%) Technology investments (Base 100) Non-interest Expenses (Base 100) 24Strategic fronts Digital Transformation Focus on efficiency while continually investing in technology Technology investments 11% 154 Inflation (IPCA) 130 accumulated in the 122 period 100 109 106 100 101 47.6 45.3 46.4 45. 5 2016 2017 2018 2019 Efficiency Ratio (%) Technology investments (Base 100) Non-interest Expenses (Base 100) 24

Strategic fronts Digital Transformation Enabling remote work for most employees All areas quickly adapted to this working model. . Remote work Accesses via VPN (in thousands) We enabled remote work for all 35.7 Capacity for 90 thousand Central Administration teams Accesses per day. 0.4 That rely upon corporate systems. 15-Mar 3-Apr Safe onboarding for new employees Through a secure cloud solution Calls Call +1,526% + 1,383% without the need to go to the Calls Meetings office. Meetings Meetings 1-Mar 8-Mar 15-Mar 22-Mar 25Strategic fronts Digital Transformation Enabling remote work for most employees All areas quickly adapted to this working model. . Remote work Accesses via VPN (in thousands) We enabled remote work for all 35.7 Capacity for 90 thousand Central Administration teams Accesses per day. 0.4 That rely upon corporate systems. 15-Mar 3-Apr Safe onboarding for new employees Through a secure cloud solution Calls Call +1,526% + 1,383% without the need to go to the Calls Meetings office. Meetings Meetings 1-Mar 8-Mar 15-Mar 22-Mar 25

Strategic fronts 1,3 People Management By region By age bracket Approximately 4.7 k people 5.3% North > 50 years 95 thousand 1% 45.5 k people Northeast 5% 51.2% 30-50 years Center-West Employees² 3% 38.7 k people Southeast 43.5% up to 30 years in Brazil and overseas 83% South 7% 14% By gender By hierarchical level Inclusion and diversity People with 0.1% Officers 86% 14% Women disabilities 14.9% Managers 48% 52% 59% 4.6% 38.6% Administration 50% 50% Afro-Brazilians Men 30% 70% 38.4% Operations Trainees 59% 41% 0.2% 22.6% 41% 47% 53% 5.4% Interns 33% 67% 2.3% Apprentices (1) December 2019 - For information relating to employees, we only consider information from Itaú Unibanco companies under the management of the Human Resources department, except for International Units. (2) March 2020. 26Strategic fronts 1,3 People Management By region By age bracket Approximately 4.7 k people 5.3% North > 50 years 95 thousand 1% 45.5 k people Northeast 5% 51.2% 30-50 years Center-West Employees² 3% 38.7 k people Southeast 43.5% up to 30 years in Brazil and overseas 83% South 7% 14% By gender By hierarchical level Inclusion and diversity People with 0.1% Officers 86% 14% Women disabilities 14.9% Managers 48% 52% 59% 4.6% 38.6% Administration 50% 50% Afro-Brazilians Men 30% 70% 38.4% Operations Trainees 59% 41% 0.2% 22.6% 41% 47% 53% 5.4% Interns 33% 67% 2.3% Apprentices (1) December 2019 - For information relating to employees, we only consider information from Itaú Unibanco companies under the management of the Human Resources department, except for International Units. (2) March 2020. 26

Strategic fronts People Management¹ Is Itaú Unibanco a Employee’s An innovative and inspiring environment. good place to work? experience In our employees’ eyes² VoU cOmO sOu Our challenge is to be Rendering our dress code flexible, respecting our Advocates 78% (Scores 9-10) employees and our strategic agenda. increasingly attractive to . Neutrals all generations and to 73 18% (Scores 7-8) e-NPS engage and develop our Knockers Home-office 5% (Cores 0-6) talent pool. To do so, we have consistently We offer more flexible options that encourage Attraction and retention of employees invested in disseminating employee autonomy. our purpose and what we 16.7% turnover rat 49% Women refer to as Our Way IU Conecta 51% Men 8.7% Voluntary – a strong culture rooted 13.6 k admissions in collaboration, A new platform for our employees’ day-to-day. A 86% Up to 30 years’ old 8.0% Involuntary meritocracy, ethics and social network with several administrative tools. 14% Over 30 years old total and unbridled In the market view respect for the individual. New work methods Collaborative environments, delivery communities and focal space aiming for greater synergy, communication and integration among the teams. Flexibility Greater freedom for employees to reconcile their 2018 working hours with their personal life. (1) Data base 2019. (2) Data base Dec-19. 27Strategic fronts People Management¹ Is Itaú Unibanco a Employee’s An innovative and inspiring environment. good place to work? experience In our employees’ eyes² VoU cOmO sOu Our challenge is to be Rendering our dress code flexible, respecting our Advocates 78% (Scores 9-10) employees and our strategic agenda. increasingly attractive to . Neutrals all generations and to 73 18% (Scores 7-8) e-NPS engage and develop our Knockers Home-office 5% (Cores 0-6) talent pool. To do so, we have consistently We offer more flexible options that encourage Attraction and retention of employees invested in disseminating employee autonomy. our purpose and what we 16.7% turnover rat 49% Women refer to as Our Way IU Conecta 51% Men 8.7% Voluntary – a strong culture rooted 13.6 k admissions in collaboration, A new platform for our employees’ day-to-day. A 86% Up to 30 years’ old 8.0% Involuntary meritocracy, ethics and social network with several administrative tools. 14% Over 30 years old total and unbridled In the market view respect for the individual. New work methods Collaborative environments, delivery communities and focal space aiming for greater synergy, communication and integration among the teams. Flexibility Greater freedom for employees to reconcile their 2018 working hours with their personal life. (1) Data base 2019. (2) Data base Dec-19. 27

Strategic fronts People Management¹ A bank that recognizes, values and encourages people development. Total compensation² Meritocracy Cycle The program takes into account the targets proposed, the results obtained and the manner in which those results Fixed compensation are delivered, since although it is important to achieve objectives, our values must underpin all actions. R$ 17 billion R$ 22 bi Recognizes a professional’s competence Evaluation and seniority. Variable compensation X-Axis Y-Axis 360º Evaluation R$ 5 billion Results Behavior Recognizes the level of individual performance, the financial result attained by the bank and its The X-Axis evaluates the The Y- Axis evaluates whether the sustainability in the short, medium and long terms. employee’s performance employee's behavior adheres to our Each employee has targets to be achieved, which based on the results achieved moment, our culture and our work models. are linked to the strategy of each area which, in in each target agreed. The behaviors were structured in a clear and turn, reflects our global strategy. Results objective way, to help achieve our goals. Investment in personnel Partners’ and Associates’ Program To align the interests of our officers and employees Courses and Hours of Scholarships Supplementary with those of our shareholders, we run a program training training pension schemes for partners and associate intended for managers and employees with a differentiated performance. Over than 1,000 live and On average, 13 hours of live 6.1 k scholarships, 72% of the employees have online training sessions. Further details on page 69 and online training per postgraduate and a supplementary plan. employee. language courses. (1) Data base 2019. (2) Data base Dec-19. Fixed compensations include compensation, social benefits and charges. Variable compensation includes employees´profits sharing and share-based payment. 28 BehaviorStrategic fronts People Management¹ A bank that recognizes, values and encourages people development. Total compensation² Meritocracy Cycle The program takes into account the targets proposed, the results obtained and the manner in which those results Fixed compensation are delivered, since although it is important to achieve objectives, our values must underpin all actions. R$ 17 billion R$ 22 bi Recognizes a professional’s competence Evaluation and seniority. Variable compensation X-Axis Y-Axis 360º Evaluation R$ 5 billion Results Behavior Recognizes the level of individual performance, the financial result attained by the bank and its The X-Axis evaluates the The Y- Axis evaluates whether the sustainability in the short, medium and long terms. employee’s performance employee's behavior adheres to our Each employee has targets to be achieved, which based on the results achieved moment, our culture and our work models. are linked to the strategy of each area which, in in each target agreed. The behaviors were structured in a clear and turn, reflects our global strategy. Results objective way, to help achieve our goals. Investment in personnel Partners’ and Associates’ Program To align the interests of our officers and employees Courses and Hours of Scholarships Supplementary with those of our shareholders, we run a program training training pension schemes for partners and associate intended for managers and employees with a differentiated performance. Over than 1,000 live and On average, 13 hours of live 6.1 k scholarships, 72% of the employees have online training sessions. Further details on page 69 and online training per postgraduate and a supplementary plan. employee. language courses. (1) Data base 2019. (2) Data base Dec-19. Fixed compensations include compensation, social benefits and charges. Variable compensation includes employees´profits sharing and share-based payment. 28 Behavior

Strategic fronts People Management Ensure the well-being of our workforce Prevent the spread of COVID-19 and preserve the physical, mental and financial health of our employees. . Remote work Central administration Early Payment of the 13th salary* 95% of our employees from central administration, Drastic reduction in people’s access To help our employees, in April 2020. call centers and digital branches to work from home to administration buildings. remotely. -94% in the average circulation. Risk Mitigation Exemption of at-risk group, remote work, readjustment Serving and guiding Contact centers of call center, intense cleaning, use of personal Intense communication about COVID-19 protection equipment and new layouts. Layout adaptation and our individual role. To meet hygiene and security recommendations. Communication and encouragement to use digital channels and self-service. Innovative solution: Large-scale gatherings and Job Stability +1600 operators meetings and supervisors working from home. with the suspension of terminations without cause Suspended or conducted remotely, for an indeterminate period of time since the crisis began. * The 13th salary is an extra salary paid to employees in Brazil by the end of the year. 29Strategic fronts People Management Ensure the well-being of our workforce Prevent the spread of COVID-19 and preserve the physical, mental and financial health of our employees. . Remote work Central administration Early Payment of the 13th salary* 95% of our employees from central administration, Drastic reduction in people’s access To help our employees, in April 2020. call centers and digital branches to work from home to administration buildings. remotely. -94% in the average circulation. Risk Mitigation Exemption of at-risk group, remote work, readjustment Serving and guiding Contact centers of call center, intense cleaning, use of personal Intense communication about COVID-19 protection equipment and new layouts. Layout adaptation and our individual role. To meet hygiene and security recommendations. Communication and encouragement to use digital channels and self-service. Innovative solution: Large-scale gatherings and Job Stability +1600 operators meetings and supervisors working from home. with the suspension of terminations without cause Suspended or conducted remotely, for an indeterminate period of time since the crisis began. * The 13th salary is an extra salary paid to employees in Brazil by the end of the year. 29

Strategic fronts Risk Management risk management fully timely and preemptive action, widely disseminated integrated into the focusing on creating increasing and risk culture performance of the business sustainable value and on client centricity PERFORMANCE COVERAGE Previous Current à Future Credit Business Processes Business Client Focus Market and liquidity Regulatory Reactive Preemptive Attitude Operations Form Reporting Challenging Technology Compliance Center Problem Solution Corporate People Security 30Strategic fronts Risk Management risk management fully timely and preemptive action, widely disseminated integrated into the focusing on creating increasing and risk culture performance of the business sustainable value and on client centricity PERFORMANCE COVERAGE Previous Current à Future Credit Business Processes Business Client Focus Market and liquidity Regulatory Reactive Preemptive Attitude Operations Form Reporting Challenging Technology Compliance Center Problem Solution Corporate People Security 30

Strategic fronts Sustainable Profitability Our inspiration is to be leaders in sustainable performance, where profitability exceeds the cost of capital, and in the creation of increasing value. Recurring Net Income Digital Our Business Model Strategy Our challenge is to continually improve the efficiency of our operations by maintaining clients at the center of our decisions, through strategic cost management and investment in technology and new ways of working in order to boost the use of our resources, while efficiently managing the allocation and cost of capital. Data and Capital Models Management 23.9% 23.7% 21.8% 21.9% ROE 20.3% Retail Result by Type of Branches 16.9% 16.3% 14.6% 14.0% Average Cost of Capital 13.0% Digital Traditional Recurring Net Income 28.4 (base 100) 25.7 24.9 23.8 22.1 12.8 9.2 8.2 Value Creation 4.4 8.3 P&L 100 100 Revenues 17.7 Cost of Capital 16.6 16.5 15.5 15.6 Cost of Credit 15 23 2015 2016 2017 2018 2019 33 59 Other costs 48 18 EBIT 31 Pillars In R$ billionStrategic fronts Sustainable Profitability Our inspiration is to be leaders in sustainable performance, where profitability exceeds the cost of capital, and in the creation of increasing value. Recurring Net Income Digital Our Business Model Strategy Our challenge is to continually improve the efficiency of our operations by maintaining clients at the center of our decisions, through strategic cost management and investment in technology and new ways of working in order to boost the use of our resources, while efficiently managing the allocation and cost of capital. Data and Capital Models Management 23.9% 23.7% 21.8% 21.9% ROE 20.3% Retail Result by Type of Branches 16.9% 16.3% 14.6% 14.0% Average Cost of Capital 13.0% Digital Traditional Recurring Net Income 28.4 (base 100) 25.7 24.9 23.8 22.1 12.8 9.2 8.2 Value Creation 4.4 8.3 P&L 100 100 Revenues 17.7 Cost of Capital 16.6 16.5 15.5 15.6 Cost of Credit 15 23 2015 2016 2017 2018 2019 33 59 Other costs 48 18 EBIT 31 Pillars In R$ billion

Strategic fronts Sustainable Profitability How does the bank generate value? Client EBIT Customer base X = satisfaction New clients NPS System Revenue (PB) Contacts per client Clients churn e-NPS Efficiency enabler Sales per client Omnichannel Digitalization Share of wallet Cost of acquiring Efficacy clients (prompt solution) Cost to serve Market Share Timeliness Digitalized clients (response time) Cost of the physical structure Complaints Cost of credit ! reduction 32Strategic fronts Sustainable Profitability How does the bank generate value? Client EBIT Customer base X = satisfaction New clients NPS System Revenue (PB) Contacts per client Clients churn e-NPS Efficiency enabler Sales per client Omnichannel Digitalization Share of wallet Cost of acquiring Efficacy clients (prompt solution) Cost to serve Market Share Timeliness Digitalized clients (response time) Cost of the physical structure Complaints Cost of credit ! reduction 32

Strategic fronts Sustainable Profitability Strict cost management If we are to remain profitable and competitive, we need a structural improvement in efficiency by constantly striving for opportunities to reduce costs. Employees Initiatives • Voluntary redundancy program 99,661 Mar-19 4,373 • Review of processes (Mar-20 vs Mar-19) • Optimization of costs 95.288 Mar-20 • Corporate engagement • Internal engagement campaigns Branches and PABs 4,934 433 (Mar-20 vs Mar-19) Changing the approach to cost management, from 4,501 195 195 tactical to strategic; 196 Digital 196 Branches Use of technology to rethink business models. (Brazil) 4,739 4,305 4,745 4,308 Physical Branches and PABs Mar-19 Mar-20 33 33Strategic fronts Sustainable Profitability Strict cost management If we are to remain profitable and competitive, we need a structural improvement in efficiency by constantly striving for opportunities to reduce costs. Employees Initiatives • Voluntary redundancy program 99,661 Mar-19 4,373 • Review of processes (Mar-20 vs Mar-19) • Optimization of costs 95.288 Mar-20 • Corporate engagement • Internal engagement campaigns Branches and PABs 4,934 433 (Mar-20 vs Mar-19) Changing the approach to cost management, from 4,501 195 195 tactical to strategic; 196 Digital 196 Branches Use of technology to rethink business models. (Brazil) 4,739 4,305 4,745 4,308 Physical Branches and PABs Mar-19 Mar-20 33 33

Strategic Fronts Internationalization Where are we? What are we seeking? Why Internationalize? We are looking to replicate our commercial 1 Access to new markets We are present in 18 management, technology, and risk management countries, of which 9 2 Capability of replicating the business model in the countries where we operate and to are in Latin America. model pursue profitability levels close to those of Brazil, while also seeking synergies and what we can learn 3 Increase in scale Latin America from cultural operational exchanges. 4 Supplement the offering Universal Banks Northern Hemisphere Units providing “We are a universal services and Branches and PABs Employees ATMs bank, operating expanding the product shelf predominantly in Latin LatAm ex-BR 12,670 478 1,091 America” Argentina 1,606 176 86 Brazil 82,107 44,610 Latin America (excluding Brazil) 4,023 Chile 5,706 Recurring net income 413 193 R$ million Colombia 3,308 142 128 7.3% total net income Paraguay 969 298 45 1Q20 286 Uruguay 1,081 62 26 1Q19 369 Peru Escritório de Representação 34Strategic Fronts Internationalization Where are we? What are we seeking? Why Internationalize? We are looking to replicate our commercial 1 Access to new markets We are present in 18 management, technology, and risk management countries, of which 9 2 Capability of replicating the business model in the countries where we operate and to are in Latin America. model pursue profitability levels close to those of Brazil, while also seeking synergies and what we can learn 3 Increase in scale Latin America from cultural operational exchanges. 4 Supplement the offering Universal Banks Northern Hemisphere Units providing “We are a universal services and Branches and PABs Employees ATMs bank, operating expanding the product shelf predominantly in Latin LatAm ex-BR 12,670 478 1,091 America” Argentina 1,606 176 86 Brazil 82,107 44,610 Latin America (excluding Brazil) 4,023 Chile 5,706 Recurring net income 413 193 R$ million Colombia 3,308 142 128 7.3% total net income Paraguay 969 298 45 1Q20 286 Uruguay 1,081 62 26 1Q19 369 Peru Escritório de Representação 34

Strategic Fronts Internationalization¹ Digital transformation % Transações Digitais % Acquisition Digital Current Accounts 2018 2019 Mar-20 2018 2019 Mar-20 3% 34% 65% Individuals Our clients and operations Individuals 71% 77% 79% (internet/ mobile) are increasingly digital in Argentina, Paraguay and * % Abertura de conta via internet e mobile Uruguay Use of Digital Channels Implantation of Digital Branches Satisfação Clientes Mobile 2018 2019 Mar-20 2018 2019 Mar-20 Argentina Paraguay Uruguay Nota Stores Individuals 3º 2º 2º 50% 55% 57% (mobile - 1º 1º 1º individual) 1º 1º 1º 79% 80% 81% Companies (1) These information refers to Argentina, Paraguay and Uruguay. 35Strategic Fronts Internationalization¹ Digital transformation % Transações Digitais % Acquisition Digital Current Accounts 2018 2019 Mar-20 2018 2019 Mar-20 3% 34% 65% Individuals Our clients and operations Individuals 71% 77% 79% (internet/ mobile) are increasingly digital in Argentina, Paraguay and * % Abertura de conta via internet e mobile Uruguay Use of Digital Channels Implantation of Digital Branches Satisfação Clientes Mobile 2018 2019 Mar-20 2018 2019 Mar-20 Argentina Paraguay Uruguay Nota Stores Individuals 3º 2º 2º 50% 55% 57% (mobile - 1º 1º 1º individual) 1º 1º 1º 79% 80% 81% Companies (1) These information refers to Argentina, Paraguay and Uruguay. 35

Our business 36Our business 36

Our business Who are our clients? Through our Retail and Wholesale Banking segments we offer a wide range of products and services tailored to each client profile. Client profile by segment in Brazil Individuals Companies Ultra Private Bank over R$4 billion >R$5 million in total investment Large >R$500 million up to R$4 billion Personnalité >R$10 thousand or >R$100 thousand in total investments Middle ; >R$30 million up to R$500 million Uniclass >R$4 thousand up to R$10 thousand Very Small and Small Companies Retail up to R$30 million ;;;;;;; up to R$4 thousand RETAIL WHOLESALE 37Our business Who are our clients? Through our Retail and Wholesale Banking segments we offer a wide range of products and services tailored to each client profile. Client profile by segment in Brazil Individuals Companies Ultra Private Bank over R$4 billion >R$5 million in total investment Large >R$500 million up to R$4 billion Personnalité >R$10 thousand or >R$100 thousand in total investments Middle ; >R$30 million up to R$500 million Uniclass >R$4 thousand up to R$10 thousand Very Small and Small Companies Retail up to R$30 million ;;;;;;; up to R$4 thousand RETAIL WHOLESALE 37

Our business Retail Banking Main Main Serving a client base of over . initiatives COVID-19 Results 1Q20 56 million clients New conditions for contracting or refinancing Net income non-overdue contracts Our distribution network comprises¹ R$ 1.8billion ~850 thousand contracts already 4,009 BRANCHES AND CSBs IN BRAZIL renegotiated 3 % 8 % 7 % 67 % 15 % Northeast Southeast South North Midwest Consolidated for individuals 45% profit sharing -Extension and exemptions: -current account and credit card fees; -benefit programs. Return on 15.9 % allocated capital for companies -emergency credit line for small and middle market companies payroll; Efficiency ratio -BNDES working capital for small and 48.6 % middle market companies; -additional POS free of charge (for 60 MORE THAN 44,000 days) while maintaining better rates; ATMs in Brazil Retail Banking +8 points -partnership for early transfer of Dec-19 vs. Aug-18 NPS receivables to bars and restaurants. (1) In March 2020. Does not include branches and CSBs in Latin America and Itaú BBA. 38Our business Retail Banking Main Main Serving a client base of over . initiatives COVID-19 Results 1Q20 56 million clients New conditions for contracting or refinancing Net income non-overdue contracts Our distribution network comprises¹ R$ 1.8billion ~850 thousand contracts already 4,009 BRANCHES AND CSBs IN BRAZIL renegotiated 3 % 8 % 7 % 67 % 15 % Northeast Southeast South North Midwest Consolidated for individuals 45% profit sharing -Extension and exemptions: -current account and credit card fees; -benefit programs. Return on 15.9 % allocated capital for companies -emergency credit line for small and middle market companies payroll; Efficiency ratio -BNDES working capital for small and 48.6 % middle market companies; -additional POS free of charge (for 60 MORE THAN 44,000 days) while maintaining better rates; ATMs in Brazil Retail Banking +8 points -partnership for early transfer of Dec-19 vs. Aug-18 NPS receivables to bars and restaurants. (1) In March 2020. Does not include branches and CSBs in Latin America and Itaú BBA. 38

Our business Retail Banking The use of our digital channels significantly increased over the last years. Our digital branches also increased to serve clients who almost do not use brick and mortar branches. % of transactions Use of digital channels¹ through digital channels Highlight Total current account holders (in million people) 1Q18 1Q20 Digital branches individuals Credit² 18% 24% 12.9 11.5 10.0 Investiments² 46% 42% companies 196 digital branches Payments² 68% 84% 1.2 1.2 1.1 for over 2.3 million clients Transfers³ 91% 96% Mar-18 Mar-19 Mar-20 4 More than 335,000 companies served by managers with mobility, Account openings through the Abreconta app The availability of digital channels remains high, using smartphone, tablet and at the highest level ever 99.8% video conference of the clients did not have any 99.8% 341 impact on the main Extended hours 99.0% functionalities. 221 Differentiated service (March 2020) 91 18 digital branches for 5 112,000 microentrepreneurs Mar-20 mar/20 Jan-19 1Q18 1Q19 1Q20 (1) Internet, mobile and SMS in Retail Banking; (2) Share of digital channels in the total volume of transactions (R$) in the Retail Banking; (3) Share of digital channels in the total volume (R$) of transactions in the Retail Bank segment; (4) Includes Emp3 and Emp4; (5) Includes only Emp4. 39Our business Retail Banking The use of our digital channels significantly increased over the last years. Our digital branches also increased to serve clients who almost do not use brick and mortar branches. % of transactions Use of digital channels¹ through digital channels Highlight Total current account holders (in million people) 1Q18 1Q20 Digital branches individuals Credit² 18% 24% 12.9 11.5 10.0 Investiments² 46% 42% companies 196 digital branches Payments² 68% 84% 1.2 1.2 1.1 for over 2.3 million clients Transfers³ 91% 96% Mar-18 Mar-19 Mar-20 4 More than 335,000 companies served by managers with mobility, Account openings through the Abreconta app The availability of digital channels remains high, using smartphone, tablet and at the highest level ever 99.8% video conference of the clients did not have any 99.8% 341 impact on the main Extended hours 99.0% functionalities. 221 Differentiated service (March 2020) 91 18 digital branches for 5 112,000 microentrepreneurs Mar-20 mar/20 Jan-19 1Q18 1Q19 1Q20 (1) Internet, mobile and SMS in Retail Banking; (2) Share of digital channels in the total volume of transactions (R$) in the Retail Banking; (3) Share of digital channels in the total volume (R$) of transactions in the Retail Bank segment; (4) Includes Emp3 and Emp4; (5) Includes only Emp4. 39

Our business Retail Banking¹ New dynamics in branches and platforms More service and less business. . Brick-and- Opening hours Service mortar Weekly rotation 9 am to 10 am 10 am to 2 pm Maximum of Branches for retirees and for the general with half of the 10 clients INSS pensioners public employees in loco at a time Opening hours Service Digital All employees Branches 9amto6 pm are already qualified for New opening hours remote work Service Platform Companies 45% of platforms 90% of platforms are already qualified for will be qualified for remote working by remote work the end of this week. Data base: 04/06/2020 40Our business Retail Banking¹ New dynamics in branches and platforms More service and less business. . Brick-and- Opening hours Service mortar Weekly rotation 9 am to 10 am 10 am to 2 pm Maximum of Branches for retirees and for the general with half of the 10 clients INSS pensioners public employees in loco at a time Opening hours Service Digital All employees Branches 9amto6 pm are already qualified for New opening hours remote work Service Platform Companies 45% of platforms 90% of platforms are already qualified for will be qualified for remote working by remote work the end of this week. Data base: 04/06/2020 40

Our business Retail Banking Intense communication with clients in times of uncertainty . Inform Serve Support Reassure Up-to-date information about Up-to-date information about Products and services suitable for Comfort the client by our service our digital channels services the current moment building a positive agenda 100% 100% 100% 14 hours of branches activated and of current account holders of compliant current account holders of experts analysis clientes being informed 41Our business Retail Banking Intense communication with clients in times of uncertainty . Inform Serve Support Reassure Up-to-date information about Up-to-date information about Products and services suitable for Comfort the client by our service our digital channels services the current moment building a positive agenda 100% 100% 100% 14 hours of branches activated and of current account holders of compliant current account holders of experts analysis clientes being informed 41

Our business Wholesale Banking Main Main Only in Brazil, We serve approximately products and services Results 1Q20 21,000 corporate groups and Credit solutions Net National and foreign currency institutional R$726 million income Service solutions Our sales channels reach institutional clients in 18 R$1.9 bn fixed income distribution countries. R$403 mn equities transactions in Latin Consolidated 19 % America profit sharing R$724 mn total volume of Merger $ and Acquisition Return on R$5.0 bnfinancing of infrastructure 5.6 % allocated capital Cayman projects in different sectors. Chile Bahamas England USA Portugal Mexico Spain Solutions in WMS Panama Germany Efficiency Uruguay France R$1,376 bn under local custody 45.0 % Colombia ratio Switzerland Corporate R$94 bn under international Peru Institutional Clients Paraguay custody Argentina Private Banking R$725 bn¹ under asset Wholesale Banking +8 points management (1) Source: ANBIMA (Brazilian Financial and Capital Markets Dec-19 vs. Aug-18 NPS Association) – March 2020. Considers Itaú Unibanco and Intrag. 2020 main initiativesLatAm – Client Centricity • Increase in 100% digital customer acquisition • Accelerating the digitization of customer experiences and journeys • Implementation of NPS System for 3Q20 • Evolution of the digital technological platform 42Our business Wholesale Banking Main Main Only in Brazil, We serve approximately products and services Results 1Q20 21,000 corporate groups and Credit solutions Net National and foreign currency institutional R$726 million income Service solutions Our sales channels reach institutional clients in 18 R$1.9 bn fixed income distribution countries. R$403 mn equities transactions in Latin Consolidated 19 % America profit sharing R$724 mn total volume of Merger $ and Acquisition Return on R$5.0 bnfinancing of infrastructure 5.6 % allocated capital Cayman projects in different sectors. Chile Bahamas England USA Portugal Mexico Spain Solutions in WMS Panama Germany Efficiency Uruguay France R$1,376 bn under local custody 45.0 % Colombia ratio Switzerland Corporate R$94 bn under international Peru Institutional Clients Paraguay custody Argentina Private Banking R$725 bn¹ under asset Wholesale Banking +8 points management (1) Source: ANBIMA (Brazilian Financial and Capital Markets Dec-19 vs. Aug-18 NPS Association) – March 2020. Considers Itaú Unibanco and Intrag. 2020 main initiativesLatAm – Client Centricity • Increase in 100% digital customer acquisition • Accelerating the digitization of customer experiences and journeys • Implementation of NPS System for 3Q20 • Evolution of the digital technological platform 42

Our business Wholesale Banking . BBA Credit and liquidity initiatives to support our clients Asset Management Investment Banking Wealth Management Services Up to 90 days Postponing of grace period for installment maturities of loans that expire credits in the middle market in the coming months Latin America Commercial policies and initiatives are aligned with 2x increase Disbursement of ~R$2 billion those that are being practiced in credit extensions to for the acquisition of financial assets in Brazil, taking into account local particularities. corporate clients from institutional clients Podcasts Vision of leaders Daily lives on ~2,2 million views with external managers daily lives with the Intense social media ~8,5 thousand comments communication discussing the scenario leaders of the most with experts from with our clients and its impacts on important sectors in the bank and ~30,1 thousand new followers investment funds. the economy. portfolio managers 43Our business Wholesale Banking . BBA Credit and liquidity initiatives to support our clients Asset Management Investment Banking Wealth Management Services Up to 90 days Postponing of grace period for installment maturities of loans that expire credits in the middle market in the coming months Latin America Commercial policies and initiatives are aligned with 2x increase Disbursement of ~R$2 billion those that are being practiced in credit extensions to for the acquisition of financial assets in Brazil, taking into account local particularities. corporate clients from institutional clients Podcasts Vision of leaders Daily lives on ~2,2 million views with external managers daily lives with the Intense social media ~8,5 thousand comments communication discussing the scenario leaders of the most with experts from with our clients and its impacts on important sectors in the bank and ~30,1 thousand new followers investment funds. the economy. portfolio managers 43

Our business $ Personal Loans and Payroll Loans Personal loans Evolution of personal loans portfolio (In R$ billion) Money in the account $ The money is immediately Payroll loans credited, including on the 86.5 82.8 The payroll loans portfolio accounts for 58% of total 78.7 weekends. 75.4 73.8 73.1 71.1 70.6 69.6 58% operations in personal loans. 50.3 49.3 Purpose 48.6 46.7 45.6 46.0 44.7 44.9 44.6 $ The loan does not have to be Other personal loans justified. 36.2 33.4 30.1 28.6 27.4 27.9 25.8 25.0 26.4 The portfolio of the personal loans accounts for 42% 42% of total operations in personal loans. Mar-16 Sep-16 Mar-17 Sep-17 Mar-18 Sep-18 Mar-19 Sep-19 Mar-20 Payroll loans Composition of the payroll loans portfolio Origination channels of payroll loans Reduced rates (In R$ billion) (In %) Interest rates are lower than for other types of loans. 50.3 49.3 48.6 50.3 46.7 46.0 48.6 49.3 46.0 45.6 45.6 46.7 44.9 44.9 44.6 44.7 44.6 44.7 6.8 5.4 6.2 4.7 4.6 4.9 4.3 Easier repayment 4.4 4.8 3.7 4.8 4.2 5.5 11.1 9.8 7.6 6.4 8.8 Fixed installments are deducted 55% 57% 61% 59% 59% 59% 63% 62% 65% directly from the payroll of the 39.7 38.5 39.0 borrower. 35.5 33.5 31.7 32.6 30.9 31.2 43% 45% 41% 41% 41% 37% 38% 39% 35% Payment conditions Mar-16 Sep-1 6 Mar-17 Sep-17 Mar-18 Sep-1 8 Mar-19 Sep-1 9 Mar-20 Mar-16 Sep-16 Mar-17 Sep-17 Mar-18 Sep-18 Mar-19 Sep-19 Mar-20 First installment in up to 90 days. Rede de Agências Itaú Consignado S.A. Private Sector Branches INSS Public Sector Itaú Consignado S.A. INSS Setor Público Setor Privado 44Our business $ Personal Loans and Payroll Loans Personal loans Evolution of personal loans portfolio (In R$ billion) Money in the account $ The money is immediately Payroll loans credited, including on the 86.5 82.8 The payroll loans portfolio accounts for 58% of total 78.7 weekends. 75.4 73.8 73.1 71.1 70.6 69.6 58% operations in personal loans. 50.3 49.3 Purpose 48.6 46.7 45.6 46.0 44.7 44.9 44.6 $ The loan does not have to be Other personal loans justified. 36.2 33.4 30.1 28.6 27.4 27.9 25.8 25.0 26.4 The portfolio of the personal loans accounts for 42% 42% of total operations in personal loans. Mar-16 Sep-16 Mar-17 Sep-17 Mar-18 Sep-18 Mar-19 Sep-19 Mar-20 Payroll loans Composition of the payroll loans portfolio Origination channels of payroll loans Reduced rates (In R$ billion) (In %) Interest rates are lower than for other types of loans. 50.3 49.3 48.6 50.3 46.7 46.0 48.6 49.3 46.0 45.6 45.6 46.7 44.9 44.9 44.6 44.7 44.6 44.7 6.8 5.4 6.2 4.7 4.6 4.9 4.3 Easier repayment 4.4 4.8 3.7 4.8 4.2 5.5 11.1 9.8 7.6 6.4 8.8 Fixed installments are deducted 55% 57% 61% 59% 59% 59% 63% 62% 65% directly from the payroll of the 39.7 38.5 39.0 borrower. 35.5 33.5 31.7 32.6 30.9 31.2 43% 45% 41% 41% 41% 37% 38% 39% 35% Payment conditions Mar-16 Sep-1 6 Mar-17 Sep-17 Mar-18 Sep-1 8 Mar-19 Sep-1 9 Mar-20 Mar-16 Sep-16 Mar-17 Sep-17 Mar-18 Sep-18 Mar-19 Sep-19 Mar-20 First installment in up to 90 days. Rede de Agências Itaú Consignado S.A. Private Sector Branches INSS Public Sector Itaú Consignado S.A. INSS Setor Público Setor Privado 44

Our business $ Mortgage Loans Client focused Products and sales channels Mortgage loans portfolio (In %) (In R$ billion) Quick and efficient process with + 6.5 % credit analysis in up to one hour for 46.3 48.1 48.5 47.2 47.8 48.0 48.5 49.8 51.7 vs Mar-19 operations of up to R$1 million. 26% 36% 1% 16% 8.8% + 8.3 % 11.7% 9.9% Real 14.0% 18.9% 16.3% High Developers Partnerships 22.3% 20.9% 23.7% vs Mar-18 Estate Income possibility of digitally contracting Brokers Branches 91.2% 88.3% 90.1% 83.7% 86.0% 81.1% 77.7% 79.1% 76.3% specialized consultants providing support throughout the process 20% Regular Branches Mar-16 Sep-16 Mar-17 Sep-17 Mar-18 Sep-18 Mar-19 Sep-19 Mar-20 Pessoas Físicas Pessoas Jurídicas Individuals Companies Environmental and social assessment on mortgage loans Technical analysis for construction financing Environmental and Social Department + Enterprise and region data Environmental and Social Legal Department + Compliance No • Levantamento de Indícios de Contaminação (LIC) Environmental License? • Enterprise Environmental and Social Form; • Technical analysis of evidence; Building site Risks visit gathering • Building site photos; • Analysis of site contamination documentation; mitigated of information and • Document analysis; • Preparation of contractual clauses and conditions Indication of • Consultation of the Contaminated Areas for release of funds. contamination? Register; and Operation approved • Consultation of Google Maps. 45Our business $ Mortgage Loans Client focused Products and sales channels Mortgage loans portfolio (In %) (In R$ billion) Quick and efficient process with + 6.5 % credit analysis in up to one hour for 46.3 48.1 48.5 47.2 47.8 48.0 48.5 49.8 51.7 vs Mar-19 operations of up to R$1 million. 26% 36% 1% 16% 8.8% + 8.3 % 11.7% 9.9% Real 14.0% 18.9% 16.3% High Developers Partnerships 22.3% 20.9% 23.7% vs Mar-18 Estate Income possibility of digitally contracting Brokers Branches 91.2% 88.3% 90.1% 83.7% 86.0% 81.1% 77.7% 79.1% 76.3% specialized consultants providing support throughout the process 20% Regular Branches Mar-16 Sep-16 Mar-17 Sep-17 Mar-18 Sep-18 Mar-19 Sep-19 Mar-20 Pessoas Físicas Pessoas Jurídicas Individuals Companies Environmental and social assessment on mortgage loans Technical analysis for construction financing Environmental and Social Department + Enterprise and region data Environmental and Social Legal Department + Compliance No • Levantamento de Indícios de Contaminação (LIC) Environmental License? • Enterprise Environmental and Social Form; • Technical analysis of evidence; Building site Risks visit gathering • Building site photos; • Analysis of site contamination documentation; mitigated of information and • Document analysis; • Preparation of contractual clauses and conditions Indication of • Consultation of the Contaminated Areas for release of funds. contamination? Register; and Operation approved • Consultation of Google Maps. 45

Our business $ Mortgage Loans¹ Loan to Value (Em %) 63.8% Vintage (quarterly average) 60.6% 58.6% 57.4% 57.9% 54.8% 55.1% 55.0% 54.8% + 5.2 p.p vs Mar-19 41.9% 41.6% 41.6% 40.8% 40.0% 38.4% 38.8% 38.8% 39.1% Mortgage Loan Portfolio + 0.3 p.p. vs Mar-19 Mar-16 Sep-16 Mar-17 Sep-17 Mar-18 Sep-18 Mar-19 Sep-19 Mar-20 Mortgage Loan Portfolio Vintage (quarterly average) , Average Ticket and Average Origination Term² ³ Average value of the Property 588 576 551 553 541 523 539 493 495 -10.8 % vs Mar-19 Average operation period 320 327 321 322 307 306 316 315 321 2.0 % vs Mar-19 Financing Average Ticket 316 325 301 315 315 296 299 290 317 -2.4 % Mar-16 Sep-16 Mar-17 Sep-17 Mar-18 Sep-18 Mar-19 Sep-19 Mar-20 vs Mar-19 Value of the Property (R$ mn) Average operation period (in months) Financing Average Ticket (R$ mn) (1) Includes only Individuals. (2) Average Operation Period for new developers’ contracts; (3) Value determined using monthly financing average ticket and quarterly average LTV. Production source: ABECIP. 46Our business $ Mortgage Loans¹ Loan to Value (Em %) 63.8% Vintage (quarterly average) 60.6% 58.6% 57.4% 57.9% 54.8% 55.1% 55.0% 54.8% + 5.2 p.p vs Mar-19 41.9% 41.6% 41.6% 40.8% 40.0% 38.4% 38.8% 38.8% 39.1% Mortgage Loan Portfolio + 0.3 p.p. vs Mar-19 Mar-16 Sep-16 Mar-17 Sep-17 Mar-18 Sep-18 Mar-19 Sep-19 Mar-20 Mortgage Loan Portfolio Vintage (quarterly average) , Average Ticket and Average Origination Term² ³ Average value of the Property 588 576 551 553 541 523 539 493 495 -10.8 % vs Mar-19 Average operation period 320 327 321 322 307 306 316 315 321 2.0 % vs Mar-19 Financing Average Ticket 316 325 301 315 315 296 299 290 317 -2.4 % Mar-16 Sep-16 Mar-17 Sep-17 Mar-18 Sep-18 Mar-19 Sep-19 Mar-20 vs Mar-19 Value of the Property (R$ mn) Average operation period (in months) Financing Average Ticket (R$ mn) (1) Includes only Individuals. (2) Average Operation Period for new developers’ contracts; (3) Value determined using monthly financing average ticket and quarterly average LTV. Production source: ABECIP. 46

Our business $ Vehicles Loan portfolio by client profile Contracting (In R$ billion) + 35.6% § 12.1 thousand sales points; 30 thousand § Sale of light and heavy vehicles: Contracts/month 29.3 28.1 25.3 21.6 22.1 9.9 9.1 19.2 18.8 • 73% of contracts are made in stores and dealers; 17.1 7.3 17.3 3.9 16.2 R$36.7 thousand 5.1 3.3 3.6 2.5 2.8 2.3 19.0 18.1 18.0 19.4 16,6 15.9 Average Ticket (individual) 15.2 14.8 14.3 • 88% to individuals; 13.9 § 20% made in Digital Channels; Mar-16 Sep-16 Mar-17 Sep-17 Mar-18 Sep-18 Mar-19 Sep-19 Dec-19 Mar-20 59% LTV (individual) § 92% of financing are made up to 48 months. PF PJ Individuals Companies Credit origination by client profile¹ 90-day NPL Ratio ( Individuals – Vehicles) (In R$ billion) (Base 100) + 8.9% 100 6.0 5.4 4.7 4.1 4.3 2.5 3.3 2.7 2.1 2.5 54 2.3 2.2 1.8 1.5 1.3 49 0.9 43 0.6 42 0.3 0.4 0.4 38 3.5 3.2 35 2.8 2.9 2.9 2.5 2.1 2.1 1.8 2.0 1Q16 3Q16 1Q17 3Q17 1Q18 3Q18 1Q19 3Q19 4Q19 1Q20 PF PJ Individuals Companies 2012 2015 2016 2017 2018 2019 1Q20 47 (1) Includes Finame in Companies 47Our business $ Vehicles Loan portfolio by client profile Contracting (In R$ billion) + 35.6% § 12.1 thousand sales points; 30 thousand § Sale of light and heavy vehicles: Contracts/month 29.3 28.1 25.3 21.6 22.1 9.9 9.1 19.2 18.8 • 73% of contracts are made in stores and dealers; 17.1 7.3 17.3 3.9 16.2 R$36.7 thousand 5.1 3.3 3.6 2.5 2.8 2.3 19.0 18.1 18.0 19.4 16,6 15.9 Average Ticket (individual) 15.2 14.8 14.3 • 88% to individuals; 13.9 § 20% made in Digital Channels; Mar-16 Sep-16 Mar-17 Sep-17 Mar-18 Sep-18 Mar-19 Sep-19 Dec-19 Mar-20 59% LTV (individual) § 92% of financing are made up to 48 months. PF PJ Individuals Companies Credit origination by client profile¹ 90-day NPL Ratio ( Individuals – Vehicles) (In R$ billion) (Base 100) + 8.9% 100 6.0 5.4 4.7 4.1 4.3 2.5 3.3 2.7 2.1 2.5 54 2.3 2.2 1.8 1.5 1.3 49 0.9 43 0.6 42 0.3 0.4 0.4 38 3.5 3.2 35 2.8 2.9 2.9 2.5 2.1 2.1 1.8 2.0 1Q16 3Q16 1Q17 3Q17 1Q18 3Q18 1Q19 3Q19 4Q19 1Q20 PF PJ Individuals Companies 2012 2015 2016 2017 2018 2019 1Q20 47 (1) Includes Finame in Companies 47

Our business $ Vehicles iCarros Portal Main products and services § 19MM access/month§ 86% mobile Evolution of financing proposals on the iCarros platform: (Base 100) Facial Recognition 700 11 1 iCarros Simple and safe contracting process. 571 521 Vehicle Marketplace with technological solutions, that brings buyers and sellers together. 10 Digital Assistant 100 Online credit analysis and approval platform, 2 Credline 2.0 without additional cost for the dealer. New proposal origination platform, with 2017 2018 2019 1Q20 simple and renewed digital experience. Digital Contracting 9 Integrated to iCarros and other digital Financing of Accessories and 3 environments, like dealers’ websites and Main commercial partnerships others e-commerces. automotive services Embedded in the vehicle´s installment. $ 8 Digital signature Digital and simple experience for the Lead Manager 4 customer and the dealer. Dealer platform to manage leads in one place. ConectCar 7 Payment of tolls and parking without queuing. Knowledge Garage 5 Distance learning platform to training the professionals from the sector. Insurances 6 Protection to the car and tranquility in financing. 48Our business $ Vehicles iCarros Portal Main products and services § 19MM access/month§ 86% mobile Evolution of financing proposals on the iCarros platform: (Base 100) Facial Recognition 700 11 1 iCarros Simple and safe contracting process. 571 521 Vehicle Marketplace with technological solutions, that brings buyers and sellers together. 10 Digital Assistant 100 Online credit analysis and approval platform, 2 Credline 2.0 without additional cost for the dealer. New proposal origination platform, with 2017 2018 2019 1Q20 simple and renewed digital experience. Digital Contracting 9 Integrated to iCarros and other digital Financing of Accessories and 3 environments, like dealers’ websites and Main commercial partnerships others e-commerces. automotive services Embedded in the vehicle´s installment. $ 8 Digital signature Digital and simple experience for the Lead Manager 4 customer and the dealer. Dealer platform to manage leads in one place. ConectCar 7 Payment of tolls and parking without queuing. Knowledge Garage 5 Distance learning platform to training the professionals from the sector. Insurances 6 Protection to the car and tranquility in financing. 48

Our business Credit Card Our credit card options serve current account holders and non-current account holders Main brands Convenience to clients We are leaders in the credit To individuals, very small, small and middle-market companies Financial services through credit cards. card segment in Brazil, and corporate segment. totaling around 34.5 million $ Personal credit cards and 29.7 million credit debit cards (both in number Payment of bills in of accounts). installments Commercial partnerships $ Debt renegotiation Main partnerships with retailers and traders. Consumer credit Itaucard App Benefits to our clients Digital billing statements: Paperless. More environmentally friendly. Timeline: To follow up consumption. Loyalty program: Points and reward program. Digital portfolios Virtual card: Added security for online purchases. Increased comfort and convenience to our clients. Virtual cards generated (1Q19 = Base 100) 1Q20 193 100 1Q19 1.9x 49Our business Credit Card Our credit card options serve current account holders and non-current account holders Main brands Convenience to clients We are leaders in the credit To individuals, very small, small and middle-market companies Financial services through credit cards. card segment in Brazil, and corporate segment. totaling around 34.5 million $ Personal credit cards and 29.7 million credit debit cards (both in number Payment of bills in of accounts). installments Commercial partnerships $ Debt renegotiation Main partnerships with retailers and traders. Consumer credit Itaucard App Benefits to our clients Digital billing statements: Paperless. More environmentally friendly. Timeline: To follow up consumption. Loyalty program: Points and reward program. Digital portfolios Virtual card: Added security for online purchases. Increased comfort and convenience to our clients. Virtual cards generated (1Q19 = Base 100) 1Q20 193 100 1Q19 1.9x 49

Our business Credit Card Transaction Volume 1Q20 150,490 Total 13.2%¹ 129,517 R$129.5 billions 37,740 119,540 of total sales are carried -13.9% (vs. 4Q19) Debit 32,114 30,276 +8.3% (vs. 1Q19) out using digital channels Credit 112,751 - 13.6 % (vs. 4Q19) 97,403 41.3%² in 4Q19 89,264 Credit +9.1 % (vs. 1Q19) + 3.5 pp vs 4Q18 Debit of household consumption - 14.9% (vs. 4Q19) 1Q19 4Q19 1Q20 are card expenses +6.1% (vs. 1Q19) Composition of credit balance 9.2% Transactor SFN 69.7% 21.1% 34.6% +4 points whithout Itaú Installment with Interest Market Share Customer 9.5% We are leaders in the satisfaction 79.8% 10.7% Revolving Credit + Overdue Loans Brazilian credit card Global NPS - Business Market Mar-20 vs. Aug-18 Data base: Sep-19 (1) Considers only credit cards issued to current account holders of Branches, Uniclass e Personnalité. (2) Consider only credit and debit cards. Note: Data base refers to Dec-19 except household comsuptiom. 50Our business Credit Card Transaction Volume 1Q20 150,490 Total 13.2%¹ 129,517 R$129.5 billions 37,740 119,540 of total sales are carried -13.9% (vs. 4Q19) Debit 32,114 30,276 +8.3% (vs. 1Q19) out using digital channels Credit 112,751 - 13.6 % (vs. 4Q19) 97,403 41.3%² in 4Q19 89,264 Credit +9.1 % (vs. 1Q19) + 3.5 pp vs 4Q18 Debit of household consumption - 14.9% (vs. 4Q19) 1Q19 4Q19 1Q20 are card expenses +6.1% (vs. 1Q19) Composition of credit balance 9.2% Transactor SFN 69.7% 21.1% 34.6% +4 points whithout Itaú Installment with Interest Market Share Customer 9.5% We are leaders in the satisfaction 79.8% 10.7% Revolving Credit + Overdue Loans Brazilian credit card Global NPS - Business Market Mar-20 vs. Aug-18 Data base: Sep-19 (1) Considers only credit cards issued to current account holders of Branches, Uniclass e Personnalité. (2) Consider only credit and debit cards. Note: Data base refers to Dec-19 except household comsuptiom. 50

Our business Credit Card Need How to provide clients with more cards through digital Identified sales without increasing the risk for the bank? Before Now +50 models for customized Single model for many audiences audiences +80,000 variables available for Hundreds of variables testing for testing 4x less time to develop the + time for model model development +3X credit origination while 126% more accurate to Less accuracy reducing default rates identify default risk 21 51Our business Credit Card Need How to provide clients with more cards through digital Identified sales without increasing the risk for the bank? Before Now +50 models for customized Single model for many audiences audiences +80,000 variables available for Hundreds of variables testing for testing 4x less time to develop the + time for model model development +3X credit origination while 126% more accurate to Less accuracy reducing default rates identify default risk 21 51

Our business Acquiring services Transaction Volume Our brands 1Q20 141,862 121,858 Total 113,004 R$121.9 billions 51,362 - 14.1% (vs. 4Q19) 45,282 Debit 40,128 + 7.8% (vs. 1Q19) More than de credit 25 brands - 15.4% (vs. 4Q19) 90,499 76,575 72,877 Credit + 5.1% (vs. 1Q19) accepted by Rede machines debit - 11.8% (vs. 4Q19) 1Q19 4Q19 1Q20 + 12.8% (vs. 1Q19) Acquiring service revenues (R$ million) 949 thousand 1,281 1,252 1,226 1,177 1,106 Clients 964 932 908 +30 points 737 Customer 1.4 MM satisfaction POS Global NPS - Business Mar-20 vs. Aug-18 number 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 Note: Data base refers to Mar-20. 52Our business Acquiring services Transaction Volume Our brands 1Q20 141,862 121,858 Total 113,004 R$121.9 billions 51,362 - 14.1% (vs. 4Q19) 45,282 Debit 40,128 + 7.8% (vs. 1Q19) More than de credit 25 brands - 15.4% (vs. 4Q19) 90,499 76,575 72,877 Credit + 5.1% (vs. 1Q19) accepted by Rede machines debit - 11.8% (vs. 4Q19) 1Q19 4Q19 1Q20 + 12.8% (vs. 1Q19) Acquiring service revenues (R$ million) 949 thousand 1,281 1,252 1,226 1,177 1,106 Clients 964 932 908 +30 points 737 Customer 1.4 MM satisfaction POS Global NPS - Business Mar-20 vs. Aug-18 number 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 Note: Data base refers to Mar-20. 52

Our business Insurance We offer a wide range of insurance products related to life, personal accidents, vehicles and property credit and travel. Our insurance core activities, which include our 30% interest in Porto Seguro, consist of mass-market insurance products related to life and property, and credit. , Ranking¹ ² Combined Ratio – Recurring Activities Insurance jan-feb/20 jan-feb/19 Model 55.2% 53.8% 53.0% 52.7% 52.6% 3 4th 4th Total Insurance 4 4th 5th Recurring Insurance Activities 61.9% 60.6% 58.9% 58.3% 60.4% Life & Personal Accidents 2nd 2nd Bancassurance Credit Insurance 6th 6th Bancassurance 1Q19 2Q19 3Q19 4Q19 1Q20 Pension Plan 3rd 3rd Bancassurance Combined Ratio Extended Combined Ratio Premium Bonds 5th 4rd Bancassurance Porto Seguro 2rd 3rd Potential growth in the sector 5 Leader: Porto Seguro Leader: Porto Seguro Broker Vehicles 5 Revenue from insurance operations/GDP (%) Leader: Porto Seguro Leader: Porto Seguro Broker Residential 4.2 6 6th 5th 3.8 3.8 Other Insurance Activities 3.7 3.6 3.4 3.3 7 3.2 We do not offer this product. Large Risks 3.0 2.9 2.9 Health Insurance We do not offer this product. 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 (1) Source SUSEP, date: Nov-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 Benefits to be Granted and Premium Bonds = Revenues from Premium Bonds; (3) Recurring insurance activities and other activities; (4) Recurring insurance activities include: Personal Insurance (Life, Personal Accidents, Unemployment, Funeral Allowance, Serious Diseases, Random Events, Credit Life), Housing, Homeowners, Multiple Peril and Travel; (5) Considers only Porto Seguro numbers; (6) Other activities include: Extended Warranty, Large Risks, DPVAT and IRB; (7) The sale of this portfolio has been concluded on October 31, 2014. 53Our business Insurance We offer a wide range of insurance products related to life, personal accidents, vehicles and property credit and travel. Our insurance core activities, which include our 30% interest in Porto Seguro, consist of mass-market insurance products related to life and property, and credit. , Ranking¹ ² Combined Ratio – Recurring Activities Insurance jan-feb/20 jan-feb/19 Model 55.2% 53.8% 53.0% 52.7% 52.6% 3 4th 4th Total Insurance 4 4th 5th Recurring Insurance Activities 61.9% 60.6% 58.9% 58.3% 60.4% Life & Personal Accidents 2nd 2nd Bancassurance Credit Insurance 6th 6th Bancassurance 1Q19 2Q19 3Q19 4Q19 1Q20 Pension Plan 3rd 3rd Bancassurance Combined Ratio Extended Combined Ratio Premium Bonds 5th 4rd Bancassurance Porto Seguro 2rd 3rd Potential growth in the sector 5 Leader: Porto Seguro Leader: Porto Seguro Broker Vehicles 5 Revenue from insurance operations/GDP (%) Leader: Porto Seguro Leader: Porto Seguro Broker Residential 4.2 6 6th 5th 3.8 3.8 Other Insurance Activities 3.7 3.6 3.4 3.3 7 3.2 We do not offer this product. Large Risks 3.0 2.9 2.9 Health Insurance We do not offer this product. 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 (1) Source SUSEP, date: Nov-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 Benefits to be Granted and Premium Bonds = Revenues from Premium Bonds; (3) Recurring insurance activities and other activities; (4) Recurring insurance activities include: Personal Insurance (Life, Personal Accidents, Unemployment, Funeral Allowance, Serious Diseases, Random Events, Credit Life), Housing, Homeowners, Multiple Peril and Travel; (5) Considers only Porto Seguro numbers; (6) Other activities include: Extended Warranty, Large Risks, DPVAT and IRB; (7) The sale of this portfolio has been concluded on October 31, 2014. 53

Our business Insurance | Insurance Open Platform Benefits Multi-channel Broker Products Offered Sales Force Vehicles Insurance consultants Life + Insurance Shop Health (Companies) Multi-channel distribution Manager Focused on commissions and fees Full Life Cashier Internet Banking/Mobile Credit Life ATM Dental (Individuals and Companies) Specialized sales force Protected Card Premium Bonds Call Center Homeowners NAC/Partners Easy access and Travel Multi-channel convenience to clients Corban Broker Platform Smartphone protection Mortgage Analytics Retention Post-Sales Corporate lines Marketing Client service Satisfaction Excellence in post- Guarantee Insurance sales Relationship with Auto, Moto, Home and clients Pet Assistance 54 Internal ExternalOur business Insurance | Insurance Open Platform Benefits Multi-channel Broker Products Offered Sales Force Vehicles Insurance consultants Life + Insurance Shop Health (Companies) Multi-channel distribution Manager Focused on commissions and fees Full Life Cashier Internet Banking/Mobile Credit Life ATM Dental (Individuals and Companies) Specialized sales force Protected Card Premium Bonds Call Center Homeowners NAC/Partners Easy access and Travel Multi-channel convenience to clients Corban Broker Platform Smartphone protection Mortgage Analytics Retention Post-Sales Corporate lines Marketing Client service Satisfaction Excellence in post- Guarantee Insurance sales Relationship with Auto, Moto, Home and clients Pet Assistance 54 Internal External

Our business Pension plan Open platform Reasons to invest: Concept 1,3,6,9: How much does the client have to save to enjoy a peaceful retirement? 1 5 Retirement Financial return Funds carefully selected Years of salary accumulated Age always keeping the client in Future expenses 2 Enable easy 135 mind 6 changing of plan 345 Children education 3 Succession 8 external managers 655 7 planning 4 965 Tax planning Technical Provisions R$ Billion 213.6 208.9 207.8 204.8 200.4 196.6 190.0 185.2 182.4 161.4 158.1 156.5 154.8 151.6 149.0 144.0 140.4 138.1 43.5 44.9 43.8 42.8 38.1 40.6 41.7 37.7 39.2 6.6 6.6 6.8 7.0 7.0 7.2 7.3 7.4 7.5 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 Traditional + 5.1% (vs. 1Q19) PGBL + 3.2% (vs. 1Q19) + 6.7% (vs. 1Q19) VGBL 55Our business Pension plan Open platform Reasons to invest: Concept 1,3,6,9: How much does the client have to save to enjoy a peaceful retirement? 1 5 Retirement Financial return Funds carefully selected Years of salary accumulated Age always keeping the client in Future expenses 2 Enable easy 135 mind 6 changing of plan 345 Children education 3 Succession 8 external managers 655 7 planning 4 965 Tax planning Technical Provisions R$ Billion 213.6 208.9 207.8 204.8 200.4 196.6 190.0 185.2 182.4 161.4 158.1 156.5 154.8 151.6 149.0 144.0 140.4 138.1 43.5 44.9 43.8 42.8 38.1 40.6 41.7 37.7 39.2 6.6 6.6 6.8 7.0 7.0 7.2 7.3 7.4 7.5 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 Traditional + 5.1% (vs. 1Q19) PGBL + 3.2% (vs. 1Q19) + 6.7% (vs. 1Q19) VGBL 55

Our business Services | Investments Main products Treasury Direct Funds Fixed income Equities Real Estate Funds COE Savings Pension Plan Zero-fee products: Variable Income Pension Plan Real Estate Fund Treasury Direct Fixed Income Zero custody fee Zero initial and Zero custody fee Zero brokerage and Zero custody for shares of Itaú final contribution for third party FI custody fee on digital fee - Itaú Corretora and the fees via Itaú Corretora. channels Corretora stock exchange Itaú Asset Management The largest private asset manager in Brazil in figures: Responsible investments R$725 billlion¹ We incorporate ESG issues into assets under management our investment process. + 60 years 11 times in investment management best fund manager by “Exame” magazine (1) Source: ANBIMA (Brazilian Financial and Capital Markets Association) – March - 2020. Considers Itaú Unibanco and Intrag. 56Our business Services | Investments Main products Treasury Direct Funds Fixed income Equities Real Estate Funds COE Savings Pension Plan Zero-fee products: Variable Income Pension Plan Real Estate Fund Treasury Direct Fixed Income Zero custody fee Zero initial and Zero custody fee Zero brokerage and Zero custody for shares of Itaú final contribution for third party FI custody fee on digital fee - Itaú Corretora and the fees via Itaú Corretora. channels Corretora stock exchange Itaú Asset Management The largest private asset manager in Brazil in figures: Responsible investments R$725 billlion¹ We incorporate ESG issues into assets under management our investment process. + 60 years 11 times in investment management best fund manager by “Exame” magazine (1) Source: ANBIMA (Brazilian Financial and Capital Markets Association) – March - 2020. Considers Itaú Unibanco and Intrag. 56

Our business Services | Investment Open Platform Third-party products offered Funds • Fixed Income • Multimarket • Shares Careful selection of the best investment • Pension Plan products in the market + de 61 external fund managers Fixed Income • CDB• LCI + 34 treasury products issuers • CRI• LCA • CRA• Debentures 15 57Our business Services | Investment Open Platform Third-party products offered Funds • Fixed Income • Multimarket • Shares Careful selection of the best investment • Pension Plan products in the market + de 61 external fund managers Fixed Income • CDB• LCI + 34 treasury products issuers • CRI• LCA • CRA• Debentures 15 57

Our business Services | Wholesale Banking Investment Banking Middle Leadership position and client recognition Annual revenues from R$ 30 MM to R$ 500 MM “Focused on clients with the best ratings, with 95% of the credits being rated B3 or better, and with operations in Fixed income diversified services, such as Cash Management, Foreign We took part in local operations with debentures, promissory notes and securitization, Exchange, Investment Banking and Funding. which totaled R$1,877 million up to March 2020, taking the second place in the ANBIMA (Brazilian Financial and Capital Markets Association) ranking. Corporate Banking Equities Annual revenues over R$ 500 MM We undertook 6 offerings in South America in the first quarter of 2020, which totaled “We offer a broad portfolio of banking products and US$403 million, taking the second place in the Dealogic ranking. services, ranging from“ cash management ”to structured transactions and transactions in the Capital Market. Mergers and Acquisitions We serve around 3,3317 large business groups (includes In the first quarter of 2020, we provided financial advisory on 13 transactions in South Agrobusiness) in addition to serving more than 240 America, totaling US$724 million and maintaining the leadership position in the financial institutions. ” Dealogic ranking. Agrobusiness Project Finance Large and Regional (medium size + producers) In the first quarter of 2020, we served as advisor and/or creditor of approximately R$5.0 “We serve more than 1,200 customers in the integrated billion in financing to 14 different infrastructure projects in different sectors. agribusiness chain, from plants to rural producers, with an emphasis on Targeted products and Foreign Currency, in a Ranking 1Q20 2019 2018 portfolio of more than R $ 30 billion” M&A¹ 1st 1st 1st Local ECM¹ 2nd 1st 1st LatAm Presence in all banking segments in Latin America Local DCM² 2nd 1st 1st International DCM¹ 2nd 3rd 6th Markets, Products & Planning Treasury operations for the conglomerate 3 Derivatives Total 1st 1st 1st (1) Source Dealogic; (2) Source ANBIMA – Brazilian Financial and Capital Markets Association. Information from Dec-19; (3) Source: Cetip. Information from Mar-20. 58Our business Services | Wholesale Banking Investment Banking Middle Leadership position and client recognition Annual revenues from R$ 30 MM to R$ 500 MM “Focused on clients with the best ratings, with 95% of the credits being rated B3 or better, and with operations in Fixed income diversified services, such as Cash Management, Foreign We took part in local operations with debentures, promissory notes and securitization, Exchange, Investment Banking and Funding. which totaled R$1,877 million up to March 2020, taking the second place in the ANBIMA (Brazilian Financial and Capital Markets Association) ranking. Corporate Banking Equities Annual revenues over R$ 500 MM We undertook 6 offerings in South America in the first quarter of 2020, which totaled “We offer a broad portfolio of banking products and US$403 million, taking the second place in the Dealogic ranking. services, ranging from“ cash management ”to structured transactions and transactions in the Capital Market. Mergers and Acquisitions We serve around 3,3317 large business groups (includes In the first quarter of 2020, we provided financial advisory on 13 transactions in South Agrobusiness) in addition to serving more than 240 America, totaling US$724 million and maintaining the leadership position in the financial institutions. ” Dealogic ranking. Agrobusiness Project Finance Large and Regional (medium size + producers) In the first quarter of 2020, we served as advisor and/or creditor of approximately R$5.0 “We serve more than 1,200 customers in the integrated billion in financing to 14 different infrastructure projects in different sectors. agribusiness chain, from plants to rural producers, with an emphasis on Targeted products and Foreign Currency, in a Ranking 1Q20 2019 2018 portfolio of more than R $ 30 billion” M&A¹ 1st 1st 1st Local ECM¹ 2nd 1st 1st LatAm Presence in all banking segments in Latin America Local DCM² 2nd 1st 1st International DCM¹ 2nd 3rd 6th Markets, Products & Planning Treasury operations for the conglomerate 3 Derivatives Total 1st 1st 1st (1) Source Dealogic; (2) Source ANBIMA – Brazilian Financial and Capital Markets Association. Information from Dec-19; (3) Source: Cetip. Information from Mar-20. 58

Our business Services | Wholesale Banking R$ million WMS Large range of customized wealth management and investments solutions Securities Services Evolution of Assets Under Administration1 Local Custody: we ended December with R$1,376.3 billion under custody (+0.6% from the same period of 2019). Investment Product management for the conglomerate and a full range of investment options to Retail Banking. International Custody: we ended March with R$93.5 billion under custody (-67.1% from 1,290 1,276 the volume under custody in the same period of 2019). 1,135 1,068 1,002 Corporate Solutions: we are leaders in the bookkeeping of shares, providing services to 922 193 companies listed on B3, representing 59% of the total market, and in the bookkeeping 849 802 of debentures, we work as a bookkeeper for 351 (30.2%) used. 721 Private Banking With a full global wealth management platform, leadership position in Brazil. We have been recognized by the world’s top international Private Banking market publications: Private Banker International Mar-16 Sep-16 Mar-17 Sep-17 Mar-18 Sep-18 Mar-19 Sep-19 Mar-20 • Outstanding Global Private Bank - Latin America, 2019 PWM / The Banker | Global Private Banking Awards 2019 • Best Private Bank in Brazil, 2019 (1) Does not include Latin America (ex-Brazil). 59Our business Services | Wholesale Banking R$ million WMS Large range of customized wealth management and investments solutions Securities Services Evolution of Assets Under Administration1 Local Custody: we ended December with R$1,376.3 billion under custody (+0.6% from the same period of 2019). Investment Product management for the conglomerate and a full range of investment options to Retail Banking. International Custody: we ended March with R$93.5 billion under custody (-67.1% from 1,290 1,276 the volume under custody in the same period of 2019). 1,135 1,068 1,002 Corporate Solutions: we are leaders in the bookkeeping of shares, providing services to 922 193 companies listed on B3, representing 59% of the total market, and in the bookkeeping 849 802 of debentures, we work as a bookkeeper for 351 (30.2%) used. 721 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: Private Banker International Mar-16 Sep-16 Mar-17 Sep-17 Mar-18 Sep-18 Mar-19 Sep-19 Mar-20 • Outstanding Global Private Bank - Latin America, 2019 PWM / The Banker | Global Private Banking Awards 2019 • Best Private Bank in Brazil, 2019 (1) Does not include Latin America (ex-Brazil). 59

Our business Services | Wholesale Banking Asset Management Kinea It is an independent platform of management of differentiated investments. With R$64.5 billion in assets as of March 2020, it operates in the segments of Multi-Markets, Real Estate, Pension Plan and Private Equity, Stock and Infrastructure. Asset Management In March 2020, we reached R$724.81 billion in assets under management. Over 60 years in investment management and 11 times best fund manager by “Exame” magazine. Itaú Asset Management integrates ESG issues in the investment process: Timeline of IAM responsible investment practices White paper on responsible Proprietary model to incorporate Signatory to White paper on the Launching of AMEC investment through the ESG issues into the analysis of incorporation of ESG into the Stewardship Code / Latin SDGs lenses (image below). funding fixed income analysis of corporate securities America 2010 2016 2014 2018 2008 2009 2015 2017 2019 2004 2013 Itaú Asset Management ESG issues White paper on the Internal study about ESG Carbon footprint Incorporation of ESG launches its Itaú Social incorporated into the incorporation of ESG issues and sovereign calculator for funds issues into the analysis of Excellence Fund (FIES) Proxy Voting policy issues into the analysis of bonds more than 95% of assets funding under management (AuM) of IAM (1) Source: ANBIMA (Brazilian Financial and Capital Markets Association) – March 2020. Considers Itaú Unibanco and Intrag. 60Our business Services | Wholesale Banking Asset Management Kinea It is an independent platform of management of differentiated investments. With R$64.5 billion in assets as of March 2020, it operates in the segments of Multi-Markets, Real Estate, Pension Plan and Private Equity, Stock and Infrastructure. Asset Management In March 2020, we reached R$724.81 billion in assets under management. Over 60 years in investment management and 11 times best fund manager by “Exame” magazine. Itaú Asset Management integrates ESG issues in the investment process: Timeline of IAM responsible investment practices White paper on responsible Proprietary model to incorporate Signatory to White paper on the Launching of AMEC investment through the ESG issues into the analysis of incorporation of ESG into the Stewardship Code / Latin SDGs lenses (image below). funding fixed income analysis of corporate securities America 2010 2016 2014 2018 2008 2009 2015 2017 2019 2004 2013 Itaú Asset Management ESG issues White paper on the Internal study about ESG Carbon footprint Incorporation of ESG launches its Itaú Social incorporated into the incorporation of ESG issues and sovereign calculator for funds issues into the analysis of Excellence Fund (FIES) Proxy Voting policy issues into the analysis of bonds more than 95% of assets funding under management (AuM) of IAM (1) Source: ANBIMA (Brazilian Financial and Capital Markets Association) – March 2020. Considers Itaú Unibanco and Intrag. 60

Corporate governance 61Corporate governance 61

Corporate governance History of our Governance We believe that a sound and meritocracy-based governance, guided towards long-term value creation, adds value to our business, facilitates access to capital and contributes to business continuity. Highlights 1999 2001 2006 2007 2017 Inclusion in the Dow 1995 2004 Level I of Corporate Certification under section Voluntary adherence Policy for Nomination of 2018 Jones Sustainability Index Stock Option Plan Audit Committee Governance of B3 404 of Sarbanes-Oxley Act to Abrasca’s Manual for Executives: minimum 30% of Material Information independent members in C.A. XP Investimentos (XP) Election of Independent Creation of Dividend Internal Regulation of the Control and Disclosure Board Members reinvestment program Board of Directors Inclusion in the Bloomberg CADE’s approval of the acquisition of a minority interest, Equality Index reaffirming the independence of management – Itaú Unibanco acquired 49.9% of the capital, with 30.1% of the common shares First woman elected on the Board of Directors 2000 Corporate Code of Ethics 21 years on the NYSE Independent Fiscal Council 2008 Corporate 50% stock split Governance 2013 2002 Policy with a 50% increase in dividends paid monthly; Disclosure and Trading Committee Related Party Committee Level II ADR Program Encouraging diversity and new Vou Como Sou 1996 Tag Along APIMECs 2008 dress code; 2015 meetings and 2005 Inclusion in the Sustainability Roadshows Nominating and Compensation Committee Board of Directors; Vigeo EIRIS Index – Emerging 70 Inclusion in the Corporate Sustainability Index New Management Structure of Itaú Unibanco Holding General Data Protection Law as a Priority for Itaú 2005 Merger Unibanco Trading Committee and Policy 2012 Inclusion in the Corporate 2010 10 years of merger between Itau and Unibanco Digital Assembly Sustainability Index Partners and Associates Program 2019 2007 1999 2002 Certification under section Changes in the composition of the Executive APIMECs meetings Disclosure 404 of Sarbanes-Oxley Act Committee: Committee Inclusion in the Dow 2009 2011 and Policy Jones Sustainability Index Caio Ibrahim David assumed the position of Strategy Committee Voluntary adherence to the Abrasca’s General Director of the Wholesale department Code of Self-regulation and Best Risk and Capital practices of Publicly-Held Companies and Milton Maluhy assumed the position of Management Committee 2003 Remuneration Committee Vice-President of Risks and Finance, being part Nomination and Corporate Election of Independent Members of the Executive Committee Governance Committee Personnel Committee 2001 The creation of the Social Responsibility Committee 1997 Stock Option Plan Approved on January 31, 2019 Level III ADR Level I of Corporate Governance of B3 62Corporate governance History of our Governance We believe that a sound and meritocracy-based governance, guided towards long-term value creation, adds value to our business, facilitates access to capital and contributes to business continuity. Highlights 1999 2001 2006 2007 2017 Inclusion in the Dow 1995 2004 Level I of Corporate Certification under section Voluntary adherence Policy for Nomination of 2018 Jones Sustainability Index Stock Option Plan Audit Committee Governance of B3 404 of Sarbanes-Oxley Act to Abrasca’s Manual for Executives: minimum 30% of Material Information independent members in C.A. XP Investimentos (XP) Election of Independent Creation of Dividend Internal Regulation of the Control and Disclosure Board Members reinvestment program Board of Directors Inclusion in the Bloomberg CADE’s approval of the acquisition of a minority interest, Equality Index reaffirming the independence of management – Itaú Unibanco acquired 49.9% of the capital, with 30.1% of the common shares First woman elected on the Board of Directors 2000 Corporate Code of Ethics 21 years on the NYSE Independent Fiscal Council 2008 Corporate 50% stock split Governance 2013 2002 Policy with a 50% increase in dividends paid monthly; Disclosure and Trading Committee Related Party Committee Level II ADR Program Encouraging diversity and new Vou Como Sou 1996 Tag Along APIMECs 2008 dress code; 2015 meetings and 2005 Inclusion in the Sustainability Roadshows Nominating and Compensation Committee Board of Directors; Vigeo EIRIS Index – Emerging 70 Inclusion in the Corporate Sustainability Index New Management Structure of Itaú Unibanco Holding General Data Protection Law as a Priority for Itaú 2005 Merger Unibanco Trading Committee and Policy 2012 Inclusion in the Corporate 2010 10 years of merger between Itau and Unibanco Digital Assembly Sustainability Index Partners and Associates Program 2019 2007 1999 2002 Certification under section Changes in the composition of the Executive APIMECs meetings Disclosure 404 of Sarbanes-Oxley Act Committee: Committee Inclusion in the Dow 2009 2011 and Policy Jones Sustainability Index Caio Ibrahim David assumed the position of Strategy Committee Voluntary adherence to the Abrasca’s General Director of the Wholesale department Code of Self-regulation and Best Risk and Capital practices of Publicly-Held Companies and Milton Maluhy assumed the position of Management Committee 2003 Remuneration Committee Vice-President of Risks and Finance, being part Nomination and Corporate Election of Independent Members of the Executive Committee Governance Committee Personnel Committee 2001 The creation of the Social Responsibility Committee 1997 Stock Option Plan Approved on January 31, 2019 Level III ADR Level I of Corporate Governance of B3 62

Corporate governance Our governance structure family family Egydio de Family control, with Moreira Souza long-term vision Salles Free Float Aranha ON PN PN ON 100% 63.27% 18.17% 36.73% 81.83% Cia. E. Johnston de Participações 66.33% 33.67% ON PN 50.00% 0% 33.47% Itaú Unibanco Highly diversified ITAÚSA participações 66.5% Free Float* shareholder base (IUPAR) ON PN ON PN ON PN Non-voting shares (PN) 99.59% 39.21% 0.004% 51.71% 0% 7.76% 4.8 billion of shares 19.91% 26.27% 52.95% Traded on B3 50% Brazilians 74% 50% Foreigners Traded on NYSE 26% Itaú Unibanco Holding S.A. 100% Foreigners Note: ON = Common Shares; PN = Non-voting Shares; (*) Excluding shares held by majority owners and treasury shares. 63Corporate governance Our governance structure family family Egydio de Family control, with Moreira Souza long-term vision Salles Free Float Aranha ON PN PN ON 100% 63.27% 18.17% 36.73% 81.83% Cia. E. Johnston de Participações 66.33% 33.67% ON PN 50.00% 0% 33.47% Itaú Unibanco Highly diversified ITAÚSA participações 66.5% Free Float* shareholder base (IUPAR) ON PN ON PN ON PN Non-voting shares (PN) 99.59% 39.21% 0.004% 51.71% 0% 7.76% 4.8 billion of shares 19.91% 26.27% 52.95% Traded on B3 50% Brazilians 74% 50% Foreigners Traded on NYSE 26% Itaú Unibanco Holding S.A. 100% Foreigners Note: ON = Common Shares; PN = Non-voting Shares; (*) Excluding shares held by majority owners and treasury shares. 63

Corporate governance Pillars of our Governance management aligned Focus on performance decisions made on with meritocracy-based and value creation a collective basis culture Family control ensuring long-term strategic vision IUPAR • Alignment among shareholders • Defines group’s vision, mission and values • Assesses significant mergers and acquisitions • Nominates executives to the Board of Directors Itaú Unibanco Holding S.A. • Evaluation of performance and admission of family members • Discusses and approves long-term strategies Focus on decision-making, resolving upon high impact topics Shareholders’ General Meeting for the company’s destiny Fiscal Council Responsible for value creation by means of strategic Board of Directors definition Committees Professional management with the implementation of Executive Committee strategy and day-to-day management Disclosure and Trading Committee 64Corporate governance Pillars of our Governance management aligned Focus on performance decisions made on with meritocracy-based and value creation a collective basis culture Family control ensuring long-term strategic vision IUPAR • Alignment among shareholders • Defines group’s vision, mission and values • Assesses significant mergers and acquisitions • Nominates executives to the Board of Directors Itaú Unibanco Holding S.A. • Evaluation of performance and admission of family members • Discusses and approves long-term strategies Focus on decision-making, resolving upon high impact topics Shareholders’ General Meeting for the company’s destiny Fiscal Council Responsible for value creation by means of strategic Board of Directors definition Committees Professional management with the implementation of Executive Committee strategy and day-to-day management Disclosure and Trading Committee 64

Corporate governance Board of Directors Our Board of Directors consists of professionals with exceptional knowledge and expertise in different areas of expertise, some of the key differentials of our management. Main duties Board of Directors 2 Co-chairmen Committees • Defining and monitoring the strategy; 8 2 4 6 7 Pedro Moreira Salles • Assessing mergers and acquisitions; Roberto Egydio Setubal 5 6 8 1 Audit Committee • Monitoring the Executive Committee performance; • Appointing officers (meritocracy); 2 Personnel Committee • Approving the budget; • Defining and supervising risk appetite and policies 3 10 Members, being 6 Independent members Related Parties Committee for capital use; • Defining and monitoring incentive and Alfredo Egydio Setubal 2 4 7 Nomination and Corporate 4 compensation models and establishing goals; 2 4 7 Ana Lúcia de Mattos Barretto Villela Governance Committee • Supervising the technology strategy; João Moreira Salles 6 5 Risk and Capital Management • Defining meritocracy policies; Ricardo Villela Marino 6 • Supervising the business operation. 2 3 4 7 Fábio Colleti Barbosa 6 6 Strategy Committee 1 3 8 Gustavo Jorge Laboissière Loyola José Galló 2 7 The evaluation process of the Board of Directors is Social Responsibility Committee 4 5 carried out by a third-party. Each director evaluates Marco Ambrogio Crespi Bonomi themselves, the other directors and of the organ as a 3 5 8 Pedro Luiz Bodin de Moraes 8 Compensation Committee collegiate ”. Frederico Trajano¹ (1) Pending approval by Central Bank of Brazil. 65Corporate governance Board of Directors Our Board of Directors consists of professionals with exceptional knowledge and expertise in different areas of expertise, some of the key differentials of our management. Main duties Board of Directors 2 Co-chairmen Committees • Defining and monitoring the strategy; 8 2 4 6 7 Pedro Moreira Salles • Assessing mergers and acquisitions; Roberto Egydio Setubal 5 6 8 1 Audit Committee • Monitoring the Executive Committee performance; • Appointing officers (meritocracy); 2 Personnel Committee • Approving the budget; • Defining and supervising risk appetite and policies 3 10 Members, being 6 Independent members Related Parties Committee for capital use; • Defining and monitoring incentive and Alfredo Egydio Setubal 2 4 7 Nomination and Corporate 4 compensation models and establishing goals; 2 4 7 Ana Lúcia de Mattos Barretto Villela Governance Committee • Supervising the technology strategy; João Moreira Salles 6 5 Risk and Capital Management • Defining meritocracy policies; Ricardo Villela Marino 6 • Supervising the business operation. 2 3 4 7 Fábio Colleti Barbosa 6 6 Strategy Committee 1 3 8 Gustavo Jorge Laboissière Loyola José Galló 2 7 The evaluation process of the Board of Directors is Social Responsibility Committee 4 5 carried out by a third-party. Each director evaluates Marco Ambrogio Crespi Bonomi themselves, the other directors and of the organ as a 3 5 8 Pedro Luiz Bodin de Moraes 8 Compensation Committee collegiate ”. Frederico Trajano¹ (1) Pending approval by Central Bank of Brazil. 65

Corporate governance COVID-19 Governance Committee Responsible for monitoring the crisis and its impacts, deliberations and institutional positioning. . Executive Committee agenda Check Point of Executive Committee + 7 Institutional Crisis Management Committee and Check Point of Risks Febraban and Retail War Rooms and Wholesale Committee People, Legal, Marketing, IT, CRM and Service channels War Rooms Retail War Room Institutional Crisis Management Committee Monitoring and adjusting operations in real time. § Morning Calls. § Operation monitoring. Wholesale Committee § Decisions coordination. Consolidates the treasury, credit and ECM war § Risks and contingencies mitigation. rooms and monitors and adjusts their operations in real time. Check Point of Risks Febraban* War Room § Closing day. Coordination between banks and alignment with § Market, credit, liquidity and operational risks monitoring. public authorities and regulators. * Febraban is the Brazilian Federation of Banks. 66Corporate governance COVID-19 Governance Committee Responsible for monitoring the crisis and its impacts, deliberations and institutional positioning. . Executive Committee agenda Check Point of Executive Committee + 7 Institutional Crisis Management Committee and Check Point of Risks Febraban and Retail War Rooms and Wholesale Committee People, Legal, Marketing, IT, CRM and Service channels War Rooms Retail War Room Institutional Crisis Management Committee Monitoring and adjusting operations in real time. § Morning Calls. § Operation monitoring. Wholesale Committee § Decisions coordination. Consolidates the treasury, credit and ECM war § Risks and contingencies mitigation. rooms and monitors and adjusts their operations in real time. Check Point of Risks Febraban* War Room § Closing day. Coordination between banks and alignment with § Market, credit, liquidity and operational risks monitoring. public authorities and regulators. * Febraban is the Brazilian Federation of Banks. 66

Corporate governance Board of Directors Committees Our committees report directly to the Board of Directors. Strategic committees since 2004 since 2011 since 2009 since 2009 since 2018 8 Audit Compensation Personnel Strategy LATAM Strategy committees 100% of the members are independent 100% of the members are non-executive 100% of the members are non-executive 100% of the members are non-executive 60 meetings held over 36 days 5 meetings in the year 4 meetings in the year 5 meetings in the year Council Ensures the integrity of the Promotes discussions on Establishes policies for Proposes budgetary guidelines; Assesses the outlooks for the The Board of financial statements; incentive and compensation attracting and retaining provides inputs for decision- world economy; adopts Directors is complies with legal and models; develops talented professionals; making processes; internationally accepted trends, regulatory requirements; compensation policies for proposes guidelines for recommends strategic responsible for codes and standards; and and ensures the efficiency of management members and recruiting and training guidelines and investment electing the provides guidelines for the Board internal controls and risk employees; and establishes employees; and presents long- opportunities; and members of the of Directors to analyze management goals term incentive programs and internationalizes and creates opportunities committees for monitors the culture of new business areas. one-year terms of meritocracy office. since 2019 NEW since 2013 since 2009 since 2009 since 2017 Social Related Parties Risk and Capital Nomination and Digital Advisory 100% of the members are independent They must have Responsibility Management Corporate Governance Board 12 meetings in the year 4 meetings in the year 100% of the members are non-executive 100% of the members are non-executive proven 12 meetings in the year 3 meetings in the year Proposes technological Manages transactions knowledge in the Defines strategies to developments; assesses between related parties; and Supports the Board of Periodically reviews the criteria for respective areas strengthen our social client’s experience; and ensures equality and Directors; establishes the risk nomination and succession; responsibility; monitors the of work and follows world trends transparency for these appetite; evaluates the cost of provides methodological support performance and defines the technical transactions capital x the minimum return for the assessment of the Board of allocation process of the qualification expected; allocates capital; Directors and Chief Executive Rouanet Law compatible with oversees risk management Officer; nominates members of the and control; improves risk Board of Directors and Senior Vice their duties. culture and complies with Presidents (Diretores Gerais); and regulatory requirements analyzes potential conflicts of interests 67Corporate governance Board of Directors Committees Our committees report directly to the Board of Directors. Strategic committees since 2004 since 2011 since 2009 since 2009 since 2018 8 Audit Compensation Personnel Strategy LATAM Strategy committees 100% of the members are independent 100% of the members are non-executive 100% of the members are non-executive 100% of the members are non-executive 60 meetings held over 36 days 5 meetings in the year 4 meetings in the year 5 meetings in the year Council Ensures the integrity of the Promotes discussions on Establishes policies for Proposes budgetary guidelines; Assesses the outlooks for the The Board of financial statements; incentive and compensation attracting and retaining provides inputs for decision- world economy; adopts Directors is complies with legal and models; develops talented professionals; making processes; internationally accepted trends, regulatory requirements; compensation policies for proposes guidelines for recommends strategic responsible for codes and standards; and and ensures the efficiency of management members and recruiting and training guidelines and investment electing the provides guidelines for the Board internal controls and risk employees; and establishes employees; and presents long- opportunities; and members of the of Directors to analyze management goals term incentive programs and internationalizes and creates opportunities committees for monitors the culture of new business areas. one-year terms of meritocracy office. since 2019 NEW since 2013 since 2009 since 2009 since 2017 Social Related Parties Risk and Capital Nomination and Digital Advisory 100% of the members are independent They must have Responsibility Management Corporate Governance Board 12 meetings in the year 4 meetings in the year 100% of the members are non-executive 100% of the members are non-executive proven 12 meetings in the year 3 meetings in the year Proposes technological Manages transactions knowledge in the Defines strategies to developments; assesses between related parties; and Supports the Board of Periodically reviews the criteria for respective areas strengthen our social client’s experience; and ensures equality and Directors; establishes the risk nomination and succession; responsibility; monitors the of work and follows world trends transparency for these appetite; evaluates the cost of provides methodological support performance and defines the technical transactions capital x the minimum return for the assessment of the Board of allocation process of the qualification expected; allocates capital; Directors and Chief Executive Rouanet Law compatible with oversees risk management Officer; nominates members of the and control; improves risk Board of Directors and Senior Vice their duties. culture and complies with Presidents (Diretores Gerais); and regulatory requirements analyzes potential conflicts of interests 67

Corporate governance Our Executive Committee The Executive Committee is responsible for implementing the strategy and day-to-day management. Main duties • Implementing the guidelines and goals proposed by the Board of and human resources; Directors;• Monitoring market, credit and operational risks; and • Carrying out business and strategies related to products and segments;• Leading the bank in the search for value creation. • Ensuring the best allocation and management of financial, operational Chief Executive Officer (CEO) Candido Botelho Bracher Ombudsman • Senior Vice Presidents (Diretores Gerais) Executive Vice Presidents Wholesale Retail IT and Operations Risks and Finance Legal and Human Resources Caio Ibrahim David Márcio de Andrade Schettini André Sapoznik Milton Maluhy Filho Claudia Politanski Large and Medium Branches• IT• Risks Legal and Internal ••• Corporates • Cards• Operations• Finance• Human Resources Procurement • Asset Management• Rede•• Corporate Communication Institutional Treasury Real Estate• Institutional and Governmental Relations •• • Private Bank• Insurance• Marketing Sustainability • Custody• Vehicles• • Latin America• Consortia • Investment Banking• Payroll 68Corporate governance Our Executive Committee The Executive Committee is responsible for implementing the strategy and day-to-day management. Main duties • Implementing the guidelines and goals proposed by the Board of and human resources; Directors;• Monitoring market, credit and operational risks; and • Carrying out business and strategies related to products and segments;• Leading the bank in the search for value creation. • Ensuring the best allocation and management of financial, operational Chief Executive Officer (CEO) Candido Botelho Bracher Ombudsman • Senior Vice Presidents (Diretores Gerais) Executive Vice Presidents Wholesale Retail IT and Operations Risks and Finance Legal and Human Resources Caio Ibrahim David Márcio de Andrade Schettini André Sapoznik Milton Maluhy Filho Claudia Politanski Large and Medium Branches• IT• Risks Legal and Internal ••• Corporates • Cards• Operations• Finance• Human Resources Procurement • Asset Management• Rede•• Corporate Communication Institutional Treasury Real Estate• Institutional and Governmental Relations •• • Private Bank• Insurance• Marketing Sustainability • Custody• Vehicles• • Latin America• Consortia • Investment Banking• Payroll 68

Corporate governance Partners and Associates Program Aiming at aligning the interests of our officers and employees with those of our shareholders, we maintain a partner and associate’ program, focused on management members and employees with outstanding performance. Long-term incentives The investment Net variable The program offers to participants the opportunity to invest in our non-voting must be retained compensation ITUB4 for: shares (ITUB4), receiving a return also in shares, sharing short, medium and long-term risks. 50% 50% 3 year 5 years Partners and associate receive a return on the 70% associates 30% associates investment in the program 50% partners 50% partners Available for Available for The partners program may also consider sale sale other instruments derived from shares, grant year as opposed to actual shares. The share price considered at the grant year 1 year 2 year 3 year 4 year 5 year 6 year 7 year 8 and delivery dates is calculated on the seventh business day before of each (delivery (delivery of the Shares received will remain unavailable event, considering the average closing ITUB4 ITUB4 of 50%) remaining 50%) for sale for five and eight-year term as price in the 30 days prior to the calculation. from each investment in shares Any partners and associates shares not yet received will also be subject to reduction Partners Associates proportional to a possible reduction in the Eight-year term of office Four-year term of office realized recurring net income of the Issuer Eligible to successive reappointments Eligible to two reappointments (maximum 12-year term) or of the applicable business area. Possibility to invest 50% to 100% of net variable Possibility to invest 35% to 70% of net variable compensation compensation 69Corporate governance Partners and Associates Program Aiming at aligning the interests of our officers and employees with those of our shareholders, we maintain a partner and associate’ program, focused on management members and employees with outstanding performance. Long-term incentives The investment Net variable The program offers to participants the opportunity to invest in our non-voting must be retained compensation ITUB4 for: shares (ITUB4), receiving a return also in shares, sharing short, medium and long-term risks. 50% 50% 3 year 5 years Partners and associate receive a return on the 70% associates 30% associates investment in the program 50% partners 50% partners Available for Available for The partners program may also consider sale sale other instruments derived from shares, grant year as opposed to actual shares. The share price considered at the grant year 1 year 2 year 3 year 4 year 5 year 6 year 7 year 8 and delivery dates is calculated on the seventh business day before of each (delivery (delivery of the Shares received will remain unavailable event, considering the average closing ITUB4 ITUB4 of 50%) remaining 50%) for sale for five and eight-year term as price in the 30 days prior to the calculation. from each investment in shares Any partners and associates shares not yet received will also be subject to reduction Partners Associates proportional to a possible reduction in the Eight-year term of office Four-year term of office realized recurring net income of the Issuer Eligible to successive reappointments Eligible to two reappointments (maximum 12-year term) or of the applicable business area. Possibility to invest 50% to 100% of net variable Possibility to invest 35% to 70% of net variable compensation compensation 69

Corporate governance Our shares Our capital stock is comprised of 9.8 billion common shares (ITUB3) and non-voting shares (ITUB4). Non-voting shares are also traded as depositary receipts (ADR - ITUB ) on the NYSE (New York Stock Exchange). Characteristics of our shares Appreciation of R$ 100 invested on the date before the announcement of the merger ITUB3 ITUB4 ITUB (10/31/08) to March 31,2020 Stock Exchange ITUB4 - with dividend reinvestment Bank basket with dividend reinvestment¹ IBOVESPA Index R$22.08 R$23.09 US$4.49 Price² Dollar CDI Voting right 405 327 Priority dividends³ 288 246 4 196 Additional payout 100 5 80% 80% 80% Tag Along Oct-08 Oct-10 Oct-12 Oct-14 Oct-16 Oct-18 Mar-20 Source: Economatica (1) Simple average of the three largest Brazilian banks ex Itaú Unibanco; (2) Closing price as of 03/31/2020, adjusted for earnings except dividends. Source: Economatica. (3) The non-voting shares will have the right to the priority minimum annual dividend (R$0.022 per share). (4) Additional payments may be made in dividends or interest on capital. ADR holders will be paid by the Custodian Bank, which will be responsible for paying the holders in an average time 10 days as from the payment in Brazil. (5) Mechanism for protecting minority shareholders in the event of a change in the Company’s shareholding control. 70Corporate governance Our shares Our capital stock is comprised of 9.8 billion common shares (ITUB3) and non-voting shares (ITUB4). Non-voting shares are also traded as depositary receipts (ADR - ITUB ) on the NYSE (New York Stock Exchange). Characteristics of our shares Appreciation of R$ 100 invested on the date before the announcement of the merger ITUB3 ITUB4 ITUB (10/31/08) to March 31,2020 Stock Exchange ITUB4 - with dividend reinvestment Bank basket with dividend reinvestment¹ IBOVESPA Index R$22.08 R$23.09 US$4.49 Price² Dollar CDI Voting right 405 327 Priority dividends³ 288 246 4 196 Additional payout 100 5 80% 80% 80% Tag Along Oct-08 Oct-10 Oct-12 Oct-14 Oct-16 Oct-18 Mar-20 Source: Economatica (1) Simple average of the three largest Brazilian banks ex Itaú Unibanco; (2) Closing price as of 03/31/2020, adjusted for earnings except dividends. Source: Economatica. (3) The non-voting shares will have the right to the priority minimum annual dividend (R$0.022 per share). (4) Additional payments may be made in dividends or interest on capital. ADR holders will be paid by the Custodian Bank, which will be responsible for paying the holders in an average time 10 days as from the payment in Brazil. (5) Mechanism for protecting minority shareholders in the event of a change in the Company’s shareholding control. 70

Capital and risk management 71Capital and risk management 71

Capital and risk management Our principles of risk management The Board of Directors is our main capital management body, responsible for approving our institutional capital management policy and the guidelines involving the institution’s level of capitalization. We adopt a forward-looking approach when managing our Capital adequacy capital, using the following phases: Through our internal capital adequacy assessment process (ICAAP), we evaluate our capital adequacy for addressing risks, identification of the material risks and the evaluation of additional capital represented by our regulatory capital for credit, market and operating risks, and the capital required for covering other preparation of the capital plan, in situations of both normality and stress risks. To ensure our solidness and the availability of capital to internal capital adequacy assessment support the growth or our business, our Reference Equity remains above the minimum levels required by the Central structuring of the capital contingency and recovery plans Bank. preparation of managerial and regulatory reports Main indicators ascertained based on the Prudential Conglomerate on base date March 31, 2020 Basel Ratio Reference Equity Dividends and IOC in 1Q20 Payout in 2019¹ 13.3% R$139 billion R$850 million (net of taxes) 66.2% (1) Dividends and net interest on own capital / recurring net income 72Capital and risk management Our principles of risk management The Board of Directors is our main capital management body, responsible for approving our institutional capital management policy and the guidelines involving the institution’s level of capitalization. We adopt a forward-looking approach when managing our Capital adequacy capital, using the following phases: Through our internal capital adequacy assessment process (ICAAP), we evaluate our capital adequacy for addressing risks, identification of the material risks and the evaluation of additional capital represented by our regulatory capital for credit, market and operating risks, and the capital required for covering other preparation of the capital plan, in situations of both normality and stress risks. To ensure our solidness and the availability of capital to internal capital adequacy assessment support the growth or our business, our Reference Equity remains above the minimum levels required by the Central structuring of the capital contingency and recovery plans Bank. preparation of managerial and regulatory reports Main indicators ascertained based on the Prudential Conglomerate on base date March 31, 2020 Basel Ratio Reference Equity Dividends and IOC in 1Q20 Payout in 2019¹ 13.3% R$139 billion R$850 million (net of taxes) 66.2% (1) Dividends and net interest on own capital / recurring net income 72

Capital and risk management Basel III and Capital structure Our current ratio Basel III requirement 13.3% 1.3% Total Capital (11.5% - 14.0%) Tier II 2.0% 1.7 % Additional Tier I Capital (AT1) 1.5 % Tier I (9.5% - 12.0%) CET 1 (8.0% - 10.5%) 0 – 2.5% Countercyclical² ACP¹ 1.0 % Systemic³ 10.3% 2.5% Conservation 4,5% 4.5% Common Equity Tier I Mar-20 (1) ACP = Additional Principal Capital. (2) Countercyclical ACP: defined by each Central Bank. BACEN and currently set at 0%. (3) Systemic ACP: Requirement required for systemically important banks at domestic (D-SIBs) or global (G-SIBs). For Itaú Unibanco,this requirement is 1.0%. 73Capital and risk management Basel III and Capital structure Our current ratio Basel III requirement 13.3% 1.3% Total Capital (11.5% - 14.0%) Tier II 2.0% 1.7 % Additional Tier I Capital (AT1) 1.5 % Tier I (9.5% - 12.0%) CET 1 (8.0% - 10.5%) 0 – 2.5% Countercyclical² ACP¹ 1.0 % Systemic³ 10.3% 2.5% Conservation 4,5% 4.5% Common Equity Tier I Mar-20 (1) ACP = Additional Principal Capital. (2) Countercyclical ACP: defined by each Central Bank. BACEN and currently set at 0%. (3) Systemic ACP: Requirement required for systemically important banks at domestic (D-SIBs) or global (G-SIBs). For Itaú Unibanco,this requirement is 1.0%. 73

Capital and risk management Payout Practice 2019 Total payout simulation 2019 ROE ROE 23.7% 15.0% 17.5% 20.0% 22.5% 25.0% RWA 9% 65% - 70% 70 - 75% 75 - 80% 80 - 85% 85% - 90% 5.0% RWA 10.0% 40% -45% 45 - 50% 50 - 55% 55 - 60% 60% - 65% The return and growth growth scenario positioned the 15.0% 35% 35% 35 - 40% 40 - 45% 45% - 50% percentage to be The percentage to be distributed may change every year based on the company’s profitability and capital demands, always considering the distributed in the range minimum set forth in the Bylaws. of 60% to 65% 2019 Payout 2019 R$18.8 billion Dividend yield 66.2% 77.6% is the net amount paid and provisioned in dividends and interest on own 5.5% Dividends and net interest on Dividends and gross interest capital in 2019 own capital / recurring net income on own capital / net income¹ (1) Calculated based on dividends and interest on own capital (IOC) gross of taxes over net income adjusted by the legal revenue reserves. 74Capital and risk management Payout Practice 2019 Total payout simulation 2019 ROE ROE 23.7% 15.0% 17.5% 20.0% 22.5% 25.0% RWA 9% 65% - 70% 70 - 75% 75 - 80% 80 - 85% 85% - 90% 5.0% RWA 10.0% 40% -45% 45 - 50% 50 - 55% 55 - 60% 60% - 65% The return and growth growth scenario positioned the 15.0% 35% 35% 35 - 40% 40 - 45% 45% - 50% percentage to be The percentage to be distributed may change every year based on the company’s profitability and capital demands, always considering the distributed in the range minimum set forth in the Bylaws. of 60% to 65% 2019 Payout 2019 R$18.8 billion Dividend yield 66.2% 77.6% is the net amount paid and provisioned in dividends and interest on own 5.5% Dividends and net interest on Dividends and gross interest capital in 2019 own capital / recurring net income on own capital / net income¹ (1) Calculated based on dividends and interest on own capital (IOC) gross of taxes over net income adjusted by the legal revenue reserves. 74

Capital and risk management Capital cost management We are continually striving to manage our capital allocation efficiently through an appropriate capital cost. The Board of Directors, then, deliberates on and approves the changes Board of Directors or the ratification of the cost of own capital When the monitoring indicators of the CoE exceed the monitoring range, the committee evaluates the indicators and decides whether to propose a revision of the capital cost to the Board of Directors. Monitoring is based on in-house models, market data and evaluations of the cost of the bank’s capital and that of the market. Risk and Capital The cost of own capital is monitored monthly by a committee that reports to the Board of Directors. Management Committee 75Capital and risk management Capital cost management We are continually striving to manage our capital allocation efficiently through an appropriate capital cost. The Board of Directors, then, deliberates on and approves the changes Board of Directors or the ratification of the cost of own capital When the monitoring indicators of the CoE exceed the monitoring range, the committee evaluates the indicators and decides whether to propose a revision of the capital cost to the Board of Directors. Monitoring is based on in-house models, market data and evaluations of the cost of the bank’s capital and that of the market. Risk and Capital The cost of own capital is monitored monthly by a committee that reports to the Board of Directors. Management Committee 75

Capital and risk management How are we structured for managing risks? A classical model with three lines of defense: the business areas bear primary responsibility for risk management, followed by the risks area and, lastly, the audit area subordinated to the Board of Directors Discussion of metrics and Audit Committee the outcome of Risk Gustavo Loyola¹ Appetite, as well as the Capital and Risk Management Board of Directors main risk topics Committee Pedro Moreira Salles Pedro Bodin¹ Roberto Egydio Setubal Internal Audit rd 3 line of defense Paulo Miron Monthly monitoring of Risk Appetite Independent review of the Itaú Unibanco Holding activities in which the institution is engaged Candido Bracher Technology and General Wholesale General Retail Risk and Finance Control and Legal, Institutional and Operations Office Office Management Department Personnel Department Department Caio Ibrahim David Marcio Schettini Milton Maluhy Filho Claudia Politanski André Sapoznik • Executive Office, Finance and Market Risk • Investor Relations Office st nd 1 line of defense 2 line of defense • Operational Risk and Compliance Executive Office Manages the risks these Ensures that the risks are managed and sustained on the • Credit Risk, Modeling and AML generate, with responsibility principles of risk management: Office for identifying, assessing, • Risk Appetite controlling and reporting• Policies • Procedures (1) Independent director. • Dissemination of the risk culture in the business 76Capital and risk management How are we structured for managing risks? A classical model with three lines of defense: the business areas bear primary responsibility for risk management, followed by the risks area and, lastly, the audit area subordinated to the Board of Directors Discussion of metrics and Audit Committee the outcome of Risk Gustavo Loyola¹ Appetite, as well as the Capital and Risk Management Board of Directors main risk topics Committee Pedro Moreira Salles Pedro Bodin¹ Roberto Egydio Setubal Internal Audit rd 3 line of defense Paulo Miron Monthly monitoring of Risk Appetite Independent review of the Itaú Unibanco Holding activities in which the institution is engaged Candido Bracher Technology and General Wholesale General Retail Risk and Finance Control and Legal, Institutional and Operations Office Office Management Department Personnel Department Department Caio Ibrahim David Marcio Schettini Milton Maluhy Filho Claudia Politanski André Sapoznik • Executive Office, Finance and Market Risk • Investor Relations Office st nd 1 line of defense 2 line of defense • Operational Risk and Compliance Executive Office Manages the risks these Ensures that the risks are managed and sustained on the • Credit Risk, Modeling and AML generate, with responsibility principles of risk management: Office for identifying, assessing, • Risk Appetite controlling and reporting• Policies • Procedures (1) Independent director. • Dissemination of the risk culture in the business 76

Capital and risk management Our risk management principles Risk appetite consists of a 4-layer structure: principles of risk management, declaration by the Board of Directors, magnitude of the risk and metrics, and coordinates the set of guidelines on the assumption of risks. The principles of risk management define the fundamentals of risk management and risk appetite based on 6 pillars, providing guidance on how the employees of IUH work and take decisions. Sustainability and customer satisfaction Risk Culture Pricing of risk we want to be the leading bank in sustainable our risk culture extends beyond policies, procedures we operate with and assume business risks we know performance and in customer satisfaction. We strive and processes, strengthens the individual and and understand, avoiding risks we are not familiar to create shared value for our employees, clients, collective responsibility of all employees, so that with or in which there is no competitive advantage, shareholders and society, ensuring the perpetuity of they do the right thing at the right time and in the carefully evaluating the risk-return ratio. our business. correct manner, respecting the ethical way of doing business. Diversification Operational excellence Ethics and respect for regulations we have a low appetite for volatility in our results, we want to be an agile bank with a robust and stable For us, ethics are non-negotiable. We foster a which is why we operate with a diversified base of infrastructure, to provide a high-quality service. proper institutional environment, instructing our clients, products and businesses, striving to employees to cultivate ethics in relationships and diversify the risks to which we are exposed and business and to abide by the rules, thereby prioritizing lower risk business. defending our reputation. 77Capital and risk management Our risk management principles Risk appetite consists of a 4-layer structure: principles of risk management, declaration by the Board of Directors, magnitude of the risk and metrics, and coordinates the set of guidelines on the assumption of risks. The principles of risk management define the fundamentals of risk management and risk appetite based on 6 pillars, providing guidance on how the employees of IUH work and take decisions. Sustainability and customer satisfaction Risk Culture Pricing of risk we want to be the leading bank in sustainable our risk culture extends beyond policies, procedures we operate with and assume business risks we know performance and in customer satisfaction. We strive and processes, strengthens the individual and and understand, avoiding risks we are not familiar to create shared value for our employees, clients, collective responsibility of all employees, so that with or in which there is no competitive advantage, shareholders and society, ensuring the perpetuity of they do the right thing at the right time and in the carefully evaluating the risk-return ratio. our business. correct manner, respecting the ethical way of doing business. Diversification Operational excellence Ethics and respect for regulations we have a low appetite for volatility in our results, we want to be an agile bank with a robust and stable For us, ethics are non-negotiable. We foster a which is why we operate with a diversified base of infrastructure, to provide a high-quality service. proper institutional environment, instructing our clients, products and businesses, striving to employees to cultivate ethics in relationships and diversify the risks to which we are exposed and business and to abide by the rules, thereby prioritizing lower risk business. defending our reputation. 77

‘ Capital and risk management How do we establish our risk appetite? Risk appetite defines the nature and level of the risks acceptable to our organization, delimiting the conditions in which our management will strive to maximize the creation of value. It is monitored, discussed and reported on a regular basis to the The policy is drawn up and approved by the Board of executive levels, the Board of Directors and the Audit Committee Directors Risk Appetite Where is Risk Board of Directors Declaration by the BD: “We are a universal bank operating mainly in Latin Appetite inserted? Executive Level Global Limits America. With the support of our risk culture, we operate to strict standards of ethics and regulatory compliance in the search for high-level results and Specific growth with low volatility, through long-standing relationships with our Limits clients, correct pricing of risks, diversified sources of funding and proper use Competencies of capital.” and Policies that underpin our risk management structure 5 dimensions Capitalization Liquidity Credit, Market and Business Operational risk Reputation establish concentration limits, foster the stipulates that we must have stipulates that our liquidity is centered on controlling deals with risks that could diversification of revenues in the search enough capital to protect us from should weather long operational risk events that impact our brand value and to ensure low volatility in our results and a stress event without adjusting periods of stress. could have an adverse impact reputation. the sustainability of our business. our capital structure. on our strategy. § greatest credit risks§ operational risk events and § suitability indicators losses incurred § Capital ratios in normal and § LCR § highest exposures§ media exposure stress situations § information technology § NSFR § concentration by sectors, § follow-up on client complaints § ratings on debt issues countries and segments § regulatory compliance § market risk concentration 78 Examples of metrics‘ Capital and risk management How do we establish our risk appetite? Risk appetite defines the nature and level of the risks acceptable to our organization, delimiting the conditions in which our management will strive to maximize the creation of value. It is monitored, discussed and reported on a regular basis to the The policy is drawn up and approved by the Board of executive levels, the Board of Directors and the Audit Committee Directors Risk Appetite Where is Risk Board of Directors Declaration by the BD: “We are a universal bank operating mainly in Latin Appetite inserted? Executive Level Global Limits America. With the support of our risk culture, we operate to strict standards of ethics and regulatory compliance in the search for high-level results and Specific growth with low volatility, through long-standing relationships with our Limits clients, correct pricing of risks, diversified sources of funding and proper use Competencies of capital.” and Policies that underpin our risk management structure 5 dimensions Capitalization Liquidity Credit, Market and Business Operational risk Reputation establish concentration limits, foster the stipulates that we must have stipulates that our liquidity is centered on controlling deals with risks that could diversification of revenues in the search enough capital to protect us from should weather long operational risk events that impact our brand value and to ensure low volatility in our results and a stress event without adjusting periods of stress. could have an adverse impact reputation. the sustainability of our business. our capital structure. on our strategy. § greatest credit risks§ operational risk events and § suitability indicators losses incurred § Capital ratios in normal and § LCR § highest exposures§ media exposure stress situations § information technology § NSFR § concentration by sectors, § follow-up on client complaints § ratings on debt issues countries and segments § regulatory compliance § market risk concentration 78 Examples of metrics

Capital and risk management Market Risk and Liquidity Management Solid management of liquidity and market risk Average VaR¹ in the quarter Liquidity Coverage Ratio (LCR) Net Stable Funding Ratio (NSFR) 432.7 397.1 375.0 363.7 122.8% 122.2% 210.9% 121.1% 174.1 173.5% 165.5% 117.5% 164.0% 116.8% Mar-17 Mar-18 Mar-19 Mar-20 Mar-19 Jun-19 Sep-19 Dec-19 Mar-20 1Q16 1Q17 1Q18 1Q19 1Q20 (1) VAR = Value at Risk. 79Capital and risk management Market Risk and Liquidity Management Solid management of liquidity and market risk Average VaR¹ in the quarter Liquidity Coverage Ratio (LCR) Net Stable Funding Ratio (NSFR) 432.7 397.1 375.0 363.7 122.8% 122.2% 210.9% 121.1% 174.1 173.5% 165.5% 117.5% 164.0% 116.8% Mar-17 Mar-18 Mar-19 Mar-20 Mar-19 Jun-19 Sep-19 Dec-19 Mar-20 1Q16 1Q17 1Q18 1Q19 1Q20 (1) VAR = Value at Risk. 79

Capital and risk management Cybersecurity: security is non-negotiable In an increasingly digital world, cyber risk management is an essential part of our business. Protect by design Process discipline Human capital • Secure development• 24X7 Operations Center• Differentiated attraction, training and • Secure infrastructure architecture• Comprehensive prevention processes retention program • Data observability• Detection of responses to threats• Continuous search for international • Constant blue team x red team exercises benchmarking • Frequent and controlled pen testing• Integration with the business 100% aligned with requisites of 100% of the principal security +80% of the team certified in the regulatory bodies controls tested every six months the most important fields of Information Security +70% of new processes and controls in the last two years (1) Data base Sep-19 80Capital and risk management Cybersecurity: security is non-negotiable In an increasingly digital world, cyber risk management is an essential part of our business. Protect by design Process discipline Human capital • Secure development• 24X7 Operations Center• Differentiated attraction, training and • Secure infrastructure architecture• Comprehensive prevention processes retention program • Data observability• Detection of responses to threats• Continuous search for international • Constant blue team x red team exercises benchmarking • Frequent and controlled pen testing• Integration with the business 100% aligned with requisites of 100% of the principal security +80% of the team certified in the regulatory bodies controls tested every six months the most important fields of Information Security +70% of new processes and controls in the last two years (1) Data base Sep-19 80

Capital and risk management Climate risk Alignment with TCFD recommendations – December 2019 Climate risk and its variables comprise the analysis of Implementation Aspect Delivered in 2019 socioenvironmental risk at Itaú Unibanco. This approach status places Itaú in a strategic position to ensure the perpetuity of Defining the target for implementing TCFD by 2022, Governance 73% strengthening and integration of related teams. its business and operations in the face of climate change and the consequent impacts on the economy. Attending and taking a position at global and local forums for the joint development of tools and scenarios; and Strategy 54% considering sectors highly exposed to climate change when defining the bank’s sensitive sectors. We highlight our work related to the strategic pillars of Developing and applying a methodology to analyze the the Task Force on Climate-Related Financial Disclosures Risk management 76% bank’s portfolio’s exposure and sensitivity to climate (TCFD) change, as well as processes to assess climate risks in credit. Setting operation emissions targets with a limit scenario Targets and metrics 78% based on science; enhancing financed emissions; setting The initiative was conceived within the scope of the Financial Stability out indicator panels and adherence to projects. Board (FSB), and proposes recommendations for climate disclosure for the financial and non-financial sectors on the pillars of Governance, Strategy, Including climate change information in financial reports; execution of the Brazilian Business Council for Sustainable Risk Management and Targets and Metrics. Cross-cutting Development (CEBDS) letter on advocacy pricing in Brazil; providing technical training on the topic to internal stakeholders. Consolidated implementation status Dec-19 81Capital and risk management Climate risk Alignment with TCFD recommendations – December 2019 Climate risk and its variables comprise the analysis of Implementation Aspect Delivered in 2019 socioenvironmental risk at Itaú Unibanco. This approach status places Itaú in a strategic position to ensure the perpetuity of Defining the target for implementing TCFD by 2022, Governance 73% strengthening and integration of related teams. its business and operations in the face of climate change and the consequent impacts on the economy. Attending and taking a position at global and local forums for the joint development of tools and scenarios; and Strategy 54% considering sectors highly exposed to climate change when defining the bank’s sensitive sectors. We highlight our work related to the strategic pillars of Developing and applying a methodology to analyze the the Task Force on Climate-Related Financial Disclosures Risk management 76% bank’s portfolio’s exposure and sensitivity to climate (TCFD) change, as well as processes to assess climate risks in credit. Setting operation emissions targets with a limit scenario Targets and metrics 78% based on science; enhancing financed emissions; setting The initiative was conceived within the scope of the Financial Stability out indicator panels and adherence to projects. Board (FSB), and proposes recommendations for climate disclosure for the financial and non-financial sectors on the pillars of Governance, Strategy, Including climate change information in financial reports; execution of the Brazilian Business Council for Sustainable Risk Management and Targets and Metrics. Cross-cutting Development (CEBDS) letter on advocacy pricing in Brazil; providing technical training on the topic to internal stakeholders. Consolidated implementation status Dec-19 81

Capital and risk management Socioenvironmental risk The Socioenvironmental Risk Policy contains the criteria for analysis and projects, constitution of real estate guarantees and the inclusion of contractual clauses. To that end, we must take into account: List of activities excluded • Activities involving the extraction and Guarantees Thus, we have no relationships with clients engaged production of timber/wood/charcoal originating Specific requisites in constituting real in practices that infringe the protection of human from native forests; estate guarantees. rights comprising our list of excluded activities, • Fishing; namely: • Extraction and processing of asbestos; • Meat plants and slaughterhouses. • Use of hard labor; Project Finance • Use of child labor in violation of legislation; When formalizing loans and financing, we Analysis of large companies • Exploration of prostitution, including child look at the socioenvironmental risks of the To assist in taking decisions and to allow the strategic prostitution. credit modality and the purpose of the incorporation of the socioenvironmental issue into the financing. granting of credit, this variable has Always been present in our risk rating model for large companies. List of restrictions Based on the existing risk and internationally Competency recognized market practices, we consider the In accordance with the following sectors as restricted: Rural clients Socioenvironmental Policy for Credit to We have a structure that provides farmers with an all-in Companies, the technical departments • Production and sale of material for war use, financial service, ranging from financing to price assess and classify the socioenvironmental firearms and munitions; hedging, with a committed close-at-hand service. risks according to their potential impact: low, medium and high. 82Capital and risk management Socioenvironmental risk The Socioenvironmental Risk Policy contains the criteria for analysis and projects, constitution of real estate guarantees and the inclusion of contractual clauses. To that end, we must take into account: List of activities excluded • Activities involving the extraction and Guarantees Thus, we have no relationships with clients engaged production of timber/wood/charcoal originating Specific requisites in constituting real in practices that infringe the protection of human from native forests; estate guarantees. rights comprising our list of excluded activities, • Fishing; namely: • Extraction and processing of asbestos; • Meat plants and slaughterhouses. • Use of hard labor; Project Finance • Use of child labor in violation of legislation; When formalizing loans and financing, we Analysis of large companies • Exploration of prostitution, including child look at the socioenvironmental risks of the To assist in taking decisions and to allow the strategic prostitution. credit modality and the purpose of the incorporation of the socioenvironmental issue into the financing. granting of credit, this variable has Always been present in our risk rating model for large companies. List of restrictions Based on the existing risk and internationally Competency recognized market practices, we consider the In accordance with the following sectors as restricted: Rural clients Socioenvironmental Policy for Credit to We have a structure that provides farmers with an all-in Companies, the technical departments • Production and sale of material for war use, financial service, ranging from financing to price assess and classify the socioenvironmental firearms and munitions; hedging, with a committed close-at-hand service. risks according to their potential impact: low, medium and high. 82

Financial highlights 83Financial highlights 83

Financial Highlights 1Q20 In R$ billions Credit Portfolio R$769.2 bn Recurring 7.3 7.2 7.0 6.9 769.2 net income 3.9 706.7 689.0 659.7 647.1 R$3.9 bn Mar-19 Jun-19 Sep-19 Dec-19 Mar-20 1Q19 2Q19 3Q19 4Q19 1Q20 Non-interest 23.7% 23.6% 23.5% 23.5% Expenses Recurring ROE R$12.1 bn 12.8% 12.8 % 13.0 12.8 13.5% 12.7 12.1 12.1 13.0% Recurring ROE (%) 12.5% 12.5% 12.5% Average Cost of Capital (%) 1Q19 2Q19 3Q19 4Q19 1Q20 1Q19 2Q19 3Q19 4Q19 1Q20 Espaço reservado para rodapé 84Financial Highlights 1Q20 In R$ billions Credit Portfolio R$769.2 bn Recurring 7.3 7.2 7.0 6.9 769.2 net income 3.9 706.7 689.0 659.7 647.1 R$3.9 bn Mar-19 Jun-19 Sep-19 Dec-19 Mar-20 1Q19 2Q19 3Q19 4Q19 1Q20 Non-interest 23.7% 23.6% 23.5% 23.5% Expenses Recurring ROE R$12.1 bn 12.8% 12.8 % 13.0 12.8 13.5% 12.7 12.1 12.1 13.0% Recurring ROE (%) 12.5% 12.5% 12.5% Average Cost of Capital (%) 1Q19 2Q19 3Q19 4Q19 1Q20 1Q19 2Q19 3Q19 4Q19 1Q20 Espaço reservado para rodapé 84

Credit portfolio 1Q20 In R$ billions Mar-20 Mar-19 Dec-19 Credit origination¹ 1Q20 vs. 1Q19 Individuals 238.1 215.6 10.4% 239.8 -0.7% Credit card loans 83.8 76.4 9.7% 90.9 -7.8% + Individuals 9% Personal loans 37.4 31.1 20.0% 34.6 8.1% Very Small, Small and Middle Market + 22% Payroll loans 50.3 48.6 3.4% 49.4 1.8% Corporate + 72% Vehicle loans 19.4 16.6 17.3% 19.0 2.3% Total Brazil ² + 36% Mortgage Loans 47.2 42.9 10.0% 45.9 2.6% - Private securities issuance³ 26% Very Small, Small and Middle Market Loans 104.5 79.2 31.9% 95.3 9.7% Individuals + SME’s Loans 342.6 294.8 16.2% 335.0 2.2% Corporate loans 231.1 185.6 24.5% 205.4 12.5% Credit balance and deposits 4 Credit operations 171.9 147.5 16.5% 148.4 15.8% Credit portfolio Deposits and other funding 900.2 Corporate Securities 59.2 38.0 55.7% 56.9 4.0% Total Brazil 573.7 480.4 19.4% 540.4 6.2% 760.3 736.7 699.5 691.4 Latin America 195.6 166.7 17.3% 166.3 17.6% 769.2 706.7 Total with Financial Guarantees and Corporate Securities 769.2 647.1 18.9% 689.0 706.7 8.9% 659.7 647.1 769.2 Total (ex-foreign exchange rate variation) 681.8 12.8% 749.3 2.7% Mar-19 Jun-19 Sep-19 Dec-19 Mar-20 Note: (1) Does not consider origination of credit card. overdraft. debt renegotiation and other revolving credits. 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) Other funding: includes funds from real estate, mortgage, financial, credit and similar Notes, onlending and borrowings 85 and securities obligations abroad.Credit portfolio 1Q20 In R$ billions Mar-20 Mar-19 Dec-19 Credit origination¹ 1Q20 vs. 1Q19 Individuals 238.1 215.6 10.4% 239.8 -0.7% Credit card loans 83.8 76.4 9.7% 90.9 -7.8% + Individuals 9% Personal loans 37.4 31.1 20.0% 34.6 8.1% Very Small, Small and Middle Market + 22% Payroll loans 50.3 48.6 3.4% 49.4 1.8% Corporate + 72% Vehicle loans 19.4 16.6 17.3% 19.0 2.3% Total Brazil ² + 36% Mortgage Loans 47.2 42.9 10.0% 45.9 2.6% - Private securities issuance³ 26% Very Small, Small and Middle Market Loans 104.5 79.2 31.9% 95.3 9.7% Individuals + SME’s Loans 342.6 294.8 16.2% 335.0 2.2% Corporate loans 231.1 185.6 24.5% 205.4 12.5% Credit balance and deposits 4 Credit operations 171.9 147.5 16.5% 148.4 15.8% Credit portfolio Deposits and other funding 900.2 Corporate Securities 59.2 38.0 55.7% 56.9 4.0% Total Brazil 573.7 480.4 19.4% 540.4 6.2% 760.3 736.7 699.5 691.4 Latin America 195.6 166.7 17.3% 166.3 17.6% 769.2 706.7 Total with Financial Guarantees and Corporate Securities 769.2 647.1 18.9% 689.0 706.7 8.9% 659.7 647.1 769.2 Total (ex-foreign exchange rate variation) 681.8 12.8% 749.3 2.7% Mar-19 Jun-19 Sep-19 Dec-19 Mar-20 Note: (1) Does not consider origination of credit card. overdraft. debt renegotiation and other revolving credits. 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) Other funding: includes funds from real estate, mortgage, financial, credit and similar Notes, onlending and borrowings 85 and securities obligations abroad.

Credit portfolio profile 1Q20 1Q20 Credit¹ portfolio by segment Industry concentration Credit concentration among the in relation to total credit² portfolio largest debtors at a stable level risk (R$ billions) Vehicle financing (individuals) 2.5 % risk/ credit² (%) Personal loans 4.9 % Highest 3.7% concentration Mortgages (individuals) 6.1 % in the credit 1.0% 7.0 bn Largest debtor Real Estate Payroll loans 6.5 % portfolio 34.9 bn 4.9% 10 largest debtors Credit cards 10.9 % Very small, small and middle market 7.2% 51.3 bn 13.6 % 20 largest debtors Most Latin America 25.4 % exposed 1.3% 11.6% 82.5 bn 50 largest debtors sectors to Corporate loans 30.0 % Oil and gas 16.0% 113.7 bn 100 largest debtors the impacts The representativeness of the Latin America portfolio, considering our participation in the Latin American of current subsidiaries, is 12.9%. crisis 0.9% Leisure and Currency exposure of the credit portfolio tourism All credit exposures are naturally hedged by funding in the same currency. 0.2% 63% 16% 14% 1% 4% 2% 1% Airlines Real Chilean U.S Colombian Uruguayan Argentine Paraguayan (BRL) dollar guarani peso peso peso peso 1) includes credit, financial guarantees and private securities, (2) includes credit and financial guarantees. 86Credit portfolio profile 1Q20 1Q20 Credit¹ portfolio by segment Industry concentration Credit concentration among the in relation to total credit² portfolio largest debtors at a stable level risk (R$ billions) Vehicle financing (individuals) 2.5 % risk/ credit² (%) Personal loans 4.9 % Highest 3.7% concentration Mortgages (individuals) 6.1 % in the credit 1.0% 7.0 bn Largest debtor Real Estate Payroll loans 6.5 % portfolio 34.9 bn 4.9% 10 largest debtors Credit cards 10.9 % Very small, small and middle market 7.2% 51.3 bn 13.6 % 20 largest debtors Most Latin America 25.4 % exposed 1.3% 11.6% 82.5 bn 50 largest debtors sectors to Corporate loans 30.0 % Oil and gas 16.0% 113.7 bn 100 largest debtors the impacts The representativeness of the Latin America portfolio, considering our participation in the Latin American of current subsidiaries, is 12.9%. crisis 0.9% Leisure and Currency exposure of the credit portfolio tourism All credit exposures are naturally hedged by funding in the same currency. 0.2% 63% 16% 14% 1% 4% 2% 1% Airlines Real Chilean U.S Colombian Uruguayan Argentine Paraguayan (BRL) dollar guarani peso peso peso peso 1) includes credit, financial guarantees and private securities, (2) includes credit and financial guarantees. 86

Expected loss provisioning model 1Q20 In effect since 2010 Allocation of total provisions and in continuous In R$ billions evolution Our expected loss provisioning Mar-20 vs. Mar-19 model determines the level of Total + 37.6% 47.1 provisions to be made, taking 39.7 into account: Expected loss 34.2 22.6 Potential loss + 73.4% current and prospective Related to expected loss in retail segment 17.4 R$9.6 bn and potential loss in the wholesale segment macroeconomic scenario 13.1 financial conditions Aggravated risk ratings + 15.6% continuous monitoring of customer 11.5 Related to aggravated risk rating of overdue 10.8 R$1.6 bn behavior and internal and external 9.9 and renegotiated operations indicators Overdue operations + 15.5% 13.0 portfolio composition 11.5 11.2 Related to minimum provision required due to R$1.7 bn client segmentation and overdue operations mix of contracted products Mar-19 Dec-19 Mar-20 87Expected loss provisioning model 1Q20 In effect since 2010 Allocation of total provisions and in continuous In R$ billions evolution Our expected loss provisioning Mar-20 vs. Mar-19 model determines the level of Total + 37.6% 47.1 provisions to be made, taking 39.7 into account: Expected loss 34.2 22.6 Potential loss + 73.4% current and prospective Related to expected loss in retail segment 17.4 R$9.6 bn and potential loss in the wholesale segment macroeconomic scenario 13.1 financial conditions Aggravated risk ratings + 15.6% continuous monitoring of customer 11.5 Related to aggravated risk rating of overdue 10.8 R$1.6 bn behavior and internal and external 9.9 and renegotiated operations indicators Overdue operations + 15.5% 13.0 portfolio composition 11.5 11.2 Related to minimum provision required due to R$1.7 bn client segmentation and overdue operations mix of contracted products Mar-19 Dec-19 Mar-20 87

Cost of credit 1Q20 5.5% Cost of credit 4.4% 4.2% 4.1% 3.7% 3.6% 3.3% 3.1% 3.0% 3.0% 3.0% 2.9% 2.9% 2.7% Cost of credit 2.7% 2.5% 2.5% 2.4% 2.4% (in R$ billions) 2.1% 2.1% 10.1 Cost of credit in relation to the portfolio 7.2 6.3 6.4 5.8 5.6 5.1 5.3 (annualized %) 5.1 4.8 4.8 4.5 4.5 4.3 4.0 4.0 3.8 3.6 3.8 3.4 3.3 1Q15 2Q15 3Q15 4Q15 1Q16 2Q16 3Q16 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 248% Coverage ratio (90 days NPL - %) 246% 245% 243% 239% 236% 235% 231% 229% 222% 221% 215% 212% 210% 208% 208% 208% 206% Total coverage 204% 199% 187% Total coverage (expanded) 102% 104% 104% 104% 104% 102% 100% 101% 100% 100% 95% 97% 96% 95% 97% 92% 90% 90% 88% 87% 86% 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 Dec-19 Mar-20 88Cost of credit 1Q20 5.5% Cost of credit 4.4% 4.2% 4.1% 3.7% 3.6% 3.3% 3.1% 3.0% 3.0% 3.0% 2.9% 2.9% 2.7% Cost of credit 2.7% 2.5% 2.5% 2.4% 2.4% (in R$ billions) 2.1% 2.1% 10.1 Cost of credit in relation to the portfolio 7.2 6.3 6.4 5.8 5.6 5.1 5.3 (annualized %) 5.1 4.8 4.8 4.5 4.5 4.3 4.0 4.0 3.8 3.6 3.8 3.4 3.3 1Q15 2Q15 3Q15 4Q15 1Q16 2Q16 3Q16 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 248% Coverage ratio (90 days NPL - %) 246% 245% 243% 239% 236% 235% 231% 229% 222% 221% 215% 212% 210% 208% 208% 208% 206% Total coverage 204% 199% 187% Total coverage (expanded) 102% 104% 104% 104% 104% 102% 100% 101% 100% 100% 95% 97% 96% 95% 97% 92% 90% 90% 88% 87% 86% 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 Dec-19 Mar-20 88

Credit quality 1Q20 6.9% 6.8% 6.8% 6.8% 6.7% 6.7% 6.6% 6.6% 6.5% 6.4% 6.1% 6.1% 5.9% 5.7% 5.7% 5.6% 5.6% 5.4% 5.4% 4.9% 4.8% 3.9% 3.6% 3.5% 3.4% 3.4% 3.2% 3.2% 3.2% 3.1% 3.1% 3.0% 3.1% 3.0% 3.0% 3.0% 2.9% 2.9% 2.9% 2.9% 2.8% 2.8% 47.1 39.7 39.1 38.2 38.5 37.4 37.6 37.4 37.3 36.6 36.7 36.2 36.0 36.1 35.5 34.3 34.2 34.5 33.1 30.0 29.8 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 Dec-19 Mar-20 Allowance for Loan Losses / Credit Portfolio Allowance for Loan Losses (R$ billions) 90 days NPL (%) 89Credit quality 1Q20 6.9% 6.8% 6.8% 6.8% 6.7% 6.7% 6.6% 6.6% 6.5% 6.4% 6.1% 6.1% 5.9% 5.7% 5.7% 5.6% 5.6% 5.4% 5.4% 4.9% 4.8% 3.9% 3.6% 3.5% 3.4% 3.4% 3.2% 3.2% 3.2% 3.1% 3.1% 3.0% 3.1% 3.0% 3.0% 3.0% 2.9% 2.9% 2.9% 2.9% 2.8% 2.8% 47.1 39.7 39.1 38.2 38.5 37.4 37.6 37.4 37.3 36.6 36.7 36.2 36.0 36.1 35.5 34.3 34.2 34.5 33.1 30.0 29.8 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 Dec-19 Mar-20 Allowance for Loan Losses / Credit Portfolio Allowance for Loan Losses (R$ billions) 90 days NPL (%) 89

Financial margin with clients 1Q20 Annualized average rate % - Consolidated Annualized average rate % - Brazil 10.0% 10.0% 9.9% 10.0% 10.0% 12.2% 12.1% 12.1% 12.2% 12.2% 9.9% 12.0% 9.8% 9.8% 11.9% 11.8% 9.2% 11.1% 9.5% 9.6% 7.7% 9.2% 9.2% 7.6% 7.6% 7.6% 9.2% 7.5% 9.0% 9.0% 7.4% 7.4% 8.4% 6.7% 4.1% 3.7% 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 Financial Margin with Clients Risk-adjusted Financial Margin with Clients Change in financial margin with clients R$ billion R$0.8 bn 18.1 17.0 16.6 15.8 0.2 1.3 (1.6) (0.1) (0.0) (0.6) (0.1) (0.1) 2 3 5 4Q19 4Q19 4Q19 Product Mix Asset Spreads Regulatory Average Asset Fewer Other 1Q20 1Q20 1Q20 1 4 1 Working Capital Spread-Sensitive Change in Portfolio and calendar days Spread-Sensitive Working Capital and Other Operations Overdraft Liabilities Margin Operations and Other (1) Includes capital allocated to business areas (except treasury), and the corporation working capital. (2) Change in the composition of assets with credit risk between periods in Brazil; (3) Spreads variation of assets with credit risk between periods in Brazil; (4) Considers credit and private securities portfolio net of overdue balance over 60 days in Brazil; (5) Includes Latin America (ex-Brazil) spread-sensitive operations and structured operations from the wholesale segment. 90Financial margin with clients 1Q20 Annualized average rate % - Consolidated Annualized average rate % - Brazil 10.0% 10.0% 9.9% 10.0% 10.0% 12.2% 12.1% 12.1% 12.2% 12.2% 9.9% 12.0% 9.8% 9.8% 11.9% 11.8% 9.2% 11.1% 9.5% 9.6% 7.7% 9.2% 9.2% 7.6% 7.6% 7.6% 9.2% 7.5% 9.0% 9.0% 7.4% 7.4% 8.4% 6.7% 4.1% 3.7% 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 Financial Margin with Clients Risk-adjusted Financial Margin with Clients Change in financial margin with clients R$ billion R$0.8 bn 18.1 17.0 16.6 15.8 0.2 1.3 (1.6) (0.1) (0.0) (0.6) (0.1) (0.1) 2 3 5 4Q19 4Q19 4Q19 Product Mix Asset Spreads Regulatory Average Asset Fewer Other 1Q20 1Q20 1Q20 1 4 1 Working Capital Spread-Sensitive Change in Portfolio and calendar days Spread-Sensitive Working Capital and Other Operations Overdraft Liabilities Margin Operations and Other (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) Spreads variation of assets with credit risk between periods in Brazil; (4) Considers credit and private securities portfolio net of overdue balance over 60 days in Brazil; (5) Includes Latin America (ex-Brazil) spread-sensitive operations and structured operations from the wholesale segment. 90

Financial margin with the market 1Q20 In R$ billions 1.5 1.5 1.4 1.4 1.4 1.4 1.3 1.3 1.2 1.7 1.6 1.5 1.3 1.3 1.3 1.2 1.1 1.3 1.1 0.8 1.0 0.7 0.9 0.5 0.9 1.0 0.2 0.4 0.1 0.6 0.5 0.5 0.5 0.4 0.4 0.3 0.3 0.3 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 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 91Financial margin with the market 1Q20 In R$ billions 1.5 1.5 1.4 1.4 1.4 1.4 1.3 1.3 1.2 1.7 1.6 1.5 1.3 1.3 1.3 1.2 1.1 1.3 1.1 0.8 1.0 0.7 0.9 0.5 0.9 1.0 0.2 0.4 0.1 0.6 0.5 0.5 0.5 0.4 0.4 0.3 0.3 0.3 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 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 91

Commissions, fees and result from insurance operations 1Q20 In R$ billions Investment banking league tables 1Q20 1Q19 4Q19 From January 201 9 to March 2020. Credit and debit cards 3.0 3.3 -7.8% 3.4 -10.2% Position 3 st Card issuance 2.3 2.5 2.2 5.2% -7.1% M&A (Brazil) 1 3 st M&A (LatAm) 1 Acquiring 0.7 0.9 1.1 -33.4% -18.9% 3 st ECM (Brazil) 1 Current account services 2.0 1.8 6.2% 2.0 -1.0% 3 st ECM (LatAm) 1 Asset management¹ 1.5 1.1 40.2% 1.8 -15.0% 4 st Local DCM 1 Advisory services and brokerage 0.9 1.1 0.4 148.1% -18.9% Credit operations and guarantees provided 0.6 0.6 4.0% 0.6 1.2% Cards transaction volumes Collection Services 0.5 0.5 -1.0% 0.5 -5.4% In R$ millions Other 0.3 0.3 0.3 19.3% 14.3% Latin America (ex-Brazil) 0.7 0.7 -2.0% 0.7 -2.3% 130 8.3% 120 Issuance Commissions and fees 9,5 10,4 8,6 10,4% -8,1% 1Q19 1Q20 Result from insurance operations 1,0 1,0 0,9 6,2% -1,1% Result from pension plan and capitalization 0,6 0,7 0,7 -16,9% -20,5% 122 7.8% 113 2 Result from insurance operations 1,6 1,7 1,6 -3,4% -9,0% Acquiring Services 1Q19 1Q20 Commissions, fees and result from insurance 11.1 10.2 8.2% 12.1 -8.2% (1) Includes fund management fees and consórcio 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) Source Dealogic; 92 (4) ANBIMA (Brazilian Financial and Capital Markets Association).Commissions, fees and result from insurance operations 1Q20 In R$ billions Investment banking league tables 1Q20 1Q19 4Q19 From January 201 9 to March 2020. Credit and debit cards 3.0 3.3 -7.8% 3.4 -10.2% Position 3 st Card issuance 2.3 2.5 2.2 5.2% -7.1% M&A (Brazil) 1 3 st M&A (LatAm) 1 Acquiring 0.7 0.9 1.1 -33.4% -18.9% 3 st ECM (Brazil) 1 Current account services 2.0 1.8 6.2% 2.0 -1.0% 3 st ECM (LatAm) 1 Asset management¹ 1.5 1.1 40.2% 1.8 -15.0% 4 st Local DCM 1 Advisory services and brokerage 0.9 1.1 0.4 148.1% -18.9% Credit operations and guarantees provided 0.6 0.6 4.0% 0.6 1.2% Cards transaction volumes Collection Services 0.5 0.5 -1.0% 0.5 -5.4% In R$ millions Other 0.3 0.3 0.3 19.3% 14.3% Latin America (ex-Brazil) 0.7 0.7 -2.0% 0.7 -2.3% 130 8.3% 120 Issuance Commissions and fees 9,5 10,4 8,6 10,4% -8,1% 1Q19 1Q20 Result from insurance operations 1,0 1,0 0,9 6,2% -1,1% Result from pension plan and capitalization 0,6 0,7 0,7 -16,9% -20,5% 122 7.8% 113 2 Result from insurance operations 1,6 1,7 1,6 -3,4% -9,0% Acquiring Services 1Q19 1Q20 Commissions, fees and result from insurance 11.1 10.2 8.2% 12.1 -8.2% (1) Includes fund management fees and consórcio 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) Source Dealogic; 92 (4) ANBIMA (Brazilian Financial and Capital Markets Association).

Non-interest expenses 1Q20 In R$ billions Key principles of our Strategic Cost Management 1Q20 4Q19 1Q19 weekly reported to the Executive Committee Personnel Expenses (5.2) (5.7) (5.3) -2.3% -8.5% Administrative Expenses (4.0) Automation and digitalization (4.1) -2.1% (4.3) -5.5% 1 Other (1.3) (1.4) (1.2) 10.9% -6.5% 2 Optimization of service channels Latin America (ex-Brazil) (1.6) (1.7) (1.6) -1.0% -8.8% Non-interest expenses (12.1) (13.0) (12.1) -0.8% -7.3% Consolidation, reorganization and redesign of operations Focus in technology Non-interest 4.6% 4.3% 3.4% 3.3% expenses 2.9% + 640 employees growing at a slower pace 4.1% hired by the technology area in the last 12 months. 3.3% than inflation Zup acquisition 1.7% 1.2% 800 employees Non-interest expenses growth year over year + development capacity -0.8% Inflation (12-month IPCA) We have increased our capacity in technology 1Q19 2Q19 3Q19 4Q19 1Q20 in 54% between 2016 and 2019. (1) Includes operating expenses and other tax expenses (Includes IPTU, IPVA, IOF and others. Does not include PIS, Cofins and ISS); (2) Does not consider overhead allocation. 93Non-interest expenses 1Q20 In R$ billions Key principles of our Strategic Cost Management 1Q20 4Q19 1Q19 weekly reported to the Executive Committee Personnel Expenses (5.2) (5.7) (5.3) -2.3% -8.5% Administrative Expenses (4.0) Automation and digitalization (4.1) -2.1% (4.3) -5.5% 1 Other (1.3) (1.4) (1.2) 10.9% -6.5% 2 Optimization of service channels Latin America (ex-Brazil) (1.6) (1.7) (1.6) -1.0% -8.8% Non-interest expenses (12.1) (13.0) (12.1) -0.8% -7.3% Consolidation, reorganization and redesign of operations Focus in technology Non-interest 4.6% 4.3% 3.4% 3.3% expenses 2.9% + 640 employees growing at a slower pace 4.1% hired by the technology area in the last 12 months. 3.3% than inflation Zup acquisition 1.7% 1.2% 800 employees Non-interest expenses growth year over year + development capacity -0.8% Inflation (12-month IPCA) We have increased our capacity in technology 1Q19 2Q19 3Q19 4Q19 1Q20 in 54% between 2016 and 2019. (1) Includes operating expenses and other tax expenses (Includes IPTU, IPVA, IOF and others. Does not include PIS, Cofins and ISS); (2) Does not consider overhead allocation. 93

Capital 1Q20 March 2020 14.4% 1.3% 12.0% 1.7% 13.2% 10.3% Dec-19 Additional Net income SecuritiesTaxcreditRWA Mar-20 Foreign Additional Tier I Capital dividends and dividends mark to exchange Tier I Tier I Capital 1 and interest market variation in the Capital on capital - AT1 2019 (1 ) Additional Tier 1 issued in February 2020. 94Capital 1Q20 March 2020 14.4% 1.3% 12.0% 1.7% 13.2% 10.3% Dec-19 Additional Net income SecuritiesTaxcreditRWA Mar-20 Foreign Additional Tier I Capital dividends and dividends mark to exchange Tier I Tier I Capital 1 and interest market variation in the Capital on capital - AT1 2019 (1 ) Additional Tier 1 issued in February 2020. 94

Perspectives 2020 The 2020 forecast Capital and liquidity should remain at appropriate levels considering our internal stress test scenarios. previously disclosed is now suspended due to the lack The main factors that will drive the credit portfolio growth in the short and medium terms will of predictability of the be the greater participation of the corporate banking portfolio, lower demand from individuals extent and depth of the and relatively high volume of renegotiations. COVID-19 crisis and its social and economic Financial margin with clients growing around to the credit portfolio growth. impacts. Commissions, fees and results from insurance will remain under pressure due to lower economic activity and absent capital markets. The cost of credit and balance of loan loss provision, according to the expected loss provisioning model, will be adjusted whenever there are substantial changes in the macroeconomic scenario and in the financial situation of the clients. We maintain our commitment to nominally reduce non-interest expenses, reflecting a diligent and strategic cost management, the investments made in technology, the impact of lower economic activity in our variable costs and the benefits of the new model of remote work and service. Note: The perspectives presented on this slide should not be taken as a formal financial performance forecast for the year 2020. 95Perspectives 2020 The 2020 forecast Capital and liquidity should remain at appropriate levels considering our internal stress test scenarios. previously disclosed is now suspended due to the lack The main factors that will drive the credit portfolio growth in the short and medium terms will of predictability of the be the greater participation of the corporate banking portfolio, lower demand from individuals extent and depth of the and relatively high volume of renegotiations. COVID-19 crisis and its social and economic Financial margin with clients growing around to the credit portfolio growth. impacts. Commissions, fees and results from insurance will remain under pressure due to lower economic activity and absent capital markets. The cost of credit and balance of loan loss provision, according to the expected loss provisioning model, will be adjusted whenever there are substantial changes in the macroeconomic scenario and in the financial situation of the clients. We maintain our commitment to nominally reduce non-interest expenses, reflecting a diligent and strategic cost management, the investments made in technology, the impact of lower economic activity in our variable costs and the benefits of the new model of remote work and service. Note: The perspectives presented on this slide should not be taken as a formal financial performance forecast for the year 2020. 95

Additional information 96Additional information 96

Corporate profile Additional information 97Corporate profile Additional information 97

Additional Information A History of Successful Strategic Deals¹ Acquisition of the remaining 50% of: Uruguay Retail - Brazil NACIONAL Acquisition of the Banco Itaú BMG Consignado minority interest of: Casa Moreira Salles Acquisition of a minority interest in: 1924 Unibanco 1995 - 1998 2000 - 2003 2004 - 2007 Merger 2008 2009 - 2020 Itaú 1943 Foundation of Banco Itaú Alliance with: BEG Banco del Buen Ayre (1) Includes mergers, acquisitions, joint-ventures and partnerships. 98Additional Information A History of Successful Strategic Deals¹ Acquisition of the remaining 50% of: Uruguay Retail - Brazil NACIONAL Acquisition of the Banco Itaú BMG Consignado minority interest of: Casa Moreira Salles Acquisition of a minority interest in: 1924 Unibanco 1995 - 1998 2000 - 2003 2004 - 2007 Merger 2008 2009 - 2020 Itaú 1943 Foundation of Banco Itaú Alliance with: BEG Banco del Buen Ayre (1) Includes mergers, acquisitions, joint-ventures and partnerships. 98

Capital and risk management Additional information 99Capital and risk management Additional information 99

Additional Information Capital Ratios (BIS) | Prudential Conglomerate ¹ 1Q20 4Q19 In R$ millions, end of period Core Capital 107,668 117,328 Tier I (Core Capital + Additional Capital) 124,980 128,696 Referential Equity (Tier I and Tier II) 139,218 140,596 Total Risk-weighted Exposure (RWA) 1,043,517 891,300 CPAD Credit Risk-weighted Assets (RWA ) 917,107 784,730 O PAD Operational Risk-weighted Assets (RWA ) 92,476 81,568 MINT 33,934 25,002 Market Risk-weighted Assets (RWA ) Core Capital Ratio 10.3% 13.2% Tier I Ratio 12.0% 14.4% BIS (Referential Equity / Total Risk-weighted Exposure) 13.3% 15.8% (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. 100Additional Information Capital Ratios (BIS) | Prudential Conglomerate ¹ 1Q20 4Q19 In R$ millions, end of period Core Capital 107,668 117,328 Tier I (Core Capital + Additional Capital) 124,980 128,696 Referential Equity (Tier I and Tier II) 139,218 140,596 Total Risk-weighted Exposure (RWA) 1,043,517 891,300 CPAD Credit Risk-weighted Assets (RWA ) 917,107 784,730 O PAD Operational Risk-weighted Assets (RWA ) 92,476 81,568 MINT 33,934 25,002 Market Risk-weighted Assets (RWA ) Core Capital Ratio 10.3% 13.2% Tier I Ratio 12.0% 14.4% BIS (Referential Equity / Total Risk-weighted Exposure) 13.3% 15.8% (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. 100

Additional Information 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 Standard (P) B1 (P) Ba3 Ba3 NP A1. br BR-1 & 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+ 101Additional Information 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 Standard (P) B1 (P) Ba3 Ba3 NP A1. br BR-1 & 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+ 101

Financial Highlights Additional information 102Financial Highlights Additional information 102

Additional Information Our response to the Covid-19 crisis We are committed to maintaining We are working on Our role in this crisis job security digital channels must be proportional to with the suspension of terminations availability at historical high and our relevance in society. without cause for an indeterminate doubled account openings through period of time. our app in the last weeks. We are the largest bank in Latin America. We are a key part of the We intensified internal and external fight against Covid-19 and its We advanced the payment of the th social and economic effects. communication 13 salary achieving record satisfaction levels in April, to all our employees. We have been tirelessly seeking solutions (e-NPS:92)¹. to help society get through this. We are focusing our efforts in making sure we can keep operating normally under We donated We managed to deploy exceptional circumstances whilst ~R$ 1.3 bn searching for the best solutions to 95% of our employees support our clients. All at the same time, from central administration, for the creation of we take care of our most important asset: call centers and digital branches Todos pela Saúde our employees. to work from home remotely. and other initiatives to fight the crisis. (1) Research carried out between the 7th to the 23rd of April. 103Additional Information Our response to the Covid-19 crisis We are committed to maintaining We are working on Our role in this crisis job security digital channels must be proportional to with the suspension of terminations availability at historical high and our relevance in society. without cause for an indeterminate doubled account openings through period of time. our app in the last weeks. We are the largest bank in Latin America. We are a key part of the We intensified internal and external fight against Covid-19 and its We advanced the payment of the th social and economic effects. communication 13 salary achieving record satisfaction levels in April, to all our employees. We have been tirelessly seeking solutions (e-NPS:92)¹. to help society get through this. We are focusing our efforts in making sure we can keep operating normally under We donated We managed to deploy exceptional circumstances whilst ~R$ 1.3 bn searching for the best solutions to 95% of our employees support our clients. All at the same time, from central administration, for the creation of we take care of our most important asset: call centers and digital branches Todos pela Saúde our employees. to work from home remotely. and other initiatives to fight the crisis. (1) Research carried out between the 7th to the 23rd of April. 103

Additional Information Results In R$ billions 1Q20 1Q19 4Q19 Operating revenues 29.2 31.8 28.2 3.5% -8.3% Managerial financial margin 17.8 19.4 17.7 0.8% -8.4% Financial margin with clients 17.0 16.4 3.8% 18.1 -6.0% Financial margin with the market 0.8 1.2 -38.9% 1.3 -41.8% Commissions and fees 9.5 8.6 10.4% 10.4 -8.1% Revenues from insurance 1.9 1.9 -1.6% 2.0 -7.4% Cost of credit (10.1) (3.8) 165.2% (5.8) 73.6% Provision from loan losses (10.4) (4.2) 147.2% (6.1) 69.2% Impairment (0.1) (0.0) 197.7% (0.2) -61.5% Discounts granted (0.3) (0.3) -13.7% (0.4) -29.8% Recovery of loans written off as losses 0.7 0.7 -10.1% 0.9 -29.4% Retained claims (0.3) (0.3) 10.1% (0.3) -0.2% Other operating expenses (13.8) (15.0) (13.8) -0.6% -8.2% (12.1) (12.1) -0.8% (13.0) Non-interest expenses -7.3% Tax expenses and other (1.7) (1.7) 0.2% (2.0) -13.5% Income before tax and minority interests 5.0 10.3 -50.9% 10.7 -53.0% Income tax and social contribution (1.0) (3.4) (3.2) -69.4% -71.2% (0.2) (0.0) Minority interests in subsidiaries (0.2) -23.7% 283.5% 3.9 6.9 -43.1% 7.3 -46.4% Recurring net income 104Additional Information Results In R$ billions 1Q20 1Q19 4Q19 Operating revenues 29.2 31.8 28.2 3.5% -8.3% Managerial financial margin 17.8 19.4 17.7 0.8% -8.4% Financial margin with clients 17.0 16.4 3.8% 18.1 -6.0% Financial margin with the market 0.8 1.2 -38.9% 1.3 -41.8% Commissions and fees 9.5 8.6 10.4% 10.4 -8.1% Revenues from insurance 1.9 1.9 -1.6% 2.0 -7.4% Cost of credit (10.1) (3.8) 165.2% (5.8) 73.6% Provision from loan losses (10.4) (4.2) 147.2% (6.1) 69.2% Impairment (0.1) (0.0) 197.7% (0.2) -61.5% Discounts granted (0.3) (0.3) -13.7% (0.4) -29.8% Recovery of loans written off as losses 0.7 0.7 -10.1% 0.9 -29.4% Retained claims (0.3) (0.3) 10.1% (0.3) -0.2% Other operating expenses (13.8) (15.0) (13.8) -0.6% -8.2% (12.1) (12.1) -0.8% (13.0) Non-interest expenses -7.3% Tax expenses and other (1.7) (1.7) 0.2% (2.0) -13.5% Income before tax and minority interests 5.0 10.3 -50.9% 10.7 -53.0% Income tax and social contribution (1.0) (3.4) (3.2) -69.4% -71.2% (0.2) (0.0) Minority interests in subsidiaries (0.2) -23.7% 283.5% 3.9 6.9 -43.1% 7.3 -46.4% Recurring net income 104

Additional Information 15 to 90 days NPL ratio Consolidated % (15-90 days) 3. 6% 3.3 % 3.3 % 3.2% 2.9% 3.0% 3.1% 2. 6% 3.1% 3.0% 2.9% 2.8 % 2.5% 2.3% 2. 8% Brazil¹ 2.5% 3.2% 2.6% 2.5% 2.6% 2.5% 3.2% 2.3 % 2.4% 3.1% 2.9% Latin America² 2.8% 2.7% 2.8% 2.7% 2.6% 2.7% 2.7% 2.5% 2.6% 2.7 % 2. 7% 2.4% 2. 7% 2.6 % 2.5% 2.4% Total 2.3% 2.3% 2.3% 2.3% 2. 4% 2.1% 1.5% 2.1% 2.4% 2.3% 2. 2% 1.8% 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 Dec-19 Mar-20 Brazil % (15-90 days) 4.2% 4.2% 4.2% 4.0% 3.9% 3.7% 3.6% 3.5% 3.5% 3.5% 3.5% 3.4% 3.4% 3.3% 3.2% 3.2% 3.1% 4.0% 2.9% Individuals 3.9% 3.5% 3.6% 3.5% 2.3% 2.2% 2.4% 3.3% SMEs 1.9% 1.7% 1.7% 2.7% 2.9% 1.6% 1.6% 1.6% 1.4% 2.4% Corporate 2.1% 1.9% 1.7% 1.6% 1.5% 1.5% 1.2% 1.0% 1.0% 1.0% 0.9% 0.9% 0.8% 0.7% 0.7% 0.7% 0.6% 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 Dec-19 Mar-20 Note: Total and Latin America 15 to 90 days NPL ratios prior to Jun -16 do not include CorpBanca; (1) Includes units abroad ex-Latin America; (2) Excludes Brazil. 105Additional Information 15 to 90 days NPL ratio Consolidated % (15-90 days) 3. 6% 3.3 % 3.3 % 3.2% 2.9% 3.0% 3.1% 2. 6% 3.1% 3.0% 2.9% 2.8 % 2.5% 2.3% 2. 8% Brazil¹ 2.5% 3.2% 2.6% 2.5% 2.6% 2.5% 3.2% 2.3 % 2.4% 3.1% 2.9% Latin America² 2.8% 2.7% 2.8% 2.7% 2.6% 2.7% 2.7% 2.5% 2.6% 2.7 % 2. 7% 2.4% 2. 7% 2.6 % 2.5% 2.4% Total 2.3% 2.3% 2.3% 2.3% 2. 4% 2.1% 1.5% 2.1% 2.4% 2.3% 2. 2% 1.8% 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 Dec-19 Mar-20 Brazil % (15-90 days) 4.2% 4.2% 4.2% 4.0% 3.9% 3.7% 3.6% 3.5% 3.5% 3.5% 3.5% 3.4% 3.4% 3.3% 3.2% 3.2% 3.1% 4.0% 2.9% Individuals 3.9% 3.5% 3.6% 3.5% 2.3% 2.2% 2.4% 3.3% SMEs 1.9% 1.7% 1.7% 2.7% 2.9% 1.6% 1.6% 1.6% 1.4% 2.4% Corporate 2.1% 1.9% 1.7% 1.6% 1.5% 1.5% 1.2% 1.0% 1.0% 1.0% 0.9% 0.9% 0.8% 0.7% 0.7% 0.7% 0.6% 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 Dec-19 Mar-20 Note: Total and Latin America 15 to 90 days NPL ratios prior to Jun -16 do not include CorpBanca; (1) Includes units abroad ex-Latin America; (2) Excludes Brazil. 105

Additional Information Segments – Income Statement Pro Forma 1Q20 A ctivitie s w ith the Re tail Bank ing Whole s ale Bank ing Mark e t + Itaú Unibanco In R$ m illions Corporation 19,705 7,592 1,909 29,206 Operating Reve nues 11,632 4,489 1,684 17,805 Managerial Financ ial Margin 11,632 4,489 924 17,045 Financ ial Margin w ith Clients - - 760 760 Financ ial Margin w ith the Market 6,301 3,047 166 9,514 Commissions and Fees R es ult from Ins uranc e, Pens ion Plans and Premium B onds Operations before R etained Claims and S elling 1,772 57 58 1,887 Expens es Cos t of Cre dit (6,919) (3,168) 0 (10,087) (7,149) (3,249) 0 (10,398) Provis ion for Loan Los s es - (89) - (89) Impa ir me nt (255) (11) - (266) Disc ounts G ranted 485 181 - 666 R ec overy of Loans W ritten Off as Losses (326) (3) - (329) Re taine d C laim s (10,101) (3,613) (38) (13,752) Othe r Ope rating Expe ns e s (8,782) (3,255) (19) (12,056) Non-interes t Ex pens es (1,315) (357) (19) (1,691) Tax Ex pens es for IS S , PIS , Cofins and Other Tax es (4) (0) (0) ( 5) Ins uranc e S elling Ex pens es 2,359 808 1,871 5,038 Incom e be fore T ax and M inority Inte re s ts (547) 7 (436) (975) Incom e T ax and S ocial C ontribution (53) (89) (9) (151) M inority Inte re s ts in S ubs idiarie s 1,760 726 1,425 3,912 Re c urring Ne t Incom e Re curring Re turn on A ve rage A llocate d C apital 15.9% 5.6% 21.7% 12.8% Effic ie nc y Ratio (ER) 48.6% 45.0% 1.0% 44.4% 106Additional Information Segments – Income Statement Pro Forma 1Q20 A ctivitie s w ith the Re tail Bank ing Whole s ale Bank ing Mark e t + Itaú Unibanco In R$ m illions Corporation 19,705 7,592 1,909 29,206 Operating Reve nues 11,632 4,489 1,684 17,805 Managerial Financ ial Margin 11,632 4,489 924 17,045 Financ ial Margin w ith Clients - - 760 760 Financ ial Margin w ith the Market 6,301 3,047 166 9,514 Commissions and Fees R es ult from Ins uranc e, Pens ion Plans and Premium B onds Operations before R etained Claims and S elling 1,772 57 58 1,887 Expens es Cos t of Cre dit (6,919) (3,168) 0 (10,087) (7,149) (3,249) 0 (10,398) Provis ion for Loan Los s es - (89) - (89) Impa ir me nt (255) (11) - (266) Disc ounts G ranted 485 181 - 666 R ec overy of Loans W ritten Off as Losses (326) (3) - (329) Re taine d C laim s (10,101) (3,613) (38) (13,752) Othe r Ope rating Expe ns e s (8,782) (3,255) (19) (12,056) Non-interes t Ex pens es (1,315) (357) (19) (1,691) Tax Ex pens es for IS S , PIS , Cofins and Other Tax es (4) (0) (0) ( 5) Ins uranc e S elling Ex pens es 2,359 808 1,871 5,038 Incom e be fore T ax and M inority Inte re s ts (547) 7 (436) (975) Incom e T ax and S ocial C ontribution (53) (89) (9) (151) M inority Inte re s ts in S ubs idiarie s 1,760 726 1,425 3,912 Re c urring Ne t Incom e Re curring Re turn on A ve rage A llocate d C apital 15.9% 5.6% 21.7% 12.8% Effic ie nc y Ratio (ER) 48.6% 45.0% 1.0% 44.4% 106

Additional Information Income Statement | Operating Revenues Perspective ΔΔ In R$ millions 1Q20 4Q19 1Q19 29,206 31,833 -8.3% 28,208 3.5% Operating Revenues Managerial Financial Margin 17,805 19,439 -8.4% 17,668 0.8% Financial Margin with Clients 17,045 18,132 -6.0% 16,424 3.8% Financial Margin with the Market 760 1,307 -41.8% 1,244 -38.9% Commissions and Fees 9,514 10,356 -8.1% 8,622 10.4% Revenues from Insurance¹ 1,887 2,038 -7.4% 1,918 -1.6% Cost of Credit (10,087) (5,811) 73.6% (3,804) 165.2% Provision for Loan Losses (10,398) (6,145) 69.2% (4,206) 147.2% Impairment (89) (230) -61.5% (30) 197.7% Discounts Granted (266) (379) -29.8% (308) -13.7% Recovery of Loans Written Off as Losses 666 943 -29.4% 741 -10.1% Retained Claims (329) (330) -0.2% (299) 10.1% Other Operating Expenses (13,752) (14,972) -8.2% (13,842) -0.6% Non-interest Expenses (12,056) (13,011) -7.3% (12,150) -0.8% Tax Expenses for ISS, PIS, Cofins and Other Taxes (1,691) (1,959) -13.7% (1,680) 0.6% Insurance Selling Expenses (5) (2) 112.1% (12) -59.1% Income before Tax and Minority Interests 5,038 10,719 -53.0% 10,263 -50.9% Income Tax and Social Contribution (975) (3,384) -71.2% (3,188) -69.4% Minority Interests in Subsidiaries (151) (39) 283.5% (198) -23.7% Recurring Net Income 3,912 7,296 -46.4% 6,877 -43.1% (1) Revenues from Insurance includes the Revenues from Insurance, Pension Plan and Premium Bonds Operations before Retained Claims and Selling Expenses. 107Additional Information Income Statement | Operating Revenues Perspective ΔΔ In R$ millions 1Q20 4Q19 1Q19 29,206 31,833 -8.3% 28,208 3.5% Operating Revenues Managerial Financial Margin 17,805 19,439 -8.4% 17,668 0.8% Financial Margin with Clients 17,045 18,132 -6.0% 16,424 3.8% Financial Margin with the Market 760 1,307 -41.8% 1,244 -38.9% Commissions and Fees 9,514 10,356 -8.1% 8,622 10.4% Revenues from Insurance¹ 1,887 2,038 -7.4% 1,918 -1.6% Cost of Credit (10,087) (5,811) 73.6% (3,804) 165.2% Provision for Loan Losses (10,398) (6,145) 69.2% (4,206) 147.2% Impairment (89) (230) -61.5% (30) 197.7% Discounts Granted (266) (379) -29.8% (308) -13.7% Recovery of Loans Written Off as Losses 666 943 -29.4% 741 -10.1% Retained Claims (329) (330) -0.2% (299) 10.1% Other Operating Expenses (13,752) (14,972) -8.2% (13,842) -0.6% Non-interest Expenses (12,056) (13,011) -7.3% (12,150) -0.8% Tax Expenses for ISS, PIS, Cofins and Other Taxes (1,691) (1,959) -13.7% (1,680) 0.6% Insurance Selling Expenses (5) (2) 112.1% (12) -59.1% Income before Tax and Minority Interests 5,038 10,719 -53.0% 10,263 -50.9% Income Tax and Social Contribution (975) (3,384) -71.2% (3,188) -69.4% Minority Interests in Subsidiaries (151) (39) 283.5% (198) -23.7% Recurring Net Income 3,912 7,296 -46.4% 6,877 -43.1% (1) Revenues from Insurance includes the Revenues from Insurance, Pension Plan and Premium Bonds Operations before Retained Claims and Selling Expenses. 107

Additional Information Results – Brazil and Latin America 1Q20 4Q19 Δ Latin Latin Latin 1 1 1 C ons olidate d Braz il Am erica C o ns o lidate d Br az il Am erica C ons olidate d Brazil Am erica In R $ millions (e x-Brazil) (e x-Braz il) (e x-Brazil) Ope rating Re ve nue s 29,206 26,411 2,795 31,833 28,701 3,132 -8.3% -8.0% -10.7% Managerial Financ ial Margin 17,805 15,727 2,078 19,439 17,073 2,365 -8.4% -7.9% -12.2% Financ ial Margin w ith Clients 17,045 15,340 1,705 18,132 16,333 1,799 -6.0% -6.1% -5.2% Financ ial Margin w ith the Market 760 387 373 1,307 740 567 -41.8% -47.7% -34.2% Commis s ions and Fees 9,514 8,797 717 10,356 9,622 734 -8.1% -8.6% -2.3% 2 R ev enues from Ins uranc e 1,887 1,887 - 2,038 2,006 32 -7.4% -6.0% -100.0% C os t of C re dit (10,087) (9,357) (730) (5,811) (4,624) (1,187) 73.6% 102.4% -38.5% Prov is ion for L oan L os s es (10,398) (9,590) (808) (6,145) (4,893) (1,252) 69.2% 96.0% -35.5% Impa irme nt ( 8 9 ) (89) - (230) (230) - -61.5% -61.5% - Dis c ounts G ranted (266) (261) (5) (379) (344) (35) -29.8% -24.0% -86.1% R ec overy of L oans W ritten Off as L os s es 666 583 83 943 843 100 -29.4% -30.9% -17.3% Re taine d C laim s (329) (329) - (330) (316) (15) -0.2% 4.4% -100.0% Othe r Ope rating Expe ns e s (13,752) (12,193) (1,559) (14,972) (13,134) (1,838) -8.2% -7.2% -15.2% Non-interes t Ex pens es (12,056) (10,438) (1,618) (13,011) (11,208) (1,803) -7.3% -6.9% -10.3% 3 Tax Ex pens es and Other (1,696) (1,755) 59 (1,961) (1,926) (36) -13.5% -8.9% -264.5% Incom e be fore T ax and M inority Inte re s ts 5,038 4,531 507 10,719 10,628 92 -53.0% -57.4% 452.1% Incom e T ax and S oc ial C ontribution (975) (844) (132) (3,384) (3,546) 161 -71.2% -76.2% -181.6% M inority Inte re s ts in S ubs idiarie s (151) (62) (89) (39) (63) 23 283.5% -1.1% -484.3% Re curring Ne t Incom e 3,912 3,626 286 7,296 7,019 276 -46.4% -48.3% 3.5% (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. 108Additional Information Results – Brazil and Latin America 1Q20 4Q19 Δ Latin Latin Latin 1 1 1 C ons olidate d Braz il Am erica C o ns o lidate d Br az il Am erica C ons olidate d Brazil Am erica In R $ millions (e x-Brazil) (e x-Braz il) (e x-Brazil) Ope rating Re ve nue s 29,206 26,411 2,795 31,833 28,701 3,132 -8.3% -8.0% -10.7% Managerial Financ ial Margin 17,805 15,727 2,078 19,439 17,073 2,365 -8.4% -7.9% -12.2% Financ ial Margin w ith Clients 17,045 15,340 1,705 18,132 16,333 1,799 -6.0% -6.1% -5.2% Financ ial Margin w ith the Market 760 387 373 1,307 740 567 -41.8% -47.7% -34.2% Commis s ions and Fees 9,514 8,797 717 10,356 9,622 734 -8.1% -8.6% -2.3% 2 R ev enues from Ins uranc e 1,887 1,887 - 2,038 2,006 32 -7.4% -6.0% -100.0% C os t of C re dit (10,087) (9,357) (730) (5,811) (4,624) (1,187) 73.6% 102.4% -38.5% Prov is ion for L oan L os s es (10,398) (9,590) (808) (6,145) (4,893) (1,252) 69.2% 96.0% -35.5% Impa irme nt ( 8 9 ) (89) - (230) (230) - -61.5% -61.5% - Dis c ounts G ranted (266) (261) (5) (379) (344) (35) -29.8% -24.0% -86.1% R ec overy of L oans W ritten Off as L os s es 666 583 83 943 843 100 -29.4% -30.9% -17.3% Re taine d C laim s (329) (329) - (330) (316) (15) -0.2% 4.4% -100.0% Othe r Ope rating Expe ns e s (13,752) (12,193) (1,559) (14,972) (13,134) (1,838) -8.2% -7.2% -15.2% Non-interes t Ex pens es (12,056) (10,438) (1,618) (13,011) (11,208) (1,803) -7.3% -6.9% -10.3% 3 Tax Ex pens es and Other (1,696) (1,755) 59 (1,961) (1,926) (36) -13.5% -8.9% -264.5% Incom e be fore T ax and M inority Inte re s ts 5,038 4,531 507 10,719 10,628 92 -53.0% -57.4% 452.1% Incom e T ax and S oc ial C ontribution (975) (844) (132) (3,384) (3,546) 161 -71.2% -76.2% -181.6% M inority Inte re s ts in S ubs idiarie s (151) (62) (89) (39) (63) 23 283.5% -1.1% -484.3% Re curring Ne t Incom e 3,912 3,626 286 7,296 7,019 276 -46.4% -48.3% 3.5% (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. 108

Additional Information Business Model st st 1 Quarter 2020 1 Quarter 2019Δ Insurance Excess Insurance Excess Insurance Excess Insurance Excess Insurance Excess Insurance Excess Con Co so n li s d oat lidated ed CreCredit dit Tra Td radin ing g Con Co so n lis d o at lidated ed Cred Credit it Trad Tradin ing g ConCo sol n id so at lidated ed Cred Credit it Tradi Tradin ng g & services capital & services capital & services capital & Services Capital & Services Capital & Services Capital Operating Revenues 16 .3 0.1 12.6 0.2 14.6 0.4 1 2.8 0.4 1.7 (0.3) (0.2) (0.2) 29.2 28 .2 1.0 Managerial Financial Margin 13.2 0. 1 4.3 0.2 11.6 0 .4 5.2 0.4 1.6 ( 0.3) (1.0) (0.2) 17.8 17.7 0.1 Commissions and Fees 3.0 0.0 6.5 - 2.9 0.0 5.7 - 0. 1 (0.0) 0.8 - 9.5 8.6 0.9 Revenues from Insurance ¹ - - 1.9 - - - 1.9 - - - (0.0) - 1.9 1.9 (0.0) Cost of Credit (10.1) - - - (3.8) - - - (6.3) - - - (10.1) (3.8) (6.3) Retained Claims - - (0.3) - - - (0.3) - - - (0.0) - (0.3) (0.3) (0.0) Non-Interested Expenses and (6 .9) (0.1) (6.9) (0.0) (7.0) (0.1) (6.9) (0.0) 0.0 0.1 0 .0 0.0 (13.9) (14.0) 0.1 Other Expenses ² Recurring Net Income 0.0 (0.0) 3.7 0.1 2.7 0.1 3.7 0.3 (2.6) (0.2) 0 .0 (0.2) 3.9 6.9 (3.0) Average Regulatory Capital 128.0 72 .5 1.6 48.3 5.6 124.0 63.1 1.5 38.4 21.0 4.0 9.4 0.1 9.8 (15.4) Value Creation (2.2) (0.1) 2.3 (0.0) 0.6 0.1 2.5 (0.3) (2.8) (0.2) (0.1) 0.3 0.1 2.9 (2.8) Recurring ROE 0.2% -3.2% 31.0% 10.5% 17.0% 39.0% 38.5% 6.6% -16.8 p.p. -42.3 p.p. -7.5 p.p. 4.0 p.p. 12.8% 23.6% -10.8 p.p. (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. 109Additional Information Business Model st st 1 Quarter 2020 1 Quarter 2019Δ Insurance Excess Insurance Excess Insurance Excess Insurance Excess Insurance Excess Insurance Excess Con Co so n li s d oat lidated ed CreCredit dit Tra Td radin ing g Con Co so n lis d o at lidated ed Cred Credit it Trad Tradin ing g ConCo sol n id so at lidated ed Cred Credit it Tradi Tradin ng g & services capital & services capital & services capital & Services Capital & Services Capital & Services Capital Operating Revenues 16 .3 0.1 12.6 0.2 14.6 0.4 1 2.8 0.4 1.7 (0.3) (0.2) (0.2) 29.2 28 .2 1.0 Managerial Financial Margin 13.2 0. 1 4.3 0.2 11.6 0 .4 5.2 0.4 1.6 ( 0.3) (1.0) (0.2) 17.8 17.7 0.1 Commissions and Fees 3.0 0.0 6.5 - 2.9 0.0 5.7 - 0. 1 (0.0) 0.8 - 9.5 8.6 0.9 Revenues from Insurance ¹ - - 1.9 - - - 1.9 - - - (0.0) - 1.9 1.9 (0.0) Cost of Credit (10.1) - - - (3.8) - - - (6.3) - - - (10.1) (3.8) (6.3) Retained Claims - - (0.3) - - - (0.3) - - - (0.0) - (0.3) (0.3) (0.0) Non-Interested Expenses and (6 .9) (0.1) (6.9) (0.0) (7.0) (0.1) (6.9) (0.0) 0.0 0.1 0 .0 0.0 (13.9) (14.0) 0.1 Other Expenses ² Recurring Net Income 0.0 (0.0) 3.7 0.1 2.7 0.1 3.7 0.3 (2.6) (0.2) 0 .0 (0.2) 3.9 6.9 (3.0) Average Regulatory Capital 128.0 72 .5 1.6 48.3 5.6 124.0 63.1 1.5 38.4 21.0 4.0 9.4 0.1 9.8 (15.4) Value Creation (2.2) (0.1) 2.3 (0.0) 0.6 0.1 2.5 (0.3) (2.8) (0.2) (0.1) 0.3 0.1 2.9 (2.8) Recurring ROE 0.2% -3.2% 31.0% 10.5% 17.0% 39.0% 38.5% 6.6% -16.8 p.p. -42.3 p.p. -7.5 p.p. 4.0 p.p. 12.8% 23.6% -10.8 p.p. (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. 109

Additional Information Credit Portfolio by Product In R$ billions, end of period 1Q20 4Q19 1Q19 Δ Δ 1 237,0 239,0 -0,8% 214,7 10,4% Individuals - Brazil 83,8 90,9 -7,8% 76,4 9,7% Credit Card 36,2 33,7 7,5% 30,1 20,2% Pers onal L oans 2 50,3 49,4 1,8% 48,6 3,4% Pay roll L oans 19,4 19,0 2,3% 16,6 17,3% Vehicles 47,2 45,9 2,6% 42,9 10,0% Mortgage L oans 0,1 0,1 -9,4% 0,1 -27,5% Rural L oans 1 221,2 190,4 16,2% 173,6 27,5% C om panie s - Brazil 3 120,6 108,2 11,5% 95,8 25,9% Working Capital 9,8 10,6 -7,9% 14,9 -34,6% BNDES /Onlending 67,3 48,6 38,4% 42,3 58,9% Ex port / Import Financ ing 9,9 9,1 8,8% 5,1 95,7% Vehicles 4,6 4,3 5,2% 5,7 -19,9% Mortgage L oans 9,1 9,5 -4,1% 9,8 -6,7% Rural L oans 4 181,5 153,7 18,1% 155,4 16,8% Latin A m e rica 639,7 583,0 9,7% 543,7 17,7% T otal w ithout Financial Guarante e s Provide d 70,3 66,7 5,4% 65,4 7,5% Financ ial G uarantees Provided 710,0 649,7 9,3% 609,0 16,6% T otal w ith Financial Guarante e s Provide d 5 59,2 56,9 4,0% 38,0 55,7% Corporate S ec urities 769,2 706,7 8,9% 647,1 18,9% Total Ris k (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. 110Additional Information Credit Portfolio by Product In R$ billions, end of period 1Q20 4Q19 1Q19 Δ Δ 1 237,0 239,0 -0,8% 214,7 10,4% Individuals - Brazil 83,8 90,9 -7,8% 76,4 9,7% Credit Card 36,2 33,7 7,5% 30,1 20,2% Pers onal L oans 2 50,3 49,4 1,8% 48,6 3,4% Pay roll L oans 19,4 19,0 2,3% 16,6 17,3% Vehicles 47,2 45,9 2,6% 42,9 10,0% Mortgage L oans 0,1 0,1 -9,4% 0,1 -27,5% Rural L oans 1 221,2 190,4 16,2% 173,6 27,5% C om panie s - Brazil 3 120,6 108,2 11,5% 95,8 25,9% Working Capital 9,8 10,6 -7,9% 14,9 -34,6% BNDES /Onlending 67,3 48,6 38,4% 42,3 58,9% Ex port / Import Financ ing 9,9 9,1 8,8% 5,1 95,7% Vehicles 4,6 4,3 5,2% 5,7 -19,9% Mortgage L oans 9,1 9,5 -4,1% 9,8 -6,7% Rural L oans 4 181,5 153,7 18,1% 155,4 16,8% Latin A m e rica 639,7 583,0 9,7% 543,7 17,7% T otal w ithout Financial Guarante e s Provide d 70,3 66,7 5,4% 65,4 7,5% Financ ial G uarantees Provided 710,0 649,7 9,3% 609,0 16,6% T otal w ith Financial Guarante e s Provide d 5 59,2 56,9 4,0% 38,0 55,7% Corporate S ec urities 769,2 706,7 8,9% 647,1 18,9% Total Ris k (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. 110

Additional Information Credit Portfolio by Currency ¹ R$ billion Mar-2 0 284.8 425.2 710.0 De c -19 232.8 417.0 649.7 Se p- 1 9 240.0 401.7 641.7 Ju n - 1 9 228.3 389.3 617.6 Mar-1 9 224.5 384.5 609.0 De c -18 219.5 379.1 598.6 Se p- 1 8 233.4 366.7 600.1 Ju n - 1 8 223.5 365.1 588.6 Mar-1 8 197.9 368.4 566.4 Foreign Currency Local Currency (1) Total with financial guarantees provided. 111Additional Information Credit Portfolio by Currency ¹ R$ billion Mar-2 0 284.8 425.2 710.0 De c -19 232.8 417.0 649.7 Se p- 1 9 240.0 401.7 641.7 Ju n - 1 9 228.3 389.3 617.6 Mar-1 9 224.5 384.5 609.0 De c -18 219.5 379.1 598.6 Se p- 1 8 233.4 366.7 600.1 Ju n - 1 8 223.5 365.1 588.6 Mar-1 8 197.9 368.4 566.4 Foreign Currency Local Currency (1) Total with financial guarantees provided. 111

Additional Information Credit¹ Origination and Private Securities Issuance | Brazil Base 100 = 1Q17 Total Credit2 – Brazil Credit2 - Individuals 36% 9% 11% 193 0.1% 174 172 173 159 142 131 117 100 100 1Q17 1Q18 1Q19 4Q19 1Q20 1Q17 1Q18 1Q19 4Q19 1Q20 Credit2 – Very Small, Small and Middle Credit2 – Corporate Market 22% 72% -7% 34% 211 196 205 160 153 125 100 119 104 100 1Q17 1Q18 1Q19 4Q19 1Q20 1Q17 1Q18 1Q19 4Q19 1Q20 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). 112Additional Information Credit¹ Origination and Private Securities Issuance | Brazil Base 100 = 1Q17 Total Credit2 – Brazil Credit2 - Individuals 36% 9% 11% 193 0.1% 174 172 173 159 142 131 117 100 100 1Q17 1Q18 1Q19 4Q19 1Q20 1Q17 1Q18 1Q19 4Q19 1Q20 Credit2 – Very Small, Small and Middle Credit2 – Corporate Market 22% 72% -7% 34% 211 196 205 160 153 125 100 119 104 100 1Q17 1Q18 1Q19 4Q19 1Q20 1Q17 1Q18 1Q19 4Q19 1Q20 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). 112

Additional Information Credit Portfolio Breakdown , Companies Credit Portfolio by Business Sector¹ ² Credit Concentration ¹ R$ billion Mar-20 In R$ billions, end of period 1Q20 4Q19 Δ Loan, lease and other Loan, lease, other credit operations Public Sector 5.0 3.8 30.8% credit operations and securities of companies and Private Sector 396.4 344.3 15.1% financial institutions 25.9 23.0 12.9% Real Estate 23.8 20.7 14.7% Transportation Risk % of Total Risk % of Total 23.3 20.8 12.1% Food and beverage Largest Debtor 7.0 1.0 10.3 1 .2 Agribusiness and fertilizers 22.8 18.8 21.6% 10 largest debtors 34.9 4.9 61.3 7.0 19.1 15.6 22.5% Vehicles and auto parts 20 largest debtors 51.3 7.2 95.9 10.9 16.7 16.2 3.3% Energy and water treatment 50 largest debtors 8 2.5 11.6 155.8 17.8 16.4 14.3 14.9% Banks and other financial 14.0 11.7 19.4% Petrochemical and chemical 100 largest debtors 113.7 1 6.0 207.5 23.6 11.9 10.9 9.9% Infrastructure work 11 .5 9.8 16.9% Steel and metallurgy 1% 4% Mining 10.1 8.8 15.4% 9.6 9.2 4.8% Telecommunications 7% 9.6 8.5 12.5% Pharmaceutical and 11% 9.2 6.8 33.9% Oil and gas 38% Electronic and IT 8.3 7.4 12.3% 7.6 6.5 15.9% 10% Capital Assets 7.5 6.2 19.8% Construction Material 11% Entertainment and tourism 6.6 5.8 13.4% 17% 4.8 4.2 13.6% Sugar and Alcohol 49.5 4 2.8 15.8% Services - Other Other Industry and Extractivism 25.6 23.1 10.9% Commerce - Other Real Estate and Construction Consumer Goods Industry - Other 12.7 9.4 35.4% Vehicles and Transportation Agriculture and Related 49.8 43.9 13.7% Other Banks and other financial institutions Public Sector Total 401.3 348.1 15.3% (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 (+) 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. 113Additional Information Credit Portfolio Breakdown , Companies Credit Portfolio by Business Sector¹ ² Credit Concentration ¹ R$ billion Mar-20 In R$ billions, end of period 1Q20 4Q19 Δ Loan, lease and other Loan, lease, other credit operations Public Sector 5.0 3.8 30.8% credit operations and securities of companies and Private Sector 396.4 344.3 15.1% financial institutions 25.9 23.0 12.9% Real Estate 23.8 20.7 14.7% Transportation Risk % of Total Risk % of Total 23.3 20.8 12.1% Food and beverage Largest Debtor 7.0 1.0 10.3 1 .2 Agribusiness and fertilizers 22.8 18.8 21.6% 10 largest debtors 34.9 4.9 61.3 7.0 19.1 15.6 22.5% Vehicles and auto parts 20 largest debtors 51.3 7.2 95.9 10.9 16.7 16.2 3.3% Energy and water treatment 50 largest debtors 8 2.5 11.6 155.8 17.8 16.4 14.3 14.9% Banks and other financial 14.0 11.7 19.4% Petrochemical and chemical 100 largest debtors 113.7 1 6.0 207.5 23.6 11.9 10.9 9.9% Infrastructure work 11 .5 9.8 16.9% Steel and metallurgy 1% 4% Mining 10.1 8.8 15.4% 9.6 9.2 4.8% Telecommunications 7% 9.6 8.5 12.5% Pharmaceutical and 11% 9.2 6.8 33.9% Oil and gas 38% Electronic and IT 8.3 7.4 12.3% 7.6 6.5 15.9% 10% Capital Assets 7.5 6.2 19.8% Construction Material 11% Entertainment and tourism 6.6 5.8 13.4% 17% 4.8 4.2 13.6% Sugar and Alcohol 49.5 4 2.8 15.8% Services - Other Other Industry and Extractivism 25.6 23.1 10.9% Commerce - Other Real Estate and Construction Consumer Goods Industry - Other 12.7 9.4 35.4% Vehicles and Transportation Agriculture and Related 49.8 43.9 13.7% Other Banks and other financial institutions Public Sector Total 401.3 348.1 15.3% (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 (+) 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. 113

Additional Information Credit Portfolio by Vintage¹ R$ billion Profile of credit portfolio by origination period: • Older vintages with higher spreads are losing relevance compared to the most recent ones. • 62.4% of total origination was created in the past 12 months. 544 583 640 32.7% 33.8% 36.2% 4.7% 3.8% 4.6% 5.4% 7.3% 7.2% 8.8% 8.3% 8.0% 11.4% 12.0% 10.8% 37.0% 34.8% 33.2% 1Q 19 4Q 19 1Q 20 Actual Quarter (q) q-1 q-2 q-3 q-4 q=<-5 (1) Does not include financial guarantees provided. 114Additional Information Credit Portfolio by Vintage¹ R$ billion Profile of credit portfolio by origination period: • Older vintages with higher spreads are losing relevance compared to the most recent ones. • 62.4% of total origination was created in the past 12 months. 544 583 640 32.7% 33.8% 36.2% 4.7% 3.8% 4.6% 5.4% 7.3% 7.2% 8.8% 8.3% 8.0% 11.4% 12.0% 10.8% 37.0% 34.8% 33.2% 1Q 19 4Q 19 1Q 20 Actual Quarter (q) q-1 q-2 q-3 q-4 q=<-5 (1) Does not include financial guarantees provided. 114

Additional Information Loan Portfolio Mix Change ¹ (%) R$ billion Consolidated Mar-20 19.0 15.6 3.0 13.1 5.7 7.4 7.9 28.4 Mar-20 26.6 21.7 4.2 18.3 7.9 10.3 11.0 Mar-19 25.3 19.4 4.3 19.7 7.8 11.0 12.5 2 Brazil Mar-18 28.2 18.1 4.0 18.3 7.4 11.3 12.6 Mar-17 32.7 16.3 4.2 15.9 7.3 10.9 12.7 Mar-16 35.3 16.4 4.8 14.4 7.5 9.3 12.3 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. 115Additional Information Loan Portfolio Mix Change ¹ (%) R$ billion Consolidated Mar-20 19.0 15.6 3.0 13.1 5.7 7.4 7.9 28.4 Mar-20 26.6 21.7 4.2 18.3 7.9 10.3 11.0 Mar-19 25.3 19.4 4.3 19.7 7.8 11.0 12.5 2 Brazil Mar-18 28.2 18.1 4.0 18.3 7.4 11.3 12.6 Mar-17 32.7 16.3 4.2 15.9 7.3 10.9 12.7 Mar-16 35.3 16.4 4.8 14.4 7.5 9.3 12.3 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. 115

Additional Information Provision for Loan Losses and Cost of Credit R$ million Provision for Loan Losses by Segment 6.8% 5.8% 5.0% 5.0% 4.7% 4.5% 4.2% 4.1% 3.7% 3.6% 3.5% 3.3% 3.4% 10,398 3.1% 3.2% 3.0% 2.9% 808 7,824 6,337 6,169 5,823 5,392 4,948 6,145 2,441 4,483 4,111 4,271 772 4,282 396 4,922 412 4,407 757 432 4,206 3,904 598 3,796 2,728 701 554 621 1,252 514 1,546 7,149 1,825 638 1,070 568 1,410 489 619 514 423 248 168 412 532 393 4,461 4,323 4,395 4,210 3,932 3,996 4,021 3,732 3,726 3,550 3,688 3,534 3,482 3,236 4,481 3,165 -177 -371 -298 -354 -304 1Q 16 2Q 16 3 Q 16 4 Q 1 6 1Q 1 7 2Q 1 7 3Q 17 4Q 17 1Q 18 2Q 18 3Q 18 4Q 18 1Q 19 2Q 19 3Q 19 4Q 191Q20 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 RR$ million (Provision for Loan Losses + Recovery of Loans Written Off as Losses + Impairment + Discounts Granted) 5.5% 4.4% 4.2% 4.1% 3.7% 3.6% 3.3% 3.0% 2.9% 2.7% 2.7% 2.5% 2.5% 2.4% 2.4% 2.1% 2.1% 10,087 7,211 6,335 6,352 5,811 5,582 5,281 4,474 4,495 4,257 3,990 4,044 3,788 3,601 3,804 3,415 3,263 1Q16 2Q16 3Q16 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 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. 116Additional Information Provision for Loan Losses and Cost of Credit R$ million Provision for Loan Losses by Segment 6.8% 5.8% 5.0% 5.0% 4.7% 4.5% 4.2% 4.1% 3.7% 3.6% 3.5% 3.3% 3.4% 10,398 3.1% 3.2% 3.0% 2.9% 808 7,824 6,337 6,169 5,823 5,392 4,948 6,145 2,441 4,483 4,111 4,271 772 4,282 396 4,922 412 4,407 757 432 4,206 3,904 598 3,796 2,728 701 554 621 1,252 514 1,546 7,149 1,825 638 1,070 568 1,410 489 619 514 423 248 168 412 532 393 4,461 4,323 4,395 4,210 3,932 3,996 4,021 3,732 3,726 3,550 3,688 3,534 3,482 3,236 4,481 3,165 -177 -371 -298 -354 -304 1Q 16 2Q 16 3 Q 16 4 Q 1 6 1Q 1 7 2Q 1 7 3Q 17 4Q 17 1Q 18 2Q 18 3Q 18 4Q 18 1Q 19 2Q 19 3Q 19 4Q 191Q20 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 RR$ million (Provision for Loan Losses + Recovery of Loans Written Off as Losses + Impairment + Discounts Granted) 5.5% 4.4% 4.2% 4.1% 3.7% 3.6% 3.3% 3.0% 2.9% 2.7% 2.7% 2.5% 2.5% 2.4% 2.4% 2.1% 2.1% 10,087 7,211 6,335 6,352 5,811 5,582 5,281 4,474 4,495 4,257 3,990 4,044 3,788 3,601 3,804 3,415 3,263 1Q16 2Q16 3Q16 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 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. 116

Additional Information Allowance for Loan Losses by Risk– Consolidated R$ million Allocation of Total Allowance by Type of Risk -Consolidated Mar-20 12,978 11,471 22,634 47,083 Dec-19 11,523 10,828 17,396 39,747 Mar-19 11,233 9,920 13,053 34,206 Overdue operations according to the Potential Loss Renegotiations and overdue loans Brazilian Central Bank 22,634 Provisão < 100% Renegociado 962 5,222 887 17,396 79% 12,978 341 4,690 35% 3,406 3,999 11,523 11,471 11,233 13,053 10,828 5,962 1,915 3,255 9,920 1,419 1,314 790 1,611 1,504 2,158 524 3,859 1,294 1,836 3,588 Provisão = 100% Em atraso 3,576 4,233 3,700 1,029 10,272 9,579 648 11,450 8,083 449 9,538 6,273 5,748 4,926 65% 21% 6,661 181 1,583 7,017 Mar-19 Dec-19 Mar-20 Mar-19 Dec-19 Mar-20 Mar-19 Dec-19 Mar-20 1 Includes units abroad ex-Latin America.² Excludes Brazil. Retail - Brazil 1 Wholesale - Brazil 1 Latin America 2 117Additional Information Allowance for Loan Losses by Risk– Consolidated R$ million Allocation of Total Allowance by Type of Risk -Consolidated Mar-20 12,978 11,471 22,634 47,083 Dec-19 11,523 10,828 17,396 39,747 Mar-19 11,233 9,920 13,053 34,206 Overdue operations according to the Potential Loss Renegotiations and overdue loans Brazilian Central Bank 22,634 Provisão < 100% Renegociado 962 5,222 887 17,396 79% 12,978 341 4,690 35% 3,406 3,999 11,523 11,471 11,233 13,053 10,828 5,962 1,915 3,255 9,920 1,419 1,314 790 1,611 1,504 2,158 524 3,859 1,294 1,836 3,588 Provisão = 100% Em atraso 3,576 4,233 3,700 1,029 10,272 9,579 648 11,450 8,083 449 9,538 6,273 5,748 4,926 65% 21% 6,661 181 1,583 7,017 Mar-19 Dec-19 Mar-20 Mar-19 Dec-19 Mar-20 Mar-19 Dec-19 Mar-20 1 Includes units abroad ex-Latin America.² Excludes Brazil. Retail - Brazil 1 Wholesale - Brazil 1 Latin America 2 117

Additional Information Non Performing Loans Ratios 90-day NPL Ratio| Consolidated (%) 15 to 90-day NPL Ratio | Consolidated - % 4.4 4.2 4.2 3.7 3.7 3.7 3.5 3.5 3.1 3.4 3.3 3.5 3.4 3.3 2.9 3.0 2.7 2.7 2.6 2.6 2.5 2.5 2.3 2.3 3.5 3.4 3.4 3.1 3.1 3.2 3.1 3.1 2.7 3.0 3.0 2.6 2.9 2.9 2.9 2.6 2.3 2.5 2.5 2.4 2.5 2.7 2.3 2.3 2.3 2.4 2.4 2.4 2.3 2.0 1.8 2.2 1.9 1.6 1.5 1.4 1.4 1.4 1.4 1.3 1.2 1.1 Mar-16 Dec-16 Mar-17 Dec-17 Mar-18 Dec-18 Mar-19 Jun-19 Sep-19 Dec-19 Mar-20 Mar-16 De c-16 Mar-17 De c-17 Mar-18 De c-18 Mar-19 Jun -19 Se p-19 De c-19 Mar-2 0 Total Brazil ¹ Latin America ² Total Brazil ¹ Latin America ² 90-day NPL Ratio | Brazil ¹ (%) 15 to 90-day NPL Ratio | Brazil ¹ - % 6.0 5.6 5.3 5.1 4.8 4.9 4.7 4.5 4.6 4.4 4.4 4.2 5.5 4.0 5.3 3.5 3.5 5.1 3.4 3.4 3.6 3.3 3.2 3.1 2.9 3.0 4.4 4.1 2.7 3.9 2.4 3.5 2.3 2.3 2.4 2.3 2.3 3.3 1.9 1.6 1.6 1.7 1.6 1.4 2.7 2.1 1.9 1.6 1.8 1.8 1.5 1.5 1.6 1.8 1.4 1.1 0.8 1.2 1.2 0.7 1.0 0.9 0.7 0.7 0.6 0.5 Mar-16 Dec-16 Mar-17 Dec-17 Mar-18 Dec-18 Mar-19 Jun-19 Sep-19 Dec-19 Mar-20 Mar-16 De c-16 Mar-17 De c-17 Mar-18 De c-18 Mar-19 Ju n-19 Se p-19 De c-19 Mar -2 0 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. 118Additional Information Non Performing Loans Ratios 90-day NPL Ratio| Consolidated (%) 15 to 90-day NPL Ratio | Consolidated - % 4.4 4.2 4.2 3.7 3.7 3.7 3.5 3.5 3.1 3.4 3.3 3.5 3.4 3.3 2.9 3.0 2.7 2.7 2.6 2.6 2.5 2.5 2.3 2.3 3.5 3.4 3.4 3.1 3.1 3.2 3.1 3.1 2.7 3.0 3.0 2.6 2.9 2.9 2.9 2.6 2.3 2.5 2.5 2.4 2.5 2.7 2.3 2.3 2.3 2.4 2.4 2.4 2.3 2.0 1.8 2.2 1.9 1.6 1.5 1.4 1.4 1.4 1.4 1.3 1.2 1.1 Mar-16 Dec-16 Mar-17 Dec-17 Mar-18 Dec-18 Mar-19 Jun-19 Sep-19 Dec-19 Mar-20 Mar-16 De c-16 Mar-17 De c-17 Mar-18 De c-18 Mar-19 Jun -19 Se p-19 De c-19 Mar-2 0 Total Brazil ¹ Latin America ² Total Brazil ¹ Latin America ² 90-day NPL Ratio | Brazil ¹ (%) 15 to 90-day NPL Ratio | Brazil ¹ - % 6.0 5.6 5.3 5.1 4.8 4.9 4.7 4.5 4.6 4.4 4.4 4.2 5.5 4.0 5.3 3.5 3.5 5.1 3.4 3.4 3.6 3.3 3.2 3.1 2.9 3.0 4.4 4.1 2.7 3.9 2.4 3.5 2.3 2.3 2.4 2.3 2.3 3.3 1.9 1.6 1.6 1.7 1.6 1.4 2.7 2.1 1.9 1.6 1.8 1.8 1.5 1.5 1.6 1.8 1.4 1.1 0.8 1.2 1.2 0.7 1.0 0.9 0.7 0.7 0.6 0.5 Mar-16 Dec-16 Mar-17 Dec-17 Mar-18 Dec-18 Mar-19 Jun-19 Sep-19 Dec-19 Mar-20 Mar-16 De c-16 Mar-17 De c-17 Mar-18 De c-18 Mar-19 Ju n-19 Se p-19 De c-19 Mar -2 0 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. 118

Additional Information NPL Creation R$ billion 7.3 5.3 5.1 5.0 5.0 5.0 4.7 4.4 3.8 4.9 4.4 4.3 3.9 3.6 3.5 3.5 3.5 3.2 1.2 1.2 1.1 1.0 1.1 0.7 0.9 0.5 0.4 1.1 0.1 0.7 -0.5 0.4 0.4 0.4 0.3 -0.3 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 Total Retail Banking - Brazil Whosale Banking - Brazil Latin America ex-Brazil 119Additional Information NPL Creation R$ billion 7.3 5.3 5.1 5.0 5.0 5.0 4.7 4.4 3.8 4.9 4.4 4.3 3.9 3.6 3.5 3.5 3.5 3.2 1.2 1.2 1.1 1.0 1.1 0.7 0.9 0.5 0.4 1.1 0.1 0.7 -0.5 0.4 0.4 0.4 0.3 -0.3 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 Total Retail Banking - Brazil Whosale Banking - Brazil Latin America ex-Brazil 119

Additional Information Provision for Loan Losses and NPL Creation by Segment Retail Banking - Brazil R$ billion 145% 113% 108% 108% 104% 104% 99% 100% 102% 7.1 4.5 3.7 3.5 3.6 4.2 3.9 4.3 4.5 4.4 4.9 3.5 4.0 3.5 3.2 3.2 3.5 3.7 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 Wholesale Banking - Brazil R$ billion 215% -26% 34% -87% -89% -66% -53% -119% -29% 2.4 1.1 1.1 1.2 1.0 0.7 0.4 0.2 0.4 0.4 0.1 -0.3 -0.3 -0.3 -0.4 -0.4 -0.2 -0.5 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 Latin America ex–Brazil R$ billion 136% 138% 114% 130% 133% 115% 79% 75% 66% 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 1.3 1.1 0.8 1.2 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 Total R$ billion 143% 122% 113% 93% 93% 85% 82% 83% 79% 5.0 5.0 4.4 4.2 5.1 4.4 4.7 4.9 5.3 6.1 5.0 10.4 7.3 4.1 3.8 3.9 4.3 3.8 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 NPL Creation Provision for Loan Losses Provision for Loan Losses / NPL Creation 120Additional Information Provision for Loan Losses and NPL Creation by Segment Retail Banking - Brazil R$ billion 145% 113% 108% 108% 104% 104% 99% 100% 102% 7.1 4.5 3.7 3.5 3.6 4.2 3.9 4.3 4.5 4.4 4.9 3.5 4.0 3.5 3.2 3.2 3.5 3.7 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 Wholesale Banking - Brazil R$ billion 215% -26% 34% -87% -89% -66% -53% -119% -29% 2.4 1.1 1.1 1.2 1.0 0.7 0.4 0.2 0.4 0.4 0.1 -0.3 -0.3 -0.3 -0.4 -0.4 -0.2 -0.5 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 Latin America ex–Brazil R$ billion 136% 138% 114% 130% 133% 115% 79% 75% 66% 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 1.3 1.1 0.8 1.2 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 Total R$ billion 143% 122% 113% 93% 93% 85% 82% 83% 79% 5.0 5.0 4.4 4.2 5.1 4.4 4.7 4.9 5.3 6.1 5.0 10.4 7.3 4.1 3.8 3.9 4.3 3.8 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 NPL Creation Provision for Loan Losses Provision for Loan Losses / NPL Creation 120

Additional Information Insurance, Pension Plan and Premium Bonds In R$ millions 1Q20 4Q19 1Q19 Δ Δ Earned Premiums 1,082 1,124 -3.8% 1,052 2.8% Revenues from Pension Plan 64 35 82.1% 57 12.7% Revenues from Premium Bonds 107 104 3.6% 102 4.9% Managerial Financial Margin (34) 90 - 93 - Commissions and Fees 549 553 -0.7% 490 12.1% Earnings of Affiliates 117 132 -11.2% 123 -4.7% Revenues from Insurance, Pension Plan and Premium Bonds 1,887 2,038 -7.4% 1,918 -1.6% Retained Claims (329) (330) -0.2% (299) 10.1% Insurance Selling Expenses (5) (2) 112.1% (12) -59.1% Result from Insurance, Pension Plan and Premium Bonds 1,553 1,706 -9.0% 1,607 -3.4% Recurring Net Income 612 656 -6.8% 661 -7.4% Result from Insurance, Pension Plan and Premium Bonds R$ million 1,706 1,675 1,645 1,602 1,607 1,590 1,575 1,553 1,521 5.9% 5.9% 5.8% 5.7% 5.6% 5.5% 5.4% 5.4% 5.3% 1Q 1 8 2 Q 18 3 Q 18 4Q 18 1Q 19 2Q 1 9 3Q 19 4 Q 19 1Q 20 Result from Insurance, Pension Plan and Premium Bonds Operations Result/Operating Revenues 1 (1) Operating Revenues including the Result from Insurance, Pension Plan and Premium Bonds Operations net of retained claims and selling expenses. 121Additional Information Insurance, Pension Plan and Premium Bonds In R$ millions 1Q20 4Q19 1Q19 Δ Δ Earned Premiums 1,082 1,124 -3.8% 1,052 2.8% Revenues from Pension Plan 64 35 82.1% 57 12.7% Revenues from Premium Bonds 107 104 3.6% 102 4.9% Managerial Financial Margin (34) 90 - 93 - Commissions and Fees 549 553 -0.7% 490 12.1% Earnings of Affiliates 117 132 -11.2% 123 -4.7% Revenues from Insurance, Pension Plan and Premium Bonds 1,887 2,038 -7.4% 1,918 -1.6% Retained Claims (329) (330) -0.2% (299) 10.1% Insurance Selling Expenses (5) (2) 112.1% (12) -59.1% Result from Insurance, Pension Plan and Premium Bonds 1,553 1,706 -9.0% 1,607 -3.4% Recurring Net Income 612 656 -6.8% 661 -7.4% Result from Insurance, Pension Plan and Premium Bonds R$ million 1,706 1,675 1,645 1,602 1,607 1,590 1,575 1,553 1,521 5.9% 5.9% 5.8% 5.7% 5.6% 5.5% 5.4% 5.4% 5.3% 1Q 1 8 2 Q 18 3 Q 18 4Q 18 1Q 19 2Q 1 9 3Q 19 4 Q 19 1Q 20 Result from Insurance, Pension Plan and Premium Bonds Operations Result/Operating Revenues 1 (1) Operating Revenues including the Result from Insurance, Pension Plan and Premium Bonds Operations net of retained claims and selling expenses. 121

Additional Information Balance Sheet – Assets and Liabilities Assets 1Q20 4Q19 1Q19 Δ∋ Δ∋ R$ million Current and Long-term Assets 1,944,900 1,702,123 14.3% 1,617,065 20.3% Cash and Cash Equivalents 71,881 62,152 15.7% 72,739 -1.2% Short-term Interbank Investments 282,565 200,577 40.9% 242,035 16.7% Securities and Derivative Financial Instruments 605,987 545,286 11.1% 464,081 30.6% Interbank and Interbranch Accounts 107,733 135,499 -20.5% 133,331 -19.2% Loan, Lease and Other Loan Operations 639,699 583,017 9.7% 543,654 17.7% (Allowance for Loan Losses) (46,240) (38,888) 18.9% (33,048) 39.9% Other Assets 283,276 214,480 32.1% 194,274 45.8% Permanent Assets 37,598 36,590 2.8% 34,359 9.4% Total Assets 1,982,498 1,738,713 14.0% 1,651,425 20.0% Liabilities 1Q20 4Q19 1Q19 Δ∋ Δ∋ Current and Long-Term Liabilities 1,843,947 1,593,167 15.7% 1,516,436 21.6% Deposits 606,749 507,060 19.7% 461,487 31.5% Deposits Received under Securities Repurchase Agreements 313,540 269,838 16.2% 328,028 -4.4% Fund from Acceptances and Issue of Securities 154,146 143,569 7.4% 117,040 31.7% Interbank and Interbranch Accounts 52,075 54,180 -3.9% 50,807 2.5% Borrowings and Onlendings 94,909 76,393 24.2% 69,630 36.3% Derivative Financial Instruments 87,909 47,815 83.9% 27,599 218.5% Technical Provisions for Insurance, Pension Plans and Premium Bonds 214,565 220,666 -2.8% 207,308 3.5% Other Liabilities 320,054 273,647 17.0% 254,537 25.7% Deferred Income 3,286 2,698 21.8% 2,667 23.2% Minority Interest in Subsidiaries 11,641 10,861 7.2% 12,498 -6.9% Stockholders' Equity 123,624 131,987 -6.3% 119,824 3.2% Total Liabilities and Equity 1,982,498 1,738,713 14.0% 1,651,425 20.0% 122Additional Information Balance Sheet – Assets and Liabilities Assets 1Q20 4Q19 1Q19 Δ∋ Δ∋ R$ million Current and Long-term Assets 1,944,900 1,702,123 14.3% 1,617,065 20.3% Cash and Cash Equivalents 71,881 62,152 15.7% 72,739 -1.2% Short-term Interbank Investments 282,565 200,577 40.9% 242,035 16.7% Securities and Derivative Financial Instruments 605,987 545,286 11.1% 464,081 30.6% Interbank and Interbranch Accounts 107,733 135,499 -20.5% 133,331 -19.2% Loan, Lease and Other Loan Operations 639,699 583,017 9.7% 543,654 17.7% (Allowance for Loan Losses) (46,240) (38,888) 18.9% (33,048) 39.9% Other Assets 283,276 214,480 32.1% 194,274 45.8% Permanent Assets 37,598 36,590 2.8% 34,359 9.4% Total Assets 1,982,498 1,738,713 14.0% 1,651,425 20.0% Liabilities 1Q20 4Q19 1Q19 Δ∋ Δ∋ Current and Long-Term Liabilities 1,843,947 1,593,167 15.7% 1,516,436 21.6% Deposits 606,749 507,060 19.7% 461,487 31.5% Deposits Received under Securities Repurchase Agreements 313,540 269,838 16.2% 328,028 -4.4% Fund from Acceptances and Issue of Securities 154,146 143,569 7.4% 117,040 31.7% Interbank and Interbranch Accounts 52,075 54,180 -3.9% 50,807 2.5% Borrowings and Onlendings 94,909 76,393 24.2% 69,630 36.3% Derivative Financial Instruments 87,909 47,815 83.9% 27,599 218.5% Technical Provisions for Insurance, Pension Plans and Premium Bonds 214,565 220,666 -2.8% 207,308 3.5% Other Liabilities 320,054 273,647 17.0% 254,537 25.7% Deferred Income 3,286 2,698 21.8% 2,667 23.2% Minority Interest in Subsidiaries 11,641 10,861 7.2% 12,498 -6.9% Stockholders' Equity 123,624 131,987 -6.3% 119,824 3.2% Total Liabilities and Equity 1,982,498 1,738,713 14.0% 1,651,425 20.0% 122

Additional Information Funding • Loan Portfolio mainly funded by domestic client funding • Diversified funding base In R$ millions, end of period 1Q20 4Q19 1Q19 Δ∋ Δ∋ 700,779 608,990 15.1% 546,757 28.2% Funding from Clients (A) 101,711 82,306 23.6% 74,757 36.1% Demand Deposits 149,600 144,558 3.5% 136,613 9.5% Savings Deposits 350,704 277,166 26.5% 248,049 41.4% Time Deposits 4,166 5,258 -20.8% 15,336 -72.8% Debentures (Linked to Repurchase Agreements and Third Parties’ Operations) (1) 94,598 99,703 -5.1% 72,002 31.4% Funds from Bills and Structured Operations Certificates 199,400 151,331 31.8% 144,643 37.9% Other Funding (B) 10,648 11,648 -8.6% 15,855 -32.8% Onlending 84,261 64,745 30.1% 53,775 56.7% Borrowings 59,548 43,866 35.8% 45,038 32.2% Securities Obligations Abroad (2) 44,943 31,073 44.6% 29,975 49.9% Other 1,302,887 1,387,457 -6.1% 1,158,642 12.4% Portfolio Managed and Investment Funds (C) Total (A) + (B) + (C) 2,203,065 2,147,779 2.6% 1,850,042 19.1% (1) Includes funds from Real Estate, Mortgage, Financial, Credit and Similar Notes. (2) Includes installments of subordinated debt that are not included in the Tier II Referential Equity. (3) Includes 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). 123Additional Information Funding • Loan Portfolio mainly funded by domestic client funding • Diversified funding base In R$ millions, end of period 1Q20 4Q19 1Q19 Δ∋ Δ∋ 700,779 608,990 15.1% 546,757 28.2% Funding from Clients (A) 101,711 82,306 23.6% 74,757 36.1% Demand Deposits 149,600 144,558 3.5% 136,613 9.5% Savings Deposits 350,704 277,166 26.5% 248,049 41.4% Time Deposits 4,166 5,258 -20.8% 15,336 -72.8% Debentures (Linked to Repurchase Agreements and Third Parties’ Operations) (1) 94,598 99,703 -5.1% 72,002 31.4% Funds from Bills and Structured Operations Certificates 199,400 151,331 31.8% 144,643 37.9% Other Funding (B) 10,648 11,648 -8.6% 15,855 -32.8% Onlending 84,261 64,745 30.1% 53,775 56.7% Borrowings 59,548 43,866 35.8% 45,038 32.2% Securities Obligations Abroad (2) 44,943 31,073 44.6% 29,975 49.9% Other 1,302,887 1,387,457 -6.1% 1,158,642 12.4% Portfolio Managed and Investment Funds (C) Total (A) + (B) + (C) 2,203,065 2,147,779 2.6% 1,850,042 19.1% (1) Includes funds from Real Estate, Mortgage, Financial, Credit and Similar Notes. (2) Includes installments of subordinated debt that are not included in the Tier II Referential Equity. (3) Includes 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). 123

Additional Information Funding Ratio between Loan Portfolio and Funding % Funding (Maturity Breakdown) In days 96.9% 94.6% 96.3% 96.0% 93.3% 91.7% 91.8% 91.9% 81.2% 77.8% 78.6% 79.0% 78.2% 76.1% 77.4% 76.7% 74.5% 71.1% 181-365 R$ billion Over to 365 31-180 900 9.0% 788 8.7% 760 737 697 699 688 691 36.3% 667 665 640 635 618 578 583 571 576 566 553 553 548 544 540 531 532 519 495 46.0% 0-30 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 Dec-19 Mar-20 Funding from Clients and Other Funding Funding from Clients and Other Funding net of reserve required by Brazilian Central Bank Loan Portfolio Loan Portfolio / Funding from Clients and Other Funding net of reserve required by Brazilian Central Bank Loan Portfolio / Funding from Clients and Other Funding 124Additional Information Funding Ratio between Loan Portfolio and Funding % Funding (Maturity Breakdown) In days 96.9% 94.6% 96.3% 96.0% 93.3% 91.7% 91.8% 91.9% 81.2% 77.8% 78.6% 79.0% 78.2% 76.1% 77.4% 76.7% 74.5% 71.1% 181-365 R$ billion Over to 365 31-180 900 9.0% 788 8.7% 760 737 697 699 688 691 36.3% 667 665 640 635 618 578 583 571 576 566 553 553 548 544 540 531 532 519 495 46.0% 0-30 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Sep-19 Dec-19 Mar-20 Funding from Clients and Other Funding Funding from Clients and Other Funding net of reserve required by Brazilian Central Bank Loan Portfolio Loan Portfolio / Funding from Clients and Other Funding net of reserve required by Brazilian Central Bank Loan Portfolio / Funding from Clients and Other Funding 124

1Q20 Institutional Presentation Itaú Unibanco Holding S.A. ITUB LISTED NÍVEL 1 CDP NYSE BM &FBOVE SP A1Q20 Institutional Presentation Itaú Unibanco Holding S.A. ITUB LISTED NÍVEL 1 CDP NYSE BM &FBOVE SP A

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

Teleconferência com a Imprensa Resultados 1T20 05/05/2020 Milton Maluhy Filho Vice-Presidente Executivo, CFO e CRO 1 Itaú Unibanco Holding S.A.Teleconferência com a Imprensa Resultados 1T20 05/05/2020 Milton Maluhy Filho Vice-Presidente Executivo, CFO e CRO 1 Itaú Unibanco Holding S.A.

Destaques Nossa resposta à crise de Covid-19 Nosso papel nesta crise vamos Estamos trabalhando nos deve ser proporcional à manter empregos canais digitais com a suspensão de nossa relevância na disponibilidade no máximo histórico desligamentos sem justa causa e o dobro de aberturas de contas pelo sociedade. por tempo indeterminado. App nas últimas semanas. Somos o maior banco da América Intensificamos a Latina. Somos parte fundamental Antecipamos o do enfrentamento à Covid-19 e comunicação 13º salário seus efeitos sociais e econômicos. interna e externa, atingindo índice para os nossos de satisfação recorde (e-NPS: 92)¹. colaboradores, em abril. Buscamos, diariamente, soluções para ajudar a sociedade a passar por esse momento. Direcionamos nossos esforços Doamos Colocamos 95% em manter o funcionamento normal das dos colaboradores da ~R$ 1,3 bi nossas operações em condições anormais e buscar as melhores soluções para administração central, centrais para o Todos pela saúde atender os nossos clientes, sem nunca nos de atendimento e agências e outras iniciativas de combate esquecermos de cuidar do nosso maior digitais em home-office. à crise e acolhimento. ativo: nossos colaboradores. (1) Pesquisa realizada entre os dias 7 a 23 de abril. 2Destaques Nossa resposta à crise de Covid-19 Nosso papel nesta crise vamos Estamos trabalhando nos deve ser proporcional à manter empregos canais digitais com a suspensão de nossa relevância na disponibilidade no máximo histórico desligamentos sem justa causa e o dobro de aberturas de contas pelo sociedade. por tempo indeterminado. App nas últimas semanas. Somos o maior banco da América Intensificamos a Latina. Somos parte fundamental Antecipamos o do enfrentamento à Covid-19 e comunicação 13º salário seus efeitos sociais e econômicos. interna e externa, atingindo índice para os nossos de satisfação recorde (e-NPS: 92)¹. colaboradores, em abril. Buscamos, diariamente, soluções para ajudar a sociedade a passar por esse momento. Direcionamos nossos esforços Doamos Colocamos 95% em manter o funcionamento normal das dos colaboradores da ~R$ 1,3 bi nossas operações em condições anormais e buscar as melhores soluções para administração central, centrais para o Todos pela saúde atender os nossos clientes, sem nunca nos de atendimento e agências e outras iniciativas de combate esquecermos de cuidar do nosso maior digitais em home-office. à crise e acolhimento. ativo: nossos colaboradores. (1) Pesquisa realizada entre os dias 7 a 23 de abril. 2

Suporte aos clientes durante a crise Varejo Plano de Saúde Financeira, um pacote de soluções financeiras abrangente para ajudar nossos clientes Novas condições para Outras iniciativas contratação e para pessoas físicas para empresas reparcelamento de contratos em dia Prorrogações e isenções: crédito emergencial para financiar a folha de pagamento de pequenas e médias empresas ~850 mil tarifas de conta contratos já foram repactuados corrente e cartões de capital de giro BNDEs para pequenas e crédito produtos para pessoas físicas: empréstimo pessoal, médias empresas cheque especial, crédito imobiliário, cartão de crédito Itaucard e financiamento de veículos em programas de maquininhas adicionais sem aluguel benefícios produtos para empresas: capital de giro e (60 dias) e manutenção de melhores taxas financiamento de veículos e máquinas (CDC) benefícios para prorrogação de isenções e manutenção de novas condições profissionais da saúde descontos em tarifas de conta corrente em conta corrente, pessoas físicas empresas cartões de crédito e carência parceria para o repasse antecipado a até 120 dias até 180 dias desconto no seguro bares e restaurantes prazo até 6 anos até 5 anos residencial 3Suporte aos clientes durante a crise Varejo Plano de Saúde Financeira, um pacote de soluções financeiras abrangente para ajudar nossos clientes Novas condições para Outras iniciativas contratação e para pessoas físicas para empresas reparcelamento de contratos em dia Prorrogações e isenções: crédito emergencial para financiar a folha de pagamento de pequenas e médias empresas ~850 mil tarifas de conta contratos já foram repactuados corrente e cartões de capital de giro BNDEs para pequenas e crédito produtos para pessoas físicas: empréstimo pessoal, médias empresas cheque especial, crédito imobiliário, cartão de crédito Itaucard e financiamento de veículos em programas de maquininhas adicionais sem aluguel benefícios produtos para empresas: capital de giro e (60 dias) e manutenção de melhores taxas financiamento de veículos e máquinas (CDC) benefícios para prorrogação de isenções e manutenção de novas condições profissionais da saúde descontos em tarifas de conta corrente em conta corrente, pessoas físicas empresas cartões de crédito e carência parceria para o repasse antecipado a até 120 dias até 180 dias desconto no seguro bares e restaurantes prazo até 6 anos até 5 anos residencial 3

Suporte aos clientes durante a crise Atacado BBA Iniciativas de crédito e liquidez para ajudar nossos clientes Asset Management Investment Banking Wealth Management Services Até 90 dias Prorrogação de carência para créditos de operações com vencimento parcelados no Middle Market nos próximos meses América Latina Políticas e iniciativas comerciais alinhadas as Aumento de 2x Desembolso de ~R$2 bilhões que vêm sendo praticadas na concessão de crédito para aquisição de ativos financeiros no Brasil, considerando as particularidades locais. para clientes corporativos de clientes institucionais Lives diárias nas Podcasts Visão de Líderes ~2,2 milhões de visualizações Intensa com gestores externos lives diárias com as redes sociais comunicação com ~8,5 mil comentários sobre cenários e impactos principais lideranças com especialistas e nossos clientes nos investimentos. do país gestores de fundos. ~30,1 mil novos seguidores 4Suporte aos clientes durante a crise Atacado BBA Iniciativas de crédito e liquidez para ajudar nossos clientes Asset Management Investment Banking Wealth Management Services Até 90 dias Prorrogação de carência para créditos de operações com vencimento parcelados no Middle Market nos próximos meses América Latina Políticas e iniciativas comerciais alinhadas as Aumento de 2x Desembolso de ~R$2 bilhões que vêm sendo praticadas na concessão de crédito para aquisição de ativos financeiros no Brasil, considerando as particularidades locais. para clientes corporativos de clientes institucionais Lives diárias nas Podcasts Visão de Líderes ~2,2 milhões de visualizações Intensa com gestores externos lives diárias com as redes sociais comunicação com ~8,5 mil comentários sobre cenários e impactos principais lideranças com especialistas e nossos clientes nos investimentos. do país gestores de fundos. ~30,1 mil novos seguidores 4

Destaques financeiros 1T20 Em R$ bilhões Carteira de crédito R$ 769,2 bi 7,3 Lucro líquido 7,2 7,0 6,9 769,2 recorrente 3,9 706,7 689,0 659,7 647,1 R$ 3,9 bi mar/19 jun/19 set/19 dez/19 mar/20 1T19 2T19 3T19 4T19 1T20 Despesas 23,7% 23,6% 23,5% 23,5% não decorrentes de juros ROE recorrente 12,8% R$ 12,1 bi 12,8 % 13,0 12,8 13,5% 12,7 12,1 12,1 13,0% ROE recorrente (%) 12,5% 12,5% 12,5% Custo de capital médio (%) 1T19 2T19 3T19 4T19 1T20 1T19 2T19 3T19 4T19 1T20 Espaço reservado para rodapé 5Destaques financeiros 1T20 Em R$ bilhões Carteira de crédito R$ 769,2 bi 7,3 Lucro líquido 7,2 7,0 6,9 769,2 recorrente 3,9 706,7 689,0 659,7 647,1 R$ 3,9 bi mar/19 jun/19 set/19 dez/19 mar/20 1T19 2T19 3T19 4T19 1T20 Despesas 23,7% 23,6% 23,5% 23,5% não decorrentes de juros ROE recorrente 12,8% R$ 12,1 bi 12,8 % 13,0 12,8 13,5% 12,7 12,1 12,1 13,0% ROE recorrente (%) 12,5% 12,5% 12,5% Custo de capital médio (%) 1T19 2T19 3T19 4T19 1T20 1T19 2T19 3T19 4T19 1T20 Espaço reservado para rodapé 5

Modelo de provisionamento por perda esperada 1T20 Adotado desde Alocação da provisão total 2010 e em constante Em R$ bilhões aprimoramento Nosso modelo de perda esperada Mar/20 vs. Mar/19 determina o tamanho das Total + 37,6% 47,1 provisões que precisam ser feitas, 39,7 levando-se em consideração Perda Esperada 34,2 22,6 Perda Potencial + 73,4% cenário macroeconômico Relacionada à perda esperada em 17,4 R$ 9,6 bi Varejo e perdas potenciais do Atacado. atual e prospectivo. 13,1 condições financeiras Ratings agravados + 15,6% através do monitoramento contínuo 11,5 Relacionada a agravamento da classificação de risco 10,8 R$ 1,6 bi de comportamento dos clientes e 9,9 de operações em atraso e de operações renegociadas. indicadores internos e externos. Atraso + 15,5% 13,0 composição da carteira 11,5 11,2 Relacionado ao provisionamento mínimo requerido R$ 1,7 bi segmentação dos clientes e em função do atraso. mix de produtos contratados. Dez/19 Mar/19 Mar/20 6Modelo de provisionamento por perda esperada 1T20 Adotado desde Alocação da provisão total 2010 e em constante Em R$ bilhões aprimoramento Nosso modelo de perda esperada Mar/20 vs. Mar/19 determina o tamanho das Total + 37,6% 47,1 provisões que precisam ser feitas, 39,7 levando-se em consideração Perda Esperada 34,2 22,6 Perda Potencial + 73,4% cenário macroeconômico Relacionada à perda esperada em 17,4 R$ 9,6 bi Varejo e perdas potenciais do Atacado. atual e prospectivo. 13,1 condições financeiras Ratings agravados + 15,6% através do monitoramento contínuo 11,5 Relacionada a agravamento da classificação de risco 10,8 R$ 1,6 bi de comportamento dos clientes e 9,9 de operações em atraso e de operações renegociadas. indicadores internos e externos. Atraso + 15,5% 13,0 composição da carteira 11,5 11,2 Relacionado ao provisionamento mínimo requerido R$ 1,7 bi segmentação dos clientes e em função do atraso. mix de produtos contratados. Dez/19 Mar/19 Mar/20 6

Qualidade do crédito 1T20 6.7% 6.9% 6.7% 6.8% 6.8% 6.8% 6.6% 6.6% 6.5% 6.4% 6.1% 6.1% 5.9% 5.7% 5.6% 5.7% 5.6% 5.4% 5.4% 4.9% 4.8% 3.9% 3.6% 3.5% 3.4% 3.4% 3.2% 3.2% 3.2% 3.1% 3.1% 3.1% 3.0% 3.0% 3.0% 3.0% 2.9% 2.9% 2.9% 2.9% 2.8% 2.8% 47.1 39.7 39.1 38.2 38.5 37.6 37.4 37.4 37.3 36.6 36.7 36.2 36.0 36.1 35.5 34.3 34.2 34.5 33.1 30.0 29.8 mar/15 jun/15 set/15 dez/15 mar/16 jun/16 set/16 dez/16 mar/17 jun/17 set/17 dez/17 mar/18 jun/18 set/18 dez/18 mar/19 jun/19 set/19 dez/19 mar/20 Saldo de PDD / Carteira de crédito Saldo de PDD (em R$ Bilhões) NPL 90 dias (%) 7Qualidade do crédito 1T20 6.7% 6.9% 6.7% 6.8% 6.8% 6.8% 6.6% 6.6% 6.5% 6.4% 6.1% 6.1% 5.9% 5.7% 5.6% 5.7% 5.6% 5.4% 5.4% 4.9% 4.8% 3.9% 3.6% 3.5% 3.4% 3.4% 3.2% 3.2% 3.2% 3.1% 3.1% 3.1% 3.0% 3.0% 3.0% 3.0% 2.9% 2.9% 2.9% 2.9% 2.8% 2.8% 47.1 39.7 39.1 38.2 38.5 37.6 37.4 37.4 37.3 36.6 36.7 36.2 36.0 36.1 35.5 34.3 34.2 34.5 33.1 30.0 29.8 mar/15 jun/15 set/15 dez/15 mar/16 jun/16 set/16 dez/16 mar/17 jun/17 set/17 dez/17 mar/18 jun/18 set/18 dez/18 mar/19 jun/19 set/19 dez/19 mar/20 Saldo de PDD / Carteira de crédito Saldo de PDD (em R$ Bilhões) NPL 90 dias (%) 7

Cenário macroeconômico 2020 Diferentes cenários de recuperação do PIB brasileiro no 3º trimestre 25% 50% 75% 100% -3,9% 08/05 -8,9% -3,3% -2,6% -1,9% Projeção para o -4,1% 15/05 -3,5% -9,6% -2,8% -2,1% PIB -4,4% 22/05 -3,8% -10,3% -3,1% -2,4% do Brasil 1º semestre -4,6% 29/05 -4,0% -11,0% -3,3% -2,6% 05/06 -4,9% -4,3% -11,7% -3,6% -2,9% 12/06 -5,1% -4,5% -12,4% -3,8% -3,1% 30/06 -5,7% -13,1% -5,1% -4,4% -3,7% 31/07* -6,9% -6,3% -13,1% -5,6% -4,9% * Se a quarentena terminar apenas ao final de julho, a contração no primeiro semestre será igual 30/06, pois julho já pertence ao segundo semestre. Além disso, para esta linha, lê-se % de recuperação no 3T como % de recuperação nos dois últimos meses do 3T. 8 Fim da quarentenaCenário macroeconômico 2020 Diferentes cenários de recuperação do PIB brasileiro no 3º trimestre 25% 50% 75% 100% -3,9% 08/05 -8,9% -3,3% -2,6% -1,9% Projeção para o -4,1% 15/05 -3,5% -9,6% -2,8% -2,1% PIB -4,4% 22/05 -3,8% -10,3% -3,1% -2,4% do Brasil 1º semestre -4,6% 29/05 -4,0% -11,0% -3,3% -2,6% 05/06 -4,9% -4,3% -11,7% -3,6% -2,9% 12/06 -5,1% -4,5% -12,4% -3,8% -3,1% 30/06 -5,7% -13,1% -5,1% -4,4% -3,7% 31/07* -6,9% -6,3% -13,1% -5,6% -4,9% * Se a quarentena terminar apenas ao final de julho, a contração no primeiro semestre será igual 30/06, pois julho já pertence ao segundo semestre. Além disso, para esta linha, lê-se % de recuperação no 3T como % de recuperação nos dois últimos meses do 3T. 8 Fim da quarentena

Perspectivas 2020 Em função da baixa Níveis de liquidez e capitalização adequados aos nossos cenários de stress test. visibilidade sobre a extensão e profundidade Os principais fatores que influenciarão o crescimento da carteira de crédito no curto e médio dos efeitos da crise atual prazos serão a maior participação do segmento de grandes empresas, menor demanda de trazida pela pandemia de pessoas físicas e relativamente alto volume de renegociações. COVID-19 nas atividades econômicas e social, as Crescimento da margem financeira com clientes em torno do crescimento da carteira projeções para o ano de de crédito. 2020, anteriormente As receitas de serviços e seguros seguirão pressionadas em função da menor atividade divulgadas, estão econômica e da indisponibilidade do mercado de capitais. suspensas. O custo do crédito e o estoque de provisões, seguindo o modelo de perda esperada, será ajustado sempre que houver alterações substanciais no cenário macroeconômico e nas variáveis financeiras dos clientes. Mantemos nosso compromisso de redução nominal nas despesas não decorrentes de juros, refletindo a gestão diligente e estratégica de custos, os investimentos feitos em tecnologia, o reflexo da menor atividade econômica em nossos custos variáveis e benefícios do novo modelo de trabalho e atendimento remotos. Nota: As perspectivas apresentadas neste slide não devem ser entendidas como projeção formal de performance financeira para o ano de 2020. 9Perspectivas 2020 Em função da baixa Níveis de liquidez e capitalização adequados aos nossos cenários de stress test. visibilidade sobre a extensão e profundidade Os principais fatores que influenciarão o crescimento da carteira de crédito no curto e médio dos efeitos da crise atual prazos serão a maior participação do segmento de grandes empresas, menor demanda de trazida pela pandemia de pessoas físicas e relativamente alto volume de renegociações. COVID-19 nas atividades econômicas e social, as Crescimento da margem financeira com clientes em torno do crescimento da carteira projeções para o ano de de crédito. 2020, anteriormente As receitas de serviços e seguros seguirão pressionadas em função da menor atividade divulgadas, estão econômica e da indisponibilidade do mercado de capitais. suspensas. O custo do crédito e o estoque de provisões, seguindo o modelo de perda esperada, será ajustado sempre que houver alterações substanciais no cenário macroeconômico e nas variáveis financeiras dos clientes. Mantemos nosso compromisso de redução nominal nas despesas não decorrentes de juros, refletindo a gestão diligente e estratégica de custos, os investimentos feitos em tecnologia, o reflexo da menor atividade econômica em nossos custos variáveis e benefícios do novo modelo de trabalho e atendimento remotos. Nota: As perspectivas apresentadas neste slide não devem ser entendidas como projeção formal de performance financeira para o ano de 2020. 9

Teleconferência com a Imprensa Resultados 1T20 05/05/2020 Milton Maluhy Filho Vice-Presidente Executivo, CFO e CRO 10 Itaú Unibanco Holding S.A.Teleconferência com a Imprensa Resultados 1T20 05/05/2020 Milton Maluhy Filho Vice-Presidente Executivo, CFO e CRO 10 Itaú Unibanco Holding S.A.

Attachment 03 Attachment 03

Itaú Unibanco’s loan portfolio grows 18.9% in the first quarter of 2020 Bank maintained interest rates unchanged for individuals, very small and small companies during the crisis São Paulo, May 4, 2020 - Itaú Unibanco reported a recurring net income of R$ 3.9 billion in the first quarter of 2020, a decline of 43.1% compared with the same period in 2019, with a return on net equity of 12.8%. Among the factors that explain this result is the increase in provisioning following the deterioration in the economic scenario due to the covid-19 pandemic. In addition, the increase in social contribution on net income (CSLL), lower interest rates and the regulatory changes in new overdraft rates also affected profits. In turn, the total adjusted loan portfolio¹, posted an increase of 18.9% in 12 months to reach R$ 769.2 billion in March 2020, driven by the loan portfolio for large companies, which have rushed to enhance their liquidity amid the Covid-19 pandemic. With the crisis deepening in Brazil in March, credit origination for the wholesale segment grew twice when compared to the previous month. In R$ million (except where indicated) 1Q20 1Q19 % 4Q19 % Recurring Net Income 3,912 6,877 -43.1% 7,296 -46.4% Annual Average ROE 12.8% 23.6% -10.8 p.p 23.7% -10.9 p.p Total Adjusted Loan Portfolio¹ 769,216 647,061 18.9% 706,664 8.9% Non-performing Loan Ratio (90 days) - 3.1% 3.0% 10bps 3.0% 10bps Total In a move to strengthen its reserves, the “All our efforts are directed to bank posted a 147.2% increase in provision supporting our clients during the for loan losses (PDD) in relation to the first crisis and the following period of quarter 2019, amounting to R$ 10.4 billion. recovery. It is thus critical that we maintain a strong balance sheet The 90-day non-performing loan ratio and for this reason, we have reached 3.1%, up 10 basis points in relation increased our level of provisioning.” to the first quarter 2019. This increase reflects a change in the credit portfolio mix. Candido Bracher From January to March 2020, commissions, CEO of Itaú Unibanco 2 fees and result from insurance increased 8.2% year-on-year, boosted by investment banking, brokerage services and asset management. Itaú Unibanco’s loan portfolio grows 18.9% in the first quarter of 2020 Bank maintained interest rates unchanged for individuals, very small and small companies during the crisis São Paulo, May 4, 2020 - Itaú Unibanco reported a recurring net income of R$ 3.9 billion in the first quarter of 2020, a decline of 43.1% compared with the same period in 2019, with a return on net equity of 12.8%. Among the factors that explain this result is the increase in provisioning following the deterioration in the economic scenario due to the covid-19 pandemic. In addition, the increase in social contribution on net income (CSLL), lower interest rates and the regulatory changes in new overdraft rates also affected profits. In turn, the total adjusted loan portfolio¹, posted an increase of 18.9% in 12 months to reach R$ 769.2 billion in March 2020, driven by the loan portfolio for large companies, which have rushed to enhance their liquidity amid the Covid-19 pandemic. With the crisis deepening in Brazil in March, credit origination for the wholesale segment grew twice when compared to the previous month. In R$ million (except where indicated) 1Q20 1Q19 % 4Q19 % Recurring Net Income 3,912 6,877 -43.1% 7,296 -46.4% Annual Average ROE 12.8% 23.6% -10.8 p.p 23.7% -10.9 p.p Total Adjusted Loan Portfolio¹ 769,216 647,061 18.9% 706,664 8.9% Non-performing Loan Ratio (90 days) - 3.1% 3.0% 10bps 3.0% 10bps Total In a move to strengthen its reserves, the “All our efforts are directed to bank posted a 147.2% increase in provision supporting our clients during the for loan losses (PDD) in relation to the first crisis and the following period of quarter 2019, amounting to R$ 10.4 billion. recovery. It is thus critical that we maintain a strong balance sheet The 90-day non-performing loan ratio and for this reason, we have reached 3.1%, up 10 basis points in relation increased our level of provisioning.” to the first quarter 2019. This increase reflects a change in the credit portfolio mix. Candido Bracher From January to March 2020, commissions, CEO of Itaú Unibanco 2 fees and result from insurance increased 8.2% year-on-year, boosted by investment banking, brokerage services and asset management.

Non-interest expenses were R$ 12.1 billion in the first quarter 2020, a reduction of 0.8% “The provisions set aside by Itaú in relation to the same quarter in 2019, due Unibanco in the first quarter of the to lower personnel and administrative year reflect a significant worsening expenses, as well as reflecting our strategic of the economic scenario for Brazil management of costs. The efficiency ratio and the world with the onset of the improved 270 bps over the preceding 12 covid-19 outbreak. It is the bank’s months, reflecting increased productivity tradition to be cautious at times through constant investments in such as these that we are technology. experiencing today. Given the uncertainty as to the effective Support for the clients – In its ongoing impact on the health of the journey to support clients and to offset the economy, we have decided to effects of the crisis on their respective suspend forecasts for fiscal year businesses, since the measure was 2020.” announced until April 28, Itaú Unibanco had Milton Maluhy renegotiated approximately 850 thousand Executive Vice President CFO and CRO of loan contracts for Individuals and SMEs. On April 22, the bank also announced the Financial Health Plan, which is a comprehensive package of financial solutions for individuals account holders and small and medium companies aimed at providing a breathing space for clients at this time and adopting a more structural approach to debt, then ensuring sustainable conditions over time, by adjusting grace periods, terms, interest rates and guarantees. It is expected that this new package of solutions will benefit up to 20 million personal account holders and more than a million small and medium corporate customers of the bank. Similarly, the bank is providing emergency credit for financing, for up to two months, the payrolls of small and medium companies with sales between R$ 360 thousand and R$10 million. Another key initiative was the partnership between Rede and iFood to anticipate up to R$ 2.5 billion to bars and restaurants with more than a month on the platform and recording sales since March 1. The development of the digital experience was also a highlight during March, and in line with the bank’s recommendation that clients opt for effecting transactions through the institution’s digital channels. With approximately 97% of all transfers being executed via digital channels, Itaú Unibanco’s app has reached more 14 million users. Support for society – In its support for society, Itaú Unibanco has announced the donation of R$ 1.25 billion – an amount never previously donated by a private sector institution -, to be allocated to several projects. With funding through a donation of R$ 1 billion, the main initiative is the creation of “Todos pela Saúde” (All for Health) the responsibility for which will be a team spearheaded by seven renowned specialists in the medical field. Support for the employees - These initiatives are in addition to others that the bank has already adopted since the middle of March, such as working from home in areas where remote working is possible, the replacement of onsite meetings by video conferencing and granting leave to expectant mothers, the over 60s and employees in Non-interest expenses were R$ 12.1 billion in the first quarter 2020, a reduction of 0.8% “The provisions set aside by Itaú in relation to the same quarter in 2019, due Unibanco in the first quarter of the to lower personnel and administrative year reflect a significant worsening expenses, as well as reflecting our strategic of the economic scenario for Brazil management of costs. The efficiency ratio and the world with the onset of the improved 270 bps over the preceding 12 covid-19 outbreak. It is the bank’s months, reflecting increased productivity tradition to be cautious at times through constant investments in such as these that we are technology. experiencing today. Given the uncertainty as to the effective Support for the clients – In its ongoing impact on the health of the journey to support clients and to offset the economy, we have decided to effects of the crisis on their respective suspend forecasts for fiscal year businesses, since the measure was 2020.” announced until April 28, Itaú Unibanco had Milton Maluhy renegotiated approximately 850 thousand Executive Vice President CFO and CRO of loan contracts for Individuals and SMEs. On April 22, the bank also announced the Financial Health Plan, which is a comprehensive package of financial solutions for individuals account holders and small and medium companies aimed at providing a breathing space for clients at this time and adopting a more structural approach to debt, then ensuring sustainable conditions over time, by adjusting grace periods, terms, interest rates and guarantees. It is expected that this new package of solutions will benefit up to 20 million personal account holders and more than a million small and medium corporate customers of the bank. Similarly, the bank is providing emergency credit for financing, for up to two months, the payrolls of small and medium companies with sales between R$ 360 thousand and R$10 million. Another key initiative was the partnership between Rede and iFood to anticipate up to R$ 2.5 billion to bars and restaurants with more than a month on the platform and recording sales since March 1. The development of the digital experience was also a highlight during March, and in line with the bank’s recommendation that clients opt for effecting transactions through the institution’s digital channels. With approximately 97% of all transfers being executed via digital channels, Itaú Unibanco’s app has reached more 14 million users. Support for society – In its support for society, Itaú Unibanco has announced the donation of R$ 1.25 billion – an amount never previously donated by a private sector institution -, to be allocated to several projects. With funding through a donation of R$ 1 billion, the main initiative is the creation of “Todos pela Saúde” (All for Health) the responsibility for which will be a team spearheaded by seven renowned specialists in the medical field. Support for the employees - These initiatives are in addition to others that the bank has already adopted since the middle of March, such as working from home in areas where remote working is possible, the replacement of onsite meetings by video conferencing and granting leave to expectant mothers, the over 60s and employees in

risk groups. At branch level and in other areas in which activities cannot be executed remotely, initiatives were adopted to protect clients and employees. 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 provided and corporate securities. (2) Result with Insurance includes revenues from insurance, pension plan and premium bonds net of claims and selling expenses. Corporate Communication – Itaú Unibanco (11) 5019-8880/8881 imprensa@itau-unibanco.com.br risk groups. At branch level and in other areas in which activities cannot be executed remotely, initiatives were adopted to protect clients and employees. 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 provided and corporate securities. (2) Result with Insurance includes revenues from insurance, pension plan and premium 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 1Q20 Earnings review Candido Botelho Bracher President and CEO Milton Maluhy Filho Executive Vice-President, CFO and CRO Alexsandro Broedel Executive Director, Group Head of Finance and Investor Relations Renato Lulia Jacob Head of Investor Relations and Market Intelligence 1 Itaú Unibanco Holding S.A.Conference call 1Q20 Earnings review Candido Botelho Bracher President and CEO Milton Maluhy Filho Executive Vice-President, CFO and CRO Alexsandro Broedel Executive Director, Group Head of Finance and Investor Relations Renato Lulia Jacob Head of Investor Relations and Market Intelligence 1 Itaú Unibanco Holding S.A.

Highlights Our response to the Covid-19 crisis We are committed to maintaining We are working on Our role in this crisis job security digital channels must be proportional to with the suspension of terminations availability at historical high and our relevance in society. without cause for an indeterminate doubled account openings through period of time. our app in the last weeks. We are the largest bank in Latin America. We are a key part of the We intensified internal and external fight against Covid-19 and its We advanced the payment of the th social and economic effects. communication 13 salary achieving record satisfaction levels in April, to all our employees. We have been tirelessly seeking solutions (e-NPS:92)¹. to help society get through this. We are focusing our efforts in making sure we can keep operating normally under We donated We managed to deploy exceptional circumstances whilst ~R$1.3 bn searching for the best solutions to 95% of our employees support our clients. All at the same time, from central administration, for the creation of we take care of our most important asset: call centers and digital branches Todos pela Saúde our employees. to work from home remotely. and other initiatives to fight the crisis. (1) Research carried out between the 7th to the 23rd of April. 2Highlights Our response to the Covid-19 crisis We are committed to maintaining We are working on Our role in this crisis job security digital channels must be proportional to with the suspension of terminations availability at historical high and our relevance in society. without cause for an indeterminate doubled account openings through period of time. our app in the last weeks. We are the largest bank in Latin America. We are a key part of the We intensified internal and external fight against Covid-19 and its We advanced the payment of the th social and economic effects. communication 13 salary achieving record satisfaction levels in April, to all our employees. We have been tirelessly seeking solutions (e-NPS:92)¹. to help society get through this. We are focusing our efforts in making sure we can keep operating normally under We donated We managed to deploy exceptional circumstances whilst ~R$1.3 bn searching for the best solutions to 95% of our employees support our clients. All at the same time, from central administration, for the creation of we take care of our most important asset: call centers and digital branches Todos pela Saúde our employees. to work from home remotely. and other initiatives to fight the crisis. (1) Research carried out between the 7th to the 23rd of April. 2

Support for clients during the crisis Retail Financial Health Plan, a comprehensive financial solution package to help our clients New conditions for Other initiatives contracting or refinancing for individuals for companies non-overdue contracts Extension and exemptions: emergency credit line for small and ~850 thousand middle market companies payroll contracts already renegotiated current account and credit card fees BNDES working capital for small and middle for individuals: personal loans, overdraft, mortgage, market companies Itaucard credit cards and vehicle financing for companies: working capital, vehicle and benefit programs machinery financing additional POS free of charge (for 60 days) while maintaining better rates special conditions to extension of exemptions and discount New conditions healthcare professionals, on maintenance in current account fees current accounts and credit individuals companies cards, in addition to discount grace period up to 120 days up to 180 days partnership for early transfer of receivables on home insurance to bars and restaurants term up to 6 years up to 5 years 3Support for clients during the crisis Retail Financial Health Plan, a comprehensive financial solution package to help our clients New conditions for Other initiatives contracting or refinancing for individuals for companies non-overdue contracts Extension and exemptions: emergency credit line for small and ~850 thousand middle market companies payroll contracts already renegotiated current account and credit card fees BNDES working capital for small and middle for individuals: personal loans, overdraft, mortgage, market companies Itaucard credit cards and vehicle financing for companies: working capital, vehicle and benefit programs machinery financing additional POS free of charge (for 60 days) while maintaining better rates special conditions to extension of exemptions and discount New conditions healthcare professionals, on maintenance in current account fees current accounts and credit individuals companies cards, in addition to discount grace period up to 120 days up to 180 days partnership for early transfer of receivables on home insurance to bars and restaurants term up to 6 years up to 5 years 3

Support for clients during the crisis Wholesale BBA Credit and liquidity initiatives to support our clients Asset Management Investment Banking Wealth Management Services Up to 90 days Postponing of grace period for installment maturities of loans that expire credits in the middle market in the coming months Latin America Commercial policies and initiatives are aligned with 2x increase Disbursement of ~R$2 billion those that are being practiced in credit extensions to for the acquisition of financial assets in Brazil, taking into account local particularities. corporate clients from institutional clients Podcasts Vision of leaders Daily lives on ~2,2 million views with external managers daily lives with the Intense social media ~8,5 thousand comments communication discussing the scenario leaders of the most with experts from with our clients and its impacts on important sectors in the bank and ~30,1 thousand new followers investment funds. the economy. portfolio managers 4Support for clients during the crisis Wholesale BBA Credit and liquidity initiatives to support our clients Asset Management Investment Banking Wealth Management Services Up to 90 days Postponing of grace period for installment maturities of loans that expire credits in the middle market in the coming months Latin America Commercial policies and initiatives are aligned with 2x increase Disbursement of ~R$2 billion those that are being practiced in credit extensions to for the acquisition of financial assets in Brazil, taking into account local particularities. corporate clients from institutional clients Podcasts Vision of leaders Daily lives on ~2,2 million views with external managers daily lives with the Intense social media ~8,5 thousand comments communication discussing the scenario leaders of the most with experts from with our clients and its impacts on important sectors in the bank and ~30,1 thousand new followers investment funds. the economy. portfolio managers 4

Financial Highlights 5Financial Highlights 5

Financial Highlights 1Q20 In R$ billions Credit Portfolio R$769.2 bn 7.3 Recurring 7.2 7.0 6.9 769.2 net income 3.9 706.7 689.0 659.7 647.1 R$3.9 bn Mar-19 Jun-19 Sep-19 Dec-19 Mar-20 1Q19 2Q19 3Q19 4Q19 1Q20 Non-interest 23.7% 23.6% 23.5% 23.5% Expenses Recurring ROE R$12.1 bn 12.8% 12.8 % 13.0 12.8 13.5% 12.7 12.1 12.1 13.0% Recurring ROE (%) 12.5% 12.5% 12.5% Average Cost of Capital (%) 1Q19 2Q19 3Q19 4Q19 1Q20 1Q19 2Q19 3Q19 4Q19 1Q20 Espaço reservado para rodapé 6Financial Highlights 1Q20 In R$ billions Credit Portfolio R$769.2 bn 7.3 Recurring 7.2 7.0 6.9 769.2 net income 3.9 706.7 689.0 659.7 647.1 R$3.9 bn Mar-19 Jun-19 Sep-19 Dec-19 Mar-20 1Q19 2Q19 3Q19 4Q19 1Q20 Non-interest 23.7% 23.6% 23.5% 23.5% Expenses Recurring ROE R$12.1 bn 12.8% 12.8 % 13.0 12.8 13.5% 12.7 12.1 12.1 13.0% Recurring ROE (%) 12.5% 12.5% 12.5% Average Cost of Capital (%) 1Q19 2Q19 3Q19 4Q19 1Q20 1Q19 2Q19 3Q19 4Q19 1Q20 Espaço reservado para rodapé 6

Credit portfolio 1Q20 In R$ billions Mar-20 Mar-19 Dec-19 Credit origination¹ 1Q20 vs. 1Q19 Individuals 238.1 215.6 10.4% 239.8 -0.7% Credit card loans 83.8 76.4 9.7% 90.9 -7.8% Individuals + 9% Personal loans 37.4 31.1 20.0% 34.6 8.1% Very Small, Small and Middle Market + 22% Payroll loans 50.3 48.6 3.4% 49.4 1.8% Corporate + 72% Vehicle loans 19.4 16.6 17.3% 19.0 2.3% Total Brazil ² + 36% Mortgage Loans 47.2 42.9 10.0% 45.9 2.6% Private securities issuance³ - 26% Very Small, Small and Middle Market Loans 104.5 79.2 31.9% 95.3 9.7% Individuals + SME’s Loans 342.6 294.8 16.2% 335.0 2.2% Corporate loans 231.1 185.6 24.5% 205.4 12.5% Credit balance and deposits 4 Credit operations 171.9 147.5 16.5% 148.4 15.8% Credit portfolio Deposits and other funding 900.2 Corporate Securities 59.2 38.0 55.7% 56.9 4.0% Total Brazil 573.7 480.4 19.4% 540.4 6.2% 760.3 736.7 699.5 691.4 Latin America 195.6 166.7 17.3% 166.3 17.6% 769.2 706.7 Total with Financial Guarantees and Corporate Securities 769.2 647.1 18.9% 689.0 706.7 8.9% 659.7 647.1 769.2 Total (ex-foreign exchange rate variation) 681.8 12.8% 749.3 2.7% Mar-19 Jun-19 Sep-19 Dec-19 Mar-20 Note: (1) Does not consider origination of credit card. overdraft. debt renegotiation and other revolving credits. 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) Other funding: includes funds from real estate, mortgage, financial, credit and similar Notes, onlending and borrowings 7 and securities obligations abroad.Credit portfolio 1Q20 In R$ billions Mar-20 Mar-19 Dec-19 Credit origination¹ 1Q20 vs. 1Q19 Individuals 238.1 215.6 10.4% 239.8 -0.7% Credit card loans 83.8 76.4 9.7% 90.9 -7.8% Individuals + 9% Personal loans 37.4 31.1 20.0% 34.6 8.1% Very Small, Small and Middle Market + 22% Payroll loans 50.3 48.6 3.4% 49.4 1.8% Corporate + 72% Vehicle loans 19.4 16.6 17.3% 19.0 2.3% Total Brazil ² + 36% Mortgage Loans 47.2 42.9 10.0% 45.9 2.6% Private securities issuance³ - 26% Very Small, Small and Middle Market Loans 104.5 79.2 31.9% 95.3 9.7% Individuals + SME’s Loans 342.6 294.8 16.2% 335.0 2.2% Corporate loans 231.1 185.6 24.5% 205.4 12.5% Credit balance and deposits 4 Credit operations 171.9 147.5 16.5% 148.4 15.8% Credit portfolio Deposits and other funding 900.2 Corporate Securities 59.2 38.0 55.7% 56.9 4.0% Total Brazil 573.7 480.4 19.4% 540.4 6.2% 760.3 736.7 699.5 691.4 Latin America 195.6 166.7 17.3% 166.3 17.6% 769.2 706.7 Total with Financial Guarantees and Corporate Securities 769.2 647.1 18.9% 689.0 706.7 8.9% 659.7 647.1 769.2 Total (ex-foreign exchange rate variation) 681.8 12.8% 749.3 2.7% Mar-19 Jun-19 Sep-19 Dec-19 Mar-20 Note: (1) Does not consider origination of credit card. overdraft. debt renegotiation and other revolving credits. 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) Other funding: includes funds from real estate, mortgage, financial, credit and similar Notes, onlending and borrowings 7 and securities obligations abroad.

Credit portfolio profile 1Q20 1Q20 Credit¹ portfolio by segment Industry concentration Credit concentration among the in relation to total credit² portfolio largest debtors at a stable level risk (R$ billions) Vehicle financing (individuals) 2.5 % risk/ credit² (%) Personal loans 4.9 % Highest 3.7% concentration Mortgages (individuals) 6.1 % 1.0% 7.0 bn in the credit Largest debtor Real Estate Payroll loans 6.5 % portfolio 34.9 bn 4.9% 10 largest debtors Credit cards 10.9 % Very small, small and middle market 51.3 bn 7.2% 13.6 % 20 largest debtors Most Latin America 25.4 % exposed 82.5 bn 1.3% 11.6% 50 largest debtors sectors to Corporate loans 30.0 % Oil and gas 16.0% 113.7 bn 100 largest debtors the impacts The representativeness of the Latin America portfolio, considering our participation in the Latin American of current subsidiaries, is 12.9%. crisis 0.9% Leisure and Currency exposure of the credit portfolio tourism All credit exposures are naturally hedged by funding in the same currency. 0.2% 63% 16% 14% 4% 2% 1% 1% Airlines Real Chilean U.S Colombian Uruguayan Argentine Paraguayan (BRL) peso dollar guarani peso peso peso 1) includes credit, financial guarantees and private securities, (2) includes credit and financial guarantees. 8Credit portfolio profile 1Q20 1Q20 Credit¹ portfolio by segment Industry concentration Credit concentration among the in relation to total credit² portfolio largest debtors at a stable level risk (R$ billions) Vehicle financing (individuals) 2.5 % risk/ credit² (%) Personal loans 4.9 % Highest 3.7% concentration Mortgages (individuals) 6.1 % 1.0% 7.0 bn in the credit Largest debtor Real Estate Payroll loans 6.5 % portfolio 34.9 bn 4.9% 10 largest debtors Credit cards 10.9 % Very small, small and middle market 51.3 bn 7.2% 13.6 % 20 largest debtors Most Latin America 25.4 % exposed 82.5 bn 1.3% 11.6% 50 largest debtors sectors to Corporate loans 30.0 % Oil and gas 16.0% 113.7 bn 100 largest debtors the impacts The representativeness of the Latin America portfolio, considering our participation in the Latin American of current subsidiaries, is 12.9%. crisis 0.9% Leisure and Currency exposure of the credit portfolio tourism All credit exposures are naturally hedged by funding in the same currency. 0.2% 63% 16% 14% 4% 2% 1% 1% Airlines Real Chilean U.S Colombian Uruguayan Argentine Paraguayan (BRL) peso dollar guarani peso peso peso 1) includes credit, financial guarantees and private securities, (2) includes credit and financial guarantees. 8

Expected loss provisioning model 1Q20 In effect since 2010 Allocation of total provisions and in continuous In R$ billions evolution Our expected loss provisioning Mar-20 vs. Mar-19 model determines the level of Total + 37.6% 47.1 provisions to be made, taking 39.7 into account: Expected loss 34.2 22.6 Potential loss + 73.4% current and prospective Related to expected loss in retail segment 17.4 R$9.6 bn and potential loss in the wholesale segment macroeconomic scenario 13.1 financial conditions Aggravated risk ratings + 15.6% continuous monitoring of customer 11.5 Related to aggravated risk rating of overdue 10.8 R$1.6 bn behavior and internal and external 9.9 and renegotiated operations indicators Overdue operations + 15.5% 13.0 portfolio composition 11.5 11.2 Related to minimum provision required due to client segmentation and R$1.7 bn overdue operations mix of contracted products Dec-19 Mar-19 Mar-20 9Expected loss provisioning model 1Q20 In effect since 2010 Allocation of total provisions and in continuous In R$ billions evolution Our expected loss provisioning Mar-20 vs. Mar-19 model determines the level of Total + 37.6% 47.1 provisions to be made, taking 39.7 into account: Expected loss 34.2 22.6 Potential loss + 73.4% current and prospective Related to expected loss in retail segment 17.4 R$9.6 bn and potential loss in the wholesale segment macroeconomic scenario 13.1 financial conditions Aggravated risk ratings + 15.6% continuous monitoring of customer 11.5 Related to aggravated risk rating of overdue 10.8 R$1.6 bn behavior and internal and external 9.9 and renegotiated operations indicators Overdue operations + 15.5% 13.0 portfolio composition 11.5 11.2 Related to minimum provision required due to client segmentation and R$1.7 bn overdue operations mix of contracted products Dec-19 Mar-19 Mar-20 9

Cost of credit 1Q20 5.5% Cost of credit 4.4% 4.2% 4.1% 3.7% 3.6% 3.3% 3.1% 3.0% 3.0% 3.0% 2.9% 2.9% 2.7% Cost of credit 2.7% 2.5% 2.5% 2.4% 2.4% (in R$ billions) 2.1% 2.1% 10.1 Cost of credit in relation to the portfolio 7.2 6.4 6.3 5.8 5.6 5.3 5.1 5.1 (annualized %) 4.8 4.8 4.5 4.5 4.3 4.0 4.0 3.8 3.8 3.6 3.4 3.3 1Q15 2Q15 3Q15 4Q15 1Q16 2Q16 3Q16 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 248% 246% Coverage ratio (90 days NPL - %) 245% 243% 239% 236% 235% 231% 229% 222% 221% 215% 212% 210% 208% 208% 208% 206% Total coverage 204% 199% 187% Total coverage (expanded) 104% 104% 102% 104% 104% 101% 102% 100% 100% 100% 95% 97% 96% 95% 97% 92% 90% 90% 88% 87% 86% 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 Dec-19 Mar-20 10Cost of credit 1Q20 5.5% Cost of credit 4.4% 4.2% 4.1% 3.7% 3.6% 3.3% 3.1% 3.0% 3.0% 3.0% 2.9% 2.9% 2.7% Cost of credit 2.7% 2.5% 2.5% 2.4% 2.4% (in R$ billions) 2.1% 2.1% 10.1 Cost of credit in relation to the portfolio 7.2 6.4 6.3 5.8 5.6 5.3 5.1 5.1 (annualized %) 4.8 4.8 4.5 4.5 4.3 4.0 4.0 3.8 3.8 3.6 3.4 3.3 1Q15 2Q15 3Q15 4Q15 1Q16 2Q16 3Q16 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 248% 246% Coverage ratio (90 days NPL - %) 245% 243% 239% 236% 235% 231% 229% 222% 221% 215% 212% 210% 208% 208% 208% 206% Total coverage 204% 199% 187% Total coverage (expanded) 104% 104% 102% 104% 104% 101% 102% 100% 100% 100% 95% 97% 96% 95% 97% 92% 90% 90% 88% 87% 86% 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 Dec-19 Mar-20 10

Credit quality 1Q20 6.7% 6.9% 6.7% 6.8% 6.8% 6.8% 6.6% 6.6% 6.5% 6.4% 6.1% 6.1% 5.9% 5.7% 5.7% 5.6% 5.6% 5.4% 5.4% 4.9% 4.8% 3.9% 3.6% 3.5% 3.4% 3.4% 3.2% 3.2% 3.2% 3.1% 3.1% 3.1% 3.0% 3.0% 3.0% 3.0% 2.9% 2.9% 2.9% 2.9% 2.8% 2.8% 47.1 39.7 39.1 38.2 38.5 37.4 37.6 37.4 37.3 36.6 36.7 36.2 36.0 36.1 35.5 34.3 34.2 34.5 33.1 30.0 29.8 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 Dec-19 Mar-20 Allowance for Loan Losses / Credit Portfolio Allowance for Loan Losses (R$ billions) 90 days NPL (%) 11Credit quality 1Q20 6.7% 6.9% 6.7% 6.8% 6.8% 6.8% 6.6% 6.6% 6.5% 6.4% 6.1% 6.1% 5.9% 5.7% 5.7% 5.6% 5.6% 5.4% 5.4% 4.9% 4.8% 3.9% 3.6% 3.5% 3.4% 3.4% 3.2% 3.2% 3.2% 3.1% 3.1% 3.1% 3.0% 3.0% 3.0% 3.0% 2.9% 2.9% 2.9% 2.9% 2.8% 2.8% 47.1 39.7 39.1 38.2 38.5 37.4 37.6 37.4 37.3 36.6 36.7 36.2 36.0 36.1 35.5 34.3 34.2 34.5 33.1 30.0 29.8 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 Dec-19 Mar-20 Allowance for Loan Losses / Credit Portfolio Allowance for Loan Losses (R$ billions) 90 days NPL (%) 11

Financial margin with clients 1Q20 Annualized average rate % - Consolidated Annualized average rate % - Brazil 10.0% 10.0% 10.0% 10.0% 12.2% 9.9% 9.9% 12.1% 12.1% 12.2% 12.2% 9.8% 12.0% 9.8% 11.9% 11.8% 9.2% 11.1% 9.6% 9.5% 7.7% 9.2% 7.6% 7.6% 7.6% 9.2% 9.2% 7.5% 9.0% 9.0% 7.4% 7.4% 8.4% 6.7% 4.1% 3.7% 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 Financial Margin with Clients Risk-adjusted Financial Margin with Clients Change in financial margin with clients R$ billion R$0.8 bn 18.1 17.0 16.6 15.8 0.2 1.3 (1.6) (0.1) (0.0) (0.6) (0.1) (0.1) 2 3 5 4Q19 4Q19 4Q19 Product Mix Asset Spreads Regulatory Average Asset Fewer Other 1Q20 1Q20 1Q20 1 4 1 Working Capital Spread-Sensitive Change in Portfolio and calendar days Spread-Sensitive Working Capital and Other Operations Overdraft Liabilities Margin Operations and Other (1) Includes capital allocated to business areas (except treasury), and the corporation working capital. (2) Change in the composition of assets with credit risk between periods in Brazil; (3) Spreads variation of assets with credit risk between periods in Brazil; (4) Considers credit and private securities portfolio net of overdue balance over 60 days in Brazil; (5) Includes Latin America (ex-Brazil) spread-sensitive operations and structured operations from the wholesale segment. 12Financial margin with clients 1Q20 Annualized average rate % - Consolidated Annualized average rate % - Brazil 10.0% 10.0% 10.0% 10.0% 12.2% 9.9% 9.9% 12.1% 12.1% 12.2% 12.2% 9.8% 12.0% 9.8% 11.9% 11.8% 9.2% 11.1% 9.6% 9.5% 7.7% 9.2% 7.6% 7.6% 7.6% 9.2% 9.2% 7.5% 9.0% 9.0% 7.4% 7.4% 8.4% 6.7% 4.1% 3.7% 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 Financial Margin with Clients Risk-adjusted Financial Margin with Clients Change in financial margin with clients R$ billion R$0.8 bn 18.1 17.0 16.6 15.8 0.2 1.3 (1.6) (0.1) (0.0) (0.6) (0.1) (0.1) 2 3 5 4Q19 4Q19 4Q19 Product Mix Asset Spreads Regulatory Average Asset Fewer Other 1Q20 1Q20 1Q20 1 4 1 Working Capital Spread-Sensitive Change in Portfolio and calendar days Spread-Sensitive Working Capital and Other Operations Overdraft Liabilities Margin Operations and Other (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) Spreads variation of assets with credit risk between periods in Brazil; (4) Considers credit and private securities portfolio net of overdue balance over 60 days in Brazil; (5) Includes Latin America (ex-Brazil) spread-sensitive operations and structured operations from the wholesale segment. 12

Financial margin with the market 1Q20 In R$ billions 1.5 1.5 1.4 1.4 1.4 1.4 1.3 1.3 1.2 1.7 1.6 1.5 1.3 1.3 1.3 1.2 1.1 1.3 1.1 0.8 1.0 0.7 0.9 0.5 0.9 1.0 0.2 0.4 0.1 0.6 0.5 0.5 0.5 0.4 0.4 0.3 0.3 0.3 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 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 13Financial margin with the market 1Q20 In R$ billions 1.5 1.5 1.4 1.4 1.4 1.4 1.3 1.3 1.2 1.7 1.6 1.5 1.3 1.3 1.3 1.2 1.1 1.3 1.1 0.8 1.0 0.7 0.9 0.5 0.9 1.0 0.2 0.4 0.1 0.6 0.5 0.5 0.5 0.4 0.4 0.3 0.3 0.3 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 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 13

Commissions, fees and result from insurance operations 1Q20 In R$ billions Investment banking league tables 1Q20 4Q19 1Q19 From January 201 9 to March 2020. Credit and debit cards 3.0 3.4 3.3 -7.8% -10.2% Position 3 st Card issuance 2.3 2.2 5.2% 2.5 -7.1% M&A (Brazil) 1 3 st M&A (LatAm) 1 Acquiring 0.7 1.1 -33.4% 0.9 -18.9% 3 st ECM (Brazil) 1 Current account services 2.0 2.0 1.8 6.2% -1.0% 3 st ECM (LatAm) 1 Asset management¹ 1.5 1.1 40.2% 1.8 -15.0% 4 st Local DCM 1 Advisory services and brokerage 0.9 0.4 148.1% 1.1 -18.9% Credit operations and guarantees provided 0.6 0.6 0.6 4.0% 1.2% Cards transaction volumes Collection Services 0.5 0.5 -1.0% 0.5 -5.4% In R$ millions Other 0.3 0.3 19.3% 0.3 14.3% Latin America (ex-Brazil) 0.7 0.7 -2.0% 0.7 -2.3% 130 8.3% 120 Issuance Commissions and fees 9,5 10,4 8,6 10,4% -8,1% 1Q19 1Q20 Result from insurance operations 1,0 1,0 0,9 6,2% -1,1% Result from pension plan and capitalization 0,6 0,7 0,7 -16,9% -20,5% 122 7.8% 113 2 Result from insurance operations 1,6 1,7 1,6 -3,4% -9,0% Acquiring Services 1Q19 1Q20 Commissions, fees and result from insurance 11.1 10.2 8.2% 12.1 -8.2% (1) Includes fund management fees and consórcio 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) Source Dealogic; 14 (4) ANBIMA (Brazilian Financial and Capital Markets Association).Commissions, fees and result from insurance operations 1Q20 In R$ billions Investment banking league tables 1Q20 4Q19 1Q19 From January 201 9 to March 2020. Credit and debit cards 3.0 3.4 3.3 -7.8% -10.2% Position 3 st Card issuance 2.3 2.2 5.2% 2.5 -7.1% M&A (Brazil) 1 3 st M&A (LatAm) 1 Acquiring 0.7 1.1 -33.4% 0.9 -18.9% 3 st ECM (Brazil) 1 Current account services 2.0 2.0 1.8 6.2% -1.0% 3 st ECM (LatAm) 1 Asset management¹ 1.5 1.1 40.2% 1.8 -15.0% 4 st Local DCM 1 Advisory services and brokerage 0.9 0.4 148.1% 1.1 -18.9% Credit operations and guarantees provided 0.6 0.6 0.6 4.0% 1.2% Cards transaction volumes Collection Services 0.5 0.5 -1.0% 0.5 -5.4% In R$ millions Other 0.3 0.3 19.3% 0.3 14.3% Latin America (ex-Brazil) 0.7 0.7 -2.0% 0.7 -2.3% 130 8.3% 120 Issuance Commissions and fees 9,5 10,4 8,6 10,4% -8,1% 1Q19 1Q20 Result from insurance operations 1,0 1,0 0,9 6,2% -1,1% Result from pension plan and capitalization 0,6 0,7 0,7 -16,9% -20,5% 122 7.8% 113 2 Result from insurance operations 1,6 1,7 1,6 -3,4% -9,0% Acquiring Services 1Q19 1Q20 Commissions, fees and result from insurance 11.1 10.2 8.2% 12.1 -8.2% (1) Includes fund management fees and consórcio 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) Source Dealogic; 14 (4) ANBIMA (Brazilian Financial and Capital Markets Association).

Non-interest expenses 1Q20 In R$ billions Key principles of our Strategic Cost Management 1Q20 4Q19 1Q19 weekly reported to the Executive Committee Personnel Expenses (5.2) (5.7) (5.3) -2.3% -8.5% Administrative Expenses (4.0) Automation and digitalization (4.1) -2.1% (4.3) -5.5% 1 Other (1.3) (1.4) (1.2) 10.9% -6.5% 2 Optimization of service channels Latin America (ex-Brazil) (1.6) (1.7) (1.6) -1.0% -8.8% Non-interest expenses (12.1) (13.0) (12.1) -0.8% -7.3% Consolidation, reorganization and redesign of operations Focus in technology Non-interest 4.6% 4.3% 3.4% 3.3% expenses 2.9% + 640 employees growing at a slower pace 4.1% hired by the technology area in the last 12 months. 3.3% than inflation Zup acquisition 1.7% 1.2% 800 employees Non-interest expenses growth year over year + development capacity -0.8% Inflation (12-month IPCA) We have increased our capacity in technology 1Q19 2Q19 3Q19 4Q19 1Q20 in 54% between 2016 and 2019. (1) Includes operating expenses and other tax expenses (Includes IPTU, IPVA, IOF and others. Does not include PIS, Cofins and ISS); (2) Does not consider overhead allocation. 15Non-interest expenses 1Q20 In R$ billions Key principles of our Strategic Cost Management 1Q20 4Q19 1Q19 weekly reported to the Executive Committee Personnel Expenses (5.2) (5.7) (5.3) -2.3% -8.5% Administrative Expenses (4.0) Automation and digitalization (4.1) -2.1% (4.3) -5.5% 1 Other (1.3) (1.4) (1.2) 10.9% -6.5% 2 Optimization of service channels Latin America (ex-Brazil) (1.6) (1.7) (1.6) -1.0% -8.8% Non-interest expenses (12.1) (13.0) (12.1) -0.8% -7.3% Consolidation, reorganization and redesign of operations Focus in technology Non-interest 4.6% 4.3% 3.4% 3.3% expenses 2.9% + 640 employees growing at a slower pace 4.1% hired by the technology area in the last 12 months. 3.3% than inflation Zup acquisition 1.7% 1.2% 800 employees Non-interest expenses growth year over year + development capacity -0.8% Inflation (12-month IPCA) We have increased our capacity in technology 1Q19 2Q19 3Q19 4Q19 1Q20 in 54% between 2016 and 2019. (1) Includes operating expenses and other tax expenses (Includes IPTU, IPVA, IOF and others. Does not include PIS, Cofins and ISS); (2) Does not consider overhead allocation. 15

Capital 1Q20 March 2020 14.4% 1.3% 12.0% 1.7% 13.2% 10.3% Dec-19 Additional Net income Securities Tax credit RWA Foreign Additional Mar-20 Tier I Capital dividends and dividends mark to exchange Tier I Tier I Capital 1 and interest market variation in the Capital on capital - AT1 2019 (1 ) Additional Tier 1 issued in February 2020. 16Capital 1Q20 March 2020 14.4% 1.3% 12.0% 1.7% 13.2% 10.3% Dec-19 Additional Net income Securities Tax credit RWA Foreign Additional Mar-20 Tier I Capital dividends and dividends mark to exchange Tier I Tier I Capital 1 and interest market variation in the Capital on capital - AT1 2019 (1 ) Additional Tier 1 issued in February 2020. 16

Macroeconomic outlook 2020 rd Different scenarios of Brazilian GDP recovery in the 3 quarter 25% 50% 75% 100% -3.9% 05/08 -8.9% -3.3% -2.6% -1.9% Projected Brazil’s -4.1% 05/15 -3.5% -9.6% -2.8% -2.1% GDP -4.4% 05/22 -3.8% -10.3% -3.1% -2.4% st 1 half of 2020 -4.6% 05/29 -4.0% -11.0% -3.3% -2.6% -4.9% 06/05 -4.3% -11.7% -3.6% -2.9% 06/12 -5.1% -4.5% -12.4% -3.8% -3.1% 06/30 -5.7% -5.1% -13.1% -4.4% -3.7% 07/31* -6.9% -6.3% -13.1% -5.6% -4.9% * If the lockdown ends only at the end of July, the contraction in the first half will be equal to June 30, since July belongs to the second semester. Besides that, for this line, percentage of recovery in 3Q reads as percentage of recovery in the last two months of the 3Q. 17 End of the lockdownMacroeconomic outlook 2020 rd Different scenarios of Brazilian GDP recovery in the 3 quarter 25% 50% 75% 100% -3.9% 05/08 -8.9% -3.3% -2.6% -1.9% Projected Brazil’s -4.1% 05/15 -3.5% -9.6% -2.8% -2.1% GDP -4.4% 05/22 -3.8% -10.3% -3.1% -2.4% st 1 half of 2020 -4.6% 05/29 -4.0% -11.0% -3.3% -2.6% -4.9% 06/05 -4.3% -11.7% -3.6% -2.9% 06/12 -5.1% -4.5% -12.4% -3.8% -3.1% 06/30 -5.7% -5.1% -13.1% -4.4% -3.7% 07/31* -6.9% -6.3% -13.1% -5.6% -4.9% * If the lockdown ends only at the end of July, the contraction in the first half will be equal to June 30, since July belongs to the second semester. Besides that, for this line, percentage of recovery in 3Q reads as percentage of recovery in the last two months of the 3Q. 17 End of the lockdown

Perspectives 2020 The 2020 forecast Capital and liquidity should remain at appropriate levels considering our internal stress test scenarios. previously disclosed is now suspended due to the lack The main factors that will drive the credit portfolio growth in the short and medium terms will of predictability of the be the greater participation of the corporate banking portfolio, lower demand from individuals extent and depth of the and relatively high volume of renegotiations. COVID-19 crisis and its social and economic Financial margin with clients growing around to the credit portfolio growth. impacts. Commissions, fees and results from insurance will remain under pressure due to lower economic activity and absent capital markets. The cost of credit and balance of loan loss provision, according to the expected loss provisioning model, will be adjusted whenever there are substantial changes in the macroeconomic scenario and in the financial situation of the clients. We maintain our commitment to nominally reduce non-interest expenses, reflecting a diligent and strategic cost management, the investments made in technology, the impact of lower economic activity in our variable costs and the benefits of the new model of remote work and service. Note: The perspectives presented on this slide should not be taken as a formal financial performance forecast for the year 2020. 18Perspectives 2020 The 2020 forecast Capital and liquidity should remain at appropriate levels considering our internal stress test scenarios. previously disclosed is now suspended due to the lack The main factors that will drive the credit portfolio growth in the short and medium terms will of predictability of the be the greater participation of the corporate banking portfolio, lower demand from individuals extent and depth of the and relatively high volume of renegotiations. COVID-19 crisis and its social and economic Financial margin with clients growing around to the credit portfolio growth. impacts. Commissions, fees and results from insurance will remain under pressure due to lower economic activity and absent capital markets. The cost of credit and balance of loan loss provision, according to the expected loss provisioning model, will be adjusted whenever there are substantial changes in the macroeconomic scenario and in the financial situation of the clients. We maintain our commitment to nominally reduce non-interest expenses, reflecting a diligent and strategic cost management, the investments made in technology, the impact of lower economic activity in our variable costs and the benefits of the new model of remote work and service. Note: The perspectives presented on this slide should not be taken as a formal financial performance forecast for the year 2020. 18

Appendix 19Appendix 19

Results 1Q20 In R$ billions 1Q20 1Q19 4Q19 Operating revenues 29.2 28.2 3.5% 31.8 -8.3% Managerial financial margin 17.8 17.7 0.8% 19.4 -8.4% Financial margin with clients 17.0 16.4 3.8% 18.1 -6.0% Financial margin with the market 0.8 1.2 -38.9% 1.3 -41.8% Commissions and fees 9.5 8.6 10.4% 10.4 -8.1% Revenues from insurance 1.9 1.9 -1.6% 2.0 -7.4% Cost of credit (10.1) (5.8) (3.8) 165.2% 73.6% Provision from loan losses (10.4) (4.2) 147.2% (6.1) 69.2% Impairment (0.1) (0.0) 197.7% (0.2) -61.5% Discounts granted (0.3) (0.4) (0.3) -13.7% -29.8% Recovery of loans written off as losses 0.7 0.7 -10.1% 0.9 -29.4% (0.3) (0.3) Retained claims (0.3) 10.1% -0.2% Other operating expenses (13.8) (13.8) -0.6% (15.0) -8.2% (12.1) (13.0) Non-interest expenses (12.1) -0.8% -7.3% Tax expenses and other (1.7) (1.7) 0.2% (2.0) -13.5% 5.0 10.7 Income before tax and minority interests 10.3 -50.9% -53.0% Income tax and social contribution (1.0) (3.4) (3.2) -69.4% -71.2% Minority interests in subsidiaries (0.2) (0.2) -23.7% (0.0) 283.5% 3.9 6.9 -43.1% 7.3 -46.4% Recurring net income 20Results 1Q20 In R$ billions 1Q20 1Q19 4Q19 Operating revenues 29.2 28.2 3.5% 31.8 -8.3% Managerial financial margin 17.8 17.7 0.8% 19.4 -8.4% Financial margin with clients 17.0 16.4 3.8% 18.1 -6.0% Financial margin with the market 0.8 1.2 -38.9% 1.3 -41.8% Commissions and fees 9.5 8.6 10.4% 10.4 -8.1% Revenues from insurance 1.9 1.9 -1.6% 2.0 -7.4% Cost of credit (10.1) (5.8) (3.8) 165.2% 73.6% Provision from loan losses (10.4) (4.2) 147.2% (6.1) 69.2% Impairment (0.1) (0.0) 197.7% (0.2) -61.5% Discounts granted (0.3) (0.4) (0.3) -13.7% -29.8% Recovery of loans written off as losses 0.7 0.7 -10.1% 0.9 -29.4% (0.3) (0.3) Retained claims (0.3) 10.1% -0.2% Other operating expenses (13.8) (13.8) -0.6% (15.0) -8.2% (12.1) (13.0) Non-interest expenses (12.1) -0.8% -7.3% Tax expenses and other (1.7) (1.7) 0.2% (2.0) -13.5% 5.0 10.7 Income before tax and minority interests 10.3 -50.9% -53.0% Income tax and social contribution (1.0) (3.4) (3.2) -69.4% -71.2% Minority interests in subsidiaries (0.2) (0.2) -23.7% (0.0) 283.5% 3.9 6.9 -43.1% 7.3 -46.4% Recurring net income 20

15 to 90 days NPL ratio 1Q20 Consolidated % (15-90 days) 3.6% 3.3% 3.3% 3.2% 2.9% 3.0% 3.1% 2.6% 3.0% 3.1% 2.9% 2.8% 2.5% 2.3% 2.8% Brazil¹ 2.5% 3.2% 2.6% 2.5% 2.6% 3.2% 2.5% 2.4% 2.3% 3.1% 2.9% Latin America² 2.8% 2.7% 2.8% 2.7% 2.6% 2.7% 2.7% 2.5% 2.6% 2.7% 2.7% 2.4% 2.6% 2.7% 2.5% 2.4% Total 2.3% 2.3% 2.3% 2.3% 2.4% 1.5% 2.1% 2.1% 2.4% 2.3% 2.2% 1.8% 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 Dec-19 Mar-20 Brazil % (15-90 days) 4.2% 4.2% 4.2% 4.0% 3.9% 3.7% 3.6% 3.5% 3.5% 3.5% 3.5% 3.4% 3.4% 3.3% 3.2% 3.2% 3.1% 4.0% 2.9% Individuals 3.9% 3.5% 3.6% 3.5% 2.3% 2.2% 2.4% 3.3% SMEs 1.9% 1.7% 1.7% 2.7% 2.9% 1.6% 1.6% 1.6% 1.4% 2.4% Corporate 2.1% 1.9% 1.7% 1.6% 1.5% 1.5% 1.2% 1.0% 1.0% 1.0% 0.9% 0.8% 0.9% 0.7% 0.7% 0.7% 0.6% 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 Dec-19 Mar-20 Note: Total and Latin America 15 to 90 days NPL ratios prior to Jun -16 do not include CorpBanca; (1) Includes units abroad ex-Latin America; (2) Excludes Brazil. 2115 to 90 days NPL ratio 1Q20 Consolidated % (15-90 days) 3.6% 3.3% 3.3% 3.2% 2.9% 3.0% 3.1% 2.6% 3.0% 3.1% 2.9% 2.8% 2.5% 2.3% 2.8% Brazil¹ 2.5% 3.2% 2.6% 2.5% 2.6% 3.2% 2.5% 2.4% 2.3% 3.1% 2.9% Latin America² 2.8% 2.7% 2.8% 2.7% 2.6% 2.7% 2.7% 2.5% 2.6% 2.7% 2.7% 2.4% 2.6% 2.7% 2.5% 2.4% Total 2.3% 2.3% 2.3% 2.3% 2.4% 1.5% 2.1% 2.1% 2.4% 2.3% 2.2% 1.8% 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 Dec-19 Mar-20 Brazil % (15-90 days) 4.2% 4.2% 4.2% 4.0% 3.9% 3.7% 3.6% 3.5% 3.5% 3.5% 3.5% 3.4% 3.4% 3.3% 3.2% 3.2% 3.1% 4.0% 2.9% Individuals 3.9% 3.5% 3.6% 3.5% 2.3% 2.2% 2.4% 3.3% SMEs 1.9% 1.7% 1.7% 2.7% 2.9% 1.6% 1.6% 1.6% 1.4% 2.4% Corporate 2.1% 1.9% 1.7% 1.6% 1.5% 1.5% 1.2% 1.0% 1.0% 1.0% 0.9% 0.8% 0.9% 0.7% 0.7% 0.7% 0.6% 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 Dec-19 Mar-20 Note: Total and Latin America 15 to 90 days NPL ratios prior to Jun -16 do not include CorpBanca; (1) Includes units abroad ex-Latin America; (2) Excludes Brazil. 21

Business model 1Q20 st st 1 Quarter 2020 1 Quarter 2019Δ Insurance Excess Insurance Excess Insurance Excess Insurance Excess Insurance Excess Insurance Excess Consolidated Credit Trading Consolidated Credit Trading Co C n o s ns olo id lida ate ted d Cre Cr d e id t it Tr Tr aa dd in ing g Consolidated Credit Trading Consolidated Credit Trading & services capital & services capital & services capital & Services Capital & Services Capital & Services Capital Operating Revenues 16.3 0.1 12.6 0.2 14.6 0.4 1 2.8 0 .4 1.7 (0.3) (0.2) ( 0.2) 29.2 2 8.2 1 .0 Managerial Financial Margin 17.8 13.2 0.1 4.3 0.2 17.7 11.6 0.4 5.2 0 .4 0 .1 1 .6 ( 0.3) (1.0) ( 0.2) Commissions and Fees 3.0 0 .0 6.5 - 2.9 0 .0 5.7 - 0.1 (0.0) 0.8 - 9.5 8 .6 0.9 Revenues from Insurance ¹ 1.9 - - 1.9 - 1.9 - - 1.9 - (0 .0) - - ( 0.0) - Cost of Credit (10.1) - - - (3.8) - - - (6.3) - - - ( 10.1) (3.8) ( 6.3) Retained Claims (0.3) - - (0.3) - (0.3) - - (0.3) - (0.0) - - (0.0) - Non-Interested Expenses and (13.9) (6.9) (0.1) (6.9) (0.0) (14.0) (7.0) (0.1) (6.9) (0.0) 0 .1 0.0 0.1 0 .0 0.0 Other Expenses ² Recurring Net Income 0.0 (0.0) 3 .7 0.1 2.7 0.1 3.7 0.3 (2.6) (0.2) 0 .0 (0.2) 3.9 6.9 ( 3.0) Average Regulatory Capital 128.0 72.5 1.6 48.3 5.6 124.0 63.1 1.5 38.4 21.0 4.0 9.4 0.1 9.8 (15.4) Value Creation (2.2) (0.1) 2.3 (0.0) 0 .6 0.1 2.5 (0.3) (2.8) (0.2) ( 0.1) 0.3 0.1 2.9 (2.8) -16.8 p.p. -42.3 p.p. Recurring ROE 12.8% 0.2% -3.2% 31.0% 10.5% 23.6% 17.0% 39.0% 38.5% 6.6% -10.8 p.p. -7.5 p.p. 4.0 p.p. (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 22 Subsidiaries.Business model 1Q20 st st 1 Quarter 2020 1 Quarter 2019Δ Insurance Excess Insurance Excess Insurance Excess Insurance Excess Insurance Excess Insurance Excess Consolidated Credit Trading Consolidated Credit Trading Co C n o s ns olo id lida ate ted d Cre Cr d e id t it Tr Tr aa dd in ing g Consolidated Credit Trading Consolidated Credit Trading & services capital & services capital & services capital & Services Capital & Services Capital & Services Capital Operating Revenues 16.3 0.1 12.6 0.2 14.6 0.4 1 2.8 0 .4 1.7 (0.3) (0.2) ( 0.2) 29.2 2 8.2 1 .0 Managerial Financial Margin 17.8 13.2 0.1 4.3 0.2 17.7 11.6 0.4 5.2 0 .4 0 .1 1 .6 ( 0.3) (1.0) ( 0.2) Commissions and Fees 3.0 0 .0 6.5 - 2.9 0 .0 5.7 - 0.1 (0.0) 0.8 - 9.5 8 .6 0.9 Revenues from Insurance ¹ 1.9 - - 1.9 - 1.9 - - 1.9 - (0 .0) - - ( 0.0) - Cost of Credit (10.1) - - - (3.8) - - - (6.3) - - - ( 10.1) (3.8) ( 6.3) Retained Claims (0.3) - - (0.3) - (0.3) - - (0.3) - (0.0) - - (0.0) - Non-Interested Expenses and (13.9) (6.9) (0.1) (6.9) (0.0) (14.0) (7.0) (0.1) (6.9) (0.0) 0 .1 0.0 0.1 0 .0 0.0 Other Expenses ² Recurring Net Income 0.0 (0.0) 3 .7 0.1 2.7 0.1 3.7 0.3 (2.6) (0.2) 0 .0 (0.2) 3.9 6.9 ( 3.0) Average Regulatory Capital 128.0 72.5 1.6 48.3 5.6 124.0 63.1 1.5 38.4 21.0 4.0 9.4 0.1 9.8 (15.4) Value Creation (2.2) (0.1) 2.3 (0.0) 0 .6 0.1 2.5 (0.3) (2.8) (0.2) ( 0.1) 0.3 0.1 2.9 (2.8) -16.8 p.p. -42.3 p.p. Recurring ROE 12.8% 0.2% -3.2% 31.0% 10.5% 23.6% 17.0% 39.0% 38.5% 6.6% -10.8 p.p. -7.5 p.p. 4.0 p.p. (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 22 Subsidiaries.

Digital channels 1Q20 1 Use of digital channels % of transactions through digital channels In millions 1Q20 1Q18 12.9 2 Credit 11.5 Individuals 24% 18% 10.0 2 Investments 46% 42% 1.2 1.2 1.1 Companies 2 Payments 84% 68% mar/18 mar/19 mar/20 3 Transfers 96% 91% Account openings through the Abreconta app In thousands of accounts The availability of digital channels remains high, at the highest level ever 99.8% 341 99.8% of the clients 99.0% 221 did not have any impact on the main 91 functionalities (March 2020) Mar-20 1Q18 1Q19 1Q20 mar/20 Jan-19 (1) Internet, mobile and SMS on Retail Bank; (2) Share of digital channels in the total volume (R$) of transactions in the Retail Bank segment; (3) Share of digital channels in quantity of transfers between different banks in the Retail Bank segment. 23Digital channels 1Q20 1 Use of digital channels % of transactions through digital channels In millions 1Q20 1Q18 12.9 2 Credit 11.5 Individuals 24% 18% 10.0 2 Investments 46% 42% 1.2 1.2 1.1 Companies 2 Payments 84% 68% mar/18 mar/19 mar/20 3 Transfers 96% 91% Account openings through the Abreconta app In thousands of accounts The availability of digital channels remains high, at the highest level ever 99.8% 341 99.8% of the clients 99.0% 221 did not have any impact on the main 91 functionalities (March 2020) Mar-20 1Q18 1Q19 1Q20 mar/20 Jan-19 (1) Internet, mobile and SMS on Retail Bank; (2) Share of digital channels in the total volume (R$) of transactions in the Retail Bank segment; (3) Share of digital channels in quantity of transfers between different banks in the Retail Bank segment. 23

Conference call 1Q20 Earnings review Candido Botelho Bracher President and CEO Milton Maluhy Filho Executive Vice-President, CFO and CRO Alexsandro Broedel Executive Director, Group Head of Finance and Investor Relations Renato Lulia Jacob Head of Investor Relations and Market Intelligence 24 Itaú Unibanco Holding S.A.Conference call 1Q20 Earnings review Candido Botelho Bracher President and CEO Milton Maluhy Filho Executive Vice-President, CFO and CRO Alexsandro Broedel Executive Director, Group Head of Finance and Investor Relations Renato Lulia Jacob Head of Investor Relations and Market Intelligence 24 Itaú Unibanco Holding S.A.