Itaú Unibanco S A : Institutional presentation

3Q23 institutional presentation

_with 99 years of history, we are a

full-service bank

market value¹	total assets²	recurring ROE³
US$55.1 bn	BRL2,679 bn	21.1%

most valuable4 Latin American brand

US$8.7 bn

97.5k employees

in Brazil and overseas

the best bank to work for in Brazil and

winner of LinkedIn's Diversity award

(1) In 11/01/2023; (2) On September 30th, 2023; (3) In 3Q23; (4) 2023 Brand Finance Ranking Global 500

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we are present in

18 countries

	Brazil 1	2	3	4		Colombia 1 2 3 4	Paraguay 1	2	3 4
	Argentina* 1	2	4		Mexico	1		Peru 1
	Chile 1	2	3	4		Panama	1	4	Uruguay 1	2	4
	Luxembourg	1			Spain	1		United Kingdom 1
	Bahamas	1	3			United States	1 2 3	Portugal 1	3
	Cayman	1	2	3		France	1		Switzerland	3
1	Corporate & Investment		3	Private Banking
	Banking
2	Asset management			4	Retail

main	3Q23 Recurring	Loan	3Q23 2	3Q23 3
Managerial	Portfolio	ROE	Efficiency
highlights	Result	Sep/231	(%)	Ratio
(BRL million)	(BRL billion)	(%)
Brazil	8,448	954.0	22.0%	37.9%
Latin America	592	209.2	12.9%	69.8%

(1) Considers financial guarantees provided and private securities.

(2) Recurring Managerial ROE calculated by dividing Recurring Managerial Result by the Average Shareholders' Equity.

(3) Reached by dividing Non-Interest Expenses by the sum of Managerial Financial Margin, Commissions and Fees, Result of Insurance, Pension Plan and Premium Bonds Operations and Tax Expenses (ISS, PIS, COFINS and Others).

Note: Latin America (ex-Brazil) Recurring Managerial Result information is presented in nominal currency.

*On August 23, 2023, a binding stock agreement was entered into, under which all shares held in Banco Itaú Argentina S.A. was sold, approved in November 2023 in accordance with announcement to the market of 11/03/23 . We will continue serving corporate clients, both local and regional, and individuals in the wealth and private banking segments through our foreign units. It will also submit a request, to be approved by regulators in Argentina and in Brazil, to open a representative office in Argentina.

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with the most complete portfolio of products and services...

Private Bank	Ultra
>BRL15 million in	> BRL4 billion
total
investment

Personnalité		checking accounts	Large
	> BRL500
>BRL15 k or
		million up to
>BRL250 k
cards	pension plans BRL4 billion
in total

investments

investments mortgage

Uniclass		premium bonds	Middle
>BRL4 k	consórcio		> BRL50 million
up to BRL15 k		insurance	up to BRL500
			million

vehicles

Itaú branches	Very Small and
Small Companies
up to BRL4k
up to BRL50 million

...and brands and partnerships to serve different client profiles

some of our brands and partnerships

personal payroll loans	investment	acquiring	working
loans	banking		capital

IndividualsCompanies

The values mentioned above for individuals refer to monthly income and the values for companies refer to annual revenue, except when indicated	4

Corporate development

Pathway to accelerate our cultural and digital transformation

distribution

channels

technology	products
& people

Commercial	M&A and Joint	Corporate
partnerships	Ventures	venture capital

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our clients choose how they want to be served

our retail footprint is constantly optimized for our clients' behavior and needs

in-person

3.5 k

branches

around 42 k

ATMs

remote

WhatsApp	click to human

emailBankline

telephone	Mobile banking

24%

of physical branches

in Brazil (3Q23 vs. 4Q18)

digital interactions(4)

Company

3Q21 3Q22 3Q23

Individuals

in Brazil and in our

chat

100% functionality in the app

other Latin American¹ operations

the online account opening² flow was 2.1mm in 9M23 and digital acquisition of products and services³ increased 1.2x year-over-year

3Q21 3Q22 3Q23

1. It considers total contracts, transfers and payments made in all channels, except for cash

we serve clients how, when and where they want to

(1) Chile, Colombia, Paraguay and Uruguay, (2) for individuals; (3) Comparing 3Q23x3Q22. It includes unsecured loans, payroll loans, personalized credit, renegotiation, investments, funds, time deposits, savings accounts, pension plans, foreign	6
exchange, premium bonds, credit card, consórcio, overdraft, card bill installment, vehicles, receivables, AplicAut,Conta Garantida, discounts, working capital and card protection, residential, travel, credit life insurance policies.

our ability to adapt, innovate and change

has enabled us to get where we are now...

Click here for

more info

beyond banking

Casa Moreira Salles (Unibanco) opens the banking division in 1924 and the opening of Banco Central de Crédito (Itaú) in 1943

one of the four top
data processing
centers in Brazil is	1983	first bank with
set up
	first ATM in	no physical
	Brazil	branches in
		Brazil, the
1979		Banco1.net new Brazilian
	Payment
Itautec is		System is set up
created

	acquisition of ZUP	(iPhone pra
merger of Banco	speeds up digital	sempre) is
launched
Itaú and	transformation
Unibanco creates			latest
Brazil's largest	Itaú announces
		initiatives in
private bank	a BRL11.1 billion
corporate	the corporate
	investment in
	development	development
	technology,
	•	Ideal	•	Orbia*
	innovation and
	•	TOTVS	•	Avenue
	client service

1924

1960

1970

1980

1990

2000

2002

2007

2008

2012

2014

2019

2020

2022

2023

first credit and debit cards

Events in Brazil and in the world Itaú Unibanco

*Pending regulatory approval

		mobile			change in regulation
				(PIX and Open Finance)
		banking
banking	first Internet	in Brazil	first iPhone	fintechs
automation	providers		is launched	start to gain	• new client solutions
begins		2002		momentum	developed
			iti is	• checking account fees
		acquisition of BBA gives
		rise to the largest	launched	package optimization
Technical		investment bank in Brazil		• new products launched
Operations Center				(Íon)

(CTO) is set up	Itaú launches	Itaú Shop is
	launched
	the first
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	banking app

solid governance ensures business sustainability

family control, professional management and listed capital

governance pillars	more info
	Click here for

Decisions made jointly	Meritocracy-based	Focus on performance and
management	long-term value creation

IUPAR

Family control ensures a long-term vision

Itaú Unibanco Holding S.A.

Fiscal Council

3 Effective Members

3 Alternate Members

Partners' program

long-term incentives

Stockholders' Meeting

Board of Directors

12 members

1. Co-Chairmen

1. Vice Chairman

1. Members (5 independent)

Executive Committee

13 members

Deliberates on significant topics

Responsible for defining strategy

we have eight committees reporting directly to the Board of Directors

8 committees

1.	Audit	5.	Environmental, Social and Climate Responsibility
2.	Compensation	6.	Related Parties
3.	Personnel	7.	Risk and Capital Management
4.	Strategy	8.	Nomination and Corporate Governance

Professional management for strategy and day-to-day execution

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supported by our risk culture, we operate based on strict models

A three line-of-defense model: business areas have the primary responsibility for risk management, followed then by the risk department and at last by the audit area, reporting directly to the Board of Directors

Capital and

RiskBoard of

Management Directors

Committee

Monthly risk appetite

monitoring

Itaú Unibanco Holding

Discussion of metrics

Audit and the outcome of Committee Risk Appetite, as well as

the main risks factors

Internal

Audit

3rd line of defense

Independent review of the activities developed by the institution

risk appetite

Defines the nature and level of the risks acceptable to our organization, delimiting the conditions in which management will strive to maximize value creation, consisting of a four-layer structure:

1. risk management principles
2. board of Directors' statement
3. risk and metrics dimensions
4. coordinate the set of risk taking guidelines

It is monitored, discussed and reported periodically to the executive levels, Board of Directors and Audit Committee

Business		Risk
departments		department
1st line of defense	2nd line of defense
Manages the risks	Ensures that risks are managed and sustained on
generated, responsible	the principles of risk management:
for identifying, assessing,	•	Risk appetite
controlling and reporting	•	Policies
		•	Procedures
		• Disseminating risk culture in business

Where is Risk	risk appetite	Board of Directors
Appetite		Executive Level
inserted?	global limits

specific limits

authority levels

and policies

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itubers culture

values that guide our cultural transformation journey

we_ put

the client first

Itubers:

• are determined to wow the client
• innovate based on the client's needs
• always make things simple

we are_ driven by results

Itubers:

• are ambitious in their goals and efficient in their execution
• are committed to sustainable growth
• strive to make a positive impact on society

for us_ ethics are non-negotiable

we_ don't

have all the answers

Itubers:

• are curious about the world and are always learning
• experiment, make mistakes, learn and improve
• use data intensively, to learn and to make better decisions

we_ value diversity and inclusion

Itubers:

• are as diverse as our clients
• welcome different points of view
• stay true to who we are and express ourselves openly

we_ have each

other's back

Itubers:

• trust in each other and are autonomous
• help each other and ask for help
• together, make one Itaú

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