EX-99.1

EX-99.1 2 d773161dex991.htm EX-99.1 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. nd 2 Quarter 2019 Result Itaú Unibanco Holding S.A. (“Company”) announces to its stockholders and the market at large that the Complete Financial Statements for the six month period ended June 30, nd 2019 and the Management Discussion & Analysis for the 2 quarter of 2019 are already available on the Company’s Investor Relations website (www.itau.com.br/investor- relations). Additionally, we forward the information described below: nd · Institutional Presentation of the 2 quarter of 2019 (Attachment 01); · Presentation to be used at the conference call with the press on the quarterly result, to be held on July 30, 2019 at 8:30 am (Brasília official time) (Attachment 02); · Press release (Attachment 03); · Presentation to be used at public conference calls on the quarterly result, to be held on July 30, Tuesday, in English at 10:00 am (Brasília official time) and in Portuguese at 11:30 am (Brasília official time) (Attachment 04). The expectations presented are based on information available up to the moment and involve risks, uncertainties, and assumptions that may be beyond our control. These disclosures strengthen our commitment to transparency in our disclosures to the many strategic audiences we have. São Paulo ‐ SP, July 29, 2019. Alexsandro Broedel Group Executive Finance Director and Head of Investor Relations Exhibit 99.1 ITAÚ UNIBANCO HOLDING S.A. CNPJ 60.872.504/0001-23 A Publicly-Listed Company NIRE 35300010230 ANNOUNCEMENT TO THE MARKET Itaú Unibanco Holding S.A. nd 2 Quarter 2019 Result Itaú Unibanco Holding S.A. (“Company”) announces to its stockholders and the market at large that the Complete Financial Statements for the six month period ended June 30, nd 2019 and the Management Discussion & Analysis for the 2 quarter of 2019 are already available on the Company’s Investor Relations website (www.itau.com.br/investor- relations). Additionally, we forward the information described below: nd · Institutional Presentation of the 2 quarter of 2019 (Attachment 01); · Presentation to be used at the conference call with the press on the quarterly result, to be held on July 30, 2019 at 8:30 am (Brasília official time) (Attachment 02); · Press release (Attachment 03); · Presentation to be used at public conference calls on the quarterly result, to be held on July 30, Tuesday, in English at 10:00 am (Brasília official time) and in Portuguese at 11:30 am (Brasília official time) (Attachment 04). The expectations presented are based on information available up to the moment and involve risks, uncertainties, and assumptions that may be beyond our control. These disclosures strengthen our commitment to transparency in our disclosures to the many strategic audiences we have. São Paulo ‐ SP, July 29, 2019. Alexsandro Broedel Group Executive Finance Director and Head of Investor Relations

fls.2 Attachment 01 fls.2 Attachment 01

2Q19 Macroeconomic Outlook2Q19 Macroeconomic Outlook

2Q19 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.2Q19 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.

Brazilian Economy and Banking Sector As of July 29, 2019Brazilian Economy and Banking Sector As of July 29, 2019

1 Macroeconomic Outlook 2013 2014 2015 2016 2017 2018 2019 ² 2020 ² World Economy GDP - World 3.5% 3.6% 3.5% 3.3% 3.7% 3.7% 3.2% 3.1% GDP - USA 1.8% 2.5% 2.9% 1.6% 2.2% 2.9% 2.4% 1.5% GDP - Euro Zone -0.2% 1.4% 2.0% 1.9% 2.5% 1.9% 1.0% 1.0% GDP - China 7.9% 7.4% 7.0% 6.7% 6.8% 6.6% 6.2% 5.9% Brazilian Economy GDP - Brazil 3.0% 0.5% -3.5% -3.3% 1.1% 1.1% 0.8% 1.7% Interest Rate (End of Period SELIC) 10.00% 11.75% 14.25% 13.75% 7.00% 6.50% 5.00% 5.00% Interest Rate (Annual Average SELIC) 8.44% 11.02% 13.58% 14.17% 9.92% 6.56% 6.00% 5.00% Inflation (IPCA) 5.9% 6.4% 10.7% 6.3% 2.9% 3.7% 3.6% 3.6% Inflation (IGP-M) 5.5% 3.7% 10.5% 7.2% -0.5% 7.5% 6.1% 4.1% FX Rate (R$ / US$, End of Period) 2.36 2.66 3.96 3.26 3.31 3.88 3.80 4.00 (Annual Average) 7.1% 6.8% 8.5% 11.5% 12.7% 12.3% 11.9% 11.7% National Unemployment Rate ³ National Unemployment Rate ³ (End of Period) 6.8% 7.1% 9.6% 12.7% 12.5% 12.3% 11.8% 11.6% (1) Source: Brazilian Central Bank, FGV, IBGE, IMF, and Haver. (2) Source: Itaú Unibanco Holding analysis. (3) Unemployment Rate measured by PNAD Contínua. page 41 Macroeconomic Outlook 2013 2014 2015 2016 2017 2018 2019 ² 2020 ² World Economy GDP - World 3.5% 3.6% 3.5% 3.3% 3.7% 3.7% 3.2% 3.1% GDP - USA 1.8% 2.5% 2.9% 1.6% 2.2% 2.9% 2.4% 1.5% GDP - Euro Zone -0.2% 1.4% 2.0% 1.9% 2.5% 1.9% 1.0% 1.0% GDP - China 7.9% 7.4% 7.0% 6.7% 6.8% 6.6% 6.2% 5.9% Brazilian Economy GDP - Brazil 3.0% 0.5% -3.5% -3.3% 1.1% 1.1% 0.8% 1.7% Interest Rate (End of Period SELIC) 10.00% 11.75% 14.25% 13.75% 7.00% 6.50% 5.00% 5.00% Interest Rate (Annual Average SELIC) 8.44% 11.02% 13.58% 14.17% 9.92% 6.56% 6.00% 5.00% Inflation (IPCA) 5.9% 6.4% 10.7% 6.3% 2.9% 3.7% 3.6% 3.6% Inflation (IGP-M) 5.5% 3.7% 10.5% 7.2% -0.5% 7.5% 6.1% 4.1% FX Rate (R$ / US$, End of Period) 2.36 2.66 3.96 3.26 3.31 3.88 3.80 4.00 (Annual Average) 7.1% 6.8% 8.5% 11.5% 12.7% 12.3% 11.9% 11.7% National Unemployment Rate ³ National Unemployment Rate ³ (End of Period) 6.8% 7.1% 9.6% 12.7% 12.5% 12.3% 11.8% 11.6% (1) Source: Brazilian Central Bank, FGV, IBGE, IMF, and Haver. (2) Source: Itaú Unibanco Holding analysis. (3) Unemployment Rate measured by PNAD Contínua. page 4

1 Brazil | Macroeconomic Outlook GDP | % (YoY) GDP | QoQ (%) 7 5 1.6 3.2 3 0.7 0.5 0.5 0.4 1.2 0.3 0.3 1 0.1 0.1 0.0 0.5 -1 -0.1 -0.1 -0.2 -0.6 -0.7 -0.8 -0.8 -3 -5 -7 Mar-11 Mar-12 Mar-13 Mar-14 Mar-15 Mar-16 Mar-17 Mar-18 Mar-19 EU USA Brazil Industrial Production 2 x Unemployment Inflation Breakdown (%) 20 18 11.8 16 14 12 10 92.0 8 6 5.0 4 3.6 3.1 2 0 Dec-11 Dec-12 Dec-13 Dec-14 Dec-15 Dec-16 Dec-17 Dec-18 Dec-19 (E) Dec-11 Dec-12 Dec-13 Dec-14 Dec-15 Dec-16 Dec-17 Dec-18 Dec-19 (E) IPCA 12 months IPCA regulated prices IPCA market prices 3 12 months 12 months Industrial production National Unemployment Rate (1) Source: IBGE, Haver and Itaú Unibanco analysis. (2) Index (Average 2012 = 100). Source: IBGE. (3) Nation-wide Unemployment Rate seasonally adjusted measured by PNAD Contínua-IBGE (was initiated in March- 12). (E) Source: Based on Itaú Unibanco expectations. page 51 Brazil | Macroeconomic Outlook GDP | % (YoY) GDP | QoQ (%) 7 5 1.6 3.2 3 0.7 0.5 0.5 0.4 1.2 0.3 0.3 1 0.1 0.1 0.0 0.5 -1 -0.1 -0.1 -0.2 -0.6 -0.7 -0.8 -0.8 -3 -5 -7 Mar-11 Mar-12 Mar-13 Mar-14 Mar-15 Mar-16 Mar-17 Mar-18 Mar-19 EU USA Brazil Industrial Production 2 x Unemployment Inflation Breakdown (%) 20 18 11.8 16 14 12 10 92.0 8 6 5.0 4 3.6 3.1 2 0 Dec-11 Dec-12 Dec-13 Dec-14 Dec-15 Dec-16 Dec-17 Dec-18 Dec-19 (E) Dec-11 Dec-12 Dec-13 Dec-14 Dec-15 Dec-16 Dec-17 Dec-18 Dec-19 (E) IPCA 12 months IPCA regulated prices IPCA market prices 3 12 months 12 months Industrial production National Unemployment Rate (1) Source: IBGE, Haver and Itaú Unibanco analysis. (2) Index (Average 2012 = 100). Source: IBGE. (3) Nation-wide Unemployment Rate seasonally adjusted measured by PNAD Contínua-IBGE (was initiated in March- 12). (E) Source: Based on Itaú Unibanco expectations. page 5

1 Brazil | Macroeconomic Outlook Net External Debt / Exports (%) Net External Government Debt / Exports (%) 160 300 250 110 200 60 150 10 100 -40 50 -86 -90 0 -102 -40 -140 -50 -45 -190 -100 May-03 May-05 May-07 May-09 May-11 May-13 May-15 May-17 May-19 1Q03 1Q05 1Q07 1Q09 1Q11 1Q13 1Q15 1Q17 1Q19 (E) Central Government Public Sector With Exports of Goods With Exports of Goods and Services International Reserves / External Debt (%) External Debt-Service / Exports (%) 63 131 62 128 122 120 120 118 118 56 115 53 116 110 112 51 106 50 98 44 93 41 32 31 29 28 50 23 22 21 19 32 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 (E) (E) (E) (E) (1) Source: Brazilian Central Bank and Itaú Unibanco Holding analysis. (E) Source: Based on Itaú Unibanco expectations. page 61 Brazil | Macroeconomic Outlook Net External Debt / Exports (%) Net External Government Debt / Exports (%) 160 300 250 110 200 60 150 10 100 -40 50 -86 -90 0 -102 -40 -140 -50 -45 -190 -100 May-03 May-05 May-07 May-09 May-11 May-13 May-15 May-17 May-19 1Q03 1Q05 1Q07 1Q09 1Q11 1Q13 1Q15 1Q17 1Q19 (E) Central Government Public Sector With Exports of Goods With Exports of Goods and Services International Reserves / External Debt (%) External Debt-Service / Exports (%) 63 131 62 128 122 120 120 118 118 56 115 53 116 110 112 51 106 50 98 44 93 41 32 31 29 28 50 23 22 21 19 32 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 (E) (E) (E) (E) (1) Source: Brazilian Central Bank and Itaú Unibanco Holding analysis. (E) Source: Based on Itaú Unibanco expectations. page 6

1 Brazil | Macroeconomic Outlook Net External Debt / GDP (%) International Reserves / GDP (%) 20.7 20.5 387 387 387 382 379 376 374 372 369 352 20.7 20.7 20.0 14.3 18.6 101 12.9 289 75 11.4 15.4 15.2 15.2 239 13.5 13.1 7.7 194 180 6.0 11.3 -12 -28 6.8 -51 -46 -62 -58 86 -61 -67 -72 -75 -79 -90 -85 -85 54 -0.9 -1.9 -1.6 -2.4 -3.2 -2.3 -3.0 -3.8 -3.8 -3.8 -3.7 -3.7 -4.4 -4.5 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 (E) (E) (E) (E) Net External Debt (USD Billion) Net External Debt /GDP (%) International Reserves (USD Billion) International reserves/GDP (%) Foreign Direct Investment / GDP (%) Current Account / GDP (%) 1.5 5.1 1.2 4.7 4.6 4.4 0.0 -0.3 4.2 4.0 -0.8 14 13 -0.8 3.9 3.9 -1.3 -1.6 0 3.5 -1.8 -1.8 3.4 101 98 3.2 97 3.0 -2.9 88 2.8 -3.0 88 86 87 -3.2 -5 -3.4 -3.6 79 -4.1 -15 75 -15 70 69 -23 -26 -31 -35 51 1.9 45 1.7 1.8 -54 31 -76 19 -79 15 -80 -84 -101 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 (E) (E) (E) (E) FDI (USD Billion) FDI/GDP (%) Current Account (USD Billion) Current Account/ GDP (%) (1) Source: Brazilian Central Bank and Itaú Unibanco analysis. (E) Source: Based on Itaú Unibanco expectations. page 71 Brazil | Macroeconomic Outlook Net External Debt / GDP (%) International Reserves / GDP (%) 20.7 20.5 387 387 387 382 379 376 374 372 369 352 20.7 20.7 20.0 14.3 18.6 101 12.9 289 75 11.4 15.4 15.2 15.2 239 13.5 13.1 7.7 194 180 6.0 11.3 -12 -28 6.8 -51 -46 -62 -58 86 -61 -67 -72 -75 -79 -90 -85 -85 54 -0.9 -1.9 -1.6 -2.4 -3.2 -2.3 -3.0 -3.8 -3.8 -3.8 -3.7 -3.7 -4.4 -4.5 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 (E) (E) (E) (E) Net External Debt (USD Billion) Net External Debt /GDP (%) International Reserves (USD Billion) International reserves/GDP (%) Foreign Direct Investment / GDP (%) Current Account / GDP (%) 1.5 5.1 1.2 4.7 4.6 4.4 0.0 -0.3 4.2 4.0 -0.8 14 13 -0.8 3.9 3.9 -1.3 -1.6 0 3.5 -1.8 -1.8 3.4 101 98 3.2 97 3.0 -2.9 88 2.8 -3.0 88 86 87 -3.2 -5 -3.4 -3.6 79 -4.1 -15 75 -15 70 69 -23 -26 -31 -35 51 1.9 45 1.7 1.8 -54 31 -76 19 -79 15 -80 -84 -101 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 (E) (E) (E) (E) FDI (USD Billion) FDI/GDP (%) Current Account (USD Billion) Current Account/ GDP (%) (1) Source: Brazilian Central Bank and Itaú Unibanco analysis. (E) Source: Based on Itaú Unibanco expectations. page 7

Brazil | Macroeconomic Outlook 2 Real Interest Rates | Selic/IPCA 1 (%) 12- Month Primary Budget Result Consolidated | GDP (%) 5 4 11.6 3 2 7.4 7.2 1 6.8 6.3 5.4 0 4.9 4.3 3.9 -1 -0.9 2.7 2.6 2.5 -1.2 2.4 2.3 -1.4 -2 1.3 1.2 -3 -4 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Dec-04 Dec-06 Dec-08 Dec-10 Dec-12 Dec-14 Dec-16 Dec-18 Dec-20 (E) (E) (E) (E) Real Interest Rate IPCA (Consumer Price Index) 4 Global Competitiveness Ranking 3 Broad Retail Sales (%) 17 United States 1 12 Singapore 2 Germany 3 7 China 13 2 1.9 Chile 33 -3 Russia 43 Mexico 46 -8 India 58 -13 Turkey 61 -18 Peru 63 May-11 May-12 May-13 May-14 May-15May-16May-17May-18May-19 Brazil 72 (1) Source: Brazilian Central Bank and Itaú Unibanco analysis. (2) Does not include Petrobras and Eletrobras. (3) Relative Position when compared to other countries. Source: World Economic Forum, Global Competitiveness Report 2017-2018. (4) 3-Month Moving Average YoY variation. Source: IBGE. (E) Source: Based on Itaú Unibanco Holding expectations. page 8Brazil | Macroeconomic Outlook 2 Real Interest Rates | Selic/IPCA 1 (%) 12- Month Primary Budget Result Consolidated | GDP (%) 5 4 11.6 3 2 7.4 7.2 1 6.8 6.3 5.4 0 4.9 4.3 3.9 -1 -0.9 2.7 2.6 2.5 -1.2 2.4 2.3 -1.4 -2 1.3 1.2 -3 -4 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Dec-04 Dec-06 Dec-08 Dec-10 Dec-12 Dec-14 Dec-16 Dec-18 Dec-20 (E) (E) (E) (E) Real Interest Rate IPCA (Consumer Price Index) 4 Global Competitiveness Ranking 3 Broad Retail Sales (%) 17 United States 1 12 Singapore 2 Germany 3 7 China 13 2 1.9 Chile 33 -3 Russia 43 Mexico 46 -8 India 58 -13 Turkey 61 -18 Peru 63 May-11 May-12 May-13 May-14 May-15May-16May-17May-18May-19 Brazil 72 (1) Source: Brazilian Central Bank and Itaú Unibanco analysis. (2) Does not include Petrobras and Eletrobras. (3) Relative Position when compared to other countries. Source: World Economic Forum, Global Competitiveness Report 2017-2018. (4) 3-Month Moving Average YoY variation. Source: IBGE. (E) Source: Based on Itaú Unibanco Holding expectations. page 8

1 Credit Evolution/GDP Credit Evolution / GDP | Brazil 1 (%) Mortgage Evolution / GDP | Brazil 1 (%) 9.7 9.7 9.5 9.4 52.6 9.2 52.0 50.4 49.5 7.9 48.1 47.2 47.0 46.8 6.7 44.1 5.5 4.3 May-11 May-12 May-13 May-14 May-15 May-16 May-17 May-18 May-19 May-11 May-12 May-13 May-14 May-15 May-16 May-17 May-18 May-19 Credit / GDP 2 (World 2017) (%) Mortgage3 / GDP (World 2016) (%) 192 77 148 62 113 48 112 106 102 42 36 82 78 30 24 22 49 47 36 11 9 6 (1) Source: Brazilian Central Bank. (2) Source: World Bank, US information refers to 2016. (3) Source: Central Bank of selected countries (data on mortgage financing – local currency) and IMF (data on GDP). (4) Source: Brazilian Central Bank. Refers to May-19 figures. page 91 Credit Evolution/GDP Credit Evolution / GDP | Brazil 1 (%) Mortgage Evolution / GDP | Brazil 1 (%) 9.7 9.7 9.5 9.4 52.6 9.2 52.0 50.4 49.5 7.9 48.1 47.2 47.0 46.8 6.7 44.1 5.5 4.3 May-11 May-12 May-13 May-14 May-15 May-16 May-17 May-18 May-19 May-11 May-12 May-13 May-14 May-15 May-16 May-17 May-18 May-19 Credit / GDP 2 (World 2017) (%) Mortgage3 / GDP (World 2016) (%) 192 77 148 62 113 48 112 106 102 42 36 82 78 30 24 22 49 47 36 11 9 6 (1) Source: Brazilian Central Bank. (2) Source: World Bank, US information refers to 2016. (3) Source: Central Bank of selected countries (data on mortgage financing – local currency) and IMF (data on GDP). (4) Source: Brazilian Central Bank. Refers to May-19 figures. page 9

Brazil | Banking Sector Outlook Total Loans (R$ billion) 1 Loan growth – by customer (YoY %) 2 24 3,287 3,157 3,092 3,114 3,076 19 2,798 2,487 14 1,476 2,142 1,574 1,496 1,505 9.9 1,551 9 1,287 1,812 1,060 5.5 847 4 693 0.3 -1 1,811 1,618 1,588 1,583 1,525 1,511 1,428 1,295 1,119 -6 -11 May-11 May-12 May-13 May-14 May-15 May-16 May-17 May-18 May-19 May-11 May-12 May-13 May-14 May-15 May-16 May-17 May-18 May-19 Total Non Earmarked Credit Total Earmarked Credit Corporate Individuals Total 3 2,3 Private vs. Public Banks Market Share (%) Loan growth – by type of control (YoY %) 60 41 50 50.0 31 40 21 35.0 13.5 12.5 30 11 5.5 1 20 -1.2 15.0 10 -9 -19 0 May-11 May-12 May-13 May-14 May-15 May-16 May-17 May-18 May-19 May-11 May-12 May-13 May-14 May-15 May-16 May-17 May-18 May-19 Total State Owned Domestic Private Foreign State Owned Domestic Private Foreign (1) 2019 information reflects the most recent data released. (2) Total Credit includes earmarked loans and non-earmarked loans. (3) From Jul/16 the HSBC Brazil retail operations have started to be consolidated in Bradesco operations. page 10Brazil | Banking Sector Outlook Total Loans (R$ billion) 1 Loan growth – by customer (YoY %) 2 24 3,287 3,157 3,092 3,114 3,076 19 2,798 2,487 14 1,476 2,142 1,574 1,496 1,505 9.9 1,551 9 1,287 1,812 1,060 5.5 847 4 693 0.3 -1 1,811 1,618 1,588 1,583 1,525 1,511 1,428 1,295 1,119 -6 -11 May-11 May-12 May-13 May-14 May-15 May-16 May-17 May-18 May-19 May-11 May-12 May-13 May-14 May-15 May-16 May-17 May-18 May-19 Total Non Earmarked Credit Total Earmarked Credit Corporate Individuals Total 3 2,3 Private vs. Public Banks Market Share (%) Loan growth – by type of control (YoY %) 60 41 50 50.0 31 40 21 35.0 13.5 12.5 30 11 5.5 1 20 -1.2 15.0 10 -9 -19 0 May-11 May-12 May-13 May-14 May-15 May-16 May-17 May-18 May-19 May-11 May-12 May-13 May-14 May-15 May-16 May-17 May-18 May-19 Total State Owned Domestic Private Foreign State Owned Domestic Private Foreign (1) 2019 information reflects the most recent data released. (2) Total Credit includes earmarked loans and non-earmarked loans. (3) From Jul/16 the HSBC Brazil retail operations have started to be consolidated in Bradesco operations. page 10

Brazil | Leverage and Monthly Debt Service 46.6 45.4 44.4 44.1 43.6 42.7 41.9 41.6 40.6 36.8 33.3 31.0 31.1 31.3 30.6 29.6 29.0 27.7 28.0 26.2 26.7 25.2 25.0 23.2 23.3 23.2 22.9 22.1 21.8 21.7 21.5 20.8 22.5 22.3 19.7 19.3 19.0 20.0 18.3 20.2 20.0 17.7 16.7 21.2 20.0 19.8 19.7 19.7 19.7 18.3 18.9 17.8 18.5 18.5 17.2 17.7 17.6 16.0 17.8 15.6 Apr-05 Apr-06 Apr-07 Apr-08 Apr-09 Apr-10 Apr-11 Apr-12 Apr-13 Apr-14 Apr-15 Apr-16 Apr-17 Apr-18 Apr-19 Debt service burden (%) Debt service burden - without mortgage (%) Debt Leverage (%) Debt Leverage - without mortgage (%) Debt service burden breakdown (%) 22.9 22.3 22.1 21.8 21.7 21.5 20.8 20.2 20.0 19.3 19.0 18.3 18.3 17.7 16.0 9.5 8.8 8.8 9.5 10.5 8.3 10.4 7.2 9.6 5.8 7.3 9.5 6.5 6.0 4.9 13.4 13.0 12.9 12.4 12.5 12.6 12.1 11.6 11.8 11.7 11.8 11.2 11.1 10.6 10.5 Apr-05 Apr-06 Apr-07 Apr-08 Apr-09 Apr-10 Apr-11 Apr-12 Apr-13 Apr-14 Apr-15 Apr-16 Apr-17 Apr-18 Apr-19 Debt service burden - Principal Debt service burden - Interest page 11Brazil | Leverage and Monthly Debt Service 46.6 45.4 44.4 44.1 43.6 42.7 41.9 41.6 40.6 36.8 33.3 31.0 31.1 31.3 30.6 29.6 29.0 27.7 28.0 26.2 26.7 25.2 25.0 23.2 23.3 23.2 22.9 22.1 21.8 21.7 21.5 20.8 22.5 22.3 19.7 19.3 19.0 20.0 18.3 20.2 20.0 17.7 16.7 21.2 20.0 19.8 19.7 19.7 19.7 18.3 18.9 17.8 18.5 18.5 17.2 17.7 17.6 16.0 17.8 15.6 Apr-05 Apr-06 Apr-07 Apr-08 Apr-09 Apr-10 Apr-11 Apr-12 Apr-13 Apr-14 Apr-15 Apr-16 Apr-17 Apr-18 Apr-19 Debt service burden (%) Debt service burden - without mortgage (%) Debt Leverage (%) Debt Leverage - without mortgage (%) Debt service burden breakdown (%) 22.9 22.3 22.1 21.8 21.7 21.5 20.8 20.2 20.0 19.3 19.0 18.3 18.3 17.7 16.0 9.5 8.8 8.8 9.5 10.5 8.3 10.4 7.2 9.6 5.8 7.3 9.5 6.5 6.0 4.9 13.4 13.0 12.9 12.4 12.5 12.6 12.1 11.6 11.8 11.7 11.8 11.2 11.1 10.6 10.5 Apr-05 Apr-06 Apr-07 Apr-08 Apr-09 Apr-10 Apr-11 Apr-12 Apr-13 Apr-14 Apr-15 Apr-16 Apr-17 Apr-18 Apr-19 Debt service burden - Principal Debt service burden - Interest page 11

Brazil | Companies Leverage Companies Leverage (Net Debt/EBITDA) 1 6.0 5.0 4.0 3.0 2.5x 2.0 1.0 - Mar-11 Mar-12 Mar-13 Mar-14 Mar-15 Mar-16 Mar-17 Mar-18 Mar-19 Companies Total Credit / GDP 2 (%) 27.7 26.7 26.8 26.7 25.5 24.0 23.1 21.4 20.5 May-11 May-12 May-13 May-14 May-15 May-16 May-17 May-18 May-19 (1)Source: Economatica (considers approximately 400 companies). (2) Source: Brazilian Central Bank. page 12Brazil | Companies Leverage Companies Leverage (Net Debt/EBITDA) 1 6.0 5.0 4.0 3.0 2.5x 2.0 1.0 - Mar-11 Mar-12 Mar-13 Mar-14 Mar-15 Mar-16 Mar-17 Mar-18 Mar-19 Companies Total Credit / GDP 2 (%) 27.7 26.7 26.8 26.7 25.5 24.0 23.1 21.4 20.5 May-11 May-12 May-13 May-14 May-15 May-16 May-17 May-18 May-19 (1)Source: Economatica (considers approximately 400 companies). (2) Source: Brazilian Central Bank. page 12

Spread and Delinquency Evolution 1 Individuals Spread and Delinquency | Brazil (%) Corporate Spread and Delinquency | Brazil (%) 11.3 11.3 11.1 29.2 10.7 28.3 27.0 26.7 9.6 25.7 25.4 9.3 25.1 9.1 9.2 24.2 23.6 8.7 4.0 3.5 3.3 3.1 3.0 2.6 2.5 2.5 2.4 4.1 3.9 3.8 3.7 3.6 3.5 3.3 3.3 3.4 May-17 Aug-17 Nov-17 Feb-18 May-18 Aug-18 Nov-18 Feb-19 May-19 May-17 Aug-17 Nov-17 Feb-18 May-18 Aug-18 Nov-18 Feb-19 May-19 NPL 90 days Corporate Spread NPL 90 days Individuals Spread Spread and Delinquency | Brazil (%) Indicators 2(%) 21.4 21.1 20.4 24.1 20.1 23.9 23.6 23.5 19.2 19.0 18.5 21.8 21.9 18.1 20.9 17.5 20.3 19.4 14.2 13.6 11.3 11.0 9.3 9.9 8.5 8.4 7.5 6.8 6.5 6.5 6.5 6.5 6.5 6.7 7.0 6.5 4.1 3.7 3.6 3.4 3.3 7.5 6.5 3.1 3.0 7.1 3.0 2.9 7.0 6.6 6.3 5.5 5.0 5.0 2012 2013 2014 2015 2016 2017 2018 1Q19 2Q19 May-17 Aug-17 Nov-17 Feb-18 May-18 Aug-18 Nov-18 Feb-19 May-19 NPL 90 days Total Spread SELIC Itaú Unibanco ROE Average SELIC Long Term Interest Rate (TJLP) (1) Source: Brazilian Central Bank and Itaú Unibanco analysis. (2) Periods prior to 2014 do not consider CorpBanca’s information. page 13Spread and Delinquency Evolution 1 Individuals Spread and Delinquency | Brazil (%) Corporate Spread and Delinquency | Brazil (%) 11.3 11.3 11.1 29.2 10.7 28.3 27.0 26.7 9.6 25.7 25.4 9.3 25.1 9.1 9.2 24.2 23.6 8.7 4.0 3.5 3.3 3.1 3.0 2.6 2.5 2.5 2.4 4.1 3.9 3.8 3.7 3.6 3.5 3.3 3.3 3.4 May-17 Aug-17 Nov-17 Feb-18 May-18 Aug-18 Nov-18 Feb-19 May-19 May-17 Aug-17 Nov-17 Feb-18 May-18 Aug-18 Nov-18 Feb-19 May-19 NPL 90 days Corporate Spread NPL 90 days Individuals Spread Spread and Delinquency | Brazil (%) Indicators 2(%) 21.4 21.1 20.4 24.1 20.1 23.9 23.6 23.5 19.2 19.0 18.5 21.8 21.9 18.1 20.9 17.5 20.3 19.4 14.2 13.6 11.3 11.0 9.3 9.9 8.5 8.4 7.5 6.8 6.5 6.5 6.5 6.5 6.5 6.7 7.0 6.5 4.1 3.7 3.6 3.4 3.3 7.5 6.5 3.1 3.0 7.1 3.0 2.9 7.0 6.6 6.3 5.5 5.0 5.0 2012 2013 2014 2015 2016 2017 2018 1Q19 2Q19 May-17 Aug-17 Nov-17 Feb-18 May-18 Aug-18 Nov-18 Feb-19 May-19 NPL 90 days Total Spread SELIC Itaú Unibanco ROE Average SELIC Long Term Interest Rate (TJLP) (1) Source: Brazilian Central Bank and Itaú Unibanco analysis. (2) Periods prior to 2014 do not consider CorpBanca’s information. page 13

Brazil | Reserve Requirements and Restricted Loans Rate Reserve Requirements and Restricted Loans Rate Remuneration Reserve Requirement 21.0% No Remuneration Rural Max Interest: 7.5% annual 30.0% ¹ Demand Deposits Microcredit Max Interest: 2.0% monthly 2.0% ² Available to Lend 47.0% Reserve Requirement 20.0% Savings Deposits Savings Deposits Mortgage65.0% Available to Lend 15.0% Reserve Requirement 31.0% Selic Time Deposits Available to Lend 69.0% (1) Defined by Manual de Crédito Rural (MCR) for the period from Jul-18 till Jun-19; (2) Regulated by Resolution 4,000 (Central Bank). page 14Brazil | Reserve Requirements and Restricted Loans Rate Reserve Requirements and Restricted Loans Rate Remuneration Reserve Requirement 21.0% No Remuneration Rural Max Interest: 7.5% annual 30.0% ¹ Demand Deposits Microcredit Max Interest: 2.0% monthly 2.0% ² Available to Lend 47.0% Reserve Requirement 20.0% Savings Deposits Savings Deposits Mortgage65.0% Available to Lend 15.0% Reserve Requirement 31.0% Selic Time Deposits Available to Lend 69.0% (1) Defined by Manual de Crédito Rural (MCR) for the period from Jul-18 till Jun-19; (2) Regulated by Resolution 4,000 (Central Bank). page 14

2Q19 Institutional Information2Q19 Institutional Information

Disclaimer Corpbanca Pro Forma Information st The merger between Itaú Chile and CorpBanca was concluded on April, 1 2016. As from the second quarter of 2016, Itaú CorpBanca, the company resulting from this merger, was consolidated in our financial statements, as we are the controlling shareholder of the new bank. In order to allow comparison with previous periods, we are presenting historical pro forma data, that is, the combined result of Itaú Unibanco and CorpBanca for the periods previous to the second quarter of 2016, in the Management Discussion & Analysis report and in this presentation. The pro forma statements above mentioned were prepared considering all lines of the income statement, including 100% of Itaú CorpBanca’s result. The result related to the minority shareholders is shown in the “minority interests in subsidiaries” line, for both CorpBanca and Itaú Chile. As the data was prepared to demonstrate, on a retroactively basis, the effect of a transaction occurred in a subsequent date, there are limits inherent to pro forma information. The data was provided for illustration purposes only and should not be taken as a demonstration of the result that would have been achieved if the merger had occurred on a previous date, nor do they indicate any future result of the combined company. Consolidation of Citibank The consolidation of Citibank began on October 31, 2017, with impact on our net income in November and December 2017. As from the first quarter of 2018, we have started to present Citibank’s operations in Brazil line by line in our managerial income statement. For comparison purposes, we reprocessed the fourth quarter of 2017 to also present Citibank’s operations in Brazil in all lines of our managerial income statement (presented on a specific line in the 4Q17). page 17Disclaimer Corpbanca Pro Forma Information st The merger between Itaú Chile and CorpBanca was concluded on April, 1 2016. As from the second quarter of 2016, Itaú CorpBanca, the company resulting from this merger, was consolidated in our financial statements, as we are the controlling shareholder of the new bank. In order to allow comparison with previous periods, we are presenting historical pro forma data, that is, the combined result of Itaú Unibanco and CorpBanca for the periods previous to the second quarter of 2016, in the Management Discussion & Analysis report and in this presentation. The pro forma statements above mentioned were prepared considering all lines of the income statement, including 100% of Itaú CorpBanca’s result. The result related to the minority shareholders is shown in the “minority interests in subsidiaries” line, for both CorpBanca and Itaú Chile. As the data was prepared to demonstrate, on a retroactively basis, the effect of a transaction occurred in a subsequent date, there are limits inherent to pro forma information. The data was provided for illustration purposes only and should not be taken as a demonstration of the result that would have been achieved if the merger had occurred on a previous date, nor do they indicate any future result of the combined company. Consolidation of Citibank The consolidation of Citibank began on October 31, 2017, with impact on our net income in November and December 2017. As from the first quarter of 2018, we have started to present Citibank’s operations in Brazil line by line in our managerial income statement. For comparison purposes, we reprocessed the fourth quarter of 2017 to also present Citibank’s operations in Brazil in all lines of our managerial income statement (presented on a specific line in the 4Q17). page 17

Agenda 1. Our Profile 2. Corporate Governance 3. Business Overview 4. Financial Highlights 5. Information Technology 6. Itaú Unibanco in Capital Markets 7. Sustainability As of July 29, 2019Agenda 1. Our Profile 2. Corporate Governance 3. Business Overview 4. Financial Highlights 5. Information Technology 6. Itaú Unibanco in Capital Markets 7. Sustainability As of July 29, 2019

Our Profile 1Our Profile 1

Itaú Unibanco at a Glance Financial Highlights and Ratios Leading position in Brazil As of and for the quarter ended June 2019 (1) § US$92.4 billion market cap Highlights § 98,446 employees in Brazil and abroad Total Assets R$1678.4 Bi § 4,722 branches and CSBs in Brazil and abroad (1) Total Loans R$659.7 Bi 47,505 ATMs in Brazil and abroad § Stockholders’ Equity R$125.7 Bi (2) § Around 51.1 million clients in the Retail Bank in May/19 R$25.7 Bi Recurring Net Income 2018 (3) R$7.0 Bi Recurring Net Income 2Q19 § Brazilian multinational bank Long Term Foreign Currency Moody´s: Ba3 § Major provider of finance for the expansion of Brazilian companies (Itaú Unibanco Holding) Fitch: BB In 2017 Itaú Unibanco was elected the The Best Company in People Management (by “Valor § S&P: BB- Carreira” magazine) and also recognized as a pro-ethics company (Pró-Ética), an initiative Financial Ratios (2) between the Office of the Comptroller General with the private sector, which encourages the voluntary adoption of integrity measures and corruption prevention in the business sector, (4) Recurring ROE 2018 21.9% being the only financial institution among the companies approved. (5) Global Footprint of Brazil’s Top Private Sector Bank | as of June 30, 2019 Recurring ROE 2Q19 23.5% (6) Efficiency Ratio 2018 47.6% (6) Efficiency Ratio 2Q19 46.2% Liquidity Coverage Ratio 167% Tier I Capital - BIS III 14.9% (1) Includes financial guarantees provided and corporate securities. (2) Represents Net Income adjusted for certain non recurring events described in the 4Q18 MD&A – Executive Summary. (3) Represents Net Income adjusted for certain non recurring events described in the 2Q19 MD&A – Executive Summary. (4) Calculated using Recurring Net Income / Average Equity. For annualized calculation method, please refer to Historical Series Spreadsheet. (5) Calculated using Recurring Net Income / Average Equity. For annualized calculation method, please refer to the 2Q19 MD&A – Executive Summary. (6) See “Efficiency Ratio” slides in this presentation for criteria. (1) As of June 30, 2019. Source: Economatica. (2) Controladoria-Geral da União (CGU). page 20Itaú Unibanco at a Glance Financial Highlights and Ratios Leading position in Brazil As of and for the quarter ended June 2019 (1) § US$92.4 billion market cap Highlights § 98,446 employees in Brazil and abroad Total Assets R$1678.4 Bi § 4,722 branches and CSBs in Brazil and abroad (1) Total Loans R$659.7 Bi 47,505 ATMs in Brazil and abroad § Stockholders’ Equity R$125.7 Bi (2) § Around 51.1 million clients in the Retail Bank in May/19 R$25.7 Bi Recurring Net Income 2018 (3) R$7.0 Bi Recurring Net Income 2Q19 § Brazilian multinational bank Long Term Foreign Currency Moody´s: Ba3 § Major provider of finance for the expansion of Brazilian companies (Itaú Unibanco Holding) Fitch: BB In 2017 Itaú Unibanco was elected the The Best Company in People Management (by “Valor § S&P: BB- Carreira” magazine) and also recognized as a pro-ethics company (Pró-Ética), an initiative Financial Ratios (2) between the Office of the Comptroller General with the private sector, which encourages the voluntary adoption of integrity measures and corruption prevention in the business sector, (4) Recurring ROE 2018 21.9% being the only financial institution among the companies approved. (5) Global Footprint of Brazil’s Top Private Sector Bank | as of June 30, 2019 Recurring ROE 2Q19 23.5% (6) Efficiency Ratio 2018 47.6% (6) Efficiency Ratio 2Q19 46.2% Liquidity Coverage Ratio 167% Tier I Capital - BIS III 14.9% (1) Includes financial guarantees provided and corporate securities. (2) Represents Net Income adjusted for certain non recurring events described in the 4Q18 MD&A – Executive Summary. (3) Represents Net Income adjusted for certain non recurring events described in the 2Q19 MD&A – Executive Summary. (4) Calculated using Recurring Net Income / Average Equity. For annualized calculation method, please refer to Historical Series Spreadsheet. (5) Calculated using Recurring Net Income / Average Equity. For annualized calculation method, please refer to the 2Q19 MD&A – Executive Summary. (6) See “Efficiency Ratio” slides in this presentation for criteria. (1) As of June 30, 2019. Source: Economatica. (2) Controladoria-Geral da União (CGU). page 20

Our Vision Vision: To be the leading bank in sustainable performance and customer satisfaction • Implement a customer satisfaction-oriented culture, that is business-driven, through a simplified operational structure • Maximize shareholder returns, aiming at firm-wide growth • We aspire to be the preferred bank for top talents at every level • Attract and retain committed professionals with high ethical standards and strong organizational pride • Shared leadership, conquered through talent and commitment to excellence, focused on meritocracy • Create an atmosphere that inspires creativity, entrepreneurialism and the exchange of ideas • Pursue a cutting-edge technology, striving to best serve our client needs, ultimately creating value • Uphold the highest ethical standards in the relationship with clients, employees, regulators, society and the markets page 21Our Vision Vision: To be the leading bank in sustainable performance and customer satisfaction • Implement a customer satisfaction-oriented culture, that is business-driven, through a simplified operational structure • Maximize shareholder returns, aiming at firm-wide growth • We aspire to be the preferred bank for top talents at every level • Attract and retain committed professionals with high ethical standards and strong organizational pride • Shared leadership, conquered through talent and commitment to excellence, focused on meritocracy • Create an atmosphere that inspires creativity, entrepreneurialism and the exchange of ideas • Pursue a cutting-edge technology, striving to best serve our client needs, ultimately creating value • Uphold the highest ethical standards in the relationship with clients, employees, regulators, society and the markets page 21

Our Way 1. It’s only good for us if it’s good for the client We are people providing service to people, with passion and excellence. We work with the client and for the client – because they are the main reason behind why we do what we do. 2. We’re passionate about performance Generating sustainable results is in our DNA. The continuous challenge of seeking leadership in performance has brought us to where we are – and will continue guiding our company towards our objectives. 3. People mean everything to us Everything we do is carried out by people. Talented people who enjoy working in a collaborative atmosphere, based on meritocracy and high performance. 4. The best argument is the one that matters We encourage a challenging work environment, which is open to questioning and constructive discussion. For us, the hierarchy which counts is the hierarchy of the best idea. 5. Simple. Always We believe that simplicity is the best path to efficiency. That’s why we strive not to mistake depth for complexity, and simplicity for simplism. 6. We think and act like owners We always think like business owners, leading by example and putting collective objectives before personal ambition. 7. Ethics are non-negotiable We do what is right, without using shortcuts or devious ways to do business. We exercise leadership in a transparent and responsible way, fully committed to society and the best governance and management practices. page 22Our Way 1. It’s only good for us if it’s good for the client We are people providing service to people, with passion and excellence. We work with the client and for the client – because they are the main reason behind why we do what we do. 2. We’re passionate about performance Generating sustainable results is in our DNA. The continuous challenge of seeking leadership in performance has brought us to where we are – and will continue guiding our company towards our objectives. 3. People mean everything to us Everything we do is carried out by people. Talented people who enjoy working in a collaborative atmosphere, based on meritocracy and high performance. 4. The best argument is the one that matters We encourage a challenging work environment, which is open to questioning and constructive discussion. For us, the hierarchy which counts is the hierarchy of the best idea. 5. Simple. Always We believe that simplicity is the best path to efficiency. That’s why we strive not to mistake depth for complexity, and simplicity for simplism. 6. We think and act like owners We always think like business owners, leading by example and putting collective objectives before personal ambition. 7. Ethics are non-negotiable We do what is right, without using shortcuts or devious ways to do business. We exercise leadership in a transparent and responsible way, fully committed to society and the best governance and management practices. page 22

Medium and Long-Term Strategic Agenda CORPORATE GOVERNANCE AND SUSTAINABILITY PERMEATE ALL EFFORTS ON KEY STRATEGIC OBJECTIVES Commitment to permanently improve corporate governance plays a vital role in protecting stakeholders’ interests. We incorporate sustainability into our strategy through a consolidated governance structure that is integrated with our business, thus making environmental and social issues part of our everyday activities, by incorporating variables on these issues into diverse processes, such as credit granting, investments, insurance activities, contracting of suppliers, and wealth management. We aim at creating a virtuous cycle on the path towards sustainable performance, which can only be met by collaborative work involving our main stakeholders: employees; clients; shareholders and society. TRANSFORMATION CONTINUOUS IMPROVEMENT Risk Management Client Centricity to endeavor our efforts to fully comply with the Risk Appetite to embrace this concept to the fullest in order to always develop products and a “service culture” focused on guidelines. Managing risks is the essence of our activity and a client satisfaction and long-term relationships. responsibility of all employees. Internationalization Digital Transformation moving forward in the internationalization process does to speed up our digital transformation process to increase the productivity of IT area and spread a not necessarily mean to take activities to new countries, digital mindset throughout the bank to improve but to reach, in the countries we are present in, the same efficiency, user experience and client satisfaction. management quality and results we have in Brazil. Sustainable Profitability People Management to continuously increase the efficiency of our to improve our incentive model and evaluation tools to contemplate the new dynamics of cooperative operations, having the ability to identify work, making them effective to fairly assess opportunities to reduce costs, managing investments to gain agility, in addition to individual deliveries within efficiently managing capital allocation cross-functional teams. through adequate cost of equity. page 23Medium and Long-Term Strategic Agenda CORPORATE GOVERNANCE AND SUSTAINABILITY PERMEATE ALL EFFORTS ON KEY STRATEGIC OBJECTIVES Commitment to permanently improve corporate governance plays a vital role in protecting stakeholders’ interests. We incorporate sustainability into our strategy through a consolidated governance structure that is integrated with our business, thus making environmental and social issues part of our everyday activities, by incorporating variables on these issues into diverse processes, such as credit granting, investments, insurance activities, contracting of suppliers, and wealth management. We aim at creating a virtuous cycle on the path towards sustainable performance, which can only be met by collaborative work involving our main stakeholders: employees; clients; shareholders and society. TRANSFORMATION CONTINUOUS IMPROVEMENT Risk Management Client Centricity to endeavor our efforts to fully comply with the Risk Appetite to embrace this concept to the fullest in order to always develop products and a “service culture” focused on guidelines. Managing risks is the essence of our activity and a client satisfaction and long-term relationships. responsibility of all employees. Internationalization Digital Transformation moving forward in the internationalization process does to speed up our digital transformation process to increase the productivity of IT area and spread a not necessarily mean to take activities to new countries, digital mindset throughout the bank to improve but to reach, in the countries we are present in, the same efficiency, user experience and client satisfaction. management quality and results we have in Brazil. Sustainable Profitability People Management to continuously increase the efficiency of our to improve our incentive model and evaluation tools to contemplate the new dynamics of cooperative operations, having the ability to identify work, making them effective to fairly assess opportunities to reduce costs, managing investments to gain agility, in addition to individual deliveries within efficiently managing capital allocation cross-functional teams. through adequate cost of equity. page 23

Itaú Unibanco Global Footprint Itaú Unibanco has an important presence in key financial centers supported by a unique recognition and reputation. We want to be recognized as: The Latin American Bank CIB London, Lisbon, Madrid, Paris, Frankfurt Institutional Clients / Asset London Private Banking Zurich CIB NY, Cayman, Bahamas Institutional Clients / Asset CIB / Institutional Clients / Asset NY, Cayman Tokyo, Dubai, Hong Kong Private Banking Cayman, Bahamas, Miami CIB / Institutional Clients Mexico CIB Brazil, Argentina, Chile, Peru, Colombia, Uruguay, Paraguay, Panama Institutional Clients / Asset Brazil, Argentina, Chile Private Banking Brazil, Chile, Paraguay Retail Banking Brazil, Argentina, Chile, Paraguay, Uruguay, Colombia, Panama page 24Itaú Unibanco Global Footprint Itaú Unibanco has an important presence in key financial centers supported by a unique recognition and reputation. We want to be recognized as: The Latin American Bank CIB London, Lisbon, Madrid, Paris, Frankfurt Institutional Clients / Asset London Private Banking Zurich CIB NY, Cayman, Bahamas Institutional Clients / Asset CIB / Institutional Clients / Asset NY, Cayman Tokyo, Dubai, Hong Kong Private Banking Cayman, Bahamas, Miami CIB / Institutional Clients Mexico CIB Brazil, Argentina, Chile, Peru, Colombia, Uruguay, Paraguay, Panama Institutional Clients / Asset Brazil, Argentina, Chile Private Banking Brazil, Chile, Paraguay Retail Banking Brazil, Argentina, Chile, Paraguay, Uruguay, Colombia, Panama page 24

1 A History of Successful Strategic Deals Acquisition of the remaining 50% of: Retail - Brazil Uruguay NACIONAL Acquisition of the Banco Itaú BMG Consignado minority interest of: Casa Moreira Salles Acquisition of a 1924 minority interest in: Unibanco 1995 - 1998 2000 - 2003 2004 - 2007 Merger 2008 2009 - 2018 Itaú 1943 Foundation of Banco Itaú Alliance with: BEG Banco del Buen Ayre (1) Includes mergers, acquisitions, joint-ventures and partnerships. page 251 A History of Successful Strategic Deals Acquisition of the remaining 50% of: Retail - Brazil Uruguay NACIONAL Acquisition of the Banco Itaú BMG Consignado minority interest of: Casa Moreira Salles Acquisition of a 1924 minority interest in: Unibanco 1995 - 1998 2000 - 2003 2004 - 2007 Merger 2008 2009 - 2018 Itaú 1943 Foundation of Banco Itaú Alliance with: BEG Banco del Buen Ayre (1) Includes mergers, acquisitions, joint-ventures and partnerships. page 25

Corporate Governance 2Corporate Governance 2

Corporate Governance at Itaú Unibanco Strengths of our structure Family ownership ensuring a long-term view • • Professional management team • Strong corporate governance • Broad shareholder base (52.88% of our shares in free float) Egydio de Souza Free Float* Moreira Salles Family Non Voting Shares Aranha Family Free Float Foreigners Brazilian 100.00% Total in NYSE investors in B3 28% Cia. E. Johnston de 34% 36.73% ON 63.27% ON 81.42% PN Participações 4.8 bn 18.58% PN 66.06% Total (number of 33.94% Total shares) 38% 50.00% ON 33.47% Total Foreigners in B3 50.00% ON 100.00% PN IUPAR Itaúsa Free Float* 66.53% Total 39.21% ON 7.82% ON 51.71% ON 0.004% PN 99.59% PN 26.32% Total 19.95% Total 52.88% Total Itaú Unibanco Holding S.A. Note: ON = Common Shares; PN = Non-voting Shares; (*) Excluding shares held by majority owners and treasury shares. page 27Corporate Governance at Itaú Unibanco Strengths of our structure Family ownership ensuring a long-term view • • Professional management team • Strong corporate governance • Broad shareholder base (52.88% of our shares in free float) Egydio de Souza Free Float* Moreira Salles Family Non Voting Shares Aranha Family Free Float Foreigners Brazilian 100.00% Total in NYSE investors in B3 28% Cia. E. Johnston de 34% 36.73% ON 63.27% ON 81.42% PN Participações 4.8 bn 18.58% PN 66.06% Total (number of 33.94% Total shares) 38% 50.00% ON 33.47% Total Foreigners in B3 50.00% ON 100.00% PN IUPAR Itaúsa Free Float* 66.53% Total 39.21% ON 7.82% ON 51.71% ON 0.004% PN 99.59% PN 26.32% Total 19.95% Total 52.88% Total Itaú Unibanco Holding S.A. Note: ON = Common Shares; PN = Non-voting Shares; (*) Excluding shares held by majority owners and treasury shares. page 27

IUPAR (Itaú Unibanco Participações) and Itaú Unibanco Governance Alignment and union among shareholders; Family control Group´s vision, mission and values; IUPAR Significant mergers & acquisitions; (Itaú Unibanco with a strategic Nominations to the Board of Directors and CEO; long-term vision Participações) Performance evaluation and admission of family members; Discussion and approval of the long-term strategy. Definition and monitoring of the company’s strategy; Mergers & acquisitions; Professional management Monitor the Executive Committee performance; Establishment of Nomination of executive officers (meritocracy); Itaú Unibanco operational parameters Budget approval; Board of Directors Definition and supervision of risk appetite and policies relating to the use of capital; Definition and monitoring of incentive and compensation models and goal setting; Supervision of the technology strategy; Definition of meritocracy policies; Supervision of the business operation. Implementation of Board of Directors’ guidelines and Value creation Executive goals; Committee Operation of the businesses and strategy for products Implementation of strategy and day-to-day management and segments; Ensure better allocation and management of financial, operational and human resources; Monitoring of market, credit and operational risks; Operate the Bank with a view to creating value. page 28IUPAR (Itaú Unibanco Participações) and Itaú Unibanco Governance Alignment and union among shareholders; Family control Group´s vision, mission and values; IUPAR Significant mergers & acquisitions; (Itaú Unibanco with a strategic Nominations to the Board of Directors and CEO; long-term vision Participações) Performance evaluation and admission of family members; Discussion and approval of the long-term strategy. Definition and monitoring of the company’s strategy; Mergers & acquisitions; Professional management Monitor the Executive Committee performance; Establishment of Nomination of executive officers (meritocracy); Itaú Unibanco operational parameters Budget approval; Board of Directors Definition and supervision of risk appetite and policies relating to the use of capital; Definition and monitoring of incentive and compensation models and goal setting; Supervision of the technology strategy; Definition of meritocracy policies; Supervision of the business operation. Implementation of Board of Directors’ guidelines and Value creation Executive goals; Committee Operation of the businesses and strategy for products Implementation of strategy and day-to-day management and segments; Ensure better allocation and management of financial, operational and human resources; Monitoring of market, credit and operational risks; Operate the Bank with a view to creating value. page 28

Itaú Unibanco Board of Directors and Executive Committees Co-Chairman Co- Chairman Pedro Moreira Salles Roberto Egydio Setubal . Directors Marco Ambrogio Crespi Bonomi 1 Alfredo Egydio Setubal Gustavo Jorge Laboissière Loyola 1 Pedro Luiz Bodin de Moraes 1 João Moreira Salles Ana Lúcia de Mattos Barretto Villela Ricardo Villela Marino Fábio Colletti Barbosa 1 José Galló 1 Chief Executive Officer (CEO) Candido Botelho Bracher • Ombudsman General Directors Executive Vice Presidents Wholesale Retail IT and Operations Risks and Finance Legal and Human Resources • Large and Medium • Branches • IT • Risks • Legal and Internal Corporates • Cards • Operations • Finance • Human Resources • Asset Management • REDE • Procurement • Corporate Communication • Institutional • Real Estate • Institutional and Treasury • Insurance Governmental Relations • Private Bank • Vehicles • Marketing • Custody • Consortia • Sustainability • Latin America • Payroll • Investment Banking (1) Independent Director. page 29 Executive Committees Board of DirectorsItaú Unibanco Board of Directors and Executive Committees Co-Chairman Co- Chairman Pedro Moreira Salles Roberto Egydio Setubal . Directors Marco Ambrogio Crespi Bonomi 1 Alfredo Egydio Setubal Gustavo Jorge Laboissière Loyola 1 Pedro Luiz Bodin de Moraes 1 João Moreira Salles Ana Lúcia de Mattos Barretto Villela Ricardo Villela Marino Fábio Colletti Barbosa 1 José Galló 1 Chief Executive Officer (CEO) Candido Botelho Bracher • Ombudsman General Directors Executive Vice Presidents Wholesale Retail IT and Operations Risks and Finance Legal and Human Resources • Large and Medium • Branches • IT • Risks • Legal and Internal Corporates • Cards • Operations • Finance • Human Resources • Asset Management • REDE • Procurement • Corporate Communication • Institutional • Real Estate • Institutional and Treasury • Insurance Governmental Relations • Private Bank • Vehicles • Marketing • Custody • Consortia • Sustainability • Latin America • Payroll • Investment Banking (1) Independent Director. page 29 Executive Committees Board of Directors

Risk Management Structure Board of Directors Capital and Risk Audit Committee Pedro Moreira Salles Management Committee Gustavo Loyola 1 Roberto Egydio Setubal Pedro Bodin 1 3rd line of defense Internal Audit Independent review of the Paulo Miron activities developed by the institution. Itaú Unibanco Holding President and CEO Candido Bracher Risk and Finance Control and General General Technology and Legal, Institutional Retail Office Management Department Wholesale Office Operations Department and Personnel Dept. Milton Maluhy Marcio Schettini André Sapoznik Caio David Claudia Politanski Executive Finance, Market Risk Control and Investor Relations Office 2nd line of defense 1st line of defense Operational Risk and Compliance Ensures that risks are Manages risks originated by these Executive Office managed according to: offices; its role is to: Credit Risk, Modeling and Money Risk appetite Laundering Prevention Office. Identify Control Policies Assess Report Procedures (1) Independent Director. page 30Risk Management Structure Board of Directors Capital and Risk Audit Committee Pedro Moreira Salles Management Committee Gustavo Loyola 1 Roberto Egydio Setubal Pedro Bodin 1 3rd line of defense Internal Audit Independent review of the Paulo Miron activities developed by the institution. Itaú Unibanco Holding President and CEO Candido Bracher Risk and Finance Control and General General Technology and Legal, Institutional Retail Office Management Department Wholesale Office Operations Department and Personnel Dept. Milton Maluhy Marcio Schettini André Sapoznik Caio David Claudia Politanski Executive Finance, Market Risk Control and Investor Relations Office 2nd line of defense 1st line of defense Operational Risk and Compliance Ensures that risks are Manages risks originated by these Executive Office managed according to: offices; its role is to: Credit Risk, Modeling and Money Risk appetite Laundering Prevention Office. Identify Control Policies Assess Report Procedures (1) Independent Director. page 30

Governance Structure at Itaú Unibanco Shareholder’s Meeting Fiscal Council Board of Directors Digital Nomination Risk and LATAM Social Personnel Related Strategy Compensation Audit Advisory and Corporate Capital Strategy Responsibility Committee Parties Committee Committee Committee Board Governance Committee Management Council Committee Committee Committee Internal Audit Independent Audit Board of Officers Disclosure and Trading Committee page 31Governance Structure at Itaú Unibanco Shareholder’s Meeting Fiscal Council Board of Directors Digital Nomination Risk and LATAM Social Personnel Related Strategy Compensation Audit Advisory and Corporate Capital Strategy Responsibility Committee Parties Committee Committee Committee Board Governance Committee Management Council Committee Committee Committee Internal Audit Independent Audit Board of Officers Disclosure and Trading Committee page 31

Credit Risk Policies Hierarchy § Defines and monitors Risk Appetite; Board of Directors and § Approval of policies, strategies and definition of minimum Capital and Risk Management Committee expected return on capital; § Improvement of Risk Culture. § Defines a Global Policy; 1 § Approves policies having the most significant impact on EC ; Executive Committee § Monitors Portfolio and Risk Appetite; § Credit Strategy. § Defines and approves policies having the less significant impact General Office 1 on EC . and Risk Dept. (1) EC = Economic Capital. page 32Credit Risk Policies Hierarchy § Defines and monitors Risk Appetite; Board of Directors and § Approval of policies, strategies and definition of minimum Capital and Risk Management Committee expected return on capital; § Improvement of Risk Culture. § Defines a Global Policy; 1 § Approves policies having the most significant impact on EC ; Executive Committee § Monitors Portfolio and Risk Appetite; § Credit Strategy. § Defines and approves policies having the less significant impact General Office 1 on EC . and Risk Dept. (1) EC = Economic Capital. page 32

Risk Appetite Defined by the Board of Directors Principles Statement Dimensions § Sustainability and customer § Optimization of capital § Reputation; satisfaction; allocation; § Liquidity; § Risk pricing;§ Low volatility in results; § Capitalization; § Operational excellence;§ Regional focus; § Operational Risk; § Breakdown of results; § Diversification;§ Alignment with “Our Way”; § Credit. § Risk Culture;§ Diversification of businesses. § Ethics and regulatory compliance. Credit Metrics Concentration by countries Highest credit VaR 1 Concentration by segments Exposure by ratings Concentration by industry Highest exposures Maximum PD 2 (1) VAR = Value at Risk; (2) PD = Probability of default. page 33Risk Appetite Defined by the Board of Directors Principles Statement Dimensions § Sustainability and customer § Optimization of capital § Reputation; satisfaction; allocation; § Liquidity; § Risk pricing;§ Low volatility in results; § Capitalization; § Operational excellence;§ Regional focus; § Operational Risk; § Breakdown of results; § Diversification;§ Alignment with “Our Way”; § Credit. § Risk Culture;§ Diversification of businesses. § Ethics and regulatory compliance. Credit Metrics Concentration by countries Highest credit VaR 1 Concentration by segments Exposure by ratings Concentration by industry Highest exposures Maximum PD 2 (1) VAR = Value at Risk; (2) PD = Probability of default. page 33

Risk Appetite (as approved by the Board of Directors) The Risk Appetite... establishes the types and levels of risk acceptable to the bank, within which management seeks to maximize value creation. It is based on Guided by the and monitored by 43 metrics inserted Board of Directors Principles of Risk in the day-to-day of business management Statement Management Capitalization “We are a universal bank, • Capital ratios in normal and stress situations o Sustainability and operating predominantly in • Debt issuance ratings customer satisfaction Latin America. Supported by Liquidity our risk culture, we operate • Short and mid-term liquidity indicators based on rigorous ethical o Risk culture Results Composition and regulatory compliance • Largest credit risk standards, seeking high and • Largest exposures and by rating brackets o Price for risk • Concentration by sectors, countries and segments growing results, with low • Concentration of market risk volatility, by means of the o Diversification long-lasting relationship with Operational Risk • Operational losses events clients, correct price for risk, • Information technology o Operational excellence well-distributed funding and Reputation proper use of capital.” • Suitability indicators o Ethics and respect for • Media Exposure regulation • Customer complaint tracking • Regulatory compliance page 34 DimensionsRisk Appetite (as approved by the Board of Directors) The Risk Appetite... establishes the types and levels of risk acceptable to the bank, within which management seeks to maximize value creation. It is based on Guided by the and monitored by 43 metrics inserted Board of Directors Principles of Risk in the day-to-day of business management Statement Management Capitalization “We are a universal bank, • Capital ratios in normal and stress situations o Sustainability and operating predominantly in • Debt issuance ratings customer satisfaction Latin America. Supported by Liquidity our risk culture, we operate • Short and mid-term liquidity indicators based on rigorous ethical o Risk culture Results Composition and regulatory compliance • Largest credit risk standards, seeking high and • Largest exposures and by rating brackets o Price for risk • Concentration by sectors, countries and segments growing results, with low • Concentration of market risk volatility, by means of the o Diversification long-lasting relationship with Operational Risk • Operational losses events clients, correct price for risk, • Information technology o Operational excellence well-distributed funding and Reputation proper use of capital.” • Suitability indicators o Ethics and respect for • Media Exposure regulation • Customer complaint tracking • Regulatory compliance page 34 Dimensions

Retail Management – Individuals and Small and Middle Companies STATISTICAL MODELS Lowest risk Risk Level Highest Risk 100 100 102 98 114 94 123 89 128 88 148 88 153 88 100 100 104 101 102 95 101 89 106 90 112 99 124 94 115 91 115 91 116 92 130 93 148 88 157 81 167 79 v 110 91 112 102 114 97 113 92 118 96 121 77 130 91 114 86 118 87 134 79 136 74 169 72 166 67 179 65 114 82 122 99 127 85 130 77 142 115 173 73 155 65 Fictitious figures (Basis 100 = lowest risk cell). Higher risk 116 92 RAROC (Risk Adjusted Return on Capital) Default Rate 114 97 Loss/Revenue ROE (Return on Equity) Management tool (tightening and easing credit standards) Data adjusted to expected future macroeconomic scenario page 35 POLICY Variables that distinguishes riskRetail Management – Individuals and Small and Middle Companies STATISTICAL MODELS Lowest risk Risk Level Highest Risk 100 100 102 98 114 94 123 89 128 88 148 88 153 88 100 100 104 101 102 95 101 89 106 90 112 99 124 94 115 91 115 91 116 92 130 93 148 88 157 81 167 79 v 110 91 112 102 114 97 113 92 118 96 121 77 130 91 114 86 118 87 134 79 136 74 169 72 166 67 179 65 114 82 122 99 127 85 130 77 142 115 173 73 155 65 Fictitious figures (Basis 100 = lowest risk cell). Higher risk 116 92 RAROC (Risk Adjusted Return on Capital) Default Rate 114 97 Loss/Revenue ROE (Return on Equity) Management tool (tightening and easing credit standards) Data adjusted to expected future macroeconomic scenario page 35 POLICY Variables that distinguishes risk

Credit Offer Based on Future Scenario STATISTICAL MODELS Highest Lowest Risk Level risk risk Credit Available Base Scenario Credit Not Available Credit Not Available Highest risk Positive future expectation Negative future expectation Risk Level Risk Level Credit Available Credit Available Credit Not Available Credit Not Available Tightening of credit, maintaining the same Easing of credit, maintaining the same appetite appetite page 36 POLICY POLICYCredit Offer Based on Future Scenario STATISTICAL MODELS Highest Lowest Risk Level risk risk Credit Available Base Scenario Credit Not Available Credit Not Available Highest risk Positive future expectation Negative future expectation Risk Level Risk Level Credit Available Credit Available Credit Not Available Credit Not Available Tightening of credit, maintaining the same Easing of credit, maintaining the same appetite appetite page 36 POLICY POLICY

Business Overview 3Business Overview 3

Universal Bank 1 RETAIL BANKING WHOLESALE BANKING RETAIL AND REAL ESTATE CREDIT ITAÚ BBA 4,214 branches and client service branches and 46,338 ATMs in Brazil; Full coverage of corporate clients with RETAIL annual sales above R$ 200 million; AND REAL Premier banking brand in Brazil; ESTATE Leadership in IB products with top Strategically positioned for growth in mortgage market CREDIT ITAÚ BBA CREDIT positions in major league tables; (partnerships with Lopes). CARD AND (CORPORATE, Treasury operations for the CONSUMER IB AND conglomerate. CREDIT CARD AND CONSUMER FINANCE TREASURY) FINANCE Approximately 33.8 million credit card accounts LATAM and 29.3 million debit card accounts; Purpose: to be recognized as Leader in Brazilian credit card market, extensive “The Latin American Bank”; number of joint ventures and partnerships VEHICLES LATAM Retail presence in Latin America with retailers. (ex-Brazil): Argentina, Chile, Paraguay, Uruguay, VEHICLES Colombia, Panama. Total portfolio for individuals of R$17.2 billion; UNIVERSAL BANK Lease and finance through over 10 thousand dealers. WEALTH MANAGEMENT WEALTH AND SERVICES INSURANCE² MANAGEMENT INSURANCE OPERATIONS SERVICES Total assets under administration One of the largest players in Brazil based of approximately R$1,200 billion; on direct premiums; Leader in Private banking Association with Porto Seguro for auto and residential insurance; SMALL MIDDLE services in Latin America. COMPANY COMPANY Revenues from Insurance, Pension Plan and Premium Bonds Operations reached R$2.0 billion in 2Q19. MIDDLE COMPANY Corporate clients with annual sales SMALL COMPANY from R$30 million to R$200 million. Small and Medium Enterprises with annual sales up to R$30 million. (1) June 30, 2019 figures; (2) Includes Insurance, Pension Plan and Premium Bond operations. page 38Universal Bank 1 RETAIL BANKING WHOLESALE BANKING RETAIL AND REAL ESTATE CREDIT ITAÚ BBA 4,214 branches and client service branches and 46,338 ATMs in Brazil; Full coverage of corporate clients with RETAIL annual sales above R$ 200 million; AND REAL Premier banking brand in Brazil; ESTATE Leadership in IB products with top Strategically positioned for growth in mortgage market CREDIT ITAÚ BBA CREDIT positions in major league tables; (partnerships with Lopes). CARD AND (CORPORATE, Treasury operations for the CONSUMER IB AND conglomerate. CREDIT CARD AND CONSUMER FINANCE TREASURY) FINANCE Approximately 33.8 million credit card accounts LATAM and 29.3 million debit card accounts; Purpose: to be recognized as Leader in Brazilian credit card market, extensive “The Latin American Bank”; number of joint ventures and partnerships VEHICLES LATAM Retail presence in Latin America with retailers. (ex-Brazil): Argentina, Chile, Paraguay, Uruguay, VEHICLES Colombia, Panama. Total portfolio for individuals of R$17.2 billion; UNIVERSAL BANK Lease and finance through over 10 thousand dealers. WEALTH MANAGEMENT WEALTH AND SERVICES INSURANCE² MANAGEMENT INSURANCE OPERATIONS SERVICES Total assets under administration One of the largest players in Brazil based of approximately R$1,200 billion; on direct premiums; Leader in Private banking Association with Porto Seguro for auto and residential insurance; SMALL MIDDLE services in Latin America. COMPANY COMPANY Revenues from Insurance, Pension Plan and Premium Bonds Operations reached R$2.0 billion in 2Q19. MIDDLE COMPANY Corporate clients with annual sales SMALL COMPANY from R$30 million to R$200 million. Small and Medium Enterprises with annual sales up to R$30 million. (1) June 30, 2019 figures; (2) Includes Insurance, Pension Plan and Premium Bond operations. page 38

Client Segmentation Individuals Segmentation Companies Segmentation by monthly income by annual sales Ultra Private Bank over R$4 billion or >R$750 million debt* >R$5 million in total investment Large >R$400 million up to R$4 billion or >R$200 million debt* Corporate >R$200 million up to R$400 million Personnalité >R$10 thousand or >R$100 thousand in Middle total investments >R$30 million up to R$200 million Uniclass >R$4 thousand up to R$10 thousand Very Small and Small Companies Retail up to R$4 thousand up to R$30 million *total exposure, includes financial guarantees provided and corporate securities. page 39 Retail Banking Wholesale BankingClient Segmentation Individuals Segmentation Companies Segmentation by monthly income by annual sales Ultra Private Bank over R$4 billion or >R$750 million debt* >R$5 million in total investment Large >R$400 million up to R$4 billion or >R$200 million debt* Corporate >R$200 million up to R$400 million Personnalité >R$10 thousand or >R$100 thousand in Middle total investments >R$30 million up to R$200 million Uniclass >R$4 thousand up to R$10 thousand Very Small and Small Companies Retail up to R$4 thousand up to R$30 million *total exposure, includes financial guarantees provided and corporate securities. page 39 Retail Banking Wholesale Banking

Retail in Brazil Automated Teller Machines (ATMs) in Brazil 2 Presence in Brazil 1 (As of June 30, 2019) 46,712 45,353 46,463 45,502 45,769 45,891 47,301 46,784 46,338 3 15 7 7 8 7 592 598 610 589 613 584 608 626 617 23,049 22,086 22,431 22,605 21,195 21,423 20,809 20,937 23,053 North 109 Northeast 23,903 23,940 23,954 23,853 23,760 23,680 23,660 23,590 22,701 316 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Midwest 3 4 5 Brazil Banco 24Horas ESB Third Party Locations 298 6,7 Branches and Client Service Branches (CSB) in Brazil Southeast 4,454 4,451 4,428 4,413 4,397 4,388 4,404 4,413 2,844 4,214 160 160 195 154 156 173 195 160 196 3,523 3,591 3,587 3,523 3,531 3,531 3,530 3,527 South 3,332 632 Brazil: 4,199 Abroad + IBBA: 523 736 718 703 704 697 700 703 691 686 Total: 4,722 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 CSB Brick and Mortar Branches Digital Branches (1) Considers Brick and Mortar Branches, digital branches and CSBs; (2) Does not include points of sale; (3) Includes Electronic Service Branches (such as exclusive ATMs inside companies); (4) Client Service Branches (CSBs); (5) Points of service in third-parties’ establishments (such as shopping centers and airports); (6) Points of service include only Client Service Branches (CSBs); (7) Includes Itaú BBA branches. page 40Retail in Brazil Automated Teller Machines (ATMs) in Brazil 2 Presence in Brazil 1 (As of June 30, 2019) 46,712 45,353 46,463 45,502 45,769 45,891 47,301 46,784 46,338 3 15 7 7 8 7 592 598 610 589 613 584 608 626 617 23,049 22,086 22,431 22,605 21,195 21,423 20,809 20,937 23,053 North 109 Northeast 23,903 23,940 23,954 23,853 23,760 23,680 23,660 23,590 22,701 316 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Midwest 3 4 5 Brazil Banco 24Horas ESB Third Party Locations 298 6,7 Branches and Client Service Branches (CSB) in Brazil Southeast 4,454 4,451 4,428 4,413 4,397 4,388 4,404 4,413 2,844 4,214 160 160 195 154 156 173 195 160 196 3,523 3,591 3,587 3,523 3,531 3,531 3,530 3,527 South 3,332 632 Brazil: 4,199 Abroad + IBBA: 523 736 718 703 704 697 700 703 691 686 Total: 4,722 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 CSB Brick and Mortar Branches Digital Branches (1) Considers Brick and Mortar Branches, digital branches and CSBs; (2) Does not include points of sale; (3) Includes Electronic Service Branches (such as exclusive ATMs inside companies); (4) Client Service Branches (CSBs); (5) Points of service in third-parties’ establishments (such as shopping centers and airports); (6) Points of service include only Client Service Branches (CSBs); (7) Includes Itaú BBA branches. page 40

Retail - Credit Cards, Joint Ventures and Partnerships with Retailers in Brazil Highlights Highlights JVs and Partnerships • Brazilian market leader in credit card transactions; • Focus on credit card instruments; • Qualification of the client base: proprietary channel x partnerships; • Long term agreements; • Credit card business comprises: • Alignment of incentives. • Issuance of cards; • Acquiring: REDE; • JVs and partnership with retailers; • Own brand: Hiper; • Approximately 63.0 million card accounts (2Q19): • 33.8 million credit card accounts; • 29.3 million debit card accounts; • R$ 126.3 billion in card transactions (2Q19): • R$ 95.4 billion in credit card transactions; • R$ 30.9 billion in debit card transactions; • High growth potential in credit card usage in Brazil. page 41Retail - Credit Cards, Joint Ventures and Partnerships with Retailers in Brazil Highlights Highlights JVs and Partnerships • Brazilian market leader in credit card transactions; • Focus on credit card instruments; • Qualification of the client base: proprietary channel x partnerships; • Long term agreements; • Credit card business comprises: • Alignment of incentives. • Issuance of cards; • Acquiring: REDE; • JVs and partnership with retailers; • Own brand: Hiper; • Approximately 63.0 million card accounts (2Q19): • 33.8 million credit card accounts; • 29.3 million debit card accounts; • R$ 126.3 billion in card transactions (2Q19): • R$ 95.4 billion in credit card transactions; • R$ 30.9 billion in debit card transactions; • High growth potential in credit card usage in Brazil. page 41

Retail - Cards in Brazil | Growing Penetration in Household Consumption Expenditure Credit and Debit Cards Billed Volume % at Household Consumption Expenditure 38.0% 37.1% 35.1% 34.9% 34.1% 33.8% 32.4% 31.4% 30.8% 14.6% 13.7% 13.0% 13.3% 12.5% 12.7% 12.1% 11.7% 11.6% 23.4% 23.4% 22.1% 21.6% 21.6% 21.1% 20.3% 19.7% 19.2% 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 Credit Card Debit Card Sources: ABECS (Brazilian Credit Card Companies Association) and IBGE (Statistics and Geography Brazilian Institute) brand view in Mar-19. Only the purchase volume is considered in the cards billing. page 42Retail - Cards in Brazil | Growing Penetration in Household Consumption Expenditure Credit and Debit Cards Billed Volume % at Household Consumption Expenditure 38.0% 37.1% 35.1% 34.9% 34.1% 33.8% 32.4% 31.4% 30.8% 14.6% 13.7% 13.0% 13.3% 12.5% 12.7% 12.1% 11.7% 11.6% 23.4% 23.4% 22.1% 21.6% 21.6% 21.1% 20.3% 19.7% 19.2% 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 Credit Card Debit Card Sources: ABECS (Brazilian Credit Card Companies Association) and IBGE (Statistics and Geography Brazilian Institute) brand view in Mar-19. Only the purchase volume is considered in the cards billing. page 42

Retail - Payroll Loan in Brazil Composition of Payroll Loans Portfolio by Sector Evolution of Payroll Loan Portfolio R$ billion 49.1 48.6 46.7 46.0 45.4 44.8 44.6 44.4 44.7 5.8 5.4 5.1 4.9 4.9 4.3 4.4 4.8 4.7 4.5 4.8 5.1 5.5 12% 5.9 6.4 7.6 8.2 7.0 9% 38.8 38.5 36.5 35.5 34.6 33.5 32.6 32.8 32.2 79% Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 INSS Public Sector Private Sector Private Sector Public Sector INSS Composition of Payroll Loans Portfolio by Origination Composition of Personal Loans Portfolio R$ billion 1.0% 8.1% 48.6 49.1 44.7 46.0 46.7 45.4 44.4 44.8 44.6 37% 36% 36% 38% 38% 38% 38% 36% 39% 59% 59% 59% 58% 61% 60% 59% 59% 61% 63% 64% 64% 62% 62% 62% 62% 56% 61% 41% 41% 41% 41% 42% 39% 40% 41% 39% Jun-15 Dec-15 Jun-16 Dec-16 Jun-17 Dec-17 Jun-18 Dec-18 Jun-19 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Payroll Other - Personal Loan Branches Itaú Consignado S.A. page 43Retail - Payroll Loan in Brazil Composition of Payroll Loans Portfolio by Sector Evolution of Payroll Loan Portfolio R$ billion 49.1 48.6 46.7 46.0 45.4 44.8 44.6 44.4 44.7 5.8 5.4 5.1 4.9 4.9 4.3 4.4 4.8 4.7 4.5 4.8 5.1 5.5 12% 5.9 6.4 7.6 8.2 7.0 9% 38.8 38.5 36.5 35.5 34.6 33.5 32.6 32.8 32.2 79% Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 INSS Public Sector Private Sector Private Sector Public Sector INSS Composition of Payroll Loans Portfolio by Origination Composition of Personal Loans Portfolio R$ billion 1.0% 8.1% 48.6 49.1 44.7 46.0 46.7 45.4 44.4 44.8 44.6 37% 36% 36% 38% 38% 38% 38% 36% 39% 59% 59% 59% 58% 61% 60% 59% 59% 61% 63% 64% 64% 62% 62% 62% 62% 56% 61% 41% 41% 41% 41% 42% 39% 40% 41% 39% Jun-15 Dec-15 Jun-16 Dec-16 Jun-17 Dec-17 Jun-18 Dec-18 Jun-19 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Payroll Other - Personal Loan Branches Itaú Consignado S.A. page 43

Retail - Mortgage Market in Brazil Mortgage Loans Evolution Distribution Channels for Individuals Balance As of June 2019 R$ million 3.5% 47,591 48,544 49,244 Partnerships 10.7% 11.7% 14.9% 13% Real Estate Regular Brokers Branches 32% 12% 88.3% 89.3% 85.1% Developers 12% High Income Branches Jun-18 Mar-19 Jun-19 30% Individuals Companies Collaterals (LTV) Average Ticket and Average Origination Term (Loan to value ratio) 59.7% 58.6% 57.3% 2Q19 39.9% 38.8% 38.7% Average operation period ¹ 323 months Average value of the Property ² R$546 thousand Financing Average Ticket R$328 thousand Jun-18 Mar-19 Jun-19 Vintage (quarterly average) Portfolio (1) Average Operation Period for new developers contracts; (2) Value determined using monthly financing average ticket and quarterly average LTV. Production source: ABECIP. page 44Retail - Mortgage Market in Brazil Mortgage Loans Evolution Distribution Channels for Individuals Balance As of June 2019 R$ million 3.5% 47,591 48,544 49,244 Partnerships 10.7% 11.7% 14.9% 13% Real Estate Regular Brokers Branches 32% 12% 88.3% 89.3% 85.1% Developers 12% High Income Branches Jun-18 Mar-19 Jun-19 30% Individuals Companies Collaterals (LTV) Average Ticket and Average Origination Term (Loan to value ratio) 59.7% 58.6% 57.3% 2Q19 39.9% 38.8% 38.7% Average operation period ¹ 323 months Average value of the Property ² R$546 thousand Financing Average Ticket R$328 thousand Jun-18 Mar-19 Jun-19 Vintage (quarterly average) Portfolio (1) Average Operation Period for new developers contracts; (2) Value determined using monthly financing average ticket and quarterly average LTV. Production source: ABECIP. page 44

Retail - Vehicle Financing in Brazil Highlights: Individuals and Corporate Individuals Portfolio Loans Granted • Growth of 43.7% in production (QoQ); R$ million R$ million 30.6% • Offers finance through over 10 thousand dealers; • Average ticket size of the new vehicle concessions to individuals of R$35 23,247 thousand with LTV of 58% in the 2Q19; 43.7% • 76.2% of the financing is guaranteed up to 4 years; 17,807 6,045 • 87.2% of the financing are made up to 48 months; 3,154 Main Products and Services: 4,648 3,235 • Facial Recognition: Implantation of Facial Biometry, guaranteeing 1,678 17,202 14,653 security in the contracting process; 674 2,969 2,561 • Novo Credline: a redesigned proposal origination platform, offers a simple and renewed digital experience with mobile version; 2Q18 2Q19 2Q18 2Q19 • Digital Platform: allows more agility, autonomy and efficiency for stores Individuals Corporate Individuals Corporate and dealers; 90-day NPL Ratio | Individuals - Vehicles • iCarros: platform that applies innovative technologies and data analysis Base 100 = Dec-12 to solutions that help dealers make their sales processes more efficient; • iCarros Club: B2B trade-in platform for used vehicles with bidding 109 features and online purchase, allows contact between sellers and buyers, 100 guarantees the best offer for the vehicle, through more than 8,000 dealers all over Brazil; 68 • Digital Contracting: digital contracting integrated to iCarros platform 54 and can connect to other e-commerce as dealers websites; 49 43 35 35 • Digital Assistant: online credit analysis and approval platform. Automatically qualifies customer purchase interest via Internet or mobile, without additional cost; • Compra e Venda Protegida: this product mediates between the parties involved making trading safer; 2012 2013 2014 2015 2016 2017 2018 Jun-19 • Financing of Accessories and Services: credit line for financing of accessories and services, already embedded in the vehicles installment. page 45Retail - Vehicle Financing in Brazil Highlights: Individuals and Corporate Individuals Portfolio Loans Granted • Growth of 43.7% in production (QoQ); R$ million R$ million 30.6% • Offers finance through over 10 thousand dealers; • Average ticket size of the new vehicle concessions to individuals of R$35 23,247 thousand with LTV of 58% in the 2Q19; 43.7% • 76.2% of the financing is guaranteed up to 4 years; 17,807 6,045 • 87.2% of the financing are made up to 48 months; 3,154 Main Products and Services: 4,648 3,235 • Facial Recognition: Implantation of Facial Biometry, guaranteeing 1,678 17,202 14,653 security in the contracting process; 674 2,969 2,561 • Novo Credline: a redesigned proposal origination platform, offers a simple and renewed digital experience with mobile version; 2Q18 2Q19 2Q18 2Q19 • Digital Platform: allows more agility, autonomy and efficiency for stores Individuals Corporate Individuals Corporate and dealers; 90-day NPL Ratio | Individuals - Vehicles • iCarros: platform that applies innovative technologies and data analysis Base 100 = Dec-12 to solutions that help dealers make their sales processes more efficient; • iCarros Club: B2B trade-in platform for used vehicles with bidding 109 features and online purchase, allows contact between sellers and buyers, 100 guarantees the best offer for the vehicle, through more than 8,000 dealers all over Brazil; 68 • Digital Contracting: digital contracting integrated to iCarros platform 54 and can connect to other e-commerce as dealers websites; 49 43 35 35 • Digital Assistant: online credit analysis and approval platform. Automatically qualifies customer purchase interest via Internet or mobile, without additional cost; • Compra e Venda Protegida: this product mediates between the parties involved making trading safer; 2012 2013 2014 2015 2016 2017 2018 Jun-19 • Financing of Accessories and Services: credit line for financing of accessories and services, already embedded in the vehicles installment. page 45

1,2 Retail - Insurance Ranking in Brazil jan-may/19 jan-may/18 Model 3 4th 4th Total Insurance 4 5th 5th Recurring Insurance Activities Life & Personal Accidents 2nd 2nd Bancassurance Credit Insurance 6th 6th Bancassurance Pension Plan Bancassurance 3rd 3rd Premium Bonds 4th 3rd Bancassurance Porto Seguro 2nd 2nd 5 Leader: Porto Seguro Leader: Porto Seguro Broker Vehicles 5 Broker Leader: Porto Seguro Leader: Porto Seguro Residential 6 5th 5th Other Insurance Activities 7 We do not offer this product. Large Risks We do not offer this product. Health Insurance (1) Source SUSEP, date: May/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. page 461,2 Retail - Insurance Ranking in Brazil jan-may/19 jan-may/18 Model 3 4th 4th Total Insurance 4 5th 5th Recurring Insurance Activities Life & Personal Accidents 2nd 2nd Bancassurance Credit Insurance 6th 6th Bancassurance Pension Plan Bancassurance 3rd 3rd Premium Bonds 4th 3rd Bancassurance Porto Seguro 2nd 2nd 5 Leader: Porto Seguro Leader: Porto Seguro Broker Vehicles 5 Broker Leader: Porto Seguro Leader: Porto Seguro Residential 6 5th 5th Other Insurance Activities 7 We do not offer this product. Large Risks We do not offer this product. Health Insurance (1) Source SUSEP, date: May/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. page 46

Retail - Association with Porto Seguro Highlights Association’s Structure • Unification of residential and automobile insurance Controlling stockholders of Itaú Unibanco Porto Seguro operations; 57.07% 42.93% • Exclusive offer and distribution of residential and automobile insurance products to Itaú Unibanco’s PSIUPAR Market customers in Brazil and Uruguay; 69.88% 30.12% • Itaú Unibanco Holding nominates 2 of 5 board of directors members of PSIUPAR and 2 of 7 board of directors Porto Seguro S.A. (PSSA) members of PSSA. 99.99% 100.0% Itaú Seguros de Auto e Subsidiaries Porto Seguro S.A. Residência S.A (ISAR) page 47Retail - Association with Porto Seguro Highlights Association’s Structure • Unification of residential and automobile insurance Controlling stockholders of Itaú Unibanco Porto Seguro operations; 57.07% 42.93% • Exclusive offer and distribution of residential and automobile insurance products to Itaú Unibanco’s PSIUPAR Market customers in Brazil and Uruguay; 69.88% 30.12% • Itaú Unibanco Holding nominates 2 of 5 board of directors members of PSIUPAR and 2 of 7 board of directors Porto Seguro S.A. (PSSA) members of PSSA. 99.99% 100.0% Itaú Seguros de Auto e Subsidiaries Porto Seguro S.A. Residência S.A (ISAR) page 47

Very Small, Small and Middle Market in Brazil SMEs Loan Portfolio 1 R$ million 79,649 78,088 75,433 74,137 72,002 70,795 68,974 61,869 61,547 2012 2013 2014 2015 2016 2017 2018 1Q19 2Q19 Highlights Full range of financial products and services, including deposits accounts, investment options, insurance, cash management, credit products and collection, among others. Very Small and Small Market • Clients with annual revenues up to R$30 million. Middle Market • This sub-segment serves approximately 28 thousand clients (economic groups) with annual revenues between R$30 million and R$200 million. • Focus on high-rating clients, and 93% of loans are granted to clients rated B3 or better. (1) Includes financial guarantees provided. page 48Very Small, Small and Middle Market in Brazil SMEs Loan Portfolio 1 R$ million 79,649 78,088 75,433 74,137 72,002 70,795 68,974 61,869 61,547 2012 2013 2014 2015 2016 2017 2018 1Q19 2Q19 Highlights Full range of financial products and services, including deposits accounts, investment options, insurance, cash management, credit products and collection, among others. Very Small and Small Market • Clients with annual revenues up to R$30 million. Middle Market • This sub-segment serves approximately 28 thousand clients (economic groups) with annual revenues between R$30 million and R$200 million. • Focus on high-rating clients, and 93% of loans are granted to clients rated B3 or better. (1) Includes financial guarantees provided. page 48

Wholesale - Corporate Companies in Brazil 1 Corporate Loans R$ million 219,418 213,815 194,472 181,541 165,052 163,437 153,302 152,625 151,425 2012 2013 2014 2015 2016 2017 2018 1Q19 2Q19 Highlights • Corporate clients with annual sales above R$200 million. • We offer a broad portfolio of banking products and services, from cash management to structured operations and transactions in capital markets. • We serve approximately 5,900 large corporate groups and also more than 190 financial institutions. (1) Includes financial guarantees provided. page 49Wholesale - Corporate Companies in Brazil 1 Corporate Loans R$ million 219,418 213,815 194,472 181,541 165,052 163,437 153,302 152,625 151,425 2012 2013 2014 2015 2016 2017 2018 1Q19 2Q19 Highlights • Corporate clients with annual sales above R$200 million. • We offer a broad portfolio of banking products and services, from cash management to structured operations and transactions in capital markets. • We serve approximately 5,900 large corporate groups and also more than 190 financial institutions. (1) Includes financial guarantees provided. page 49

Wholesale - Corporate and Investment Banking | Leadership Position in Brazil Investment Banking Wholesale Banking Fixed Income Middle Until May 2019, we maintained the leadership in the distribution ranking of Annual revenues from R$30 MM up to Anbima, with a distributed volume of R$14.5 billion. R$200 MM Mergers and Acquisitions In 1H19, our Merger and Acquisition operation provided financial advisory in Corporate Banking 11 transactions in South America, totaling US$6.8 billion, reaching the Annual revenues over R$200 MM leadership position in the Dealogic ranking. Project Finance Investment Banking In 1H19, we served as advisor and/or creditor of approximately R$6.1 billion in Leadership position and client recognition financing to 35 different infrastructure projects in different sectors. LatAm Ranking Presence in all banking segments in Latin America 2Q19 2018 2017 M&A¹ 2nd 1st 1st WMS Local ECM¹ 1st 1st 1st Large range of customized wealth management and investments solutions Local DCM² 1st 1st 1st International DCM¹ 5th 6th 6th Markets, Products & Planning 3 Derivatives Total 1st 1st 1st Treasury operations for the conglomerate (1) Source: Dealogic; (2) Source: ANBIMA – Brazilian association of Financial and Capital Markets Entities. Information from May-19; (3) Source: Cetip. Information from Jun-19. page 50Wholesale - Corporate and Investment Banking | Leadership Position in Brazil Investment Banking Wholesale Banking Fixed Income Middle Until May 2019, we maintained the leadership in the distribution ranking of Annual revenues from R$30 MM up to Anbima, with a distributed volume of R$14.5 billion. R$200 MM Mergers and Acquisitions In 1H19, our Merger and Acquisition operation provided financial advisory in Corporate Banking 11 transactions in South America, totaling US$6.8 billion, reaching the Annual revenues over R$200 MM leadership position in the Dealogic ranking. Project Finance Investment Banking In 1H19, we served as advisor and/or creditor of approximately R$6.1 billion in Leadership position and client recognition financing to 35 different infrastructure projects in different sectors. LatAm Ranking Presence in all banking segments in Latin America 2Q19 2018 2017 M&A¹ 2nd 1st 1st WMS Local ECM¹ 1st 1st 1st Large range of customized wealth management and investments solutions Local DCM² 1st 1st 1st International DCM¹ 5th 6th 6th Markets, Products & Planning 3 Derivatives Total 1st 1st 1st Treasury operations for the conglomerate (1) Source: Dealogic; (2) Source: ANBIMA – Brazilian association of Financial and Capital Markets Entities. Information from May-19; (3) Source: Cetip. Information from Jun-19. page 50

Wholesale - Wealth Management Services | Brazil Asset Management Evolution of Assets Under Administration Investment Product management for the conglomerate and a full range of Asset Management investment options to Retail Banking. In June 2019, we reached R$707.61 bi llion in assets under management, accounting for 14.0% of the market. R$ billion 1,176 1,135 1,107 1,068 1,025 Kinea 1,002 946 922 It is an independent platform of management of differentiated investments. 883 With R$60.3 billion in assets in June 2019, it operates in the segments of Multi-Markets, Real Estate, Pension Plan and Private Equity, Stock and Infrastructure. Private Banking With a full global wealth management platform, leadership position in Brazil. We have been recognized by the world’s top international Private Banking market publications: Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Private Banker International • Outstanding Global Private Bank - Latin America, 2018 Securities Services The Banker Local Custody: we ended March with R$1,405 billion under custody • Best Private Bank in Brazil, 2018 (+11.6% from the same period of 2018). International Custody: we ended March with R$177.4 billion under custody (+0.5% from the volume under custody in the same period of 2018). Corporate Solutions: we are leaders in the bookkeeping of shares, providing services to 189 companies listed on B3, representing 57.8% of the total market, and in the bookkeeping of debentures, acting as the bookkeeper of 414 (34.4%) issues. (1) Source: ANBIMA (Brazilian Financial and Capital Markets Association) – March 2019. Considers Itaú Unibanco and Intrag. page 51Wholesale - Wealth Management Services | Brazil Asset Management Evolution of Assets Under Administration Investment Product management for the conglomerate and a full range of Asset Management investment options to Retail Banking. In June 2019, we reached R$707.61 bi llion in assets under management, accounting for 14.0% of the market. R$ billion 1,176 1,135 1,107 1,068 1,025 Kinea 1,002 946 922 It is an independent platform of management of differentiated investments. 883 With R$60.3 billion in assets in June 2019, it operates in the segments of Multi-Markets, Real Estate, Pension Plan and Private Equity, Stock and Infrastructure. Private Banking With a full global wealth management platform, leadership position in Brazil. We have been recognized by the world’s top international Private Banking market publications: Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Private Banker International • Outstanding Global Private Bank - Latin America, 2018 Securities Services The Banker Local Custody: we ended March with R$1,405 billion under custody • Best Private Bank in Brazil, 2018 (+11.6% from the same period of 2018). International Custody: we ended March with R$177.4 billion under custody (+0.5% from the volume under custody in the same period of 2018). Corporate Solutions: we are leaders in the bookkeeping of shares, providing services to 189 companies listed on B3, representing 57.8% of the total market, and in the bookkeeping of debentures, acting as the bookkeeper of 414 (34.4%) issues. (1) Source: ANBIMA (Brazilian Financial and Capital Markets Association) – March 2019. Considers Itaú Unibanco and Intrag. page 51

Retail Footprint in Latin America | June 2019 Mexico | CIB Employees: 8 Panama Colombia1 Employees: 3,429 Branches + CSBs: 159 ATMs: 169 Brazil Employees: 85,161 Peru Branches + CSBs: 4,214 Representative ATMs: 46,338 Office Paraguay Chile Employees: 854 Employees: 5,663 Branches + CSBs: 44 Branches + CSBs: 194 ATMs: 298 ATMs: 464 Non-Bank Correspondents : 59 Uruguay Argentina CIB Employees: 1,112 Employees: 1,680 Retail and Wholesale Branches + CSBs: 26 Branches + CSBs: 85 Points of Service OCA: 35 ATMs: 176 ATMs: 60 (1) Considers employees and branches from Panama. page 52Retail Footprint in Latin America | June 2019 Mexico | CIB Employees: 8 Panama Colombia1 Employees: 3,429 Branches + CSBs: 159 ATMs: 169 Brazil Employees: 85,161 Peru Branches + CSBs: 4,214 Representative ATMs: 46,338 Office Paraguay Chile Employees: 854 Employees: 5,663 Branches + CSBs: 44 Branches + CSBs: 194 ATMs: 298 ATMs: 464 Non-Bank Correspondents : 59 Uruguay Argentina CIB Employees: 1,112 Employees: 1,680 Retail and Wholesale Branches + CSBs: 26 Branches + CSBs: 85 Points of Service OCA: 35 ATMs: 176 ATMs: 60 (1) Considers employees and branches from Panama. page 52

Segments – Income Statement Pro Forma 2Q19 Activities with the Retail Banking Wholesale Banking Itaú Unibanco Market + Corporation In R$ millions 19,477 7,506 2,509 29,492 Operating Revenues 11,529 4,728 2,194 18,451 Managerial Financial Margin 11,529 4,728 622 16,879 Financial Margin with Clients - - 1,572 1,572 Financial Margin with the Market 6,224 2,666 174 9,063 Commissions and Fees Result from Insurance, Pension Plans and Premium Bonds Operations before Retained Claims and Selling Expenses 1,724 113 141 1,978 Cost of Credit (3,940) (105) (0) (4,044) (4,210) (198) (0) (4,407) Provision for Loan Losses - (43) - (43) Impairment (320) (70) - (390) Discounts Granted 590 205 - 795 Recovery of Loans Written Off as Losses (282) (15) - (297) Retained Claims (10,289) (3,799) (344) (14,432) Other Operating Expenses (9,059) (3,446) (165) (12,669) Non-interest Expenses (1,226) (351) (180) (1,758) Tax Expenses for ISS, PIS, Cofins and Other Taxes (4) (3) 1 (6) Insurance Selling Expenses 4,966 3,587 2,165 10,718 Income before Tax and Minority Interests (1,708) (1,076) (623) (3,408) Income Tax and Social Contribution (60) (202) (15) (277) Minority Interests in Subsidiaries 3,198 2,309 1,527 7,034 Recurring Net Income Recurring Return on Average Allocated Capital 33.0% 20.8% 16.8% 23.5% Efficiency Ratio (ER) 50.4% 48.3% 7.1% 46.2% Risk-Adjusted Efficiency Ratio (RAER) 72.4% 49.7% 7.1% 60.9% Note: Non-interest Expenses item includes Personnel Expenses, Administrative Expenses, Other Tax Expenses and Operating Expenses. page 53Segments – Income Statement Pro Forma 2Q19 Activities with the Retail Banking Wholesale Banking Itaú Unibanco Market + Corporation In R$ millions 19,477 7,506 2,509 29,492 Operating Revenues 11,529 4,728 2,194 18,451 Managerial Financial Margin 11,529 4,728 622 16,879 Financial Margin with Clients - - 1,572 1,572 Financial Margin with the Market 6,224 2,666 174 9,063 Commissions and Fees Result from Insurance, Pension Plans and Premium Bonds Operations before Retained Claims and Selling Expenses 1,724 113 141 1,978 Cost of Credit (3,940) (105) (0) (4,044) (4,210) (198) (0) (4,407) Provision for Loan Losses - (43) - (43) Impairment (320) (70) - (390) Discounts Granted 590 205 - 795 Recovery of Loans Written Off as Losses (282) (15) - (297) Retained Claims (10,289) (3,799) (344) (14,432) Other Operating Expenses (9,059) (3,446) (165) (12,669) Non-interest Expenses (1,226) (351) (180) (1,758) Tax Expenses for ISS, PIS, Cofins and Other Taxes (4) (3) 1 (6) Insurance Selling Expenses 4,966 3,587 2,165 10,718 Income before Tax and Minority Interests (1,708) (1,076) (623) (3,408) Income Tax and Social Contribution (60) (202) (15) (277) Minority Interests in Subsidiaries 3,198 2,309 1,527 7,034 Recurring Net Income Recurring Return on Average Allocated Capital 33.0% 20.8% 16.8% 23.5% Efficiency Ratio (ER) 50.4% 48.3% 7.1% 46.2% Risk-Adjusted Efficiency Ratio (RAER) 72.4% 49.7% 7.1% 60.9% Note: Non-interest Expenses item includes Personnel Expenses, Administrative Expenses, Other Tax Expenses and Operating Expenses. page 53

Financial Highlights 4Financial Highlights 4

Highlights Recurring Net Income Recurring ROE Credit1 NPL 90 days Consolidated Consolidated Consolidated Consolidated - 10 bps 2.0 % 2.3 % -10 bps R$659.7 bi R$7.0 bn 2Q19 vs. 1Q19 2Q19 vs. 1Q19 23.5% 2Q19 vs. 1Q19 2.9% 2Q19 vs. 1Q19 Brazil Brasil Brazil Brasil -20 bps 2.8 % -20 bp 2.4 % 2Q19 vs. 1Q19 R$494.0 bi 2Q19 vs. 1Q19 R$6.7 bn 24.6% 3.5% 2Q19 vs. 1Q19 2Q19 vs. 1Q19 7.0 23.5 659.7 2.9 6.4 6.5 6.5 6.9 21.6 21.3 21.8 23.6 623.3 636.4 636.9 647.1 2.8 2.9 2.9 3.0 2Q18 3Q18 4Q18 1Q19 2Q19 2Q18 3Q18 4Q18 1Q19 2Q19 2Q18 3Q18 4Q18 1Q19 2Q19 2Q18 3Q18 4Q18 1Q19 2Q19 Comission, Fees and Insurance Results2 Cost of Credit Financial Margin with Clients Non-Interest Expenses Consolidated Consolidated Consolidated Consolidated 5.0 % 6.3 % 4.3 % 2.8 % R$16.9 bn 2Q19 vs. 1Q19 R$10.7 bn 2Q19 vs. 1Q19 R$4.0 bn 2Q19 vs. 1Q19 R$12.7 bn 2Q19 vs. 1Q19 Brazil Brazil Brazil Brazil 3.2 % 5.4 % 6.5 % 4.3 % R$15.1 bn 2Q19 vs. 1Q19 R$10.0 bn 2Q19 vs. 1Q19 R$3.6 bn 2Q19 vs. 1Q19 R$10.9 bn 2Q19 vs. 1Q19 16.9 10.7 4.0 12.7 16.0 16.2 16.2 16.4 10.4 10.2 10.8 10.2 3.6 3.3 3.4 3.8 12.3 12.6 12.8 12.1 2Q18 3Q18 4Q18 1Q19 2Q19 2Q18 3Q18 4Q18 1Q19 2Q19 2Q18 3Q18 4Q18 1Q19 2Q19 2Q18 3Q18 4Q18 1Q19 2Q19 (1) Total with Financial Guarantees provided and Corporate Securities. (2) Results from Insurance (-) Claims Expenses (-) Insurance Selling Expenses. page 55Highlights Recurring Net Income Recurring ROE Credit1 NPL 90 days Consolidated Consolidated Consolidated Consolidated - 10 bps 2.0 % 2.3 % -10 bps R$659.7 bi R$7.0 bn 2Q19 vs. 1Q19 2Q19 vs. 1Q19 23.5% 2Q19 vs. 1Q19 2.9% 2Q19 vs. 1Q19 Brazil Brasil Brazil Brasil -20 bps 2.8 % -20 bp 2.4 % 2Q19 vs. 1Q19 R$494.0 bi 2Q19 vs. 1Q19 R$6.7 bn 24.6% 3.5% 2Q19 vs. 1Q19 2Q19 vs. 1Q19 7.0 23.5 659.7 2.9 6.4 6.5 6.5 6.9 21.6 21.3 21.8 23.6 623.3 636.4 636.9 647.1 2.8 2.9 2.9 3.0 2Q18 3Q18 4Q18 1Q19 2Q19 2Q18 3Q18 4Q18 1Q19 2Q19 2Q18 3Q18 4Q18 1Q19 2Q19 2Q18 3Q18 4Q18 1Q19 2Q19 Comission, Fees and Insurance Results2 Cost of Credit Financial Margin with Clients Non-Interest Expenses Consolidated Consolidated Consolidated Consolidated 5.0 % 6.3 % 4.3 % 2.8 % R$16.9 bn 2Q19 vs. 1Q19 R$10.7 bn 2Q19 vs. 1Q19 R$4.0 bn 2Q19 vs. 1Q19 R$12.7 bn 2Q19 vs. 1Q19 Brazil Brazil Brazil Brazil 3.2 % 5.4 % 6.5 % 4.3 % R$15.1 bn 2Q19 vs. 1Q19 R$10.0 bn 2Q19 vs. 1Q19 R$3.6 bn 2Q19 vs. 1Q19 R$10.9 bn 2Q19 vs. 1Q19 16.9 10.7 4.0 12.7 16.0 16.2 16.2 16.4 10.4 10.2 10.8 10.2 3.6 3.3 3.4 3.8 12.3 12.6 12.8 12.1 2Q18 3Q18 4Q18 1Q19 2Q19 2Q18 3Q18 4Q18 1Q19 2Q19 2Q18 3Q18 4Q18 1Q19 2Q19 2Q18 3Q18 4Q18 1Q19 2Q19 (1) Total with Financial Guarantees provided and Corporate Securities. (2) Results from Insurance (-) Claims Expenses (-) Insurance Selling Expenses. page 55

2019 Forecast Consolidated Brazil ¹ Total Credit Portfolio ² 8.0% 11.0% 8.0% 11.0% Financial Margin with Clients 9.0% 12.0% 9.0% 12.0% Financial Margin with the Market R$4.6 bn R$5.6 bn R$3.6 bn R$4.6 bn Cost of Credit ³ R$14.5 bn R$17.5 bn R$12.5 bn R$15.5 bn 4 Commissions and Fees and Results from Insurance Operations 2.0% 5.0% 2.0% 5.0% Non-Interest Expenses 3.0% 6.0% 3.5% 6.5% Effective Tax Rate 31.0% 33.0% 32.0% 34.0% (1) Includes units abroad ex-Latin America; (2) Includes financial guarantees provided and corporate securities; (3) Composed of Result from Loan Losses, Impairment and Discounts Granted; (4) Commissions and Fees (+) Income from Insurance, Pension Plan and Premium Bonds Operations (-) Expenses for Claims (-) Insurance, Pensio Plan and Premium Bonds Selling Expenses. page 562019 Forecast Consolidated Brazil ¹ Total Credit Portfolio ² 8.0% 11.0% 8.0% 11.0% Financial Margin with Clients 9.0% 12.0% 9.0% 12.0% Financial Margin with the Market R$4.6 bn R$5.6 bn R$3.6 bn R$4.6 bn Cost of Credit ³ R$14.5 bn R$17.5 bn R$12.5 bn R$15.5 bn 4 Commissions and Fees and Results from Insurance Operations 2.0% 5.0% 2.0% 5.0% Non-Interest Expenses 3.0% 6.0% 3.5% 6.5% Effective Tax Rate 31.0% 33.0% 32.0% 34.0% (1) Includes units abroad ex-Latin America; (2) Includes financial guarantees provided and corporate securities; (3) Composed of Result from Loan Losses, Impairment and Discounts Granted; (4) Commissions and Fees (+) Income from Insurance, Pension Plan and Premium Bonds Operations (-) Expenses for Claims (-) Insurance, Pensio Plan and Premium Bonds Selling Expenses. page 56

Recurring Net Income and Value Creation 23.6% 23.5% 21.8% 21.6% ROE 21.3% Average Cost of Capital 14.5% 14.5% 13.5% 13.5% 13.0% Recurring Net Income 7.0 6.9 6.5 6.5 6.4 Value Creation 2.0 3.2 2.9 2.2 2.5 Cost of Capital 4.5 4.3 3.9 4.0 3.9 2Q18 3Q18 4Q18 1Q19 2Q19 page 57 In R$ billionRecurring Net Income and Value Creation 23.6% 23.5% 21.8% 21.6% ROE 21.3% Average Cost of Capital 14.5% 14.5% 13.5% 13.5% 13.0% Recurring Net Income 7.0 6.9 6.5 6.5 6.4 Value Creation 2.0 3.2 2.9 2.2 2.5 Cost of Capital 4.5 4.3 3.9 4.0 3.9 2Q18 3Q18 4Q18 1Q19 2Q19 page 57 In R$ billion

Income Statement | Operating Revenues Perspective DD D' In R$ millions 2Q19 1Q19 2Q18 1H19 1H18 29,492 28,208 4.6% 28,021 5.3% 57,700 55,446 4.1% Operating Revenues Managerial Financial Margin 18,451 17,668 4.4% 17,295 6.7% 36,119 34,294 5.3% Financial Margin with Clients 16,879 16,424 2.8% 15,953 5.8% 33,303 31,214 6.7% Financial Margin with the Market 1,572 1,244 26.4% 1,342 17.2% 2,816 3,080 -8.6% Commissions and Fees 9,063 8,622 5.1% 8,726 3.9% 17,685 17,255 2.5% Result from Insurance, Pension Plan and Premium Bonds 1,978 1,918 3.1% 1,999 -1.1% 3,896 3,898 -0.1% Operations Before Retained Claims and Selling Expenses Cost of Credit (4,044) (3,804) 6.3% (3,601) 12.3% (7,848) (7,388) 6.2% Provision for Loan Losses (4,407) (4,206) 4.8% (4,271) 3.2% (8,613) (8,382) 2.8% Impairment (43) (30) 43.4% (1) 3266.7% (72) (188) -61.6% Discounts Granted (390) (308) 26.5% (273) 42.7% (698) (558) 25.2% Recovery of Loans Written Off as Losses 795 741 7.4% 945 -15.9% 1,536 1,740 -11.8% Retained Claims (297) (299) -0.7% (335) -11.3% (596) (614) -2.9% Other Operating Expenses (14,432) (13,842) 4.3% (13,934) 3.6% (28,274) (27,316) 3.5% Non-interest Expenses (12,669) (12,150) 4.3% (12,261) 3.3% (24,819) (23,938) 3.7% Tax Expenses for ISS, PIS, Cofins and Other Taxes (1,758) (1,680) 4.6% (1,654) 6.3% (3,438) (3,342) 2.9% Insurance Selling Expenses (6) (12) -51.9% (19) -70.9% (17) (36) -52.7% Income before Tax and Minority Interests 10,718 10,263 4.4% 10,151 5.6% 20,982 20,127 4.2% Income Tax and Social Contribution (3,408) (3,188) 6.9% (3,496) -2.5% (6,596) (6,957) -5.2% Minority Interests in Subsidiaries (277) (198) 39.6% (273) 1.3% (475) (369) 28.7% Recurring Net Income 7,034 6,877 2.3% 6,382 10.2% 13,911 12,801 8.7% page 58Income Statement | Operating Revenues Perspective DD D' In R$ millions 2Q19 1Q19 2Q18 1H19 1H18 29,492 28,208 4.6% 28,021 5.3% 57,700 55,446 4.1% Operating Revenues Managerial Financial Margin 18,451 17,668 4.4% 17,295 6.7% 36,119 34,294 5.3% Financial Margin with Clients 16,879 16,424 2.8% 15,953 5.8% 33,303 31,214 6.7% Financial Margin with the Market 1,572 1,244 26.4% 1,342 17.2% 2,816 3,080 -8.6% Commissions and Fees 9,063 8,622 5.1% 8,726 3.9% 17,685 17,255 2.5% Result from Insurance, Pension Plan and Premium Bonds 1,978 1,918 3.1% 1,999 -1.1% 3,896 3,898 -0.1% Operations Before Retained Claims and Selling Expenses Cost of Credit (4,044) (3,804) 6.3% (3,601) 12.3% (7,848) (7,388) 6.2% Provision for Loan Losses (4,407) (4,206) 4.8% (4,271) 3.2% (8,613) (8,382) 2.8% Impairment (43) (30) 43.4% (1) 3266.7% (72) (188) -61.6% Discounts Granted (390) (308) 26.5% (273) 42.7% (698) (558) 25.2% Recovery of Loans Written Off as Losses 795 741 7.4% 945 -15.9% 1,536 1,740 -11.8% Retained Claims (297) (299) -0.7% (335) -11.3% (596) (614) -2.9% Other Operating Expenses (14,432) (13,842) 4.3% (13,934) 3.6% (28,274) (27,316) 3.5% Non-interest Expenses (12,669) (12,150) 4.3% (12,261) 3.3% (24,819) (23,938) 3.7% Tax Expenses for ISS, PIS, Cofins and Other Taxes (1,758) (1,680) 4.6% (1,654) 6.3% (3,438) (3,342) 2.9% Insurance Selling Expenses (6) (12) -51.9% (19) -70.9% (17) (36) -52.7% Income before Tax and Minority Interests 10,718 10,263 4.4% 10,151 5.6% 20,982 20,127 4.2% Income Tax and Social Contribution (3,408) (3,188) 6.9% (3,496) -2.5% (6,596) (6,957) -5.2% Minority Interests in Subsidiaries (277) (198) 39.6% (273) 1.3% (475) (369) 28.7% Recurring Net Income 7,034 6,877 2.3% 6,382 10.2% 13,911 12,801 8.7% page 58

Income Statement | Managerial Financial Margin Perspective DDD In R$ millions 2Q19 1Q19 2Q18 1H19 1H18 Managerial Financial Margin 18,451 17,668 4.4% 17,295 6.7% 36,119 34,294 5.3% Financial Margin with Clients 16,879 16,424 2.8% 15,953 5.8% 33,303 31,214 6.7% Financial Margin with the Market 1,572 1,244 26.4% 1,342 17.2% 2,816 3,080 -8.6% Cost of Credit (4,044) (3,804) 6.3% (3,601) 12.3% (7,848) (7,388) 6.2% Provision for Loan Losses (4,407) (4,206) 4.8% (4,271) 3.2% (8,613) (8,382) 2.8% Impairment (43) (30) 43.4% (1) 3266.7% (72) (188) -61.6% Discounts Granted (390) (308) 26.5% (273) 42.7% (698) (558) 25.2% Recovery of Loans Written Off as Losses 795 741 7.4% 945 -15.9% 1,536 1,740 -11.8% Net Result from Financial Operations 14,407 13,865 3.9% 13,694 5.2% 28,271 26,906 5.1% Other Operating Income(Expenses) (3,688) (3,602) 2.4% (3,544) 4.1% (7,290) (6,779) 7.5% Commissions and Fees 9,063 8,622 5.1% 8,726 3.9% 17,685 17,255 2.5% Result from Insurance, Pension Plan and Premium Bonds Operations 1,675 1,607 4.3% 1,645 1.8% 3,282 3,247 1.1% Non-interest Expenses (12,669) (12,150) 4.3% (12,261) 3.3% (24,819) (23,938) 3.7% Tax Expenses for ISS, PIS, Cofins and Other Taxes (1,758) (1,680) 4.6% (1,654) 6.3% (3,438) (3,342) 2.9% Income before Tax and Minority Interests 10,718 10,263 4.4% 10,151 5.6% 20,982 20,127 4.2% Income Tax and Social Contribution (3,408) (3,188) 6.9% (3,496) -2.5% (6,596) (6,957) -5.2% Minority Interests in Subsidiaries (277) (198) 39.6% (273) 1.3% (475) (369) 28.7% Recurring Net Income 7,034 6,877 2.3% 6,382 10.2% 13,911 12,801 8.7% page 59Income Statement | Managerial Financial Margin Perspective DDD In R$ millions 2Q19 1Q19 2Q18 1H19 1H18 Managerial Financial Margin 18,451 17,668 4.4% 17,295 6.7% 36,119 34,294 5.3% Financial Margin with Clients 16,879 16,424 2.8% 15,953 5.8% 33,303 31,214 6.7% Financial Margin with the Market 1,572 1,244 26.4% 1,342 17.2% 2,816 3,080 -8.6% Cost of Credit (4,044) (3,804) 6.3% (3,601) 12.3% (7,848) (7,388) 6.2% Provision for Loan Losses (4,407) (4,206) 4.8% (4,271) 3.2% (8,613) (8,382) 2.8% Impairment (43) (30) 43.4% (1) 3266.7% (72) (188) -61.6% Discounts Granted (390) (308) 26.5% (273) 42.7% (698) (558) 25.2% Recovery of Loans Written Off as Losses 795 741 7.4% 945 -15.9% 1,536 1,740 -11.8% Net Result from Financial Operations 14,407 13,865 3.9% 13,694 5.2% 28,271 26,906 5.1% Other Operating Income(Expenses) (3,688) (3,602) 2.4% (3,544) 4.1% (7,290) (6,779) 7.5% Commissions and Fees 9,063 8,622 5.1% 8,726 3.9% 17,685 17,255 2.5% Result from Insurance, Pension Plan and Premium Bonds Operations 1,675 1,607 4.3% 1,645 1.8% 3,282 3,247 1.1% Non-interest Expenses (12,669) (12,150) 4.3% (12,261) 3.3% (24,819) (23,938) 3.7% Tax Expenses for ISS, PIS, Cofins and Other Taxes (1,758) (1,680) 4.6% (1,654) 6.3% (3,438) (3,342) 2.9% Income before Tax and Minority Interests 10,718 10,263 4.4% 10,151 5.6% 20,982 20,127 4.2% Income Tax and Social Contribution (3,408) (3,188) 6.9% (3,496) -2.5% (6,596) (6,957) -5.2% Minority Interests in Subsidiaries (277) (198) 39.6% (273) 1.3% (475) (369) 28.7% Recurring Net Income 7,034 6,877 2.3% 6,382 10.2% 13,911 12,801 8.7% page 59

Results – Brazil and Latin America 1H19 1H18 D Latin Latin Latin 1 1 1 Consolidated America Consolidated America Consolidated America Brazil Brazil Brazil In R$ millions (ex-Brazil) (ex-Brazil) (ex-Brazil) Operating Revenues 57,700 51,833 5,867 55,446 50,014 5,433 4.1% 3.6% 8.0% Managerial Financial Margin 36,119 3 1,783 4,336 34,294 30,328 3,966 5.3% 4.8% 9.3% Financial Margin with Clients 33,303 29,784 3,519 31,214 28,012 3,202 6.7% 6.3% 9.9% Financial Margin with the Market 2,816 1,999 817 3,080 2,316 764 -8.6% -13.7% 7.0% Commissions and Fees 17,685 1 6,217 1,467 17,255 15,865 1,390 2.5% 2.2% 5.6% 2 3,896 3,833 63 3,898 3,821 77 -0.1% 0.3% -17.8% Revenues from Insurance Cost of Credit (7,848) (6,923) (925) (7,388) (6,350) (1,038) 6.2% 9.0% -10.9% Provision for Loan Losses ( 8,613) (7,556) (1,057) (8,382) ( 7,207) (1,175) 2.8% 4.8% -10.0% Impairment (72) (72) - (188) (188) - -61.6% -61.6% - Discounts Granted (698) (662) (36) (558) (554) (4) 25.2% 19.5% 799.4% Recovery of Loans Written Off as Losses 1,536 1,367 168 1,740 1,599 141 -11.8% -14.5% 19.4% Retained Claims (596) (575) (22) (614) (580) (35) -2.9% -0.9% -37.4% Other Operating Expenses ( 28,274) (24,785) (3,489) (27,316) (23,938) (3,378) 3.5% 3.5% 3.3% Non-interest Expenses (24,819) (21,413) (3,406) (23,938) (20,605) (3,332) 3.7% 3.9% 2.2% 3 (3,455) (3,372) (83) (3,379) ( 3,333) (46) 2.3% 1.2% 81.9% Tax Expenses and Other Income before Tax and Minority Interests 20,982 19,550 1,431 20,127 19,146 982 4.2% 2.1% 45.7% Income Tax and Social Contribution (6,596) (6,243) (353) (6,957) (6,754) (203) -5.2% -7.6% 73.9% Minority Interests in Subsidiaries (475) (138) (337) (369) (104) (265) 28.7% 32.6% 27.1% Recurring Net Income 13,911 13,170 741 12,801 12,287 514 8.7% 7.2% 44.2% (1) Includes units abroad ex-Latin America. (2) Result from Insurance includes the Result from Insurance, Pension Plan and Premium Bonds Operations before Retained Claims and Selling Expenses. (3) Include Tax Expenses (ISS, PIS, COFINS and other) and Insurance Selling Expenses. Note: Latin America information is presented in nominal currency. page 60Results – Brazil and Latin America 1H19 1H18 D Latin Latin Latin 1 1 1 Consolidated America Consolidated America Consolidated America Brazil Brazil Brazil In R$ millions (ex-Brazil) (ex-Brazil) (ex-Brazil) Operating Revenues 57,700 51,833 5,867 55,446 50,014 5,433 4.1% 3.6% 8.0% Managerial Financial Margin 36,119 3 1,783 4,336 34,294 30,328 3,966 5.3% 4.8% 9.3% Financial Margin with Clients 33,303 29,784 3,519 31,214 28,012 3,202 6.7% 6.3% 9.9% Financial Margin with the Market 2,816 1,999 817 3,080 2,316 764 -8.6% -13.7% 7.0% Commissions and Fees 17,685 1 6,217 1,467 17,255 15,865 1,390 2.5% 2.2% 5.6% 2 3,896 3,833 63 3,898 3,821 77 -0.1% 0.3% -17.8% Revenues from Insurance Cost of Credit (7,848) (6,923) (925) (7,388) (6,350) (1,038) 6.2% 9.0% -10.9% Provision for Loan Losses ( 8,613) (7,556) (1,057) (8,382) ( 7,207) (1,175) 2.8% 4.8% -10.0% Impairment (72) (72) - (188) (188) - -61.6% -61.6% - Discounts Granted (698) (662) (36) (558) (554) (4) 25.2% 19.5% 799.4% Recovery of Loans Written Off as Losses 1,536 1,367 168 1,740 1,599 141 -11.8% -14.5% 19.4% Retained Claims (596) (575) (22) (614) (580) (35) -2.9% -0.9% -37.4% Other Operating Expenses ( 28,274) (24,785) (3,489) (27,316) (23,938) (3,378) 3.5% 3.5% 3.3% Non-interest Expenses (24,819) (21,413) (3,406) (23,938) (20,605) (3,332) 3.7% 3.9% 2.2% 3 (3,455) (3,372) (83) (3,379) ( 3,333) (46) 2.3% 1.2% 81.9% Tax Expenses and Other Income before Tax and Minority Interests 20,982 19,550 1,431 20,127 19,146 982 4.2% 2.1% 45.7% Income Tax and Social Contribution (6,596) (6,243) (353) (6,957) (6,754) (203) -5.2% -7.6% 73.9% Minority Interests in Subsidiaries (475) (138) (337) (369) (104) (265) 28.7% 32.6% 27.1% Recurring Net Income 13,911 13,170 741 12,801 12,287 514 8.7% 7.2% 44.2% (1) Includes units abroad ex-Latin America. (2) Result from Insurance includes the Result from Insurance, Pension Plan and Premium Bonds Operations before Retained Claims and Selling Expenses. (3) Include Tax Expenses (ISS, PIS, COFINS and other) and Insurance Selling Expenses. Note: Latin America information is presented in nominal currency. page 60

Business Model In R$ billions 1H19 1H18 Δ Insurance Excess Insurance Excess Insurance Excess Consolidated Credit Trading Consolidated Credit Trading Consolidated Credit Trading & Services Capital & Services Capital & Services Capital Operating Revenues 30 .4 0.9 25.7 0.8 28.4 0.9 25.2 1.0 2.0 (0.1) 0.5 (0.2) 57.7 55.4 2.3 Managerial Financial Margin 24.4 0.9 10.1 0.8 22.8 0.9 9.6 1.0 1. 6 (0.1) 0.4 (0.2) 36.1 34.3 1.8 Commissions and Fees 6.0 0.0 11.7 - 5.6 0.0 11.7 - 0.4 (0.0) 0.0 - 17.7 17.3 0.4 Revenues from Insurance ¹ - - 3.9 - - - 3.9 - - - (0.0) - 3.9 3. 9 (0 .0) Cost of Credit (7.8) - - - (7.4) - - - (0. 5) - - - (7.8) (7.4) (0 .5) Retained Claims - - (0.6) - - - (0.6) - - - 0.0 - (0.6) (0.6) 0. 0 Non-Interested Expenses and (14.2) (0.4) (14.1) (0.0) (13.1) ( 0.6) (13.9) (0.1) (1.1) 0 .2 (0.2) 0.0 (28.7) (27.7) (1.1) Other Expenses ² Recurring Net Income 5.8 0.3 7.2 0.6 4.5 0.3 7.1 0.9 1. 3 0.0 0.1 (0.3) 13.9 12.8 1.1 Average Regulatory Capital 62.6 1.4 39.8 20.0 61.6 1.7 35.1 22.8 1.0 (0.2) 4.6 (2.8) 123.9 121.3 2.6 Value Creation 1.8 0.2 4.7 (0.6) 0.5 0.2 4.9 (0.5) 1. 3 0.0 (0.2) (0.1) 6.1 5.0 1.0 Recurring ROE 18.5% 40.6% 36.1% 6.3% 14.5% 34.2% 40.5% 8.0% 400 bps 650 bps -440 bps -170 bps 23.6% 22.0% 160 bps (1) Result from Insurance includes the Result from Insurance, Pension Plan and Premium Bonds Operations before Retained Claims and Selling Expenses. (2) Include Tax Expenses (ISS, PIS, COFINS and other), Insurance Selling Expenses and Minority Interests in Subsidiaries. page 61Business Model In R$ billions 1H19 1H18 Δ Insurance Excess Insurance Excess Insurance Excess Consolidated Credit Trading Consolidated Credit Trading Consolidated Credit Trading & Services Capital & Services Capital & Services Capital Operating Revenues 30 .4 0.9 25.7 0.8 28.4 0.9 25.2 1.0 2.0 (0.1) 0.5 (0.2) 57.7 55.4 2.3 Managerial Financial Margin 24.4 0.9 10.1 0.8 22.8 0.9 9.6 1.0 1. 6 (0.1) 0.4 (0.2) 36.1 34.3 1.8 Commissions and Fees 6.0 0.0 11.7 - 5.6 0.0 11.7 - 0.4 (0.0) 0.0 - 17.7 17.3 0.4 Revenues from Insurance ¹ - - 3.9 - - - 3.9 - - - (0.0) - 3.9 3. 9 (0 .0) Cost of Credit (7.8) - - - (7.4) - - - (0. 5) - - - (7.8) (7.4) (0 .5) Retained Claims - - (0.6) - - - (0.6) - - - 0.0 - (0.6) (0.6) 0. 0 Non-Interested Expenses and (14.2) (0.4) (14.1) (0.0) (13.1) ( 0.6) (13.9) (0.1) (1.1) 0 .2 (0.2) 0.0 (28.7) (27.7) (1.1) Other Expenses ² Recurring Net Income 5.8 0.3 7.2 0.6 4.5 0.3 7.1 0.9 1. 3 0.0 0.1 (0.3) 13.9 12.8 1.1 Average Regulatory Capital 62.6 1.4 39.8 20.0 61.6 1.7 35.1 22.8 1.0 (0.2) 4.6 (2.8) 123.9 121.3 2.6 Value Creation 1.8 0.2 4.7 (0.6) 0.5 0.2 4.9 (0.5) 1. 3 0.0 (0.2) (0.1) 6.1 5.0 1.0 Recurring ROE 18.5% 40.6% 36.1% 6.3% 14.5% 34.2% 40.5% 8.0% 400 bps 650 bps -440 bps -170 bps 23.6% 22.0% 160 bps (1) Result from Insurance includes the Result from Insurance, Pension Plan and Premium Bonds Operations before Retained Claims and Selling Expenses. (2) Include Tax Expenses (ISS, PIS, COFINS and other), Insurance Selling Expenses and Minority Interests in Subsidiaries. page 61

Credit Portfolio with Financial Guarantees Provided and Corporate Securities DD In R$ billions, end of period 2Q19 1Q19 2Q18 Individuals 222.3 215.6 3.1% 195.0 14.0% Credit Card Loans 79.3 76.4 3.7% 66.1 20.0% Personal Loans 32.8 31.1 5.3% 28.3 15.6% 1 49.1 48.6 1.0% 45.4 8.1% Payroll Loans Vehicle Loans 17.2 16.6 3.9% 14.7 17.4% Mortgage Loans 44.0 42.9 2.6% 40.5 8.6% 2 78 .1 74.1 5.3% 65.6 19.0% Very Small, Small and Middle Market Loans Individual + Very Small, Small and Middle Market Loans 300.4 289.7 3.7% 260.6 15.3% Corporate Loans 193.6 190.7 1.5% 197.1 -1.8% Credit Operations 151.4 1 52.6 -0.8% 162.5 -6.8% 3 42.2 38.0 10.9% 34.6 21.8% Corporate Securities Total Brazil with Financial Guarantees Provided and Corporate 494.0 480.4 2.8% 457.8 7.9% 4 165.7 166.7 -0.6% 165.5 0.1% Latin America Total with Financial Guarantees Provided and Corporate Securities 659.7 647.1 2.0% 623.3 5.9% Total with Financial Guarantees Provided and Corporate Securities 5 (ex-foreign exchange rate variation) 659.7 643.0 2.6% 612.5 7.7% DD In R$ billions, end of period 2Q19 1Q19 In R$ billions, end of period 2Q19 1Q19 Argentina 9 .7 1 0.4 -6.7% Individuals 55.7 55.3 0.7% Chile 110.7 109.7 1.0% Credit Card Loans 5.5 5.5 -1.1% Colombia 27.6 2 8.0 -1.4% Personal Loans 22.7 22.4 1.4% Paraguay 7.4 8.0 -7.1% Mortgage Loans 27.5 27.3 0.6% Panama 1.3 1.3 0.2% Companies 110.1 111.4 -1.2% Uruguay 8 .9 9 .2 -3.7% Total with Financial Guarantees Provided 165.7 166.7 -0.6% Total with Financial Guarantees Provided 165.7 166.7 -0.6% (1) Includes operations originated by the institution and acquired operations; (2) Includes Rural Loans to Individuals; (3) Includes Debentures, CRI and Commercial Paper; (4) Includes Argentina, Chile, Colombia, Panama, Paraguay and Uruguay; (5) Calculated based on the conversion of the foreign currency portfolio (U.S. dollar and currencies of Latin America). Note: the Mortgage and Rural Loan portfolios from the companies segment are allocated according to the client’s size. page 62 Consolidated Latin America BreakdownCredit Portfolio with Financial Guarantees Provided and Corporate Securities DD In R$ billions, end of period 2Q19 1Q19 2Q18 Individuals 222.3 215.6 3.1% 195.0 14.0% Credit Card Loans 79.3 76.4 3.7% 66.1 20.0% Personal Loans 32.8 31.1 5.3% 28.3 15.6% 1 49.1 48.6 1.0% 45.4 8.1% Payroll Loans Vehicle Loans 17.2 16.6 3.9% 14.7 17.4% Mortgage Loans 44.0 42.9 2.6% 40.5 8.6% 2 78 .1 74.1 5.3% 65.6 19.0% Very Small, Small and Middle Market Loans Individual + Very Small, Small and Middle Market Loans 300.4 289.7 3.7% 260.6 15.3% Corporate Loans 193.6 190.7 1.5% 197.1 -1.8% Credit Operations 151.4 1 52.6 -0.8% 162.5 -6.8% 3 42.2 38.0 10.9% 34.6 21.8% Corporate Securities Total Brazil with Financial Guarantees Provided and Corporate 494.0 480.4 2.8% 457.8 7.9% 4 165.7 166.7 -0.6% 165.5 0.1% Latin America Total with Financial Guarantees Provided and Corporate Securities 659.7 647.1 2.0% 623.3 5.9% Total with Financial Guarantees Provided and Corporate Securities 5 (ex-foreign exchange rate variation) 659.7 643.0 2.6% 612.5 7.7% DD In R$ billions, end of period 2Q19 1Q19 In R$ billions, end of period 2Q19 1Q19 Argentina 9 .7 1 0.4 -6.7% Individuals 55.7 55.3 0.7% Chile 110.7 109.7 1.0% Credit Card Loans 5.5 5.5 -1.1% Colombia 27.6 2 8.0 -1.4% Personal Loans 22.7 22.4 1.4% Paraguay 7.4 8.0 -7.1% Mortgage Loans 27.5 27.3 0.6% Panama 1.3 1.3 0.2% Companies 110.1 111.4 -1.2% Uruguay 8 .9 9 .2 -3.7% Total with Financial Guarantees Provided 165.7 166.7 -0.6% Total with Financial Guarantees Provided 165.7 166.7 -0.6% (1) Includes operations originated by the institution and acquired operations; (2) Includes Rural Loans to Individuals; (3) Includes Debentures, CRI and Commercial Paper; (4) Includes Argentina, Chile, Colombia, Panama, Paraguay and Uruguay; (5) Calculated based on the conversion of the foreign currency portfolio (U.S. dollar and currencies of Latin America). Note: the Mortgage and Rural Loan portfolios from the companies segment are allocated according to the client’s size. page 62 Consolidated Latin America Breakdown

Credit Portfolio by Product 2Q19 1Q19 2Q18 In R$ billions, end of period D D 1 221.5 214.7 3.2% 194.1 14.2% Individuals - Brazil 79.3 76.4 3.7% 66.1 20.0% Credit Card 31.9 30.1 5.9% 27.3 16.9% Personal Loans 2 49.1 48.6 1.0% 45.4 8.1% Payroll Loans 17.2 16.6 3.9% 14.7 17.4% Vehicles 44.0 42.9 2.6% 40.5 8.6% Mortgage Loans 0.1 0.1 -13.1% 0.1 -29.0% Rural Loans 1 177.0 173.6 2.0% 169.8 4.3% Companies - Brazil 3 96.3 95.8 0.5% 86.1 11.8% Working Capital 13.6 14.9 -8.7% 19.3 -29.2% BNDES/Onlending 44.9 42.3 6.1% 45.6 -1.6% Export / Import Financing 6.0 5.1 19.2% 3.2 91.7% Vehicles 5.3 5.7 -7.3% 7.1 -25.6% Mortgage Loans 10.9 9.8 11.2% 8.5 28.0% Rural Loans 4 154.3 155.4 -0.7% 154.6 -0.2% Latin America 552.9 543.7 1.7% 518.5 6.6% Total without Financial Guarantees Provided 64.7 65.4 -1.1% 70.1 -7.8% Financial Guarantees Provided 617.6 609.0 1.4% 588.6 4.9% Total with Financial Guarantees Provided 5 42.2 38.0 10.9% 34.6 21.8% Corporate Securities 659.7 647.1 2.0% 623.3 5.9% Total Risk (1) Includes units abroad ex-Latin America; (2) Includes operations originated by the institution and acquired operations; (3) Also includes Overdraft, Receivables, Hot Money, Leasing, and other; (4) Includes Argentina, Chile, Colombia, Panama, Paraguay and Uruguay; (5) Includes Debentures, CRI and Commercial Paper. page 63Credit Portfolio by Product 2Q19 1Q19 2Q18 In R$ billions, end of period D D 1 221.5 214.7 3.2% 194.1 14.2% Individuals - Brazil 79.3 76.4 3.7% 66.1 20.0% Credit Card 31.9 30.1 5.9% 27.3 16.9% Personal Loans 2 49.1 48.6 1.0% 45.4 8.1% Payroll Loans 17.2 16.6 3.9% 14.7 17.4% Vehicles 44.0 42.9 2.6% 40.5 8.6% Mortgage Loans 0.1 0.1 -13.1% 0.1 -29.0% Rural Loans 1 177.0 173.6 2.0% 169.8 4.3% Companies - Brazil 3 96.3 95.8 0.5% 86.1 11.8% Working Capital 13.6 14.9 -8.7% 19.3 -29.2% BNDES/Onlending 44.9 42.3 6.1% 45.6 -1.6% Export / Import Financing 6.0 5.1 19.2% 3.2 91.7% Vehicles 5.3 5.7 -7.3% 7.1 -25.6% Mortgage Loans 10.9 9.8 11.2% 8.5 28.0% Rural Loans 4 154.3 155.4 -0.7% 154.6 -0.2% Latin America 552.9 543.7 1.7% 518.5 6.6% Total without Financial Guarantees Provided 64.7 65.4 -1.1% 70.1 -7.8% Financial Guarantees Provided 617.6 609.0 1.4% 588.6 4.9% Total with Financial Guarantees Provided 5 42.2 38.0 10.9% 34.6 21.8% Corporate Securities 659.7 647.1 2.0% 623.3 5.9% Total Risk (1) Includes units abroad ex-Latin America; (2) Includes operations originated by the institution and acquired operations; (3) Also includes Overdraft, Receivables, Hot Money, Leasing, and other; (4) Includes Argentina, Chile, Colombia, Panama, Paraguay and Uruguay; (5) Includes Debentures, CRI and Commercial Paper. page 63

Credit Portfolio by Currency 1 R$ billion Jun-19 228.3 389.3 617.6 Mar-19 224.5 384.5 609.0 Dec-18 219.5 379.1 598.6 Sep-18 233.4 366.7 600.1 Jun-18 223.5 365.1 588.6 Mar-18 197.9 368.4 566.4 Dec-17 192.4 371.7 564.1 Sep-17 180.7 358.4 539.1 Jun-17 184.9 367.4 552.3 Foreign Currency Local Currency (1) Total with financial guarantees provided. page 64Credit Portfolio by Currency 1 R$ billion Jun-19 228.3 389.3 617.6 Mar-19 224.5 384.5 609.0 Dec-18 219.5 379.1 598.6 Sep-18 233.4 366.7 600.1 Jun-18 223.5 365.1 588.6 Mar-18 197.9 368.4 566.4 Dec-17 192.4 371.7 564.1 Sep-17 180.7 358.4 539.1 Jun-17 184.9 367.4 552.3 Foreign Currency Local Currency (1) Total with financial guarantees provided. page 64

Credit1 Origination and Private Securities Issuance | Brazil Base 100 = 2Q15 Total Credit2 – Brazil Credit2 - Individuals 28% 14% 131 128 115 100 100 100 92 88 78 76 2Q15 2Q16 2Q17 2Q18 2Q19 2Q15 2Q16 2Q17 2Q18 2Q19 Credit2 – Very Small, Small and Credit2 – Corporate Private Securities Issuance3 Middle Market 41% 29% 153 5M19 113 109 1st place in 100 100 96 88 86 81 the ANBIMA 74 R$16.1 bn ranking 2Q15 2Q16 2Q17 2Q18 2Q19 2Q15 2Q16 2Q17 2Q18 2Q19 Note: Do not consider origination of Credit Card, Overdraft, Debt Renegotiation and other revolving credits. (1) Average origination per working day in the period, except for private securities issuance. (2) Does not include private securities issuance. (3) Source: ANBIMA (Brazilian Financial and Capital Markets Association). Considers total volume of fixed income and hybrid private securities issuance arranged by Itaú Unibanco on the local market (includes distributed volumes). page 65Credit1 Origination and Private Securities Issuance | Brazil Base 100 = 2Q15 Total Credit2 – Brazil Credit2 - Individuals 28% 14% 131 128 115 100 100 100 92 88 78 76 2Q15 2Q16 2Q17 2Q18 2Q19 2Q15 2Q16 2Q17 2Q18 2Q19 Credit2 – Very Small, Small and Credit2 – Corporate Private Securities Issuance3 Middle Market 41% 29% 153 5M19 113 109 1st place in 100 100 96 88 86 81 the ANBIMA 74 R$16.1 bn ranking 2Q15 2Q16 2Q17 2Q18 2Q19 2Q15 2Q16 2Q17 2Q18 2Q19 Note: Do not consider origination of Credit Card, Overdraft, Debt Renegotiation and other revolving credits. (1) Average origination per working day in the period, except for private securities issuance. (2) Does not include private securities issuance. (3) Source: ANBIMA (Brazilian Financial and Capital Markets Association). Considers total volume of fixed income and hybrid private securities issuance arranged by Itaú Unibanco on the local market (includes distributed volumes). page 65

Credit Portfolio Growth in Brazil 1 (in R$ Billions) Nominal GDP (Jun-15 to Jun-19): 18.3% Accumulated Inflation (IPCA) (Jun-15 to Jun-19): 21.9% Accumulated Interbank Rate: (Jun-15 to Jun-19): 48.5% Credit Card Loans Payroll Loans Vehicle Loans Personal Loans 7.9% 41.0% 8.0% -27.7% 25.7% 22.0% 9.6% 40.6% 79 66 49 46 56 56 46 45 45 54 32 30 28 27 25 24 17 17 15 14 Jun-15 Jun-16 Jun-17 Jun-18 Jun-19 Jun-15 Jun-16 Jun-17 Jun-18 Jun-19 Jun-15 Jun-16 Jun-17 Jun-18 Jun-19 Jun-15 Jun-16 Jun-17 Jun-18 Jun-19 Very Small, Small and Mortgage Loans Corporate Loans Total Brazil Middle Market Loans -30.6% 11.6% -0.7% 38.5% 13.7% 15.0% -10.9% 31.0% 75 401 399 147 67 63 367 364 60 351 57 125 44 115 41 107 38 102 36 32 Jun-15 Jun-16 Jun-17 Jun-18 Jun-19 Jun-15 Jun-16 Jun-17 Jun-18 Jun-19 Jun-15 Jun-16 Jun-17 Jun-18 Jun-19 Jun-15 Jun-16 Jun-17 Jun-18 Jun-19 (1) Loan Portfolio without financial guarantees provided. page 66Credit Portfolio Growth in Brazil 1 (in R$ Billions) Nominal GDP (Jun-15 to Jun-19): 18.3% Accumulated Inflation (IPCA) (Jun-15 to Jun-19): 21.9% Accumulated Interbank Rate: (Jun-15 to Jun-19): 48.5% Credit Card Loans Payroll Loans Vehicle Loans Personal Loans 7.9% 41.0% 8.0% -27.7% 25.7% 22.0% 9.6% 40.6% 79 66 49 46 56 56 46 45 45 54 32 30 28 27 25 24 17 17 15 14 Jun-15 Jun-16 Jun-17 Jun-18 Jun-19 Jun-15 Jun-16 Jun-17 Jun-18 Jun-19 Jun-15 Jun-16 Jun-17 Jun-18 Jun-19 Jun-15 Jun-16 Jun-17 Jun-18 Jun-19 Very Small, Small and Mortgage Loans Corporate Loans Total Brazil Middle Market Loans -30.6% 11.6% -0.7% 38.5% 13.7% 15.0% -10.9% 31.0% 75 401 399 147 67 63 367 364 60 351 57 125 44 115 41 107 38 102 36 32 Jun-15 Jun-16 Jun-17 Jun-18 Jun-19 Jun-15 Jun-16 Jun-17 Jun-18 Jun-19 Jun-15 Jun-16 Jun-17 Jun-18 Jun-19 Jun-15 Jun-16 Jun-17 Jun-18 Jun-19 (1) Loan Portfolio without financial guarantees provided. page 66

Credit Portfolio Breakdown 1,2 1 Companies Credit Portfolio by Business Sector Credit Concentration Jun-19 2Q19 1Q19D R$ million In R$ billions, end of period Public Sector 2 .3 2.8 -16.7% Private Sector 331.8 330.2 0.5% Loan, lease, other credit operations Real Estate 22.1 21.4 3.0% Loan, lease and other and securities of companies and Food and beverage 20.6 19.3 6.9% credit operations financial institutions Risk % of Total Risk % of Total Agribusiness and fertilizers 18.6 18.4 1.2% Largest Debtor 5,244 0.8 6,400 0.9 Transportation 17.7 17.2 3.3% 10 largest debtors 28,982 4.7 45,240 6.4 Energy and water treatment 15.8 16.7 -5.3% 20 largest debtors 43,913 7.1 68,947 9.7 Vehicles and auto parts 14.8 12.9 14.5% 50 largest debtors 70,662 11.4 114,276 16.0 Banks and other financial institutions 12.3 12.4 -0.6% 100 largest debtors 95,876 15.5 150,309 21.1 Infrastructure work 11.8 11.3 4.1% Petrochemical and chemical 11.1 11.2 -0.9% Steel and metallurgy 9.6 9.6 -0.7% 1% 4% Telecommunications 9.1 9.2 -1.0% Mining 8.9 10.9 -18.4% 7% Pharmaceutical and cosmetics 8.0 7.9 0.6% 10% Oil and gas 6.8 6.8 0.3% 39% Electronic and IT 6.7 6.1 8.6% 11% Capital Assets 6.7 6.2 7.0% Construction Material 6.0 5.6 6.6% Sugar and Alcohol 5.6 6.0 -7.0% 12% Entertainment and tourism 5.5 5.7 -2.5% 18% Services - Other 43.0 43.4 -1.1% Commerce - Other 20.5 20.1 2.0% Other Industry and Extractivism Industry - Other 9.6 9.9 -2.7% Real Estate and Construction Consumer Goods Other 41.0 41.8 -1.9% Vehicles and Transportation Agriculture and Related Total 334.1 333.0 0.3% Banks and other financial institutions Public Sector (1) Includes financial guarantees provided; (2) Industry and Extractivism = Mining (+) Steel and Metallurgy (+) Capital Assets (+) Petrochemical and Chemical (+) Energy and sewage (+) Oil and gas. Consumer Goods = Food and beverage (+) Clothing and footwear (+) Pharmaceuticals and cosmetics (+) Electronic and IT. Vehicles and Transportation = Transportation (+) Vehicles and autoparts. Real Estate and Construction = Real estate agents (+) Construction material (+) Infrastructure work. Agriculture and Related = Agribusiness and fertilizers (+) Sugar and alcohol. Other = Telecommunications (+) Commerce – Other (+) Services – Other (+) Industry – Other (+) Entertainment and Tourism (+) Other. page 67Credit Portfolio Breakdown 1,2 1 Companies Credit Portfolio by Business Sector Credit Concentration Jun-19 2Q19 1Q19D R$ million In R$ billions, end of period Public Sector 2 .3 2.8 -16.7% Private Sector 331.8 330.2 0.5% Loan, lease, other credit operations Real Estate 22.1 21.4 3.0% Loan, lease and other and securities of companies and Food and beverage 20.6 19.3 6.9% credit operations financial institutions Risk % of Total Risk % of Total Agribusiness and fertilizers 18.6 18.4 1.2% Largest Debtor 5,244 0.8 6,400 0.9 Transportation 17.7 17.2 3.3% 10 largest debtors 28,982 4.7 45,240 6.4 Energy and water treatment 15.8 16.7 -5.3% 20 largest debtors 43,913 7.1 68,947 9.7 Vehicles and auto parts 14.8 12.9 14.5% 50 largest debtors 70,662 11.4 114,276 16.0 Banks and other financial institutions 12.3 12.4 -0.6% 100 largest debtors 95,876 15.5 150,309 21.1 Infrastructure work 11.8 11.3 4.1% Petrochemical and chemical 11.1 11.2 -0.9% Steel and metallurgy 9.6 9.6 -0.7% 1% 4% Telecommunications 9.1 9.2 -1.0% Mining 8.9 10.9 -18.4% 7% Pharmaceutical and cosmetics 8.0 7.9 0.6% 10% Oil and gas 6.8 6.8 0.3% 39% Electronic and IT 6.7 6.1 8.6% 11% Capital Assets 6.7 6.2 7.0% Construction Material 6.0 5.6 6.6% Sugar and Alcohol 5.6 6.0 -7.0% 12% Entertainment and tourism 5.5 5.7 -2.5% 18% Services - Other 43.0 43.4 -1.1% Commerce - Other 20.5 20.1 2.0% Other Industry and Extractivism Industry - Other 9.6 9.9 -2.7% Real Estate and Construction Consumer Goods Other 41.0 41.8 -1.9% Vehicles and Transportation Agriculture and Related Total 334.1 333.0 0.3% Banks and other financial institutions Public Sector (1) Includes financial guarantees provided; (2) Industry and Extractivism = Mining (+) Steel and Metallurgy (+) Capital Assets (+) Petrochemical and Chemical (+) Energy and sewage (+) Oil and gas. Consumer Goods = Food and beverage (+) Clothing and footwear (+) Pharmaceuticals and cosmetics (+) Electronic and IT. Vehicles and Transportation = Transportation (+) Vehicles and autoparts. Real Estate and Construction = Real estate agents (+) Construction material (+) Infrastructure work. Agriculture and Related = Agribusiness and fertilizers (+) Sugar and alcohol. Other = Telecommunications (+) Commerce – Other (+) Services – Other (+) Industry – Other (+) Entertainment and Tourism (+) Other. page 67

1 Credit Portfolio by Vintage Profile of credit portfolio by origination period: R$ billion § Older vintages with higher spreads are losing relevance compared to the most recent ones. § 60.1% of total origination was created in the past 12 months. 519 544 553 34.8% 36.2% 38.9% 5.1% 4.6% 5.2% 6.4% 7.2% 6.0% 8.0% 8.0% 7.9% 10.0% 10.8% 9.9% 35.7% 33.2% 32.1% 2Q18 1Q19 2Q19 Actual Quarter (q) q-1 q-2 q-3 q-4 q=<-5 (1) Does not include financial guarantees provided. page 681 Credit Portfolio by Vintage Profile of credit portfolio by origination period: R$ billion § Older vintages with higher spreads are losing relevance compared to the most recent ones. § 60.1% of total origination was created in the past 12 months. 519 544 553 34.8% 36.2% 38.9% 5.1% 4.6% 5.2% 6.4% 7.2% 6.0% 8.0% 8.0% 7.9% 10.0% 10.8% 9.9% 35.7% 33.2% 32.1% 2Q18 1Q19 2Q19 Actual Quarter (q) q-1 q-2 q-3 q-4 q=<-5 (1) Does not include financial guarantees provided. page 68

Loan Portfolio Mix Change 1 (%) Jun-19 Consolidated jun/19 18.5 13.6 3.1 14.3 5.8 8.0 8.9 27.9 Ju Jun-19 n-19 25.6 18.8 4.3 19.9 8.0 11.0 12.3 Jun-18 Jun-18 29.3 17.3 4.0 18.2 7.5 11.1 12.5 2 Brazil Jun-17 Jun-17 32.7 16.3 4.0 16.1 7.2 10.9 12.8 Jun-16 Jun-16 34.0 16.3 4.6 14.9 7.7 9.9 12.7 Jun-15 jun/15 36.7 16.8 5.9 14.0 7.4 7.9 11.3 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. page 69Loan Portfolio Mix Change 1 (%) Jun-19 Consolidated jun/19 18.5 13.6 3.1 14.3 5.8 8.0 8.9 27.9 Ju Jun-19 n-19 25.6 18.8 4.3 19.9 8.0 11.0 12.3 Jun-18 Jun-18 29.3 17.3 4.0 18.2 7.5 11.1 12.5 2 Brazil Jun-17 Jun-17 32.7 16.3 4.0 16.1 7.2 10.9 12.8 Jun-16 Jun-16 34.0 16.3 4.6 14.9 7.7 9.9 12.7 Jun-15 jun/15 36.7 16.8 5.9 14.0 7.4 7.9 11.3 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. page 69

Financial Margin with Clients Annualized Average Rate Consolidated Brazil 12.3% 12.2% 12.1% 12.2% 12.1% 12.0% 12.0% 11.8% 10.1% 10.0% 10.0% 9.9% 9.9% 9.9% 9.8% 9.8% 9.6% 9.5% 9.2% 9.2% 9.2% 9.2% 8.9% 9.0% 9.2% 7.5% 7.7% 7.6% 7.6% 7.6% 7.4% 7.4% 7.1% 7.5% 6.4% 6.4% 6.7% 6.4% 6.4% 6.4% 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 Financial Margin with Clients Risk-adjusted Financial Margin with Clients CDI (annualized quarterly rate) Financial Margin with Clients Breakdown R$ billion + 0.8 billion + 5.4% 16.9 1.6 0.1 16.4 (1.9) (0.1) 0.4 0.1 15.3 0.2 14.5 1 1 1Q19 Working Capital Spread-Sensitive Mix of products Average Asset Asset Spreads Higher number of Latin America Spread-Sensitive Working Capital 2Q19 2 4 and other 1Q19 Operations 1Q19 Portfolio and calendar days Spread -Sensitive Operations 2Q19 and other 2Q19 Liabilities Margin Operations (1) Change in the compostion of assets with credit risk between periods in Brazil; (2) Considers credit and private securities portfolio net of overdue balance over 60 days in Brazil; (3) Spreads variation of assets with credit risk between periods in Brasil; (4) In Brazil . page 70Financial Margin with Clients Annualized Average Rate Consolidated Brazil 12.3% 12.2% 12.1% 12.2% 12.1% 12.0% 12.0% 11.8% 10.1% 10.0% 10.0% 9.9% 9.9% 9.9% 9.8% 9.8% 9.6% 9.5% 9.2% 9.2% 9.2% 9.2% 8.9% 9.0% 9.2% 7.5% 7.7% 7.6% 7.6% 7.6% 7.4% 7.4% 7.1% 7.5% 6.4% 6.4% 6.7% 6.4% 6.4% 6.4% 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 Financial Margin with Clients Risk-adjusted Financial Margin with Clients CDI (annualized quarterly rate) Financial Margin with Clients Breakdown R$ billion + 0.8 billion + 5.4% 16.9 1.6 0.1 16.4 (1.9) (0.1) 0.4 0.1 15.3 0.2 14.5 1 1 1Q19 Working Capital Spread-Sensitive Mix of products Average Asset Asset Spreads Higher number of Latin America Spread-Sensitive Working Capital 2Q19 2 4 and other 1Q19 Operations 1Q19 Portfolio and calendar days Spread -Sensitive Operations 2Q19 and other 2Q19 Liabilities Margin Operations (1) Change in the compostion of assets with credit risk between periods in Brazil; (2) Considers credit and private securities portfolio net of overdue balance over 60 days in Brazil; (3) Spreads variation of assets with credit risk between periods in Brasil; (4) In Brazil . page 70

Financial Margin with the Market R$ billion 1.8 1.7 1.6 1.5 1.5 1.4 1.4 1.3 1.2 3.1 2.8 0.1 1.7 1.6 1.6 1.4 2.0 1.4 1.3 2.2 1.1 1.3 1.2 0.1 0.2 1.1 1.3 1.3 0.9 1.2 1.1 0.9 1.0 0.5 0.8 0.8 0.5 0.2 0.5 0.3 0.2 0.3 0.5 0.3 0.3 1H18 1H19 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 Financial Margin with Sale of shares - B3 Financial Margin with 1 year moving average of 1 2 the Market – Brazil the Market– Latin America Financial Margin with the Market (1) Includes units abroad ex-Latin America; (2) Excludes Brazil. page 71Financial Margin with the Market R$ billion 1.8 1.7 1.6 1.5 1.5 1.4 1.4 1.3 1.2 3.1 2.8 0.1 1.7 1.6 1.6 1.4 2.0 1.4 1.3 2.2 1.1 1.3 1.2 0.1 0.2 1.1 1.3 1.3 0.9 1.2 1.1 0.9 1.0 0.5 0.8 0.8 0.5 0.2 0.5 0.3 0.2 0.3 0.5 0.3 0.3 1H18 1H19 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 Financial Margin with Sale of shares - B3 Financial Margin with 1 year moving average of 1 2 the Market – Brazil the Market– Latin America Financial Margin with the Market (1) Includes units abroad ex-Latin America; (2) Excludes Brazil. page 71

Provision for Loan Losses and Cost of Credit Provision for Loan Losses by Segment R$ million 5.8% 5.0% 5.0% 4.7% 4.6% 4.4% 4.5% 4.3% 4.1% 3.7% 3.6% 3.4% 3.3% 3.2% 3.1% 3.0% 2.9% 7,824 6,337 5,997 6,366 5,768 6,169 5,823 5,392 772 4,948 4,483 4,111 4,282 4,271 383 399 396 412 392 757 4,407 432 4,206 2,728 598 3,904 3,796 1,362 701 1,546 554 621 514 1,295 1,825 1,629 1,070 568 1,410 489 619 514 423 248 532 168 393 4,621 4,395 4,302 4,323 4,210 4,021 3,932 3,996 3,747 3,732 3,688 3,726 3,550 3,534 3,482 3,236 3,165 -298 -354 -304 -371 2Q15 3Q15 4Q15 1Q16 2Q16 3Q16 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 Retail Banking - Brazil Wholesale Banking - Brazil Latin America ex-Brazil Provision for Loan Losses / Loan Portfolio (*) - Annualized (*) Average balance of the loan portfolio, considering the last two quarters. Cost of Credit R$ million (Provision for Loan Losses + Recovery of Loans Written Off as Losses + Impairment + Discounts Granted) 4.4% 4.2% 4.1% 3.7% 3.6% 3.1% 3.0% 3.0% 2.9% 2.9% 2.7% 2.5% 2.5% 2.4% 2.4% 2.1% 2.1% 7,211 6,335 6,352 5,582 5,281 5,075 5,135 4,795 4,474 4,257 4,044 3,990 3,788 3,804 3,601 3,415 3,263 2Q15 3Q15 4Q15 1Q16 2Q16 3Q16 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 Cost of Credit Cost of Credit / Total Risk (*) - Annualized (*) Average balance of the loan portfolio with financial guarantees provided and corporate securities, considering the last two quarters. Note: Includes the consolidation of Citibank as of 4Q17. page 72Provision for Loan Losses and Cost of Credit Provision for Loan Losses by Segment R$ million 5.8% 5.0% 5.0% 4.7% 4.6% 4.4% 4.5% 4.3% 4.1% 3.7% 3.6% 3.4% 3.3% 3.2% 3.1% 3.0% 2.9% 7,824 6,337 5,997 6,366 5,768 6,169 5,823 5,392 772 4,948 4,483 4,111 4,282 4,271 383 399 396 412 392 757 4,407 432 4,206 2,728 598 3,904 3,796 1,362 701 1,546 554 621 514 1,295 1,825 1,629 1,070 568 1,410 489 619 514 423 248 532 168 393 4,621 4,395 4,302 4,323 4,210 4,021 3,932 3,996 3,747 3,732 3,688 3,726 3,550 3,534 3,482 3,236 3,165 -298 -354 -304 -371 2Q15 3Q15 4Q15 1Q16 2Q16 3Q16 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 Retail Banking - Brazil Wholesale Banking - Brazil Latin America ex-Brazil Provision for Loan Losses / Loan Portfolio (*) - Annualized (*) Average balance of the loan portfolio, considering the last two quarters. Cost of Credit R$ million (Provision for Loan Losses + Recovery of Loans Written Off as Losses + Impairment + Discounts Granted) 4.4% 4.2% 4.1% 3.7% 3.6% 3.1% 3.0% 3.0% 2.9% 2.9% 2.7% 2.5% 2.5% 2.4% 2.4% 2.1% 2.1% 7,211 6,335 6,352 5,582 5,281 5,075 5,135 4,795 4,474 4,257 4,044 3,990 3,788 3,804 3,601 3,415 3,263 2Q15 3Q15 4Q15 1Q16 2Q16 3Q16 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 Cost of Credit Cost of Credit / Total Risk (*) - Annualized (*) Average balance of the loan portfolio with financial guarantees provided and corporate securities, considering the last two quarters. Note: Includes the consolidation of Citibank as of 4Q17. page 72

Allowance for Loan Losses by Risk– Consolidated R$ million Regulatory (*) Allocation of Total Allowance by Type of Risk - Consolidated Breakdown 33,091 36,118 Complementary Allowance Expected and/or 34,206 33,091 Potential Loss Retail - Brazil1 7,065 5,748 Related to expected Allowance for Financial Guarantees Provided Wholesale - Brazil1 loss in Retail segment 3,457 and potential loss in 1,139 Latin America2 2,388 Wholesale segment 16,095 13,053 Potential³ 12,910 Generic Allowance Renegotiations (non-overdue / aggravated) Renegotiation and 11,546 overdue loans Retail - Brazil1 1,051 3,967 5,019 Related to aggravated risk Wholesale - Brazil1 271 2,984 3,254 rating of overdue 9,920 9,514 and renegotiated Aggravated 10,024 Latin America2 357 884 1,241 operations Overdue operations Specific Fully Provisioned according to the Allowance Brazilian Central Bank Retail - Brazil1 2,830 5,456 8,286 11,233 Related to minimum 10,666 Overdue 9,999 14,659 provision required for Wholesale - Brazil1 711 457 1,168 overdue operations Latin America2 533 680 according to CMN 1,212 Resolution 2,682/1999 Jun-18 Mar-19 Jun-19 (1) Includes units abroad ex-Latin America; (2) Excludes Brazil; (3) Allowance for potential losses includes the provision for financial guarantees provided. (*) Total allowance includes allowance for financial guarantees provided, which is recorded in liabilities as from March 2017, in accordance with CMN Resolution No. 4,512/16. Jun-19 page 73Allowance for Loan Losses by Risk– Consolidated R$ million Regulatory (*) Allocation of Total Allowance by Type of Risk - Consolidated Breakdown 33,091 36,118 Complementary Allowance Expected and/or 34,206 33,091 Potential Loss Retail - Brazil1 7,065 5,748 Related to expected Allowance for Financial Guarantees Provided Wholesale - Brazil1 loss in Retail segment 3,457 and potential loss in 1,139 Latin America2 2,388 Wholesale segment 16,095 13,053 Potential³ 12,910 Generic Allowance Renegotiations (non-overdue / aggravated) Renegotiation and 11,546 overdue loans Retail - Brazil1 1,051 3,967 5,019 Related to aggravated risk Wholesale - Brazil1 271 2,984 3,254 rating of overdue 9,920 9,514 and renegotiated Aggravated 10,024 Latin America2 357 884 1,241 operations Overdue operations Specific Fully Provisioned according to the Allowance Brazilian Central Bank Retail - Brazil1 2,830 5,456 8,286 11,233 Related to minimum 10,666 Overdue 9,999 14,659 provision required for Wholesale - Brazil1 711 457 1,168 overdue operations Latin America2 533 680 according to CMN 1,212 Resolution 2,682/1999 Jun-18 Mar-19 Jun-19 (1) Includes units abroad ex-Latin America; (2) Excludes Brazil; (3) Allowance for potential losses includes the provision for financial guarantees provided. (*) Total allowance includes allowance for financial guarantees provided, which is recorded in liabilities as from March 2017, in accordance with CMN Resolution No. 4,512/16. Jun-19 page 73

Non Performing Loans Ratios 15 to 90-day NPL Ratio | Consolidated - % 90-day NPL Ratio| Consolidated (%) 4.5 4.4 4.2 3.9 3.7 3.7 3.6 3.3 3.6 3.5 3.5 3.5 3.3 3.4 2.9 3.1 3.2 3.1 3.1 2.8 2.8 2.6 2.5 3.6 3.2 2.3 3.5 3.4 3.1 3.2 3.1 2.7 3.0 3.0 3.0 2.7 2.9 2.9 2.9 2.7 2.8 2.7 2.5 2.6 2.5 2.3 2.6 2.5 2.4 2.4 2.4 2.3 2.1 1.8 1.8 1.6 1.5 1.4 1.4 1.4 1.3 1.3 1.2 1.1 1.1 1.1 Jun-15 Mar-16 Jun-16 Mar-17 Jun-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Jun-15 Mar-16 Jun-16 Mar-17 Jun-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Total Brazil ¹ Latin America ² Total Brazil ¹ Latin America ² 15 to 90-day NPL Ratio | Brazil 1 - % 90-day NPL Ratio | Brazil 1(%) 6.0 6.0 5.6 5.2 4.9 4.6 5.9 4.5 4.5 4.5 4.4 4.4 4.3 4.2 4.3 5.6 4.0 5.3 5.1 3.7 3.5 3.5 3.4 3.4 3.2 4.2 2.9 4.2 2.9 4.3 4.0 2.5 3.7 3.6 3.7 2.3 3.4 1.8 3.2 1.6 2.8 1.8 1.7 2.6 2.4 2.3 2.0 1.8 1.8 1.8 1.7 1.5 1.7 1.6 1.6 1.5 1.5 1.4 1.5 1.0 1.2 1.0 1.0 0.9 0.8 0.7 Jun-15 Mar-16 Jun-16 Mar-17 Jun-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Jun-15 Mar-16 Jun-16 Mar-17 Jun-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Individuals Corporate Very Small, Small and Middle Market Companies Individuals Corporate Very Small, Small and Middle Market Companies Note: Total and Latin America 15 to 90-day NPL Ratios prior to June 2016 do not include CorpBanca. (1) Includes units abroad ex-Latin America. (2) Excludes Brazil. page 74Non Performing Loans Ratios 15 to 90-day NPL Ratio | Consolidated - % 90-day NPL Ratio| Consolidated (%) 4.5 4.4 4.2 3.9 3.7 3.7 3.6 3.3 3.6 3.5 3.5 3.5 3.3 3.4 2.9 3.1 3.2 3.1 3.1 2.8 2.8 2.6 2.5 3.6 3.2 2.3 3.5 3.4 3.1 3.2 3.1 2.7 3.0 3.0 3.0 2.7 2.9 2.9 2.9 2.7 2.8 2.7 2.5 2.6 2.5 2.3 2.6 2.5 2.4 2.4 2.4 2.3 2.1 1.8 1.8 1.6 1.5 1.4 1.4 1.4 1.3 1.3 1.2 1.1 1.1 1.1 Jun-15 Mar-16 Jun-16 Mar-17 Jun-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Jun-15 Mar-16 Jun-16 Mar-17 Jun-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Total Brazil ¹ Latin America ² Total Brazil ¹ Latin America ² 15 to 90-day NPL Ratio | Brazil 1 - % 90-day NPL Ratio | Brazil 1(%) 6.0 6.0 5.6 5.2 4.9 4.6 5.9 4.5 4.5 4.5 4.4 4.4 4.3 4.2 4.3 5.6 4.0 5.3 5.1 3.7 3.5 3.5 3.4 3.4 3.2 4.2 2.9 4.2 2.9 4.3 4.0 2.5 3.7 3.6 3.7 2.3 3.4 1.8 3.2 1.6 2.8 1.8 1.7 2.6 2.4 2.3 2.0 1.8 1.8 1.8 1.7 1.5 1.7 1.6 1.6 1.5 1.5 1.4 1.5 1.0 1.2 1.0 1.0 0.9 0.8 0.7 Jun-15 Mar-16 Jun-16 Mar-17 Jun-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Jun-15 Mar-16 Jun-16 Mar-17 Jun-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Individuals Corporate Very Small, Small and Middle Market Companies Individuals Corporate Very Small, Small and Middle Market Companies Note: Total and Latin America 15 to 90-day NPL Ratios prior to June 2016 do not include CorpBanca. (1) Includes units abroad ex-Latin America. (2) Excludes Brazil. page 74

Coverage Ratio (90-day NPL) Coverage Ratio and Expanded Coverage Ratio1 Coverage Ratio 952% 248% 246% 245% 243% 236% 235% 221% 208% 208% 399% 338% 227% 223% 220% 101% 100% 100% 96% 172% 172% 95% 169% 92% 90% 88% 87% Jun-18 Mar-19 Jun-19 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Total Total (Expanded) Latin America ex-Brazil Retail Banking - Brazil 1 Expanded Coverage Ratio is calculated from the division of the total a llowance balance* by the sum of 90 days overdue operations and of renegotiated loan portfolio excluding the double counting of 90 days overdue renegotiated loans. Wholesale Banking - Brazil (*) Total allowance used for calculation of the coverage and expanded coverage ratios includes the provision for financial guarantees provided, which is recorded in liabilities as from March 2017, in accordance with CMN Resolution No. 4,512/16. page 75Coverage Ratio (90-day NPL) Coverage Ratio and Expanded Coverage Ratio1 Coverage Ratio 952% 248% 246% 245% 243% 236% 235% 221% 208% 208% 399% 338% 227% 223% 220% 101% 100% 100% 96% 172% 172% 95% 169% 92% 90% 88% 87% Jun-18 Mar-19 Jun-19 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Total Total (Expanded) Latin America ex-Brazil Retail Banking - Brazil 1 Expanded Coverage Ratio is calculated from the division of the total a llowance balance* by the sum of 90 days overdue operations and of renegotiated loan portfolio excluding the double counting of 90 days overdue renegotiated loans. Wholesale Banking - Brazil (*) Total allowance used for calculation of the coverage and expanded coverage ratios includes the provision for financial guarantees provided, which is recorded in liabilities as from March 2017, in accordance with CMN Resolution No. 4,512/16. page 75

NPL Creation R$ billion 5.1 5.0 5.0 4.7 4.4 4.4 4.4 4.4 3.8 3.9 3.8 3.6 3.6 3.5 3.5 3.5 3.3 3.2 1.2 1.0 1.1 0.7 0.5 0.5 0.5 0.4 0.4 0.7 0.5 0.4 0.4 0.4 0.2 0.3 0.2 -0.3 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 Total Retail Banking - Brazil Whosale Banking - Brazil Latin America ex-Brazil page 76NPL Creation R$ billion 5.1 5.0 5.0 4.7 4.4 4.4 4.4 4.4 3.8 3.9 3.8 3.6 3.6 3.5 3.5 3.5 3.3 3.2 1.2 1.0 1.1 0.7 0.5 0.5 0.5 0.4 0.4 0.7 0.5 0.4 0.4 0.4 0.2 0.3 0.2 -0.3 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 Total Retail Banking - Brazil Whosale Banking - Brazil Latin America ex-Brazil page 76

Provision for Loan Losses and NPL Creation by Segment Retail Banking - Brazil R$ billion 113% 107% 108% 108% 104% 99% 100% 98% 89% 3.7 3.5 4.0 3.6 4.2 3.9 3.5 3.3 3.8 3.5 3.5 3.7 3.2 3.6 3.2 3.2 3.5 3.7 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 Wholesale Banking - Brazil R$ billion 263% 230% 48% 34% -26% -29% -53% -87% -66% 1.1 1.2 0.4 0.5 0.5 1.0 0.7 0.2 0.6 0.2 0.2 0.4 0.2 -0.3 -0.3 -0.3 -0.4 -0.4 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 Latin America ex–Brazil R$ billion 154% 138% 128% 130% 133% 136% 97% 114% 79% 0.6 0.4 0.5 0.5 0.7 0.5 0.6 0.7 0.6 0.5 0.5 0.4 0.4 0.3 0.5 0.4 0.6 0.4 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 Total R$ billion 112% 113% 102% 98% 93% 82% 85% 83% 79% 4.9 4.4 4.3 4.4 4.5 4.4 5.0 5.04 3.8.4 4.25.14 4.4.7 4.1 4.3 3.9 3.8 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 Provision for Loan Losses NPL Creation Provision for Loan Losses / NPL Creation page 77Provision for Loan Losses and NPL Creation by Segment Retail Banking - Brazil R$ billion 113% 107% 108% 108% 104% 99% 100% 98% 89% 3.7 3.5 4.0 3.6 4.2 3.9 3.5 3.3 3.8 3.5 3.5 3.7 3.2 3.6 3.2 3.2 3.5 3.7 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 Wholesale Banking - Brazil R$ billion 263% 230% 48% 34% -26% -29% -53% -87% -66% 1.1 1.2 0.4 0.5 0.5 1.0 0.7 0.2 0.6 0.2 0.2 0.4 0.2 -0.3 -0.3 -0.3 -0.4 -0.4 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 Latin America ex–Brazil R$ billion 154% 138% 128% 130% 133% 136% 97% 114% 79% 0.6 0.4 0.5 0.5 0.7 0.5 0.6 0.7 0.6 0.5 0.5 0.4 0.4 0.3 0.5 0.4 0.6 0.4 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 Total R$ billion 112% 113% 102% 98% 93% 82% 85% 83% 79% 4.9 4.4 4.3 4.4 4.5 4.4 5.0 5.04 3.8.4 4.25.14 4.4.7 4.1 4.3 3.9 3.8 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 Provision for Loan Losses NPL Creation Provision for Loan Losses / NPL Creation page 77

Loan Portfolio Evolution by Risk Level Brazil 1 Consolidated Total Allowance for Loan Losses (R$ million) 31,026 29,441 28,249 36,118 34,206 33,091 Loan Portfolio by Risk Level 42.9% 42.9% 42.8% 43.6% 43.2% 44.2% 33.5% 34.5% 34.8% 38.0% 38.1% 36.6% 9.5% 9.8% 10.3% 5.0% 5.8% 6.0% 4.2% 4.2% 4.4% 4.8% 4.1% 5.0% 9.9% 9.1% 8.7% 8.5% 7.9% 7.6% Jun-18 Mar-19 Jun-19 Jun-18 Mar-19 Jun-19 AA A B C D-H (1) Includes units abroad ex-Latin America. Note: Loan portfolio without financial guarantees provided. Total allowance includes the provision for financial guarantees provided, which is recorded in liabilities as from March 2017, in accordance with CMN Resolution No. 4,512/16. page 78Loan Portfolio Evolution by Risk Level Brazil 1 Consolidated Total Allowance for Loan Losses (R$ million) 31,026 29,441 28,249 36,118 34,206 33,091 Loan Portfolio by Risk Level 42.9% 42.9% 42.8% 43.6% 43.2% 44.2% 33.5% 34.5% 34.8% 38.0% 38.1% 36.6% 9.5% 9.8% 10.3% 5.0% 5.8% 6.0% 4.2% 4.2% 4.4% 4.8% 4.1% 5.0% 9.9% 9.1% 8.7% 8.5% 7.9% 7.6% Jun-18 Mar-19 Jun-19 Jun-18 Mar-19 Jun-19 AA A B C D-H (1) Includes units abroad ex-Latin America. Note: Loan portfolio without financial guarantees provided. Total allowance includes the provision for financial guarantees provided, which is recorded in liabilities as from March 2017, in accordance with CMN Resolution No. 4,512/16. page 78

Renegotiated Loan Operations Total Renegotiated Portfolio | Breakdown by Days Overdue R$ billion Brazil 1 Days overdue: measured at the moment of 24.6 24.5 24.4 25.5 25.2 25.7 25.2 25,4 24.7 renegotiation 26.4 27.9 27.6 27.5 26.4 26.4 27.6 27.3 26.9 Latin America 2 2.0 2.2 2.3 2.1 2.3 2.3 1.8 1.9 2.0 1.8 1.9 1.8 1.8 1.8 When Written-off as a Loss 1.3 2.0 1.9 1.9 7.3 8.4 8.7 8.0 8.2 8.5 7.7 8.2 7.8 When over 90 days overdue 4.8 4.9 5.1 4.9 5.9 5.2 5.9 5.9 6.2 When 31-90 days overdue 1.4 1.4 1.4 1.3 1.2 1.2 1.3 1.3 1.4 When up to 30 days overdue 9.8 9.0 9.2 8.5 8.8 8.2 7.6 7.7 6.9 When non-overdue Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Allowance for Loan Losses for Renegotiated Loans Portfolio 90-day NPL of Renegotiated Loans Portfolio R$ billion R$ billion 41.4% 41.4% 41.2% 40.9% 40.8% 40.2% 40.3% 39.9% 39.2% 19.1% 17.6% 17.9% 17.5% 17.2% 16.5% 16.8% 15.7% 15.0% 27.6 27.5 27.9 27.3 27.6 26.9 26.4 26.4 26.4 5.3 4.9 4.7 4.6 4.6 4.4 4.6 4.4 4.1 11.4 10.9 10.6 10.8 11.1 11.0 11.4 11.3 10.6 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Total Renegotiated Loans Portfolio 90-day NPL Allowance for Loan Losses for Renegotiated Loans Portfolio Renegotiated Loans Portfolio Total of Renegotiated Loans Portfolio 90-day NPL Ratio Allowance for Loan Losses for Renegotiated Loans Portfolio/ Renegotiated Loans Portfolio (1) Includes units abroad ex-Latin America; (2) Excludes Brazil. page 79Renegotiated Loan Operations Total Renegotiated Portfolio | Breakdown by Days Overdue R$ billion Brazil 1 Days overdue: measured at the moment of 24.6 24.5 24.4 25.5 25.2 25.7 25.2 25,4 24.7 renegotiation 26.4 27.9 27.6 27.5 26.4 26.4 27.6 27.3 26.9 Latin America 2 2.0 2.2 2.3 2.1 2.3 2.3 1.8 1.9 2.0 1.8 1.9 1.8 1.8 1.8 When Written-off as a Loss 1.3 2.0 1.9 1.9 7.3 8.4 8.7 8.0 8.2 8.5 7.7 8.2 7.8 When over 90 days overdue 4.8 4.9 5.1 4.9 5.9 5.2 5.9 5.9 6.2 When 31-90 days overdue 1.4 1.4 1.4 1.3 1.2 1.2 1.3 1.3 1.4 When up to 30 days overdue 9.8 9.0 9.2 8.5 8.8 8.2 7.6 7.7 6.9 When non-overdue Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Allowance for Loan Losses for Renegotiated Loans Portfolio 90-day NPL of Renegotiated Loans Portfolio R$ billion R$ billion 41.4% 41.4% 41.2% 40.9% 40.8% 40.2% 40.3% 39.9% 39.2% 19.1% 17.6% 17.9% 17.5% 17.2% 16.5% 16.8% 15.7% 15.0% 27.6 27.5 27.9 27.3 27.6 26.9 26.4 26.4 26.4 5.3 4.9 4.7 4.6 4.6 4.4 4.6 4.4 4.1 11.4 10.9 10.6 10.8 11.1 11.0 11.4 11.3 10.6 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Total Renegotiated Loans Portfolio 90-day NPL Allowance for Loan Losses for Renegotiated Loans Portfolio Renegotiated Loans Portfolio Total of Renegotiated Loans Portfolio 90-day NPL Ratio Allowance for Loan Losses for Renegotiated Loans Portfolio/ Renegotiated Loans Portfolio (1) Includes units abroad ex-Latin America; (2) Excludes Brazil. page 79

Credit Quality | Individuals Loan-to-Value Credit Cards Portfolio in Jun-19 Vehicles and Mortgage | Vintages 59.8% 59.7% 9.4% 58.6% 58.5% 57.3% 56.9% 20.4% 9.7% 10.0% 80.9% 69.6% Itaú Unibanco Brazilian Financial System Jun-18 Mar-19 Jun-19 excluding Itaú Unibanco Transactor¹ Installment with Interest Revolving Credit + Overdue Loans² Vehicles Mortgage Loans Composition of the Payroll Loans Portfolio Change in the Mix of the Individuals Portfolio in Brazil in Jun-19 9.0% 22.2% 12.0% 12% Payroll Loans 19.9% 9% 34.1% Mortgage Loans 7.8% Vehicles 14.4% 17.8% Personal Loans 79% Credit Card 35.8% 27.0% Private Sector Public Sector INSS Dec-12 Jun-19 (1) Includes installment without interest; (2) Includes nonperforming loans 90 days and overdue loans 1-90 days. page 80Credit Quality | Individuals Loan-to-Value Credit Cards Portfolio in Jun-19 Vehicles and Mortgage | Vintages 59.8% 59.7% 9.4% 58.6% 58.5% 57.3% 56.9% 20.4% 9.7% 10.0% 80.9% 69.6% Itaú Unibanco Brazilian Financial System Jun-18 Mar-19 Jun-19 excluding Itaú Unibanco Transactor¹ Installment with Interest Revolving Credit + Overdue Loans² Vehicles Mortgage Loans Composition of the Payroll Loans Portfolio Change in the Mix of the Individuals Portfolio in Brazil in Jun-19 9.0% 22.2% 12.0% 12% Payroll Loans 19.9% 9% 34.1% Mortgage Loans 7.8% Vehicles 14.4% 17.8% Personal Loans 79% Credit Card 35.8% 27.0% Private Sector Public Sector INSS Dec-12 Jun-19 (1) Includes installment without interest; (2) Includes nonperforming loans 90 days and overdue loans 1-90 days. page 80

Banking Fee Revenues and Result from Insurance, Pension Plans and Premium Bonds In R$ millions 2Q19 1Q19 2Q18 1H19 1H18 D D D Credit and Debit Cards 3,192 3,280 -2.7% 3,248 -1.7% 6,472 6, 584 -1.7% Card Issuance 2,228 2,175 2.5% 2,022 10.2% 4,403 4, 077 8.0% Acquiring 964 1,106 -12.8% 1,226 -21.4% 2,069 2, 506 -17.4% Current Account Services 1,827 1,846 -1.0% 1,819 0.4% 3,673 3, 637 1.0% Asset Management ¹ 1,270 1,067 19.1% 1,106 14.9% 2,337 2,119 10.3% Fund Management Fees 1,100 888 23.9% 942 16.8% 1,988 1,799 10.5% Consortia Administration Fees 171 17 9 -4.6% 164 4.1% 349 320 9.3% Credit Operations and Guarantees Provided 661 599 10.4% 648 2.0% 1,260 1, 297 -2.8% Collection Services 489 46 7 4.6% 483 1.1% 956 940 1.6% Advisory Services and Brokerage 611 374 63.7% 418 46.4% 985 739 33.3% Other 277 25 8 7.5% 285 -2.6% 535 548 -2.5% Latin America (ex-Brazil) 736 73 2 0.5% 719 2.3% 1,467 1, 390 5.6% Commissions and Fees 9,063 8,622 5.1% 8,726 3.9% 17 ,685 17,255 2.5% Result from Insurance Operations ² 1,675 1,607 4.3% 1,645 1.8% 3,282 3, 247 1.1% Total 10 ,738 10,228 5.0% 10 ,371 3.5% 20,967 20,501 2.3% Operational Coverage Ratio R$ million 86.8% 84.6% 84.8% 84.3% 84.2% 83.3% 82.7% 82.2% 80.3% 10,782 10,738 10,486 10,371 10,228 10,130 10,153 9,845 9,498 38.2% 38.3% 37.3% 37.5% 37.0% 36.8% 36.7% 36.8% 35.3% 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 Commissions and Fees and Result from Insurance Operations² Commissions and Fees and Result from Insurance Operations² / Operating Revenues³ Commissions and Fees and Result from Insurance Operations² / Non-interest Expenses (1) Includes fund management fees and consortia management fees. (2) Result from Insurance includes the Result from Insurance, Pension Plan and Premium Bonds Operations net of Retained Claims and Selling Expenses. (3) Operating Revenues including the Result from Insurance, Pension Plan and Premium Bonds Operations net of retained claims and selling expenses. page 81Banking Fee Revenues and Result from Insurance, Pension Plans and Premium Bonds In R$ millions 2Q19 1Q19 2Q18 1H19 1H18 D D D Credit and Debit Cards 3,192 3,280 -2.7% 3,248 -1.7% 6,472 6, 584 -1.7% Card Issuance 2,228 2,175 2.5% 2,022 10.2% 4,403 4, 077 8.0% Acquiring 964 1,106 -12.8% 1,226 -21.4% 2,069 2, 506 -17.4% Current Account Services 1,827 1,846 -1.0% 1,819 0.4% 3,673 3, 637 1.0% Asset Management ¹ 1,270 1,067 19.1% 1,106 14.9% 2,337 2,119 10.3% Fund Management Fees 1,100 888 23.9% 942 16.8% 1,988 1,799 10.5% Consortia Administration Fees 171 17 9 -4.6% 164 4.1% 349 320 9.3% Credit Operations and Guarantees Provided 661 599 10.4% 648 2.0% 1,260 1, 297 -2.8% Collection Services 489 46 7 4.6% 483 1.1% 956 940 1.6% Advisory Services and Brokerage 611 374 63.7% 418 46.4% 985 739 33.3% Other 277 25 8 7.5% 285 -2.6% 535 548 -2.5% Latin America (ex-Brazil) 736 73 2 0.5% 719 2.3% 1,467 1, 390 5.6% Commissions and Fees 9,063 8,622 5.1% 8,726 3.9% 17 ,685 17,255 2.5% Result from Insurance Operations ² 1,675 1,607 4.3% 1,645 1.8% 3,282 3, 247 1.1% Total 10 ,738 10,228 5.0% 10 ,371 3.5% 20,967 20,501 2.3% Operational Coverage Ratio R$ million 86.8% 84.6% 84.8% 84.3% 84.2% 83.3% 82.7% 82.2% 80.3% 10,782 10,738 10,486 10,371 10,228 10,130 10,153 9,845 9,498 38.2% 38.3% 37.3% 37.5% 37.0% 36.8% 36.7% 36.8% 35.3% 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 Commissions and Fees and Result from Insurance Operations² Commissions and Fees and Result from Insurance Operations² / Operating Revenues³ Commissions and Fees and Result from Insurance Operations² / Non-interest Expenses (1) Includes fund management fees and consortia management fees. (2) Result from Insurance includes the Result from Insurance, Pension Plan and Premium Bonds Operations net of Retained Claims and Selling Expenses. (3) Operating Revenues including the Result from Insurance, Pension Plan and Premium Bonds Operations net of retained claims and selling expenses. page 81

Retail - Merchant Acquiring | REDE Debit Card Transaction Volume Credit Card Transaction Volume R$ million R$ million 81,136 46,057 74,095 72,877 70,376 69,425 40,128 39,959 38,711 38,873 65,915 63,558 63,345 61,937 35,818 35,595 32,234 32,014 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 Service Revenues from Acquiring Numbers R$ million % growth 1,444 1,401 1,399 1,283 1,254 2Q19 x 2Q18 1,227 1,180 1,109 1,011 POS number 1.4 million 22.0% Purchase volume R$114.1 billion 12.1% 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 page 82Retail - Merchant Acquiring | REDE Debit Card Transaction Volume Credit Card Transaction Volume R$ million R$ million 81,136 46,057 74,095 72,877 70,376 69,425 40,128 39,959 38,711 38,873 65,915 63,558 63,345 61,937 35,818 35,595 32,234 32,014 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 Service Revenues from Acquiring Numbers R$ million % growth 1,444 1,401 1,399 1,283 1,254 2Q19 x 2Q18 1,227 1,180 1,109 1,011 POS number 1.4 million 22.0% Purchase volume R$114.1 billion 12.1% 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 page 82

Insurance, Pension Plan and Premium Bonds D D D In R$ millions 2Q19 1Q19 2Q18 1H19 1H18 Earned Premiums 1,075 1,052 2.2% 1,002 7.2% 2,127 1,985 7.1% Revenues from Pension Plan 117 57 105.6% 192 -38.7% 175 280 -37.6% Revenues from Premium Bonds 107 102 4.6% 117 -8.3% 209 232 -9.6% Managerial Financial Margin (0) 93 -100.1% 97 -100.1% 93 197 -52.9% Commissions and Fees 515 490 5.0% 488 5.5% 1,005 1,005 0.0% Earnings of Affiliates 164 123 33.0% 104 58.2% 287 199 44.4% Revenues from Insurance, Pension Plan and 1,978 1,918 3.1% 1,999 -1.1% 3,896 3,898 -0.1% Premium Bonds Retained Claims (297) (299) -0.8% (335) -11.4% (596) (614) -2.9% Insurance Selling Expenses (6) (12) -51.9% (19) -70.9% (17) (36) -52.7% Result from Insurance, Pension Plan and 1,675 1,607 4.3% 1,645 1.8% 3,282 3,247 1.1% Premium Bonds Recurring Net Income 680 661 2.9% 638 6.6% 1,341 1,319 1.6% Insurance Combined Ratio 61.5% 65.1% -360 bps 66.1% -460 bps 63.3% 63.3% 0 bps Result from Insurance, Pension Plan and Premium Bonds R$ million 1,711 1,675 1,645 1,607 1,602 1,590 1,521 1,487 1,461 6.2% 5.9% 5.9% 5.8% 5.7% 5.6% 5.6% 5.5% 5.4% 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 1 Result from Insurance, Pension Plan and Premium Bonds Operations Result/Operating Revenues (1) Operating Revenues including the Result from Insurance, Pension Plan and Premium Bonds Operations net of retained claims and selling expenses. page 83Insurance, Pension Plan and Premium Bonds D D D In R$ millions 2Q19 1Q19 2Q18 1H19 1H18 Earned Premiums 1,075 1,052 2.2% 1,002 7.2% 2,127 1,985 7.1% Revenues from Pension Plan 117 57 105.6% 192 -38.7% 175 280 -37.6% Revenues from Premium Bonds 107 102 4.6% 117 -8.3% 209 232 -9.6% Managerial Financial Margin (0) 93 -100.1% 97 -100.1% 93 197 -52.9% Commissions and Fees 515 490 5.0% 488 5.5% 1,005 1,005 0.0% Earnings of Affiliates 164 123 33.0% 104 58.2% 287 199 44.4% Revenues from Insurance, Pension Plan and 1,978 1,918 3.1% 1,999 -1.1% 3,896 3,898 -0.1% Premium Bonds Retained Claims (297) (299) -0.8% (335) -11.4% (596) (614) -2.9% Insurance Selling Expenses (6) (12) -51.9% (19) -70.9% (17) (36) -52.7% Result from Insurance, Pension Plan and 1,675 1,607 4.3% 1,645 1.8% 3,282 3,247 1.1% Premium Bonds Recurring Net Income 680 661 2.9% 638 6.6% 1,341 1,319 1.6% Insurance Combined Ratio 61.5% 65.1% -360 bps 66.1% -460 bps 63.3% 63.3% 0 bps Result from Insurance, Pension Plan and Premium Bonds R$ million 1,711 1,675 1,645 1,607 1,602 1,590 1,521 1,487 1,461 6.2% 5.9% 5.9% 5.8% 5.7% 5.6% 5.6% 5.5% 5.4% 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 1 Result from Insurance, Pension Plan and Premium Bonds Operations Result/Operating Revenues (1) Operating Revenues including the Result from Insurance, Pension Plan and Premium Bonds Operations net of retained claims and selling expenses. page 83

Insurance Operations Earned Premiums Breakdown Retained Claims Breakdown R$ million R$ million 335 320 294 299 297 1,002 1,025 1,045 1,052 1,075 9.2% 10.7% 10.4% 11.6% 13.2% 26.1% 29.2% 9.6% 32.6% 34.5% 9.5% 9.7% 36.6% 9.2% 9.3% 1.4% 1.4% 1.5% 1.6% 1.6% 4.9% 17.3% 3.8% 16.7% 15.7% 16.2% 0.8% 2.4% 14.7% 5.6% 1.4% 4.2% 10.1% 1.6% 10.9% 2.5% 9.1% 10.0% 14.5% 14.7% 15.1% 15.5% 13.8% 10.2% 14.2% 13.4% 9.7% 13.2% 8.2% 47.5% 47.3% 47.2% 46.8% 47.0% 43.8% 41.9% 41.3% 39.6% 38.3% 2Q18 3Q18 4Q18 1Q19 2Q19 2Q18 3Q18 4Q18 1Q19 2Q19 Life and Personal Accidents Protected Card Credit Life Property risk Mortgage Other Life and Personal Accidents Protected Card Credit Life Property risk Mortgage Other Combined Ratio1 61.1% 59.9% 59.4% 59.2% 57.6% 57.8% 57.2% 56.4% 56.3% 55.4% 51.8% 51.2% 50.5% 68.2% 69.0% 66.6% 65.4% 66.1% 64.9% 65.1% 64.2% 63.9% 61.5% 60.4% 59.2% 55.1% 2Q16 3Q16 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 Combined Ratio Combined Ratio Ampliado (1) The combined ratio is the sum of retained claims, selling expenses, administrative expenses, other operating income and expenses, tax expenses for ISS, PIS and Cofins and other taxes divided by earned premiums. The extended combined ratio is the sum of these same expenses divided by the sum of earned premiums, managerial financial margin and commissions and fees. page 84Insurance Operations Earned Premiums Breakdown Retained Claims Breakdown R$ million R$ million 335 320 294 299 297 1,002 1,025 1,045 1,052 1,075 9.2% 10.7% 10.4% 11.6% 13.2% 26.1% 29.2% 9.6% 32.6% 34.5% 9.5% 9.7% 36.6% 9.2% 9.3% 1.4% 1.4% 1.5% 1.6% 1.6% 4.9% 17.3% 3.8% 16.7% 15.7% 16.2% 0.8% 2.4% 14.7% 5.6% 1.4% 4.2% 10.1% 1.6% 10.9% 2.5% 9.1% 10.0% 14.5% 14.7% 15.1% 15.5% 13.8% 10.2% 14.2% 13.4% 9.7% 13.2% 8.2% 47.5% 47.3% 47.2% 46.8% 47.0% 43.8% 41.9% 41.3% 39.6% 38.3% 2Q18 3Q18 4Q18 1Q19 2Q19 2Q18 3Q18 4Q18 1Q19 2Q19 Life and Personal Accidents Protected Card Credit Life Property risk Mortgage Other Life and Personal Accidents Protected Card Credit Life Property risk Mortgage Other Combined Ratio1 61.1% 59.9% 59.4% 59.2% 57.6% 57.8% 57.2% 56.4% 56.3% 55.4% 51.8% 51.2% 50.5% 68.2% 69.0% 66.6% 65.4% 66.1% 64.9% 65.1% 64.2% 63.9% 61.5% 60.4% 59.2% 55.1% 2Q16 3Q16 4Q16 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 Combined Ratio Combined Ratio Ampliado (1) The combined ratio is the sum of retained claims, selling expenses, administrative expenses, other operating income and expenses, tax expenses for ISS, PIS and Cofins and other taxes divided by earned premiums. The extended combined ratio is the sum of these same expenses divided by the sum of earned premiums, managerial financial margin and commissions and fees. page 84

Pension Plan Segment Technical Provisions Focus on Client Experience R$ billion 7 Reasons to Invest 204.8 200.4 Plan your retirement 196.6 1 190.0 185.2 Pay your future health expenses 2 Invest in your kids’ education 3 Plan your taxes expenses 4 2Q18 3Q18 4Q18 1Q19 2Q19 Improve your investment return 5 Technical Provisions by Product R$ billion Flexibility to change pension plan 6 7.2 Traditional Succession planning 7 42.8 Concept 1,3,6,9: How much do the client have to save to enjoy a peaceful retirement? R$204.8 PGBL billions Years of salary accumulated Age 154.8 135 345 VGBL 655 965 2Q19 page 85Pension Plan Segment Technical Provisions Focus on Client Experience R$ billion 7 Reasons to Invest 204.8 200.4 Plan your retirement 196.6 1 190.0 185.2 Pay your future health expenses 2 Invest in your kids’ education 3 Plan your taxes expenses 4 2Q18 3Q18 4Q18 1Q19 2Q19 Improve your investment return 5 Technical Provisions by Product R$ billion Flexibility to change pension plan 6 7.2 Traditional Succession planning 7 42.8 Concept 1,3,6,9: How much do the client have to save to enjoy a peaceful retirement? R$204.8 PGBL billions Years of salary accumulated Age 154.8 135 345 VGBL 655 965 2Q19 page 85

Non-interest Expenses In R$ millions 2Q19 1Q19D 2Q18D 2H19 2H18D Personnel Expenses (5,545) (5,300) 4.6% (5,193) 6.8% (10,846) (10,277) 5.5% Administrative Expenses (4,234) (4,113) 2.9% (4,153) 1.9% (8,347) (8,033) 3.9% Operating Expenses (1,179) (1,082) 9.0% (1,230) -4.2% (2,260) (2,397) -5.7% 1 (95) (84) 12.5% (80) 19.0% (179) (157) 14.2% Other Tax Expenses Total Brazil (11,053) (10,580) 4.5% (10,656) 3.7% (21,632) (20,863) 3.7% 2 (1,616) (1,570) 2.9% (1,605) 0.7% (3,186) (3,074) 3.6% Latin America (ex-Brazil) Total (12,669) (12,150) 4.3% (12,261) 3.3% (24,819) (23,938) 3.7% Voluntary Severance Program: the opportunity of a safe career transition, benefiting employees who meet some requirements. 3,4 5 Branches and Client Service Branches Number of Employees Amout Amout 100,756 100,631 99,914 100,335 99,332 99,661 98,446 97,865 94,779 13,101 12,968 13,681 13,193 12,908 13,223 12,738 13,672 13,260 758 577 585 549 566 5,365 712 572 547 5,279 648 5,103 4,981 4,940 4,934 4,904 4,917 4,722 31 94 135 160 160 173 195 195 196 3,941 3,821 3,653 86,192 86,144 87,070 86,801 86,204 85,537 85,161 3,591 83,481 3,531 3,531 3,530 3,527 80,871 3,332 852 824 766 703 697 700 703 691 686 541 540 549 527 516 513 512 521 508 Dec-14 Dec-15 Dec-16 Dec-17 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Dec-14 Dec-15 Dec-16 Dec-17 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Brazil Abroad (ex-Latin America) Latin America Branches + CSB (Latin America ex-Brazil) CSB - Brazil Brick and Mortar Branches - Brazil Digital Branches - Brazil (1) Includes IPTU, IPVA, IOF and other. Does not include PIS, Cofins and ISS; (2) Does not consider overhead allocation; (3) Includes IBBA representative offices abroad; (4) Includes Banco Itaú BBA, Banco Itaú Argentina and companies in Chile, Colombia, Uruguay, Panama and Paraguay; (5) For companies under our control, 100% of the total number of employees is considered. No employees are considered for companies not controlled by us. page 86Non-interest Expenses In R$ millions 2Q19 1Q19D 2Q18D 2H19 2H18D Personnel Expenses (5,545) (5,300) 4.6% (5,193) 6.8% (10,846) (10,277) 5.5% Administrative Expenses (4,234) (4,113) 2.9% (4,153) 1.9% (8,347) (8,033) 3.9% Operating Expenses (1,179) (1,082) 9.0% (1,230) -4.2% (2,260) (2,397) -5.7% 1 (95) (84) 12.5% (80) 19.0% (179) (157) 14.2% Other Tax Expenses Total Brazil (11,053) (10,580) 4.5% (10,656) 3.7% (21,632) (20,863) 3.7% 2 (1,616) (1,570) 2.9% (1,605) 0.7% (3,186) (3,074) 3.6% Latin America (ex-Brazil) Total (12,669) (12,150) 4.3% (12,261) 3.3% (24,819) (23,938) 3.7% Voluntary Severance Program: the opportunity of a safe career transition, benefiting employees who meet some requirements. 3,4 5 Branches and Client Service Branches Number of Employees Amout Amout 100,756 100,631 99,914 100,335 99,332 99,661 98,446 97,865 94,779 13,101 12,968 13,681 13,193 12,908 13,223 12,738 13,672 13,260 758 577 585 549 566 5,365 712 572 547 5,279 648 5,103 4,981 4,940 4,934 4,904 4,917 4,722 31 94 135 160 160 173 195 195 196 3,941 3,821 3,653 86,192 86,144 87,070 86,801 86,204 85,537 85,161 3,591 83,481 3,531 3,531 3,530 3,527 80,871 3,332 852 824 766 703 697 700 703 691 686 541 540 549 527 516 513 512 521 508 Dec-14 Dec-15 Dec-16 Dec-17 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Dec-14 Dec-15 Dec-16 Dec-17 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Brazil Abroad (ex-Latin America) Latin America Branches + CSB (Latin America ex-Brazil) CSB - Brazil Brick and Mortar Branches - Brazil Digital Branches - Brazil (1) Includes IPTU, IPVA, IOF and other. Does not include PIS, Cofins and ISS; (2) Does not consider overhead allocation; (3) Includes IBBA representative offices abroad; (4) Includes Banco Itaú BBA, Banco Itaú Argentina and companies in Chile, Colombia, Uruguay, Panama and Paraguay; (5) For companies under our control, 100% of the total number of employees is considered. No employees are considered for companies not controlled by us. page 86

Efficiency Ratio and Risk-Adjusted Efficiency Ratio 65.7 61.0 63.4 63.3 60.9 60.8 61.3 61.7 60.9 47.1 49.2 48.8 48.7 46.2 47.3 45.7 45.9 46.3 66.6 65.0 64.2 63.3 62.2 61.2 61.2 62.7 61.2 47.7 47.6 46.4 47.4 47.7 47.0 47.5 45.5 45.3 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 Trailing 12-month Efficiency Ratio (%) Trailing 12-month Risk-Adjusted Efficiency Ratio (%) Quarterly Efficiency Ratio (%) Quarterly Risk-Adjusted Efficiency Ratio (%) Non-Interest Expenses (Personnel Expenses + Administrative Expenses + Operating Expenses + Other Expenses) + Cost of Credit Risk-Adjusted = Efficiency Ratio (Managerial Financial Margin + Commissions and Fees + Result of Insurance, Pension Plan and Premium Bonds + Tax Expenses for ISS, PIS, Cofins and Other Taxes) page 87Efficiency Ratio and Risk-Adjusted Efficiency Ratio 65.7 61.0 63.4 63.3 60.9 60.8 61.3 61.7 60.9 47.1 49.2 48.8 48.7 46.2 47.3 45.7 45.9 46.3 66.6 65.0 64.2 63.3 62.2 61.2 61.2 62.7 61.2 47.7 47.6 46.4 47.4 47.7 47.0 47.5 45.5 45.3 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 Trailing 12-month Efficiency Ratio (%) Trailing 12-month Risk-Adjusted Efficiency Ratio (%) Quarterly Efficiency Ratio (%) Quarterly Risk-Adjusted Efficiency Ratio (%) Non-Interest Expenses (Personnel Expenses + Administrative Expenses + Operating Expenses + Other Expenses) + Cost of Credit Risk-Adjusted = Efficiency Ratio (Managerial Financial Margin + Commissions and Fees + Result of Insurance, Pension Plan and Premium Bonds + Tax Expenses for ISS, PIS, Cofins and Other Taxes) page 87

Balance Sheet – Assets and Liabilities R$ million Assets 2Q19 1Q19 2Q18 D'D' Current and Long-term Assets 1,644,066 1,617,065 1.7% 1,514,685 8.5% Cash and Cash Equivalents 33,242 30,376 9.4% 25,402 30.9% Short-term Interbank Investments 284,781 284,398 0.1% 277,465 2.6% Securities and Derivative Financial Instruments 473,608 464,081 2.1% 449,462 5.4% Interbank and Interbranch Accounts 134,741 133,331 1.1% 119,863 12.4% Loan, Lease and Other Loan Operations 552,909 543,654 1.7% 518,510 6.6% (Allowance for Loan Losses) (31,952) (33,048) -3.3% (34,308) -6.9% Other Assets 196,738 194,274 1.3% 158,292 24.3% Permanent Assets 34,312 34,359 -0.1% 27,999 22.5% Total Assets 1,678,378 1,651,425 1.6% 1,542,684 8.8% Liabilities 2Q19 1Q19 2Q18 D'D' Current and Long-Term Liabilities 1,537,520 1,516,436 1.4% 1,405,008 9.4% Deposits 463,259 461,487 0.4% 426,595 8.6% Deposits Received under Securities Repurchase Agreements 316,543 328,028 -3.5% 315,554 0.3% Fund from Acceptances and Issue of Securities 125,336 117,040 7.1% 115,008 9.0% Interbank and Interbranch Accounts 55,243 50,807 8.7% 42,871 28.9% Borrowings and Onlendings 72,788 69,630 4.5% 61,872 17.6% Derivative Financial Instruments 35,655 27,599 29.2% 31,655 12.6% Technical Provisions for Insurance, Pension Plans and Premium Bonds 211,905 207,308 2.2% 191,765 10.5% Other Liabilities 256,790 254,537 0.9% 219,688 16.9% Deferred Income 2,606 2,667 -2.3% 2,678 -2.7% Minority Interest in Subsidiaries 12,515 12,498 0.1% 13,240 -5.5% Stockholders' Equity 125,737 119,824 4.9% 121,758 3.3% Total Liabilities and Equity 1,678,378 1,651,425 1.6% 1,542,684 8.8% page 88Balance Sheet – Assets and Liabilities R$ million Assets 2Q19 1Q19 2Q18 D'D' Current and Long-term Assets 1,644,066 1,617,065 1.7% 1,514,685 8.5% Cash and Cash Equivalents 33,242 30,376 9.4% 25,402 30.9% Short-term Interbank Investments 284,781 284,398 0.1% 277,465 2.6% Securities and Derivative Financial Instruments 473,608 464,081 2.1% 449,462 5.4% Interbank and Interbranch Accounts 134,741 133,331 1.1% 119,863 12.4% Loan, Lease and Other Loan Operations 552,909 543,654 1.7% 518,510 6.6% (Allowance for Loan Losses) (31,952) (33,048) -3.3% (34,308) -6.9% Other Assets 196,738 194,274 1.3% 158,292 24.3% Permanent Assets 34,312 34,359 -0.1% 27,999 22.5% Total Assets 1,678,378 1,651,425 1.6% 1,542,684 8.8% Liabilities 2Q19 1Q19 2Q18 D'D' Current and Long-Term Liabilities 1,537,520 1,516,436 1.4% 1,405,008 9.4% Deposits 463,259 461,487 0.4% 426,595 8.6% Deposits Received under Securities Repurchase Agreements 316,543 328,028 -3.5% 315,554 0.3% Fund from Acceptances and Issue of Securities 125,336 117,040 7.1% 115,008 9.0% Interbank and Interbranch Accounts 55,243 50,807 8.7% 42,871 28.9% Borrowings and Onlendings 72,788 69,630 4.5% 61,872 17.6% Derivative Financial Instruments 35,655 27,599 29.2% 31,655 12.6% Technical Provisions for Insurance, Pension Plans and Premium Bonds 211,905 207,308 2.2% 191,765 10.5% Other Liabilities 256,790 254,537 0.9% 219,688 16.9% Deferred Income 2,606 2,667 -2.3% 2,678 -2.7% Minority Interest in Subsidiaries 12,515 12,498 0.1% 13,240 -5.5% Stockholders' Equity 125,737 119,824 4.9% 121,758 3.3% Total Liabilities and Equity 1,678,378 1,651,425 1.6% 1,542,684 8.8% page 88

Total Assets | Evolution and Breakdown R$ billion 1,678.4 1,649.6 1,503.5 521.0 31.0% Loans Portfolio 1 Cash and Cash Equivalents, Interbank Investments and 27.0% 452.8 Interbank and Interbranch Accounts Securities and Derivatives Financial Instruments 28.2% 473.6 11.7% Other 196.7 2.0% Permanent Assets 34.3 2017 2018 2Q19 Loans Breakdown Securities and Derivatives Breakdown 3.1% Latin America Corporate 6.6% 5.8% 7.2% 8.9% Pension Plans Fund Quotas 27.9% SME's Credit Cards 13.7% 41.4% Domestic Government Bonds 8.0% Mortgage Corporate Securities 14.3% Payroll Loans to Individuals International Government Bonds 18.5% Personal Loans 31.0% 13.6% Derivatives Vehicles (1) Net of Allowance for Loan Losses. page 89Total Assets | Evolution and Breakdown R$ billion 1,678.4 1,649.6 1,503.5 521.0 31.0% Loans Portfolio 1 Cash and Cash Equivalents, Interbank Investments and 27.0% 452.8 Interbank and Interbranch Accounts Securities and Derivatives Financial Instruments 28.2% 473.6 11.7% Other 196.7 2.0% Permanent Assets 34.3 2017 2018 2Q19 Loans Breakdown Securities and Derivatives Breakdown 3.1% Latin America Corporate 6.6% 5.8% 7.2% 8.9% Pension Plans Fund Quotas 27.9% SME's Credit Cards 13.7% 41.4% Domestic Government Bonds 8.0% Mortgage Corporate Securities 14.3% Payroll Loans to Individuals International Government Bonds 18.5% Personal Loans 31.0% 13.6% Derivatives Vehicles (1) Net of Allowance for Loan Losses. page 89

Total Liabilities | Evolution and Breakdown R$ billion 1,678.4 1,649.6 1,503.5 Deposits, Debentures and Funds from Bills and Structured Operations 32.9% 552.5 Certificates Deposits Received under Securities, Repurchase Agreements and Fund 21.0% 1 from Acceptances and Issue of Securities 352.6 2 Others 13.1% 219.9 Technical Provisions for Insurance, Pension Plans and Capitalization 12.6% Interbank and Interbranch Accounts, Borrowings and Onlendings and 211.9 9.8% Derivative Financial Instruments 163.7 Stockholder´s Equity 7.5% 125.7 3 Subordinated Debt 3.1% 52.0 2017 2018 2Q19 Deposits Breakdown Deposits (Maturity Breakdown) 0.4% 0-30 15.8% Time deposits 31.8% 31-180 Savings accounts 181-365 54.1% Demand deposits 58.2% 29.7% 3.3% Interbank and Other Over 365 days 6.7% deposits (1) Does not include debentures, Funds from Bills and Structured Operations Certificates; (2) Includes Deferred Income, Minority Interest in Subsidiaries and Other Liabilities; (3) Considers perpetual subordinate notes since 2018. page 90Total Liabilities | Evolution and Breakdown R$ billion 1,678.4 1,649.6 1,503.5 Deposits, Debentures and Funds from Bills and Structured Operations 32.9% 552.5 Certificates Deposits Received under Securities, Repurchase Agreements and Fund 21.0% 1 from Acceptances and Issue of Securities 352.6 2 Others 13.1% 219.9 Technical Provisions for Insurance, Pension Plans and Capitalization 12.6% Interbank and Interbranch Accounts, Borrowings and Onlendings and 211.9 9.8% Derivative Financial Instruments 163.7 Stockholder´s Equity 7.5% 125.7 3 Subordinated Debt 3.1% 52.0 2017 2018 2Q19 Deposits Breakdown Deposits (Maturity Breakdown) 0.4% 0-30 15.8% Time deposits 31.8% 31-180 Savings accounts 181-365 54.1% Demand deposits 58.2% 29.7% 3.3% Interbank and Other Over 365 days 6.7% deposits (1) Does not include debentures, Funds from Bills and Structured Operations Certificates; (2) Includes Deferred Income, Minority Interest in Subsidiaries and Other Liabilities; (3) Considers perpetual subordinate notes since 2018. page 90

Funding • Loan Portfolio mainly funded by domestic client funding • Diversified funding base In R$ millions, end of period 2Q19 1Q19D 2Q18D Demand Deposits 73,352 74,757 -1.9% 70,646 3.8% Savings Deposits 137,568 136,613 0.7% 127,342 8.0% Time Deposits 250,521 248,049 1.0% 225,762 11.0% Debentures (Linked to Repurchase Agreements and Third Parties’ Operations) 10,426 15,336 -32.0% 35,392 -70.5% (1) Funds from Bills and Structured Operations Certificates 78,824 72,002 9.5% 71,540 10.2% (1) Funding from Account Holders and Institutional Clients 550,691 546,757 0.7% 530,682 3.8% Onlending 14,615 15,855 -7.8% 20,221 -27.7% (2) Total - Funding from Clients 565,306 562,612 0.5% 550,902 2.6% Assets Under Administration 1,200,283 1,158,642 3.6% 1,050,220 14.3% Technical Provisions for Insurance, Pension Plan and Premium Bonds 211,905 207,308 2.2% 191,765 10.5% (3) Total – Clients 1,977,495 1,928,562 2.5% 1,792,887 10.3% Interbank deposits 1,814 2,065 -12.1% 2,843 -36.2% Funds from Acceptance and Issuance of Securities 46,513 45,038 3.3% 43,468 7.0% Total Funds from Clients + Interbank Deposits 2,025,822 1,975,665 2.5% 1,839,198 10.1% In R$ millions, end of period 2Q19 1Q19D 2Q18D Funding from Clients 565,306 562,612 0.5% 550,902 2.6% Funds from Acceptance and Issuance of securities Abroad 46,513 45,038 3.3% 43,468 7.0% Borrowings 58,174 53,775 8.2% 41,652 39.7% (2) Other 28,334 28,946 -2.1% 30,613 -7.4% Total (A) 698,326 690,371 1.2% 666,635 4.8% (-) Reserve Required by Brazilian Central Bank (95,478) (94,854) 0.7% (93,008) 2.7% (3) (-) Cash (currency) (33,242) (30,376) 9.4% (25,402) 30.9% Total (B) 569,607 565,141 0.8% 548,225 3.9% (4) Loan Portfolio (C) 552,909 543,654 1.7% 518,510 6.6% Loan Portfolio / Gross Funding (C/A) 79.2% 78.7% 43 bps 77.8% 140 bps Loan Portfolio / Net Funding (C/B) 97.1% 96.2% 87 bps 94.6% 249 bps (1) Includes funds from Real Estate, Mortgage, Financial, Credit and Similar Notes. (2) Includes installments of subordinated debt that are not included in the Tier II Referential Equity. (3) Includes cash, bank deposits of institutions without reserve requirements, foreign currency deposits in Brazil, foreign currency deposits abroad, and cash and cash equivalents in foreign currency. (4) The loan portfolio balance does not include financial guarantees provided. page 91Funding • Loan Portfolio mainly funded by domestic client funding • Diversified funding base In R$ millions, end of period 2Q19 1Q19D 2Q18D Demand Deposits 73,352 74,757 -1.9% 70,646 3.8% Savings Deposits 137,568 136,613 0.7% 127,342 8.0% Time Deposits 250,521 248,049 1.0% 225,762 11.0% Debentures (Linked to Repurchase Agreements and Third Parties’ Operations) 10,426 15,336 -32.0% 35,392 -70.5% (1) Funds from Bills and Structured Operations Certificates 78,824 72,002 9.5% 71,540 10.2% (1) Funding from Account Holders and Institutional Clients 550,691 546,757 0.7% 530,682 3.8% Onlending 14,615 15,855 -7.8% 20,221 -27.7% (2) Total - Funding from Clients 565,306 562,612 0.5% 550,902 2.6% Assets Under Administration 1,200,283 1,158,642 3.6% 1,050,220 14.3% Technical Provisions for Insurance, Pension Plan and Premium Bonds 211,905 207,308 2.2% 191,765 10.5% (3) Total – Clients 1,977,495 1,928,562 2.5% 1,792,887 10.3% Interbank deposits 1,814 2,065 -12.1% 2,843 -36.2% Funds from Acceptance and Issuance of Securities 46,513 45,038 3.3% 43,468 7.0% Total Funds from Clients + Interbank Deposits 2,025,822 1,975,665 2.5% 1,839,198 10.1% In R$ millions, end of period 2Q19 1Q19D 2Q18D Funding from Clients 565,306 562,612 0.5% 550,902 2.6% Funds from Acceptance and Issuance of securities Abroad 46,513 45,038 3.3% 43,468 7.0% Borrowings 58,174 53,775 8.2% 41,652 39.7% (2) Other 28,334 28,946 -2.1% 30,613 -7.4% Total (A) 698,326 690,371 1.2% 666,635 4.8% (-) Reserve Required by Brazilian Central Bank (95,478) (94,854) 0.7% (93,008) 2.7% (3) (-) Cash (currency) (33,242) (30,376) 9.4% (25,402) 30.9% Total (B) 569,607 565,141 0.8% 548,225 3.9% (4) Loan Portfolio (C) 552,909 543,654 1.7% 518,510 6.6% Loan Portfolio / Gross Funding (C/A) 79.2% 78.7% 43 bps 77.8% 140 bps Loan Portfolio / Net Funding (C/B) 97.1% 96.2% 87 bps 94.6% 249 bps (1) Includes funds from Real Estate, Mortgage, Financial, Credit and Similar Notes. (2) Includes installments of subordinated debt that are not included in the Tier II Referential Equity. (3) Includes cash, bank deposits of institutions without reserve requirements, foreign currency deposits in Brazil, foreign currency deposits abroad, and cash and cash equivalents in foreign currency. (4) The loan portfolio balance does not include financial guarantees provided. page 91

Funding Funding from Clients 1 In R$ billions 2,026 1,976 1,949 1,912 1,839 Funding from Account Holders and 1,805 1,747 1,682 1,648 Institutional Clients 1,412 1,366 1,335 1,290 1,242 1,215 1,154 1,116 1,070 Assets Under Administration + Technical Provisions for Insurance, Pension Plan and Premium Bonds 555 552 551 547 525 523 531 506 499 Total Funds from Clients + Interbank Deposits Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 (1) Includes institutional clients in the proportion of each type of product invested by them. 2 % Funding (Maturity Breakdown) Ratio between Loan Portfolio and Funding 97.1% 96.4% 96.2% 94.6% 91.7% 91.8% 90.8% 91.1% 89.8% 181-365 79.2% 78.7% 77.5% 77.8% 76.1% 74.4% 73.9% 73.9% 74.5% 7.3% 31-180 697 698 687 690 7.8% 667 664 665 650 633 31.8% 119 129 125 553 135 544 122 531 125 118 532 115 519 495 494 118 480 468 Over 365 578 570 553 565 542 540 548 534 515 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 53.1% 0-30 Funding from Clients (R$ billion) Loan Portfolio ³ / Gross Funding 4 Reserve Requirements and Cash Loan Portfolio ³ / Funding Loan Portfolio (R$ billion) ³ (2) Includes demand, savings and time deposits plus debentures, mortgage-backed notes, onlending, borrowings, funds from acceptance and issuance of securities abroad, net of reserve requirements and available funds; (3) The loan portfolio balance does not include financial guarantees provided; (4) Gross funding, ex-deductions of reserve requirements and cash and cash equivalents. page 92Funding Funding from Clients 1 In R$ billions 2,026 1,976 1,949 1,912 1,839 Funding from Account Holders and 1,805 1,747 1,682 1,648 Institutional Clients 1,412 1,366 1,335 1,290 1,242 1,215 1,154 1,116 1,070 Assets Under Administration + Technical Provisions for Insurance, Pension Plan and Premium Bonds 555 552 551 547 525 523 531 506 499 Total Funds from Clients + Interbank Deposits Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 (1) Includes institutional clients in the proportion of each type of product invested by them. 2 % Funding (Maturity Breakdown) Ratio between Loan Portfolio and Funding 97.1% 96.4% 96.2% 94.6% 91.7% 91.8% 90.8% 91.1% 89.8% 181-365 79.2% 78.7% 77.5% 77.8% 76.1% 74.4% 73.9% 73.9% 74.5% 7.3% 31-180 697 698 687 690 7.8% 667 664 665 650 633 31.8% 119 129 125 553 135 544 122 531 125 118 532 115 519 495 494 118 480 468 Over 365 578 570 553 565 542 540 548 534 515 Jun-17 Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 53.1% 0-30 Funding from Clients (R$ billion) Loan Portfolio ³ / Gross Funding 4 Reserve Requirements and Cash Loan Portfolio ³ / Funding Loan Portfolio (R$ billion) ³ (2) Includes demand, savings and time deposits plus debentures, mortgage-backed notes, onlending, borrowings, funds from acceptance and issuance of securities abroad, net of reserve requirements and available funds; (3) The loan portfolio balance does not include financial guarantees provided; (4) Gross funding, ex-deductions of reserve requirements and cash and cash equivalents. page 92

Capital Ratios (BIS) | Prudential Conglomerate 1 2Q19 1Q19 In R$ millions, end of period Core Capital 115,498 109,156 Tier I (Core Capital + Additional Capital) 126,373 120,124 Referential Equity (Tier I and Tier II) 138,267 132,056 Total Risk-weighted Exposure (RWA) 847,001 823,818 Credit Risk-weighted Assets (RWACPAD) 724,300 705,894 Operational Risk-weighted Assets (RWAOPAD) 81,341 81,341 Market Risk-weighted Assets (RWAMINT) 41,360 36,583 Core Capital Ratio 13.6% 13.3% Tier I Ratio 14.9% 14.6% BIS (Referential Equity / Total Risk-weighted Exposure) 16.3%16.0% (1) Includes financial institutions, consortium managers, payment institutions, companies that acquire operations or directly or indirectly assume credit risk and investment funds in which the conglomerate substantially retains risks and benefits. page 93Capital Ratios (BIS) | Prudential Conglomerate 1 2Q19 1Q19 In R$ millions, end of period Core Capital 115,498 109,156 Tier I (Core Capital + Additional Capital) 126,373 120,124 Referential Equity (Tier I and Tier II) 138,267 132,056 Total Risk-weighted Exposure (RWA) 847,001 823,818 Credit Risk-weighted Assets (RWACPAD) 724,300 705,894 Operational Risk-weighted Assets (RWAOPAD) 81,341 81,341 Market Risk-weighted Assets (RWAMINT) 41,360 36,583 Core Capital Ratio 13.6% 13.3% Tier I Ratio 14.9% 14.6% BIS (Referential Equity / Total Risk-weighted Exposure) 16.3%16.0% (1) Includes financial institutions, consortium managers, payment institutions, companies that acquire operations or directly or indirectly assume credit risk and investment funds in which the conglomerate substantially retains risks and benefits. page 93

Capital Ratios Full aplication of Basel III rules│ June 30, 2019 rd Payment of R$7.7 billion in complementary dividends on August 23 , 2019. 14.9% 14.6% -0.1% 0.8% -0.4% 1.3% 1.3% 13.6% 13.3% Tier I 2Q19 net inco me and Prudential Adjustments RWA Tier I Mar-19 other equity changes Jun-19 Common Equity Tier I (CET I) Additional Tier I (AT1) page 94Capital Ratios Full aplication of Basel III rules│ June 30, 2019 rd Payment of R$7.7 billion in complementary dividends on August 23 , 2019. 14.9% 14.6% -0.1% 0.8% -0.4% 1.3% 1.3% 13.6% 13.3% Tier I 2Q19 net inco me and Prudential Adjustments RWA Tier I Mar-19 other equity changes Jun-19 Common Equity Tier I (CET I) Additional Tier I (AT1) page 94

Capital Requirement under the Basel Committee, BACEN and ITUB Target ITUB Target Minimum Capital Required Basel II Basel III 15.0% 1.5% 1.5% 11.5% 11.0% 2.0% 8.0% If total capital falls 1.5% Subordinated 5.5% below 11.5%, debt (TII) restrictions will T1= 13.5% 12.0% Stockholders`equity start to be applied 4.0% (CET1) to the distribution 8.0% T1= 9.5% of dividends and Perpetual bonus 5.5% Bonds (AT1) T1= CET1 + AT1 4.0% 2004 2004 2019 (Basel) (BACEN) 0% 0% 100% 100% Deductions Notes: - BACEN requirements do not include the countercyclical capital buffer of 2.5% page 95Capital Requirement under the Basel Committee, BACEN and ITUB Target ITUB Target Minimum Capital Required Basel II Basel III 15.0% 1.5% 1.5% 11.5% 11.0% 2.0% 8.0% If total capital falls 1.5% Subordinated 5.5% below 11.5%, debt (TII) restrictions will T1= 13.5% 12.0% Stockholders`equity start to be applied 4.0% (CET1) to the distribution 8.0% T1= 9.5% of dividends and Perpetual bonus 5.5% Bonds (AT1) T1= CET1 + AT1 4.0% 2004 2004 2019 (Basel) (BACEN) 0% 0% 100% 100% Deductions Notes: - BACEN requirements do not include the countercyclical capital buffer of 2.5% page 95

Payout Practice In order to manage capital efficiently, aiming at creating value to our shareholders, we announced through a Material Fact disclosed on September 26, 2017, that we intend to: Total Payout simulation Maintain the practice of paying dividends to keep Tier I Capital at 13.5% under different return and growth scenarios, assuming no acquisitions or change in and interest on own capital at 35% of net capital requirements income (however we excluded the maximum limit previously determined at 45%). Set forth, through the Board of Directors, the total amount to be distributed each year considering: our capitalization level, the minimum Tier 1 Capital of 13.5% (this ratio must be composed of at least 12% of Core Capital), the profitability in the year, The percentage to be distributed may change every year based on the company’s profitability and expectations of capital use and changes in capital demands, always considering the minimum set forth in the Bylaws. tax legislation. Payout e Recompra de Ações Dividend Yield ¹ Dividends and IOC ² 22.9 89.2% 10 0.0% In R$ billions 83.0% 2.0% 80 .0% 12.4% 49.3% 60 .0% Reserved in Equity 16.4 Recompra de Ações 7.5% 4.3% 40 .0% 87.2% 70.6% Payout Paid and provisioned em 2018 6.0 20 .0% 45.0% Shares Buyback 0.5 0.0 % 2016 2017 2018 2018 (1) Considers the payout of 89.2% and the average daily closing price in 2018; (2) Dividends and IOC net of taxes. page 96Payout Practice In order to manage capital efficiently, aiming at creating value to our shareholders, we announced through a Material Fact disclosed on September 26, 2017, that we intend to: Total Payout simulation Maintain the practice of paying dividends to keep Tier I Capital at 13.5% under different return and growth scenarios, assuming no acquisitions or change in and interest on own capital at 35% of net capital requirements income (however we excluded the maximum limit previously determined at 45%). Set forth, through the Board of Directors, the total amount to be distributed each year considering: our capitalization level, the minimum Tier 1 Capital of 13.5% (this ratio must be composed of at least 12% of Core Capital), the profitability in the year, The percentage to be distributed may change every year based on the company’s profitability and expectations of capital use and changes in capital demands, always considering the minimum set forth in the Bylaws. tax legislation. Payout e Recompra de Ações Dividend Yield ¹ Dividends and IOC ² 22.9 89.2% 10 0.0% In R$ billions 83.0% 2.0% 80 .0% 12.4% 49.3% 60 .0% Reserved in Equity 16.4 Recompra de Ações 7.5% 4.3% 40 .0% 87.2% 70.6% Payout Paid and provisioned em 2018 6.0 20 .0% 45.0% Shares Buyback 0.5 0.0 % 2016 2017 2018 2018 (1) Considers the payout of 89.2% and the average daily closing price in 2018; (2) Dividends and IOC net of taxes. page 96

Ratings FitchRatings International National Viability Support Local Currency Foreign Currency Long Term Short Term Long Term Short Term Long Term Short Term bb+ 4 BB B BB B AAA (bra) F1+ (bra) Moody’s International National Subordinated Debt Senior Unsecured Debt Issuer Issuer Foreign Currency Foreign Currency Local Currency Long Term Long Term Long Term Short Term Long Term Short Term (P) Ba3 (P) Ba3 Ba3 NP A1. br BR-1 Standard &Poor’s International National Local Currency Foreign Currency Long Term Short Term Long Term Short Term Long Term Short Term BB- B BB- B brAAA brA-1+ page 97Ratings FitchRatings International National Viability Support Local Currency Foreign Currency Long Term Short Term Long Term Short Term Long Term Short Term bb+ 4 BB B BB B AAA (bra) F1+ (bra) Moody’s International National Subordinated Debt Senior Unsecured Debt Issuer Issuer Foreign Currency Foreign Currency Local Currency Long Term Long Term Long Term Short Term Long Term Short Term (P) Ba3 (P) Ba3 Ba3 NP A1. br BR-1 Standard &Poor’s International National Local Currency Foreign Currency Long Term Short Term Long Term Short Term Long Term Short Term BB- B BB- B brAAA brA-1+ page 97

Digital Transformation 5Digital Transformation 5

Digital Strategy | Customer needs Does not want to waste time in traffic MOBILITY Wants access to Customers nice and easy LEISURE entertainment expectations have changed. Needs to communicate with his/her network They demand high-quality COMMUNICATION anytime, anywhere experiences rather than just products and services. Seeks to have new experiences and convenience TRAVEL while traveling FULL SERVICE CONSUMING MUSIC Seeks intelligent and integrated solutions Wants as many product Wants to listen to (super apps) to make options as possible to their favorite albuns everyday life easier choose from when anytime, anywhere necessary page 99Digital Strategy | Customer needs Does not want to waste time in traffic MOBILITY Wants access to Customers nice and easy LEISURE entertainment expectations have changed. Needs to communicate with his/her network They demand high-quality COMMUNICATION anytime, anywhere experiences rather than just products and services. Seeks to have new experiences and convenience TRAVEL while traveling FULL SERVICE CONSUMING MUSIC Seeks intelligent and integrated solutions Wants as many product Wants to listen to (super apps) to make options as possible to their favorite albuns everyday life easier choose from when anytime, anywhere necessary page 99

Digital Strategy | Customer ownership is the new rule Continuously listen to Respect customer customers and follow up privacy to get their feedback Motivate employees Act proactively to to stay engaged anticipate needs Build customer empathy Adapt to customer demands into processes and policies and circumstances in real time Act systematically to improve customer experience What really matters is to have the customer in the center of everything we do page 100Digital Strategy | Customer ownership is the new rule Continuously listen to Respect customer customers and follow up privacy to get their feedback Motivate employees Act proactively to to stay engaged anticipate needs Build customer empathy Adapt to customer demands into processes and policies and circumstances in real time Act systematically to improve customer experience What really matters is to have the customer in the center of everything we do page 100

Digital Strategy | How to achieve customer ownership? Innovators Incumbents X Challenge: change Challenge: scale “Incumbents must find innovation before innovators find distribution” page 101Digital Strategy | How to achieve customer ownership? Innovators Incumbents X Challenge: change Challenge: scale “Incumbents must find innovation before innovators find distribution” page 101

Digital Strategy | What is Itaú Unibanco doing to achieve customer ownership? Bulding digital capabilities on top of major strenghts. Leverage Develop + The capability to continuously transform Lots of data Large customer base + speed to extend our digital offer value proposition addressing A full range of products and services deep knowledge of customer real customer needs page 102Digital Strategy | What is Itaú Unibanco doing to achieve customer ownership? Bulding digital capabilities on top of major strenghts. Leverage Develop + The capability to continuously transform Lots of data Large customer base + speed to extend our digital offer value proposition addressing A full range of products and services deep knowledge of customer real customer needs page 102

Speed to extend our digital offer (10x) + speed to extend our digital offer 10x 2x Methodologies CI/CD Processes Business + tech Test automation integration Delivery Technologies using AI (digital channels) Cloud Communities Legacy modernization Business + tech Agile and Analytics Cubo integration (all design Ops (innovation Delivery Communities) thinking ecosystem) 2010 2018 page 103Speed to extend our digital offer (10x) + speed to extend our digital offer 10x 2x Methodologies CI/CD Processes Business + tech Test automation integration Delivery Technologies using AI (digital channels) Cloud Communities Legacy modernization Business + tech Agile and Analytics Cubo integration (all design Ops (innovation Delivery Communities) thinking ecosystem) 2010 2018 page 103

Working model | Digital-oriented organization + speed to extend our digital offer DELIVERY COMMUNITIES Customer TRADITIONAL MODERN centricity Moving from command and control to autonomy means User Experience Project management Continuous evolution of Technology managing and execution our digital solutions the Product organization BUSINESS + TECHNOLOGY in a new way. PLATFORMS IN CONTINUOUS EVOLUTION Delivery Team People move with each Stable teams working organization communities new project in collaboration are ruled by agile and lean Value principles. Months/years Weeks capture Customer After solution Constant iterations and involvement is reached continuous feedback Business Business Business Business obj. 1 obj. 2 obj. 3 obj. 4 Working Waterfall Agile, lean and method Data design thinking science Operations page 104Working model | Digital-oriented organization + speed to extend our digital offer DELIVERY COMMUNITIES Customer TRADITIONAL MODERN centricity Moving from command and control to autonomy means User Experience Project management Continuous evolution of Technology managing and execution our digital solutions the Product organization BUSINESS + TECHNOLOGY in a new way. PLATFORMS IN CONTINUOUS EVOLUTION Delivery Team People move with each Stable teams working organization communities new project in collaboration are ruled by agile and lean Value principles. Months/years Weeks capture Customer After solution Constant iterations and involvement is reached continuous feedback Business Business Business Business obj. 1 obj. 2 obj. 3 obj. 4 Working Waterfall Agile, lean and method Data design thinking science Operations page 104

Technology platform | Legacy modernization + speed to extend our digital offer Microservices advantages: • Scalability and flexibility Benefits of • More frequent deliveries • Availability modernization • Time-to-money reduction • Cost and lock-in reduction Batch processing architecture Event-driven • Digital, customer-centric technology ONLINE BATCH SYSTEMS • Operational risk reduction Managerial SYSTEMS Managerial • Enabling open banking Accounting Accounting We are also employing • Payments Receivables external platforms to speed up • Credit card Receivables the delivery of news solutions • Current account (products and services) Data Lake Data Lake page 105Technology platform | Legacy modernization + speed to extend our digital offer Microservices advantages: • Scalability and flexibility Benefits of • More frequent deliveries • Availability modernization • Time-to-money reduction • Cost and lock-in reduction Batch processing architecture Event-driven • Digital, customer-centric technology ONLINE BATCH SYSTEMS • Operational risk reduction Managerial SYSTEMS Managerial • Enabling open banking Accounting Accounting We are also employing • Payments Receivables external platforms to speed up • Credit card Receivables the delivery of news solutions • Current account (products and services) Data Lake Data Lake page 105

Technology platform | Cloud + speed to extend our digital offer Technology tools that support our working model. Cloud Why is cloud computing important to us? more 8x • Time-to-money reduction solutions • Application modernization in cloud • Cost efficiency • Operational risk reduction 2017 2018 • Access to public cloud tools 2018 2019 Until 2021 50% of financial benefit 70% of projects Cloud computing expected to be used in the have cloud solutions. projects main interfaces with customers. At least one used cloud solutions. Multi-cloud in at least 3 providers. public cloud provider used. Access to tools that add value for customers page 106Technology platform | Cloud + speed to extend our digital offer Technology tools that support our working model. Cloud Why is cloud computing important to us? more 8x • Time-to-money reduction solutions • Application modernization in cloud • Cost efficiency • Operational risk reduction 2017 2018 • Access to public cloud tools 2018 2019 Until 2021 50% of financial benefit 70% of projects Cloud computing expected to be used in the have cloud solutions. projects main interfaces with customers. At least one used cloud solutions. Multi-cloud in at least 3 providers. public cloud provider used. Access to tools that add value for customers page 106

Technology platform | DevOps and SRE + speed to extend our digital offer Accelerate integration, continuous deployment and software delivery. DevOps and SRE Waterfall DevOps Design Code Test Deploy CI/CD Incorporate Waterfall practices to shorten the Agile development life Code Test Code Test Code Test Deploy Design cycle while delivering CI/CD IT Developers Agile features, fixes Operations and updates DevOps Design SRE CI/CD DevSecOps page 107Technology platform | DevOps and SRE + speed to extend our digital offer Accelerate integration, continuous deployment and software delivery. DevOps and SRE Waterfall DevOps Design Code Test Deploy CI/CD Incorporate Waterfall practices to shorten the Agile development life Code Test Code Test Code Test Deploy Design cycle while delivering CI/CD IT Developers Agile features, fixes Operations and updates DevOps Design SRE CI/CD DevSecOps page 107

CUBO | Innovation ecosystem + speed to extend our digital offer 1,100 70+ projects residents 13 floors (120 startups) between the bank + rooftop and Cubo startups Cubo is the largest startups 400 members hub for technological entrepreneurship promotion in 215,000+ ft2 Latin America. 2,000 people/day + 4 events/day 1,000 events/year 24 sponsors Spark Awards Founders: Business verticals: Industry | Retail | Health | Education | Fintech IF Design Award Awards International Visual Identity Awards Partnerships: since 2015: Financial Innovation Awards 2016 + others Startup Awards page 108CUBO | Innovation ecosystem + speed to extend our digital offer 1,100 70+ projects residents 13 floors (120 startups) between the bank + rooftop and Cubo startups Cubo is the largest startups 400 members hub for technological entrepreneurship promotion in 215,000+ ft2 Latin America. 2,000 people/day + 4 events/day 1,000 events/year 24 sponsors Spark Awards Founders: Business verticals: Industry | Retail | Health | Education | Fintech IF Design Award Awards International Visual Identity Awards Partnerships: since 2015: Financial Innovation Awards 2016 + others Startup Awards page 108

Technology platform | Data analytics and AI deep knowledge of customer Understand customers and leverage the business. Generated value Training and capacity building Analytics Ops Efficient strategy for model Value capture with AI Human capital training and and analytics has been increasing knowledge dissemination deployment Number of data scientists at Itaú 7x faster Unibanco: 4x faster +16% (base 100) 375 +548% ~250 270 214 2017 2018 2019 100 33 2017 2018 2019 2017 2018 2019 Itaú Analytics Training Program: • 7 months long • 400h training VIRTUAL ASSISTANT Average ROI 1500% Artificial intelligence Partnerships: algorithm is retrained every week page 109Technology platform | Data analytics and AI deep knowledge of customer Understand customers and leverage the business. Generated value Training and capacity building Analytics Ops Efficient strategy for model Value capture with AI Human capital training and and analytics has been increasing knowledge dissemination deployment Number of data scientists at Itaú 7x faster Unibanco: 4x faster +16% (base 100) 375 +548% ~250 270 214 2017 2018 2019 100 33 2017 2018 2019 2017 2018 2019 Itaú Analytics Training Program: • 7 months long • 400h training VIRTUAL ASSISTANT Average ROI 1500% Artificial intelligence Partnerships: algorithm is retrained every week page 109

Technology platform | Open banking deep knowledge of customer More data about our customers. PHASE 1 PHASE 2 PHASE 3 PHASE 4 2022 2020 2021 CURRENT ACCOUNT INFORMATION PAYMENT PRODUCT INFORMATION CUSTOMER DATA CREDIT INFORMATION Location of points of service, Name, parents’ names, Data related to deposit accounts, Payment initiation, cash product features, contract terms address etc. credit transactions, other products transfers, payments for and conditions, financial costs etc. and services contracted by customers products and services etc. etc. Great opportunity for customer ownership. page 110Technology platform | Open banking deep knowledge of customer More data about our customers. PHASE 1 PHASE 2 PHASE 3 PHASE 4 2022 2020 2021 CURRENT ACCOUNT INFORMATION PAYMENT PRODUCT INFORMATION CUSTOMER DATA CREDIT INFORMATION Location of points of service, Name, parents’ names, Data related to deposit accounts, Payment initiation, cash product features, contract terms address etc. credit transactions, other products transfers, payments for and conditions, financial costs etc. and services contracted by customers products and services etc. etc. Great opportunity for customer ownership. page 110

Human capital | Iniciatives deep knowledge of customer New ways to Performance based attract talent on cooperation Evaluation combines collective indicators and individual efforts Hackathons + 5,000 pre-select new people employees (2018) Data scientist Analytics Education New Program technology building Redesigned spaces to encourage cooperation, creativity and productivity Dress code flexibility Valuing and respecting people’s Delivery unique personalities + 7,000 Communities people 29 Communities page 111Human capital | Iniciatives deep knowledge of customer New ways to Performance based attract talent on cooperation Evaluation combines collective indicators and individual efforts Hackathons + 5,000 pre-select new people employees (2018) Data scientist Analytics Education New Program technology building Redesigned spaces to encourage cooperation, creativity and productivity Dress code flexibility Valuing and respecting people’s Delivery unique personalities + 7,000 Communities people 29 Communities page 111

Digital Strategy | Our initiatives are reflected in numbers Significant improvement in indicators: Lead time More value Regulatory environment Attended more regulatory Reduced delivery time for Highest return on financial requirements using technology technology solutions benefit projects (Base 100) (Base 100) (Base 100) -48% +161% +122% +95% +97% -22% -33% 261 222 +34% 100 +12% 78 134 52 112 100 100 2016 2017 2018 2016 2017 2018 2016 2017 2018 Leadtime More value Regulatory environment +167% -22% -10% 267 100 100 90 78 100 1H18 1H18 1H18 1H19 1H19 1H19 page 112Digital Strategy | Our initiatives are reflected in numbers Significant improvement in indicators: Lead time More value Regulatory environment Attended more regulatory Reduced delivery time for Highest return on financial requirements using technology technology solutions benefit projects (Base 100) (Base 100) (Base 100) -48% +161% +122% +95% +97% -22% -33% 261 222 +34% 100 +12% 78 134 52 112 100 100 2016 2017 2018 2016 2017 2018 2016 2017 2018 Leadtime More value Regulatory environment +167% -22% -10% 267 100 100 90 78 100 1H18 1H18 1H18 1H19 1H19 1H19 page 112

Digital experience | Itaú Unibanco customers are increasingly going digital Use of Digital Channels1 number of current account holders (in millions) Share of Transactions2 Through digital channels Individuals Companies 1H17 1H19 11.9 Credit 3 17% 20% 10.3 1.2 1.1 1.0 9.1 Investiments 3 37% 46% Payments 3 66% 81% 4 Jun-17 Jun-18 Jun-19 Jun-17 Jun-18 Jun-19 Transfers 88% 94% New Accounts individuals accounts (in thousands) Share of Digital Operations on the Retail Operating Revenues 1,056 1H19 1,007 984 Efficiency Ratio 28% 32% 205 Brick and Mortar 1H17 1H19 67% 127 Branches 68% 42 72% vs. Digital 25% 2Q17 2Q18 2Q19 Branches Digital Branches Brick and Mortar Branches Abreconta Aplicativo App Abreconta Brick and A Mortar gências F Branches ísicas (1) Internet, mobile and SMS on Retail Bank; (2) Total transaction volume considers financial transactions (payments, credit operations, transfers, among others) and non-financial transactions (current account balance inquiries, investment balance inquiries and among others); (3) Share of digital channels in the total volume (R$) of transactions in the Retail Bank segment; (4) Share of digital channels in quantity of transfers between different banks in the Retail Bank segment. page 113Digital experience | Itaú Unibanco customers are increasingly going digital Use of Digital Channels1 number of current account holders (in millions) Share of Transactions2 Through digital channels Individuals Companies 1H17 1H19 11.9 Credit 3 17% 20% 10.3 1.2 1.1 1.0 9.1 Investiments 3 37% 46% Payments 3 66% 81% 4 Jun-17 Jun-18 Jun-19 Jun-17 Jun-18 Jun-19 Transfers 88% 94% New Accounts individuals accounts (in thousands) Share of Digital Operations on the Retail Operating Revenues 1,056 1H19 1,007 984 Efficiency Ratio 28% 32% 205 Brick and Mortar 1H17 1H19 67% 127 Branches 68% 42 72% vs. Digital 25% 2Q17 2Q18 2Q19 Branches Digital Branches Brick and Mortar Branches Abreconta Aplicativo App Abreconta Brick and A Mortar gências F Branches ísicas (1) Internet, mobile and SMS on Retail Bank; (2) Total transaction volume considers financial transactions (payments, credit operations, transfers, among others) and non-financial transactions (current account balance inquiries, investment balance inquiries and among others); (3) Share of digital channels in the total volume (R$) of transactions in the Retail Bank segment; (4) Share of digital channels in quantity of transfers between different banks in the Retail Bank segment. page 113

Digital Strategy | Continuous updates for a better experience 1st bank APP ITAÚ (INDIVIDUALS) offering bank account opening by mobile phone + 11 MM individual clients using digital channels + 40 new features on the mobile 1st bank channel offering a leaner smartphone app 318 updates in our apps in 2018 Average: 2 updates a month per app Card receivables APP ITAÚ EMPRESAS control by phone 3,8 4,4 Updated in 12/31/2018 page 114Digital Strategy | Continuous updates for a better experience 1st bank APP ITAÚ (INDIVIDUALS) offering bank account opening by mobile phone + 11 MM individual clients using digital channels + 40 new features on the mobile 1st bank channel offering a leaner smartphone app 318 updates in our apps in 2018 Average: 2 updates a month per app Card receivables APP ITAÚ EMPRESAS control by phone 3,8 4,4 Updated in 12/31/2018 page 114

Digital Strategy | Efficiency focus, while continuously investing in technology Technology investments 160 130 122 18% 100 Inflation (IPCA) accumulated in 111 106 100 101 the period 70.1 64.2 61.2 60.7 47.6 46.4 46.3 45.3 2016 2017 2018 2019 (E) Efficiency Ratio (%) Risk-Adjusted Efficiency Ratio (%) Non-interest Expenses (Base 100) Technology investments (Base 100) page 115Digital Strategy | Efficiency focus, while continuously investing in technology Technology investments 160 130 122 18% 100 Inflation (IPCA) accumulated in 111 106 100 101 the period 70.1 64.2 61.2 60.7 47.6 46.4 46.3 45.3 2016 2017 2018 2019 (E) Efficiency Ratio (%) Risk-Adjusted Efficiency Ratio (%) Non-interest Expenses (Base 100) Technology investments (Base 100) page 115

Digital Strategy | REDE commercial initiative ended the prepayment rate on credit card transactions without installments New initiative for clients... June 2019 highlights NEW CLIENTS Using any POS machine + 73% compared to June 2018. from REDE with a bank + 112% appointing Itaú as their bank domicile. domicile in Itaú Unibanco. FLEX + 140% increase in client usage compared to June 2018. Annual sales up to + 64% in the volume of transactions. R$30 million. After this initiative + 8 Points NPS in the year page 116Digital Strategy | REDE commercial initiative ended the prepayment rate on credit card transactions without installments New initiative for clients... June 2019 highlights NEW CLIENTS Using any POS machine + 73% compared to June 2018. from REDE with a bank + 112% appointing Itaú as their bank domicile. domicile in Itaú Unibanco. FLEX + 140% increase in client usage compared to June 2018. Annual sales up to + 64% in the volume of transactions. R$30 million. After this initiative + 8 Points NPS in the year page 116

Digital Strategy | Credicard ZERO Paperless, zero fee credit card. Zero annuity and distinguished loyalty program that converts into miles of any company • 100% digital sale: 691k new customers Customer recognition • 45% lower operational costs and 69% lower Global acquisition costs NPS 74 Available on: Digital Paperless Value for money Digital Experience (+expense – churn) benefit page 117Digital Strategy | Credicard ZERO Paperless, zero fee credit card. Zero annuity and distinguished loyalty program that converts into miles of any company • 100% digital sale: 691k new customers Customer recognition • 45% lower operational costs and 69% lower Global acquisition costs NPS 74 Available on: Digital Paperless Value for money Digital Experience (+expense – churn) benefit page 117

Digital Strategy | Personalized investment offer A customized selection of investment products by Itaú or other companies. + knowledge and Transparent understanding recommendations, of customer. respecting investor profile THE BEST OF A BANK AND A and goals. BROKER IN THE SAME PLACE Main products and services Savings Tesouro Funds Stocks Retirement CDB and fixed Direto income page 118Digital Strategy | Personalized investment offer A customized selection of investment products by Itaú or other companies. + knowledge and Transparent understanding recommendations, of customer. respecting investor profile THE BEST OF A BANK AND A and goals. BROKER IN THE SAME PLACE Main products and services Savings Tesouro Funds Stocks Retirement CDB and fixed Direto income page 118

Digital Strategy | Insurance open platform Expansion of insurance portfolio with complementary products offered by partner insurance companies. Residential / Auto Corporate Healthcare 2018 Capitalization 2017 Life Card protection Smartphone Assistance categories protection 07 11 insurers 02 08 Dental Travel channels Payment 05 07 protection/ products Guarantee 29 39 + Post-sale Multi-channel Specialized Easy access and Benefits: excellence distribution salesforce convenience for customers focused on fee business page 119Digital Strategy | Insurance open platform Expansion of insurance portfolio with complementary products offered by partner insurance companies. Residential / Auto Corporate Healthcare 2018 Capitalization 2017 Life Card protection Smartphone Assistance categories protection 07 11 insurers 02 08 Dental Travel channels Payment 05 07 protection/ products Guarantee 29 39 + Post-sale Multi-channel Specialized Easy access and Benefits: excellence distribution salesforce convenience for customers focused on fee business page 119

Digital Strategy | iti Iti is a multi-purpose platform that allows clients and non-clients to pay, buy, transfer and receive money instantaneously peer-to-peer or through a QR code. Individuals • Access to 800.000 Rede merchants • No minimum income or bank account requirements • Pay, buy, transfer and receive money easily and instantly, using just a smartphone • Virtual wallet: credit cards (of any bank) to make payments • Discounts and benefits in partner retailers • Zero fee offer (freemium) page 120Digital Strategy | iti Iti is a multi-purpose platform that allows clients and non-clients to pay, buy, transfer and receive money instantaneously peer-to-peer or through a QR code. Individuals • Access to 800.000 Rede merchants • No minimum income or bank account requirements • Pay, buy, transfer and receive money easily and instantly, using just a smartphone • Virtual wallet: credit cards (of any bank) to make payments • Discounts and benefits in partner retailers • Zero fee offer (freemium) page 120

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

Non-voting Shares Appreciation | ITUB4 and ITUB Evolution of R$100 invested on the day before the announcement of the merger (October 31, 2008) to June 28, 2019 600 376 278 271 Oct-08 Oct-09 Oct-10 Oct-11 Oct-12 Oct-13 Oct-14 Oct-15 Oct-16 Oct-17 Oct-18 Jun-19 ITUB4 - Without dividend reinvestiment ITUB4 - With dividend reinvestiment IBOVESPA Index CDI 318 206 153 150 Oct-08 Oct-09 Oct-10 Oct-11 Oct-12 Oct-13 Oct-14 Oct-15 Oct-16 Oct-17 Oct-18 Jun-19 ITUB - Without dividend reinvestiment ITUB - With dividend reinvestiment IBOVESPA Index (in USD) CDI (in USD) Fonte: Economatica page 122Non-voting Shares Appreciation | ITUB4 and ITUB Evolution of R$100 invested on the day before the announcement of the merger (October 31, 2008) to June 28, 2019 600 376 278 271 Oct-08 Oct-09 Oct-10 Oct-11 Oct-12 Oct-13 Oct-14 Oct-15 Oct-16 Oct-17 Oct-18 Jun-19 ITUB4 - Without dividend reinvestiment ITUB4 - With dividend reinvestiment IBOVESPA Index CDI 318 206 153 150 Oct-08 Oct-09 Oct-10 Oct-11 Oct-12 Oct-13 Oct-14 Oct-15 Oct-16 Oct-17 Oct-18 Jun-19 ITUB - Without dividend reinvestiment ITUB - With dividend reinvestiment IBOVESPA Index (in USD) CDI (in USD) Fonte: Economatica page 122

Sustainability 7Sustainability 7

Sustainability Timeline First cell for analysis Sustainability Sustainability of environmental Committee Governance and social risks (officers level) (executive level) 2000 2005 2007 Sustainable performance in corporate vision Creation of Itaú Unibanco operating Merger committees 2013 2010 2008 Positive Impact Commitment and Principles for Responsible banking We will disclouse the positive impact commitments, Sustainability at the their indicators and goals. Also, we endossed the board of directors’ Principles for Responsible Banking, from UNEP-FI Strategy Superior Ethics and Central Bank Committee Sustainability Regulation Committee 2014 2016 2018 2017 2019 Definition of our Revision of the Sustainable sustainability Financial Drivers strategy page 124Sustainability Timeline First cell for analysis Sustainability Sustainability of environmental Committee Governance and social risks (officers level) (executive level) 2000 2005 2007 Sustainable performance in corporate vision Creation of Itaú Unibanco operating Merger committees 2013 2010 2008 Positive Impact Commitment and Principles for Responsible banking We will disclouse the positive impact commitments, Sustainability at the their indicators and goals. Also, we endossed the board of directors’ Principles for Responsible Banking, from UNEP-FI Strategy Superior Ethics and Central Bank Committee Sustainability Regulation Committee 2014 2016 2018 2017 2019 Definition of our Revision of the Sustainable sustainability Financial Drivers strategy page 124

Sustainability Strategy Taking into account and understanding our key activities, impacts and externalities on the external and internal environments are the starting point for our defining our strategic operational strategies. Notwithstanding, we take into account the participation of our stakeholders, also fundamental in this process. We have created a Sustainability Map, determining three strategic focus for our activities: Dialogue and Transparency, Financial Education, and Environmental and Social Risks and Opportunities, built upon four supporting fronts: Governance and Management, Efficiency, Incentives, and Culture. We carry out a process to understand our impact based on our core activity. Factoring in all internal and external analyses, we have defined the Sustainable Finance Drivers that guide our strategic decisions. page 125Sustainability Strategy Taking into account and understanding our key activities, impacts and externalities on the external and internal environments are the starting point for our defining our strategic operational strategies. Notwithstanding, we take into account the participation of our stakeholders, also fundamental in this process. We have created a Sustainability Map, determining three strategic focus for our activities: Dialogue and Transparency, Financial Education, and Environmental and Social Risks and Opportunities, built upon four supporting fronts: Governance and Management, Efficiency, Incentives, and Culture. We carry out a process to understand our impact based on our core activity. Factoring in all internal and external analyses, we have defined the Sustainable Finance Drivers that guide our strategic decisions. page 125

Corporate Sustainability Governance Board level Definition and monitoring of the sustainability strategy Board of Directors Board of Directors Members Members of of the Board the Board of Directors of Directors Strategy Committee Strategy Committee Members Members of of the Board the Board of Directors of Directors Executive level Integration of challenges and trends into businesses Superior Ethics and Superior Ethics and Sustainability C Sustainability Co ommittee mmittee Members of the Members of the E Executive Committee xecutive Committee Officers level Decision on and prioritization Sustainability Sustainability of projects Committee Committee Members Members:: Officers Officers of areas involved of areas involved in in the sustainability the sustainability agenda agenda Operating level Management of projects by Internal specific topics Responsible Worki Workin ng Group g Groups s Reporting Management Investment Members Members:: Executives Executives of areas involved of areas involved Ecoefficiency in sustainability in sustainability projects projects integrity and Foundations Diversity ethics and Institute Environmental and Social Risk Comittee page 126Corporate Sustainability Governance Board level Definition and monitoring of the sustainability strategy Board of Directors Board of Directors Members Members of of the Board the Board of Directors of Directors Strategy Committee Strategy Committee Members Members of of the Board the Board of Directors of Directors Executive level Integration of challenges and trends into businesses Superior Ethics and Superior Ethics and Sustainability C Sustainability Co ommittee mmittee Members of the Members of the E Executive Committee xecutive Committee Officers level Decision on and prioritization Sustainability Sustainability of projects Committee Committee Members Members:: Officers Officers of areas involved of areas involved in in the sustainability the sustainability agenda agenda Operating level Management of projects by Internal specific topics Responsible Worki Workin ng Group g Groups s Reporting Management Investment Members Members:: Executives Executives of areas involved of areas involved Ecoefficiency in sustainability in sustainability projects projects integrity and Foundations Diversity ethics and Institute Environmental and Social Risk Comittee page 126

Dialogue and Transparency | Engagement Organizations and commitments that are sources of knowledge and trends Responsible Bank Integrity and Ethics Sustainable Development Reporting and Transparency Climate Change Women Empowerment and Diversity Red Mujer Emprendedora Program for the promotion of gender and race equality page 127Dialogue and Transparency | Engagement Organizations and commitments that are sources of knowledge and trends Responsible Bank Integrity and Ethics Sustainable Development Reporting and Transparency Climate Change Women Empowerment and Diversity Red Mujer Emprendedora Program for the promotion of gender and race equality page 127

Transparency with the Market | Reporting Integrated Report Integrated Annual Report • First Brazilian financial institution to Integrated publish it voluntarily. Report(20F Sustainability + IIRC) Report + • Presentation of the results from 6 + GRI capitals: financial, social and Financial relationship, human, intellectual, Demonstrations manufactured and natural. Recognitions Part of the index Only Latin American bank Part of the since its creation to be part of the index index since in 2005. since its creation (1999). 2015. Part of the Index Leader in Transparency portfolio since its Part of the ICO2 since 2014. second edition in portfolio since its 2016. inception in 2010. page 128Transparency with the Market | Reporting Integrated Report Integrated Annual Report • First Brazilian financial institution to Integrated publish it voluntarily. Report(20F Sustainability + IIRC) Report + • Presentation of the results from 6 + GRI capitals: financial, social and Financial relationship, human, intellectual, Demonstrations manufactured and natural. Recognitions Part of the index Only Latin American bank Part of the since its creation to be part of the index index since in 2005. since its creation (1999). 2015. Part of the Index Leader in Transparency portfolio since its Part of the ICO2 since 2014. second edition in portfolio since its 2016. inception in 2010. page 128

Sustainable Development Goals (SDG) Our guideline to sustainable thems are th SDG’s, wich allows for risk management and conncections to the Market. Connecting the company's business strategy with sustainable development goals allows increasing the value of corporate sustainability by addressing challenges and societal movements, sharing goals and creating opportunities aligned with the new economy and strengthening global collaboration to reduce environmental impacts, social and economic impacts. Crossing our initiatives and Identification of ODS and Definition of priority ODS business with impacted ODS targets that we have potential connected to business impact 2019 2017 2018 Priority ODS identification history Potential SDGs that can be Priority SDGs defined with the significantly affected, related to Impacted SDGs through Executive functions through the the materiality of the businesses and initiatives Positive Impact Commitments Sustainable Finance Drivers (SFD) page 129Sustainable Development Goals (SDG) Our guideline to sustainable thems are th SDG’s, wich allows for risk management and conncections to the Market. Connecting the company's business strategy with sustainable development goals allows increasing the value of corporate sustainability by addressing challenges and societal movements, sharing goals and creating opportunities aligned with the new economy and strengthening global collaboration to reduce environmental impacts, social and economic impacts. Crossing our initiatives and Identification of ODS and Definition of priority ODS business with impacted ODS targets that we have potential connected to business impact 2019 2017 2018 Priority ODS identification history Potential SDGs that can be Priority SDGs defined with the significantly affected, related to Impacted SDGs through Executive functions through the the materiality of the businesses and initiatives Positive Impact Commitments Sustainable Finance Drivers (SFD) page 129

Employees | Profile 1 100,335 Employees Organizational Climate Thinking about the best way to measure and monitor our employees’ satisfaction, in 2018 we redesigned our survey strategy, by 60% 40% discontinuing the Fale Francamente (Speak Frankly) survey, which was replaced by Pulse 51.5%2 of management 22%2of employees are Overall 2016 2017 2018* positions are held by blacks Satisfaction women 84% 85% 87% Rate *Results from 2018’s second semester. 4.8%2 of employees are It is an internally-developed survey that measures the employees’ 2.73%2 are apprentices disabled persons level of agreement with 17 statements divided into four evaluation blocks: Individual, Team, Management and Company. (1) Employees who were active in December 2018, in Brazil and abroad from companies managed by the human resources department.. (2) Values regarding Brazil + Latam Communities: a new working dynamic Employees’ Well-Being and Health We seek to develop dynamics that place people from different areas Beyond accomplishing the commitments and collective conventions we signed, and with different backgrounds to think about solutions focused on we seek to value our employeess well-being through an array of benefits to the client; therefore, we work based on the rationale that the best provide them a better life. Some examples of the benefits are: solutions come from the multiplicity of visions. Fique Ok: A personal support program to our employees and their family Accordingly, we established a new work format, known as members, with a multidisciplinary team available 24/7, offering a free and Communities of Delivery, with which we form interdisciplinary teams confidential service; that are not governed by hierarchy, with the application of an Agile Psychosocial Services: Psychological and Social Work care at our administrative and Lean Framework in the solution of challenges and with more and technologic buildings; independence and collaboration. Parental Support Policy: Sets benefits for pregnant women and homosexual couples after the birth or adoption of children, also providing special readaptation Currently, we have more than 30 communities where more than 6,000 conditions to women returning from their maternity license employees work, with an increase of 20% in productivity. page 130Employees | Profile 1 100,335 Employees Organizational Climate Thinking about the best way to measure and monitor our employees’ satisfaction, in 2018 we redesigned our survey strategy, by 60% 40% discontinuing the Fale Francamente (Speak Frankly) survey, which was replaced by Pulse 51.5%2 of management 22%2of employees are Overall 2016 2017 2018* positions are held by blacks Satisfaction women 84% 85% 87% Rate *Results from 2018’s second semester. 4.8%2 of employees are It is an internally-developed survey that measures the employees’ 2.73%2 are apprentices disabled persons level of agreement with 17 statements divided into four evaluation blocks: Individual, Team, Management and Company. (1) Employees who were active in December 2018, in Brazil and abroad from companies managed by the human resources department.. (2) Values regarding Brazil + Latam Communities: a new working dynamic Employees’ Well-Being and Health We seek to develop dynamics that place people from different areas Beyond accomplishing the commitments and collective conventions we signed, and with different backgrounds to think about solutions focused on we seek to value our employeess well-being through an array of benefits to the client; therefore, we work based on the rationale that the best provide them a better life. Some examples of the benefits are: solutions come from the multiplicity of visions. Fique Ok: A personal support program to our employees and their family Accordingly, we established a new work format, known as members, with a multidisciplinary team available 24/7, offering a free and Communities of Delivery, with which we form interdisciplinary teams confidential service; that are not governed by hierarchy, with the application of an Agile Psychosocial Services: Psychological and Social Work care at our administrative and Lean Framework in the solution of challenges and with more and technologic buildings; independence and collaboration. Parental Support Policy: Sets benefits for pregnant women and homosexual couples after the birth or adoption of children, also providing special readaptation Currently, we have more than 30 communities where more than 6,000 conditions to women returning from their maternity license employees work, with an increase of 20% in productivity. page 130

Employees | Management Cycle Training and Attraction and Compensation and Performance Selection Benefits Assessment Development Performance Special Talent Itaú Unibanco Fixed Compensation In 2018, it amounted to Management Programs Business School approximately R$17 billion (plus Internship: 2,393 people Based on meritocracy, we make charges and benefits). Salary Amounts invested in training recruited in 2018 (between 2016 an annual analysis of the results adjustments by means of programs and 2018 68% of the interns and behavioral aspects of each promotion, merit, and collective (millions of reais) were hired, and 95% of those are employee. bargaining agreements. still working with us. Trainee: 132 trainees recruited in 253 232 2018 (Retention rate: 98%). Variable Compensation 193 Turnover Long-term incentives based on General Turnover the offer of preferred shares for 2016 2017 2018 2018 leading positions. 2016 2017 results 10% 9% 10% Inclusion of social and Career management environmental criteria in the targets of employees and Strategic People Since 2009 among the Best management members. Internal recruiting program that Planning Companies to Work For, allows career changing. In 2018, according to Brazil’s main 1,699 employees were Benefits Joint discussion on career publications (Você S/A, Época transferred. planning (Development Examples: meal voucher, and Valor Carreira magazines). Committee) and feedbacks. education sponsorship, transportation voucher. page 131 behavioralEmployees | Management Cycle Training and Attraction and Compensation and Performance Selection Benefits Assessment Development Performance Special Talent Itaú Unibanco Fixed Compensation In 2018, it amounted to Management Programs Business School approximately R$17 billion (plus Internship: 2,393 people Based on meritocracy, we make charges and benefits). Salary Amounts invested in training recruited in 2018 (between 2016 an annual analysis of the results adjustments by means of programs and 2018 68% of the interns and behavioral aspects of each promotion, merit, and collective (millions of reais) were hired, and 95% of those are employee. bargaining agreements. still working with us. Trainee: 132 trainees recruited in 253 232 2018 (Retention rate: 98%). Variable Compensation 193 Turnover Long-term incentives based on General Turnover the offer of preferred shares for 2016 2017 2018 2018 leading positions. 2016 2017 results 10% 9% 10% Inclusion of social and Career management environmental criteria in the targets of employees and Strategic People Since 2009 among the Best management members. Internal recruiting program that Planning Companies to Work For, allows career changing. In 2018, according to Brazil’s main 1,699 employees were Benefits Joint discussion on career publications (Você S/A, Época transferred. planning (Development Examples: meal voucher, and Valor Carreira magazines). Committee) and feedbacks. education sponsorship, transportation voucher. page 131 behavioral

Diversity | Commitment and Action Our Internal Policy for Diversity Our Commitment Integrated Action Enhancement Principles : In 2017, we established an In 2018, the Sustainability 1- Implementation of policies and important milestone in our Committee approved an projects for valuing and promoting journey of changing our history integrated operation of the diversity and accessibility and shared our Diversity diversity front. Currently, five Commitment Letter with the departments support, discuss 2- Promotion of equal opportunity in market, assuming a public and play different roles in the all processes commitment to our employees, institutional agenda. clients, suppliers, partners and 3- Representation of all groups in the society. organization Some of our actions We seek gender equality by guaranteeing more diverse selection processes, fair evaluation conditions for women on maternity leave and full payment of profit sharing, as well as conducting awareness campaigns with employees, Internal reporting channel senior leadership, clients and society Gender We reinforce and disclose the We hold events of attractiveness and promotion of inclusion, in addition to Internal Ombudsman’s Office also the partnership with the development project of black youths and the as the reporting channel for participation in several events and fairs with the theme of racial equality, situations in which employees feels inclusion and entrepreneurship, besides Race Equality discriminated against or witness any situation that goes against Diversity We held the LGBT + Diversity Week, which was marked by a series of lectures principles. with Market Specialists and internal collaborators. And during this week, we adhered to the commitment of the LGBT + Companies and Rights Forum and LGBT+ to the Standards of Business Conduct (UN). page 132Diversity | Commitment and Action Our Internal Policy for Diversity Our Commitment Integrated Action Enhancement Principles : In 2017, we established an In 2018, the Sustainability 1- Implementation of policies and important milestone in our Committee approved an projects for valuing and promoting journey of changing our history integrated operation of the diversity and accessibility and shared our Diversity diversity front. Currently, five Commitment Letter with the departments support, discuss 2- Promotion of equal opportunity in market, assuming a public and play different roles in the all processes commitment to our employees, institutional agenda. clients, suppliers, partners and 3- Representation of all groups in the society. organization Some of our actions We seek gender equality by guaranteeing more diverse selection processes, fair evaluation conditions for women on maternity leave and full payment of profit sharing, as well as conducting awareness campaigns with employees, Internal reporting channel senior leadership, clients and society Gender We reinforce and disclose the We hold events of attractiveness and promotion of inclusion, in addition to Internal Ombudsman’s Office also the partnership with the development project of black youths and the as the reporting channel for participation in several events and fairs with the theme of racial equality, situations in which employees feels inclusion and entrepreneurship, besides Race Equality discriminated against or witness any situation that goes against Diversity We held the LGBT + Diversity Week, which was marked by a series of lectures principles. with Market Specialists and internal collaborators. And during this week, we adhered to the commitment of the LGBT + Companies and Rights Forum and LGBT+ to the Standards of Business Conduct (UN). page 132

Initiatives| Itaú Women Entrepreneurs e Financial Education Itaú Women Entrepreneurs Objective of the program Number of participants in the program The Itaú Women Entrepreneurs Program Empower female entrepreneurs in Brazil (local acronym IME) was created in 2013 as a through in-person and online solutions; 2016 2017 2018 result of a partnership with the IFC, World train, inspire and connect female Bank, and the IDB to offer financial and non- 5,997 8,056 20,800 entrepreneurs financial solutions to women entrepreneurs. Platform Access Online Platform In-person Actions • Contents related to enterprise 2017 2018 • Networking events management and leadership Solutions • Business rounds 96,806 1,479,901 • Management tools • Workshops • Motivational videos The impact of IWE in clients’ financial health | Evolution of our credit portfolio #VaiGarota Disseminating the program In January of 2019, we conducted a The granting of credit to entrepreneurs is a relevant new survey that aimed to show the way of supporting female entrepreneurship. To this In 2018, we promoted a nationwide development of women participating end, we monitor the evolution of our portfolio: campaign called Vai Garota (Go Girl), in the program in comparison to that represents the attitude, union, and • In 2018, the volume of credit operations for women other clients. Thus, we found out that transformative power of women. owned companies reached approximately R$3.1 the participants: billion, more than doubling the portfolio in 2016, • 25 millions views on • Presented a maximum overall credit limit 77% which reached R$1.4 billion. YouTube; bigger, on average; Results • +1 million acesses to the website • Were less likely to default than other clientes. • 15.8% of returning users page 133Initiatives| Itaú Women Entrepreneurs e Financial Education Itaú Women Entrepreneurs Objective of the program Number of participants in the program The Itaú Women Entrepreneurs Program Empower female entrepreneurs in Brazil (local acronym IME) was created in 2013 as a through in-person and online solutions; 2016 2017 2018 result of a partnership with the IFC, World train, inspire and connect female Bank, and the IDB to offer financial and non- 5,997 8,056 20,800 entrepreneurs financial solutions to women entrepreneurs. Platform Access Online Platform In-person Actions • Contents related to enterprise 2017 2018 • Networking events management and leadership Solutions • Business rounds 96,806 1,479,901 • Management tools • Workshops • Motivational videos The impact of IWE in clients’ financial health | Evolution of our credit portfolio #VaiGarota Disseminating the program In January of 2019, we conducted a The granting of credit to entrepreneurs is a relevant new survey that aimed to show the way of supporting female entrepreneurship. To this In 2018, we promoted a nationwide development of women participating end, we monitor the evolution of our portfolio: campaign called Vai Garota (Go Girl), in the program in comparison to that represents the attitude, union, and • In 2018, the volume of credit operations for women other clients. Thus, we found out that transformative power of women. owned companies reached approximately R$3.1 the participants: billion, more than doubling the portfolio in 2016, • 25 millions views on • Presented a maximum overall credit limit 77% which reached R$1.4 billion. YouTube; bigger, on average; Results • +1 million acesses to the website • Were less likely to default than other clientes. • 15.8% of returning users page 133

Ethics and Information Security Our business is based on ethical principles, which reflects the transparency, respect and honesty present in our relationship with stakeholders. Training programs Integrity and Ethics Program Adherence to the termination of The Integrity and Ethics Education Program integrity policies (%) Integrity and Ethics Program consists of the set brought together the program's most important of guidelines and processes that aims to ensure Target trainings in distance education sessions. They are 2016 2017 2018 compliance with the Code of Ethics and the 2019 applied to all employees and the trainings are principles and values of our conglomerate. The 93% 98% 98% 95% renewed every two years. In 2018, these trainings Corporate Integrity and Ethics Program is were restructured and launched in three phases. composed of the following dimensions: • 1st phase: Ethics, Prevention of Corruption and In 2017, we were publicly recognized by the • Commitment of senior management Relationship with customers and users Ministry of Transparency and the Office of the • Management of policies and procedures • 2nd phase: Prevention of Money Laundering Comptroller General of the Union (CGU), in • Communication and training actions and Sustainability partnership with the Ethos Institute, for the last • Continuous monitoring of indicators and • 3rd phase: Compliance, Information Security; edition of the 2017 Company Pro-Ethics list. processes Supplier Relationship and Health and Safety at (From 2018, this recognition will every two • Channels of doubts and manifestations work years) Information is what supports the entire banking operation. Therefore, we have the commitment to protect corporate information and ensure the privacy of clients in all transactions. Cyber Security General Law on Data Protection (LGPD) Information Security Corporate Policy With the focus on compliance with legal requirements, a working group We use cutting-edge technology to protect To ensure compliance with the our network and data, as well as other was set up, composed of members from different areas of the bank who principles and guidelines relating barriers, such as restricted access to our are studying all the items dealt with in the legislation and raising points to the protection of the information servers, facilities and virtual environments, for improvement in the institution's current processes. and intellectual property of the through the use of firewalls, protection by • Among the actions, we mention: organization, clients and the password and encryption. • Training to disseminate knowledge of data privacy; general public. NBR ISO/IEC 27001 Certification • Adequacy of the policies on Data Governance; A Brazilian standard developed to ensure the protection and privacy of information • Promotion of the concept of Privacy by design in the creation of provided by customers and other sources. pg. 134 products and services.Ethics and Information Security Our business is based on ethical principles, which reflects the transparency, respect and honesty present in our relationship with stakeholders. Training programs Integrity and Ethics Program Adherence to the termination of The Integrity and Ethics Education Program integrity policies (%) Integrity and Ethics Program consists of the set brought together the program's most important of guidelines and processes that aims to ensure Target trainings in distance education sessions. They are 2016 2017 2018 compliance with the Code of Ethics and the 2019 applied to all employees and the trainings are principles and values of our conglomerate. The 93% 98% 98% 95% renewed every two years. In 2018, these trainings Corporate Integrity and Ethics Program is were restructured and launched in three phases. composed of the following dimensions: • 1st phase: Ethics, Prevention of Corruption and In 2017, we were publicly recognized by the • Commitment of senior management Relationship with customers and users Ministry of Transparency and the Office of the • Management of policies and procedures • 2nd phase: Prevention of Money Laundering Comptroller General of the Union (CGU), in • Communication and training actions and Sustainability partnership with the Ethos Institute, for the last • Continuous monitoring of indicators and • 3rd phase: Compliance, Information Security; edition of the 2017 Company Pro-Ethics list. processes Supplier Relationship and Health and Safety at (From 2018, this recognition will every two • Channels of doubts and manifestations work years) Information is what supports the entire banking operation. Therefore, we have the commitment to protect corporate information and ensure the privacy of clients in all transactions. Cyber Security General Law on Data Protection (LGPD) Information Security Corporate Policy With the focus on compliance with legal requirements, a working group We use cutting-edge technology to protect To ensure compliance with the our network and data, as well as other was set up, composed of members from different areas of the bank who principles and guidelines relating barriers, such as restricted access to our are studying all the items dealt with in the legislation and raising points to the protection of the information servers, facilities and virtual environments, for improvement in the institution's current processes. and intellectual property of the through the use of firewalls, protection by • Among the actions, we mention: organization, clients and the password and encryption. • Training to disseminate knowledge of data privacy; general public. NBR ISO/IEC 27001 Certification • Adequacy of the policies on Data Governance; A Brazilian standard developed to ensure the protection and privacy of information • Promotion of the concept of Privacy by design in the creation of provided by customers and other sources. pg. 134 products and services.

ESG Integration on Business Responsible Credit Analysis Investments The Environmental and Social Risk Policy contains the criteria for Proprietary methodology to include ESG issues in the valuation of the analysis of clients and projects and the establishment of real fixed income securities and the pricing of active management estate guarantees and the inclusion of covenants. To this end, we funds, taking into account: materiality, relevance for the industry, must consider: risks e opportunity rating, metrics, and management List of prohibited activities Company Coverage: We do not carry out new loan operations with companies • 99% of the companies listed on the Ibovespa; involved in: • 98% of IBrX-100 • Labor in conditions similar to slave labor; • 97% of the Corporate Sustainability Index (ISE)); • Child labor in violation of legislation; • 95% of the assets under management of Itaú Asset • Encouragement of prostitution. Management List of restricted activities We have specific guidelines for making an environmental and social risk analysis in the following segments: • Firearms and ammunition; • Activities of extraction and production of wood, firewood and charcoal from native forests; • Fishing activities; • Extraction and industrialization of asbestos; • Cold storage plants and cattle slaughterhouses. Client analysis (small and medium businesses): (A – High Risk; B – Medium Risk and C – Low Risk) Project financing: We follow the criteria determined in accordance with the type of operation/project. Guarantees and Covenants page 135ESG Integration on Business Responsible Credit Analysis Investments The Environmental and Social Risk Policy contains the criteria for Proprietary methodology to include ESG issues in the valuation of the analysis of clients and projects and the establishment of real fixed income securities and the pricing of active management estate guarantees and the inclusion of covenants. To this end, we funds, taking into account: materiality, relevance for the industry, must consider: risks e opportunity rating, metrics, and management List of prohibited activities Company Coverage: We do not carry out new loan operations with companies • 99% of the companies listed on the Ibovespa; involved in: • 98% of IBrX-100 • Labor in conditions similar to slave labor; • 97% of the Corporate Sustainability Index (ISE)); • Child labor in violation of legislation; • 95% of the assets under management of Itaú Asset • Encouragement of prostitution. Management List of restricted activities We have specific guidelines for making an environmental and social risk analysis in the following segments: • Firearms and ammunition; • Activities of extraction and production of wood, firewood and charcoal from native forests; • Fishing activities; • Extraction and industrialization of asbestos; • Cold storage plants and cattle slaughterhouses. Client analysis (small and medium businesses): (A – High Risk; B – Medium Risk and C – Low Risk) Project financing: We follow the criteria determined in accordance with the type of operation/project. Guarantees and Covenants page 135

Our operations | Buldings, Branches and Data Center In 2018 we created a working group within the central administration focused on efficiency in utilities, which resulted in the economy of several inputs: -4.0 GWh -13 mil m³ -26 mil m³ -469 tCO2 Issued with diesel oil Consumer Of natural gas Of gas consumption used consumption burning Our targets for 2020 (with base year in 2013) were reviewed, since the acquisition of other companies by the Itaú Unibanco group in that period. Thus, our goal was extended to 2021. Water Power Renewable energy Reduce in 13% ou water Reduce in 15% our energy Achieve an indicator of consumption consumption 96% of renewable energy consumed Emissions – Scope 1 Emissions – Scope 2 Waste Reduce in 4% our scope 1 Reduce in 6% our scope 2 Reduce in 4% our waste, emissions emissions from administrative buildings, destinated to landfills page 136Our operations | Buldings, Branches and Data Center In 2018 we created a working group within the central administration focused on efficiency in utilities, which resulted in the economy of several inputs: -4.0 GWh -13 mil m³ -26 mil m³ -469 tCO2 Issued with diesel oil Consumer Of natural gas Of gas consumption used consumption burning Our targets for 2020 (with base year in 2013) were reviewed, since the acquisition of other companies by the Itaú Unibanco group in that period. Thus, our goal was extended to 2021. Water Power Renewable energy Reduce in 13% ou water Reduce in 15% our energy Achieve an indicator of consumption consumption 96% of renewable energy consumed Emissions – Scope 1 Emissions – Scope 2 Waste Reduce in 4% our scope 1 Reduce in 6% our scope 2 Reduce in 4% our waste, emissions emissions from administrative buildings, destinated to landfills page 136

Task Force on Climate-related Financial Disclosures (TCFD) The initiative was conceived under the Financial Stability Board (FSB). It proposes climate disclosure recommendations for the financial and non-financial sectors in the pillars of Governance, Strategy, Management Risks, Goals and Metrics. We highlight our activities related to the TCFD strategic pillars Governance Strategy Risk Management Targets and Metrics The Board of Directors guides Development of indicators and tools Climate variables are taken into our internal Sustainability and We participate in multi-sector to strengthen the assessment and account in the analysis of the Environmental and Social discussion groups, such as disclosure of risks and opportunities Environmental and Social Risk for Responsibility Policy for risks CEBDS, UNEP-FI, FEBRABAN related to climate change by the the corporate segment and of the and opportunities related to and FGV UNEP-FI work group on the financing of large projects climate change recommendations of the TCFD The Sustainability Governance A study was carried out about Itaú Asset Management takes A study was carried out to identify the addresses risk management the climate change impact on Climate Change topics into business risks and opportunities in and the identification of our corporate loan portfolio in account in its ESG integration view of the global climate change, opportunities related to the medium and long-term methodology for investment with 10-year projections climate change agenda scenarios analysis The Superior Ethics and Sustainability Committee A study was carried out about We take into account climate Launch of the Asset calculator to resolves on the actions to be Emissions financed based on issues in pricing our insurance compare emissions of our portfolios taken by the institution to the Portfolio Carbon Initiative products (corporate) with benchmarks meet the climate change guidelines agenda Participation of the UNEP-FI The topic is also discussed by work group to implement the the Sustainability Committee, recommendations of the TCFD the main Sustainability forum considering different climate in the organization scenarios page 137Task Force on Climate-related Financial Disclosures (TCFD) The initiative was conceived under the Financial Stability Board (FSB). It proposes climate disclosure recommendations for the financial and non-financial sectors in the pillars of Governance, Strategy, Management Risks, Goals and Metrics. We highlight our activities related to the TCFD strategic pillars Governance Strategy Risk Management Targets and Metrics The Board of Directors guides Development of indicators and tools Climate variables are taken into our internal Sustainability and We participate in multi-sector to strengthen the assessment and account in the analysis of the Environmental and Social discussion groups, such as disclosure of risks and opportunities Environmental and Social Risk for Responsibility Policy for risks CEBDS, UNEP-FI, FEBRABAN related to climate change by the the corporate segment and of the and opportunities related to and FGV UNEP-FI work group on the financing of large projects climate change recommendations of the TCFD The Sustainability Governance A study was carried out about Itaú Asset Management takes A study was carried out to identify the addresses risk management the climate change impact on Climate Change topics into business risks and opportunities in and the identification of our corporate loan portfolio in account in its ESG integration view of the global climate change, opportunities related to the medium and long-term methodology for investment with 10-year projections climate change agenda scenarios analysis The Superior Ethics and Sustainability Committee A study was carried out about We take into account climate Launch of the Asset calculator to resolves on the actions to be Emissions financed based on issues in pricing our insurance compare emissions of our portfolios taken by the institution to the Portfolio Carbon Initiative products (corporate) with benchmarks meet the climate change guidelines agenda Participation of the UNEP-FI The topic is also discussed by work group to implement the the Sustainability Committee, recommendations of the TCFD the main Sustainability forum considering different climate in the organization scenarios page 137

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

Teleconferência - Imprensa Resultados do 2º trimestre de 2019 Candido Botelho Bracher Presidente e CEO Milton Maluhy Filho Vice-Presidente Executivo, CFO e CRO Alexsandro Broedel Diretor Executivo de Finanças e Relações com Investidores 1Teleconferência - Imprensa Resultados do 2º trimestre de 2019 Candido Botelho Bracher Presidente e CEO Milton Maluhy Filho Vice-Presidente Executivo, CFO e CRO Alexsandro Broedel Diretor Executivo de Finanças e Relações com Investidores 1

Destaques do resultado 2º trimestre de 2019 Lucro Líquido Recorrente ROE Recorrente Carteira de Crédito ¹ Índice de Inadimplência 90 dias Consolidado Consolidado Consolidado Consolidado 2,0 % 2,3 % -0,1 p.p. -0,1 p.p. R$ 659,7 bi R$ 7,0 bi 23,5% 2,9% 2T19 vs. 1T19 2T19 vs. 1T19 2T19 vs. 1T19 2T19 vs. 1T19 Brasil Brasil Brasil Brasil 2,8 % 2,4 % -0,2 p.p. -0,2 p.p. R$ 494,0 bi R$ 6,7 bi 24,6% 3,5% 6,4 6,5 6,5 6,9 7,0 21,6 21,3 21,8 23,6 23,5 623,3 636,4 636,9 647,1 659,7 2,8 2,9 2,9 3,0 2,9 2T18 3T18 4T18 1T19 2T19 2T18 3T18 4T18 1T19 2T19 2T18 3T18 4T18 1T19 2T19 2T18 3T18 4T18 1T19 2T19 Margem com Clientes Receita de Serviços e Seguros ² Custo do Crédito Despesas não Decorrentes de Juros Consolidado Consolidado Consolidado Consolidado 2,8 % 5,0 % 6,3 % 4,3 % R$ 10,7 bi R$ 16,9 bi R$ 4,0 bi R$ 12,7 bi 2T19 vs. 1T19 2T19 vs. 1T19 2T19 vs. 1T19 2T19 vs. 1T19 Brasil Brasil Brasil Brasil 3,2 % 5,4 % 6,5 % 4,3 % R$ 10,0 bi R$ 15,1 bi R$ 3,6 bi R$ 10,9 bi 16,0 16,2 16,2 16,4 16,9 10,4 10,2 10,8 10,2 10,7 3,6 3,3 3,4 3,8 4,0 12,3 12,6 12,8 12,1 12,7 2T18 3T18 4T18 1T19 2T19 2T18 3T18 4T18 1T19 2T19 2T18 3T18 4T18 1T19 2T19 2T18 3T18 4T18 1T19 2T19 (1) Total com Garantias Financeiras Prestadas e Títulos Privados; (2) Receitas de Seguros (-) Despesas com Sinistros (-) Despesas de Comercialização de Seguros. 2Destaques do resultado 2º trimestre de 2019 Lucro Líquido Recorrente ROE Recorrente Carteira de Crédito ¹ Índice de Inadimplência 90 dias Consolidado Consolidado Consolidado Consolidado 2,0 % 2,3 % -0,1 p.p. -0,1 p.p. R$ 659,7 bi R$ 7,0 bi 23,5% 2,9% 2T19 vs. 1T19 2T19 vs. 1T19 2T19 vs. 1T19 2T19 vs. 1T19 Brasil Brasil Brasil Brasil 2,8 % 2,4 % -0,2 p.p. -0,2 p.p. R$ 494,0 bi R$ 6,7 bi 24,6% 3,5% 6,4 6,5 6,5 6,9 7,0 21,6 21,3 21,8 23,6 23,5 623,3 636,4 636,9 647,1 659,7 2,8 2,9 2,9 3,0 2,9 2T18 3T18 4T18 1T19 2T19 2T18 3T18 4T18 1T19 2T19 2T18 3T18 4T18 1T19 2T19 2T18 3T18 4T18 1T19 2T19 Margem com Clientes Receita de Serviços e Seguros ² Custo do Crédito Despesas não Decorrentes de Juros Consolidado Consolidado Consolidado Consolidado 2,8 % 5,0 % 6,3 % 4,3 % R$ 10,7 bi R$ 16,9 bi R$ 4,0 bi R$ 12,7 bi 2T19 vs. 1T19 2T19 vs. 1T19 2T19 vs. 1T19 2T19 vs. 1T19 Brasil Brasil Brasil Brasil 3,2 % 5,4 % 6,5 % 4,3 % R$ 10,0 bi R$ 15,1 bi R$ 3,6 bi R$ 10,9 bi 16,0 16,2 16,2 16,4 16,9 10,4 10,2 10,8 10,2 10,7 3,6 3,3 3,4 3,8 4,0 12,3 12,6 12,8 12,1 12,7 2T18 3T18 4T18 1T19 2T19 2T18 3T18 4T18 1T19 2T19 2T18 3T18 4T18 1T19 2T19 2T18 3T18 4T18 1T19 2T19 (1) Total com Garantias Financeiras Prestadas e Títulos Privados; (2) Receitas de Seguros (-) Despesas com Sinistros (-) Despesas de Comercialização de Seguros. 2

Crédito por perfil de Cliente ou por tipo de produto Em R$ bilhões, ao final do período 2T19 1T19 D 2T18 D Originação de crédito¹ Pessoas Físicas 222,3 215,6 3,1% 1 95,0 14,0% 2T19 vs. 2T18 Cartão de Crédito 7 9,3 76,4 3,7% 6 6,1 20,0% Total Brasil ² 28% Crédito Pessoal 32,8 3 1,1 5,3% 28,3 15,6% Crédito Consignado 4 9,1 4 8,6 1,0% 4 5,4 8,1% Pessoas Veículos 17,2 16,6 3,9% 1 4,7 17,4% físicas 14% Crédito Imobiliário 4 4,0 42,9 2,6% 4 0,5 8,6% Micro, Pequenas e Médias Empresas 7 8,1 7 4,1 5,3% 65,6 19,0% Micro, Pequenas e Médias Total Pessoas Físicas + Micro, 41% 300,4 2 89,7 3,7% 2 60,6 15,3% empresas Pequenas e Médias Empresas Grandes Empresas 1 93,6 190,7 1,5% 197,1 -1,8% Grandes Operações de Crédito 1 51,4 152,6 -0,8% 162,5 -6,8% empresas 29% Títulos Privados 4 2,2 3 8,0 10,9% 34,6 21,8% 3 Emissão de títulos privados Total Brasil 4 94,0 480,4 2,8% 4 57,8 7,9% América Latina 1 65,7 166,7 -0,6% 1 65,5 0,1% Ano (5M19) 1° lugar no Total com Garantias Financeiras ranking da 659,7 647,1 2,0% 623,3 5,9% R$ 16,1 bi Prestadas e Títulos Privados ANBIMA Nota: Não considera originação de Cartão de Crédito, Cheque Especial, Renegociação de Dívida e outros créditos rotativos. (1) Média por dia útil no período, exceto para emissão de títulos privados; (2) Não inclui emissão de títulos privados; (3) Fonte: ANBIMA. Considera o volume total das emissões de títulos privados de renda fixa e híbridos, coordenadas pelo Itaú Unibanco no mercado local (inclui volume distribuído). 3Crédito por perfil de Cliente ou por tipo de produto Em R$ bilhões, ao final do período 2T19 1T19 D 2T18 D Originação de crédito¹ Pessoas Físicas 222,3 215,6 3,1% 1 95,0 14,0% 2T19 vs. 2T18 Cartão de Crédito 7 9,3 76,4 3,7% 6 6,1 20,0% Total Brasil ² 28% Crédito Pessoal 32,8 3 1,1 5,3% 28,3 15,6% Crédito Consignado 4 9,1 4 8,6 1,0% 4 5,4 8,1% Pessoas Veículos 17,2 16,6 3,9% 1 4,7 17,4% físicas 14% Crédito Imobiliário 4 4,0 42,9 2,6% 4 0,5 8,6% Micro, Pequenas e Médias Empresas 7 8,1 7 4,1 5,3% 65,6 19,0% Micro, Pequenas e Médias Total Pessoas Físicas + Micro, 41% 300,4 2 89,7 3,7% 2 60,6 15,3% empresas Pequenas e Médias Empresas Grandes Empresas 1 93,6 190,7 1,5% 197,1 -1,8% Grandes Operações de Crédito 1 51,4 152,6 -0,8% 162,5 -6,8% empresas 29% Títulos Privados 4 2,2 3 8,0 10,9% 34,6 21,8% 3 Emissão de títulos privados Total Brasil 4 94,0 480,4 2,8% 4 57,8 7,9% América Latina 1 65,7 166,7 -0,6% 1 65,5 0,1% Ano (5M19) 1° lugar no Total com Garantias Financeiras ranking da 659,7 647,1 2,0% 623,3 5,9% R$ 16,1 bi Prestadas e Títulos Privados ANBIMA Nota: Não considera originação de Cartão de Crédito, Cheque Especial, Renegociação de Dívida e outros créditos rotativos. (1) Média por dia útil no período, exceto para emissão de títulos privados; (2) Não inclui emissão de títulos privados; (3) Fonte: ANBIMA. Considera o volume total das emissões de títulos privados de renda fixa e híbridos, coordenadas pelo Itaú Unibanco no mercado local (inclui volume distribuído). 3

Iniciativa comercial da REDE terminou com a taxa de antecipação no cartão de crédito à vista. Nova iniciativa para clientes... Destaques de Junho de 2019 CREDENCIAMENTO Com o uso de maquininhas + 73% em relação à Junho de 2018. da Rede e domicilio + 112% indicação do Itaú como domicílio bancário. bancário no Itaú Unibanco. FLEX + 140% de aumento do uso pelos clientes em relação à Junho de 2018. Faturamento até + 64% no volume de transações. R$ 30 milhões. Após essa iniciativa + 8 Pontos NPS no ano 4Iniciativa comercial da REDE terminou com a taxa de antecipação no cartão de crédito à vista. Nova iniciativa para clientes... Destaques de Junho de 2019 CREDENCIAMENTO Com o uso de maquininhas + 73% em relação à Junho de 2018. da Rede e domicilio + 112% indicação do Itaú como domicílio bancário. bancário no Itaú Unibanco. FLEX + 140% de aumento do uso pelos clientes em relação à Junho de 2018. Faturamento até + 64% no volume de transações. R$ 30 milhões. Após essa iniciativa + 8 Pontos NPS no ano 4

Despesas não Decorrentes de Juros (DNDJ) # Agências e Postos de Atendimento Em R$ bilhões 2T19 1T19 D 2T18 D 1S19 1S18 D 4.934 D # 4.904 4.722 Despesas de Pessoal ( 5,5) ( 5,3) 4,6% (5,2) 6,8% (10,8) (10,3) 5,5% - 212 160 195 196 + 1 Despesas Administrativas ( 4,2) ( 4,1) 2,9% ( 4,2) 1,9% ( 8,3) (8,0) 3,9% 3.531 3.527 3.332 - 195 Despesas Operacionais ( 1,2) (1,1) 9,0% (1,2) -4,2% ( 2,3) (2,4) -5,7% 697 691 686 - 5 (0,1) (0,1) 12,5% (0,1) 19,0% (0,2) (0,2) 14,2% Outras Despesas Tributárias ¹ 516 521 508 - 13 ( 1,6) ( 1,6) 2,9% ( 1,6) 0,7% (3,2) ( 3,1) 3,6% Jun19 vs. Mar19 América Latina (ex-Brasil) ² jun/18 mar/19 jun/19 Agências e PABs (América Latina ex-Brasil) PABs - Brasil Total ( 12,7) ( 12,1) 4,3% (12,3) 3,3% (24,8) (23,9) 3,7% Agências Físicas - Brasil Agências Digitais - Brasil (1) Inclui IPTU, IPVA, IOF e outros. Não inclui PIS, Cofins e ISS; (2) Não considera a alocação gerencial de custos indiretos. Índice de eficiência (%) Colaboradores PDV oportunidade 99.914 99.661 98.446 61,7 61,3 61,0 60,9 60,9 13.193 12.908 12.738 de uma 577 549 547 transição de 48,8 48,7 86.144 86.204 85.161 47,1 46,3 46,2 carreira segura jun/18 mar/19 jun/19 para quem tem 2T18 3T18 4T18 1T19 2T19 Brasil Exterior (ex-América Latina) América Latina interesse em I.E. Trimestre (%) I.E.A.R. Trimestre (%) deixar o banco. 5Despesas não Decorrentes de Juros (DNDJ) # Agências e Postos de Atendimento Em R$ bilhões 2T19 1T19 D 2T18 D 1S19 1S18 D 4.934 D # 4.904 4.722 Despesas de Pessoal ( 5,5) ( 5,3) 4,6% (5,2) 6,8% (10,8) (10,3) 5,5% - 212 160 195 196 + 1 Despesas Administrativas ( 4,2) ( 4,1) 2,9% ( 4,2) 1,9% ( 8,3) (8,0) 3,9% 3.531 3.527 3.332 - 195 Despesas Operacionais ( 1,2) (1,1) 9,0% (1,2) -4,2% ( 2,3) (2,4) -5,7% 697 691 686 - 5 (0,1) (0,1) 12,5% (0,1) 19,0% (0,2) (0,2) 14,2% Outras Despesas Tributárias ¹ 516 521 508 - 13 ( 1,6) ( 1,6) 2,9% ( 1,6) 0,7% (3,2) ( 3,1) 3,6% Jun19 vs. Mar19 América Latina (ex-Brasil) ² jun/18 mar/19 jun/19 Agências e PABs (América Latina ex-Brasil) PABs - Brasil Total ( 12,7) ( 12,1) 4,3% (12,3) 3,3% (24,8) (23,9) 3,7% Agências Físicas - Brasil Agências Digitais - Brasil (1) Inclui IPTU, IPVA, IOF e outros. Não inclui PIS, Cofins e ISS; (2) Não considera a alocação gerencial de custos indiretos. Índice de eficiência (%) Colaboradores PDV oportunidade 99.914 99.661 98.446 61,7 61,3 61,0 60,9 60,9 13.193 12.908 12.738 de uma 577 549 547 transição de 48,8 48,7 86.144 86.204 85.161 47,1 46,3 46,2 carreira segura jun/18 mar/19 jun/19 para quem tem 2T18 3T18 4T18 1T19 2T19 Brasil Exterior (ex-América Latina) América Latina interesse em I.E. Trimestre (%) I.E.A.R. Trimestre (%) deixar o banco. 5

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

Itaú Unibanco no mercado de capitais 12 reuniões Apimec realizadas 215,3 mil 1,3 mil pessoas acionistas diretos (+13,5% em relação a 2018) +78% em relação a dez/2017 Volume médio diário 1.418 Apimec São Paulo +62% 03/09/2019 670,0 874 Hotel Unique 432,0 14 horas 748,0 442,0 Transmissão ao vivo pelo site de RI www.itau.com.br/relacoes-com-investidores 2017 1S19 B3 (ON+PN) NYSE (ADR) 7Itaú Unibanco no mercado de capitais 12 reuniões Apimec realizadas 215,3 mil 1,3 mil pessoas acionistas diretos (+13,5% em relação a 2018) +78% em relação a dez/2017 Volume médio diário 1.418 Apimec São Paulo +62% 03/09/2019 670,0 874 Hotel Unique 432,0 14 horas 748,0 442,0 Transmissão ao vivo pelo site de RI www.itau.com.br/relacoes-com-investidores 2017 1S19 B3 (ON+PN) NYSE (ADR) 7

Teleconferência - Imprensa Resultados do 2º trimestre de 2019 Candido Botelho Bracher Presidente e CEO Milton Maluhy Filho Vice-Presidente Executivo, CFO e CRO Alexsandro Broedel Diretor Executivo de Finanças e Relações com Investidores 8Teleconferência - Imprensa Resultados do 2º trimestre de 2019 Candido Botelho Bracher Presidente e CEO Milton Maluhy Filho Vice-Presidente Executivo, CFO e CRO Alexsandro Broedel Diretor Executivo de Finanças e Relações com Investidores 8

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Itaú Unibanco reports second quarter 2019 earnings of R$ 7.0 billion Result driven by better financial margin and growth in the credit portfolio São Paulo, July 29, 2019 – Itaú Unibanco, the largest private sector bank in Latin America, reported recurring net income of R$ 7.0 billion in the second quarter of 2019, a growth of 10.2% in relation to the same period in 2018. This result reflects growth in both the portfolios for individuals and very small, small and middle-market companies as well as the increase in services income from asset management, credit cards issuance and brokerage fees combined with rigorous cost control. Second quarter annualized recurring return on average equity (ROE) was 23.5%. In R$ million (except where indicated) 2Q19 2Q18 % 1Q19 % Recurring Net Income 7,034 6,382 10.2% 6,877 2.3% Annualized Average ROE 23.5% 21.6% 190 bps 23.6% - 10 bps Total Adjusted Loan Portfolio¹ 659,727 623,256 5.9% 647,061 2.0% Non-performing Loan Ratio (90 days) - 2.9% 2.8% 10 bps 3.0% - 10 bps Total 1 The total adjusted loan portfolio reached R$ 659.7 billion at the end of June 2019, an increase of 5.9% in 12 months. The banks registered expansion in the demand for credit with an increase from individuals and very small, small and middle-market companies, reflecting growth of 14.0% and 19.0% in these portfolios, respectively. The corporate portfolio in turn “With the promising start posted a reduction of 1.8% in the second quarter to legislating the Social compared with the same quarter in 2018 although there Security Reform and the was an increase in origination of 29% in the same consequent reduction in uncertainty as to the comparative period. country’s fiscal Larger credit volume and improved product mix were sustainability, we believe that the Brazilian economy instrumental in a growth of 5.8% in financial margin from will embark on a gradual clients in relation to the second quarter of the preceding process of recovery. In year. addition to profitability, we are concentrating our The 90-day non-performing loans ratio rose 10 bps in efforts on strengthening a 12 months, reaching 2.9%. In Brazil, the non-performing culture in which customer loans ratio for individuals was unchanged relative to the satisfaction takes a central role.” second quarter 2018 at 4.5%, and the same delinquency ratio for very small, small and middle- Candido Bracher market companies fell 120 bps from 3.7% to 2.5%. CEO of Itaú Unibanco In the second quarter of this year, revenue from 2 commissions and fees and insurance rose 3.5% against the second quarter in 2018, principally driven by credit card issuance, brokerage fees and the asset management. Itaú Unibanco reports second quarter 2019 earnings of R$ 7.0 billion Result driven by better financial margin and growth in the credit portfolio São Paulo, July 29, 2019 – Itaú Unibanco, the largest private sector bank in Latin America, reported recurring net income of R$ 7.0 billion in the second quarter of 2019, a growth of 10.2% in relation to the same period in 2018. This result reflects growth in both the portfolios for individuals and very small, small and middle-market companies as well as the increase in services income from asset management, credit cards issuance and brokerage fees combined with rigorous cost control. Second quarter annualized recurring return on average equity (ROE) was 23.5%. In R$ million (except where indicated) 2Q19 2Q18 % 1Q19 % Recurring Net Income 7,034 6,382 10.2% 6,877 2.3% Annualized Average ROE 23.5% 21.6% 190 bps 23.6% - 10 bps Total Adjusted Loan Portfolio¹ 659,727 623,256 5.9% 647,061 2.0% Non-performing Loan Ratio (90 days) - 2.9% 2.8% 10 bps 3.0% - 10 bps Total 1 The total adjusted loan portfolio reached R$ 659.7 billion at the end of June 2019, an increase of 5.9% in 12 months. The banks registered expansion in the demand for credit with an increase from individuals and very small, small and middle-market companies, reflecting growth of 14.0% and 19.0% in these portfolios, respectively. The corporate portfolio in turn “With the promising start posted a reduction of 1.8% in the second quarter to legislating the Social compared with the same quarter in 2018 although there Security Reform and the was an increase in origination of 29% in the same consequent reduction in uncertainty as to the comparative period. country’s fiscal Larger credit volume and improved product mix were sustainability, we believe that the Brazilian economy instrumental in a growth of 5.8% in financial margin from will embark on a gradual clients in relation to the second quarter of the preceding process of recovery. In year. addition to profitability, we are concentrating our The 90-day non-performing loans ratio rose 10 bps in efforts on strengthening a 12 months, reaching 2.9%. In Brazil, the non-performing culture in which customer loans ratio for individuals was unchanged relative to the satisfaction takes a central role.” second quarter 2018 at 4.5%, and the same delinquency ratio for very small, small and middle- Candido Bracher market companies fell 120 bps from 3.7% to 2.5%. CEO of Itaú Unibanco In the second quarter of this year, revenue from 2 commissions and fees and insurance rose 3.5% against the second quarter in 2018, principally driven by credit card issuance, brokerage fees and the asset management.

Non-interest expenses were R$ 12.7 billion in the second quarter of 2019, an increase of 3.3% in relation “We believe that large to the same quarter of 2018, principally driven by higher companies should resume investments in the light of personnel expenses. The efficiency ratio reported a progress made in the year-on-year improvement of 90 bps. country’s agenda of In June 2019, the bank recorded 11.9 million individual reforms. While this portfolio recorded a year- account holders using the digital channels via internet or on-year decrease in the mobile applications. In the case of business accounts, second quarter this figure totaled 1.2 million. Over 205 thousand digital 2019, there was a accounts were opened using the Abreconta app during significant growth of 29%, the quarter and representing an increase of 61.5% in origination on the same compared with the same period in 2018. comparative basis.” The value added³ to the economy by Itaú Unibanco Milton Maluhy totaled R$ 19.1 billion in the second quarter 2019. The Executive Vice President, CFO and CRO of Itaú Unibanco amount was distributed among several segments of society: R$ 5.6 billion in employee compensation, R$ 5.8 billion to the government in tax payments, R$ 0.9 billion for the reinvestment of profits in the operation, R$ 6.4 billion for the remuneration of the more than 200 thousand 4 shareholders and approximately one million indirect shareholders and R$ 0.4 billion for other parties. Further information on results can be obtained from the Itaú Unibanco Investor Relations website: www.itau.com.br/relacoes-com-investidores. (1) Includes financial guarantees rendered and corporate securities.. (2) Revenues from Insurance include insurance income per se, pension plans and capitalization bonds net of claims and selling expenses. (3) The statement of value added adopts the managerial criteria. (4) Indirect shareholders are individuals or institutional investors in Brazil that have indirectly acquired Itaú Unibanco shares through investment or pension funds. . Corporate Communication – Itaú Unibanco (11) 5019-8880/8881 imprensa@itau-unibanco.com.br Non-interest expenses were R$ 12.7 billion in the second quarter of 2019, an increase of 3.3% in relation “We believe that large to the same quarter of 2018, principally driven by higher companies should resume investments in the light of personnel expenses. The efficiency ratio reported a progress made in the year-on-year improvement of 90 bps. country’s agenda of In June 2019, the bank recorded 11.9 million individual reforms. While this portfolio recorded a year- account holders using the digital channels via internet or on-year decrease in the mobile applications. In the case of business accounts, second quarter this figure totaled 1.2 million. Over 205 thousand digital 2019, there was a accounts were opened using the Abreconta app during significant growth of 29%, the quarter and representing an increase of 61.5% in origination on the same compared with the same period in 2018. comparative basis.” The value added³ to the economy by Itaú Unibanco Milton Maluhy totaled R$ 19.1 billion in the second quarter 2019. The Executive Vice President, CFO and CRO of Itaú Unibanco amount was distributed among several segments of society: R$ 5.6 billion in employee compensation, R$ 5.8 billion to the government in tax payments, R$ 0.9 billion for the reinvestment of profits in the operation, R$ 6.4 billion for the remuneration of the more than 200 thousand 4 shareholders and approximately one million indirect shareholders and R$ 0.4 billion for other parties. Further information on results can be obtained from the Itaú Unibanco Investor Relations website: www.itau.com.br/relacoes-com-investidores. (1) Includes financial guarantees rendered and corporate securities.. (2) Revenues from Insurance include insurance income per se, pension plans and capitalization bonds net of claims and selling expenses. (3) The statement of value added adopts the managerial criteria. (4) Indirect shareholders are individuals or institutional investors in Brazil that have indirectly acquired Itaú Unibanco shares through investment or pension funds. . Corporate Communication – Itaú Unibanco (11) 5019-8880/8881 imprensa@itau-unibanco.com.br

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Conference Call nd 2 quarter 2019 Earnings Review Candido Botelho Bracher President and CEO Milton Maluhy Filho Executive Vice-President, CFO and CRO Alexsandro Broedel Executive Finance Director and Head of Investor Relations 1Conference Call nd 2 quarter 2019 Earnings Review Candido Botelho Bracher President and CEO Milton Maluhy Filho Executive Vice-President, CFO and CRO Alexsandro Broedel Executive Finance Director and Head of Investor Relations 1

Highlights nd 2 quarter 2019 Recurring Net Income Recurring ROE Credit ¹ NPL 90 days Consolidated Consolidated Consolidated Consolidated 2.0 % 2.3 % -10 bps -10 bps R$659.7 bn R$7.0 bn 23.5% 2.9% 2Q19 vs. 1Q19 2Q19 vs. 1Q19 2Q19 vs. 1Q19 2Q19 vs. 1Q19 Brazil Brazil Brazil Brazil 2.8 % 2.4 % -20 bps -20 bps R$494.0 bn R$6.7 bn 24.6% 3.5% 6.4 6.5 6.5 6.9 7.0 21.6 21.3 21.8 23.6 23.5 623.3 636.4 636.9 647.1 659.7 2.8 2.9 2.9 3.0 2.9 2Q18 3Q18 4Q18 1Q19 2Q19 2Q18 3Q18 4Q18 1Q19 2Q19 2Q18 3Q18 4Q18 1Q19 2Q19 2Q18 3Q18 4Q18 1Q19 2Q19 Financial Margin with Clients Commission, Fees and Insurance Results ² Cost of Credit Non-Interest Expenses Consolidated Consolidated Consolidated Consolidated 2.8 % 5.0 % 6.3 % 4.3 % R$10.7 bn R$16.9 bn R$4.0 bn R$12.7 bn 2Q19 vs. 1Q19 2Q19 vs. 1Q19 2Q19 vs. 1Q19 2Q19 vs. 1Q19 Brazil Brazil Brazil Brazil 3.2 % 5.4 % 6.5 % 4.3 % R$10.0 bn R$15.1 bn R$3.6 bn R$10.9 bn 16.0 16.2 16.2 16.4 16.9 10.4 10.2 10.8 10.2 10.7 3.6 3.3 3.4 3.8 4.0 12.3 12.6 12.8 12.1 12.7 2Q18 3Q18 4Q18 1Q19 2Q19 2Q18 3Q18 4Q18 1Q19 2Q19 2Q18 3Q18 4Q18 1Q19 2Q19 2Q18 3Q18 4Q18 1Q19 2Q19 (1) Total with Financial Guarantees provided and Corporate Securities; (2) Revenues from Insurance (-) Claims Expenses (-) Insurance Selling Expenses. 2Highlights nd 2 quarter 2019 Recurring Net Income Recurring ROE Credit ¹ NPL 90 days Consolidated Consolidated Consolidated Consolidated 2.0 % 2.3 % -10 bps -10 bps R$659.7 bn R$7.0 bn 23.5% 2.9% 2Q19 vs. 1Q19 2Q19 vs. 1Q19 2Q19 vs. 1Q19 2Q19 vs. 1Q19 Brazil Brazil Brazil Brazil 2.8 % 2.4 % -20 bps -20 bps R$494.0 bn R$6.7 bn 24.6% 3.5% 6.4 6.5 6.5 6.9 7.0 21.6 21.3 21.8 23.6 23.5 623.3 636.4 636.9 647.1 659.7 2.8 2.9 2.9 3.0 2.9 2Q18 3Q18 4Q18 1Q19 2Q19 2Q18 3Q18 4Q18 1Q19 2Q19 2Q18 3Q18 4Q18 1Q19 2Q19 2Q18 3Q18 4Q18 1Q19 2Q19 Financial Margin with Clients Commission, Fees and Insurance Results ² Cost of Credit Non-Interest Expenses Consolidated Consolidated Consolidated Consolidated 2.8 % 5.0 % 6.3 % 4.3 % R$10.7 bn R$16.9 bn R$4.0 bn R$12.7 bn 2Q19 vs. 1Q19 2Q19 vs. 1Q19 2Q19 vs. 1Q19 2Q19 vs. 1Q19 Brazil Brazil Brazil Brazil 3.2 % 5.4 % 6.5 % 4.3 % R$10.0 bn R$15.1 bn R$3.6 bn R$10.9 bn 16.0 16.2 16.2 16.4 16.9 10.4 10.2 10.8 10.2 10.7 3.6 3.3 3.4 3.8 4.0 12.3 12.6 12.8 12.1 12.7 2Q18 3Q18 4Q18 1Q19 2Q19 2Q18 3Q18 4Q18 1Q19 2Q19 2Q18 3Q18 4Q18 1Q19 2Q19 2Q18 3Q18 4Q18 1Q19 2Q19 (1) Total with Financial Guarantees provided and Corporate Securities; (2) Revenues from Insurance (-) Claims Expenses (-) Insurance Selling Expenses. 2

Recurring Net Income and Value Creation 23.6% 23.5% 21.8% 21.6% 21.3% ROE Average Cost of Capital 14.5% 14.5% 13.5% 13.5% 13.0% Recurring Net Income 7.0 6.9 6.5 6.5 6.4 Value Creation 2.0 2.9 3.2 2.2 2.5 Cost of Capital 4.5 4.3 4.0 3.9 3.9 2Q18 3Q18 4Q18 1Q19 2Q19 3 In R$ billionRecurring Net Income and Value Creation 23.6% 23.5% 21.8% 21.6% 21.3% ROE Average Cost of Capital 14.5% 14.5% 13.5% 13.5% 13.0% Recurring Net Income 7.0 6.9 6.5 6.5 6.4 Value Creation 2.0 2.9 3.2 2.2 2.5 Cost of Capital 4.5 4.3 4.0 3.9 3.9 2Q18 3Q18 4Q18 1Q19 2Q19 3 In R$ billion

Credit by Client profile or Product Credit origination¹ In R$ billions, end of period 2Q19 1Q19 D 2Q18 D 2Q19 vs. 2Q18 Individuals 222.3 2 15.6 3.1% 195.0 14.0% Total Credit Card Loans 79.3 7 6.4 3.7% 66.1 20.0% Brazil ² 28% Personal Loans 32.8 3 1.1 5.3% 2 8.3 15.6% Payroll Loans 49.1 4 8.6 1.0% 45.4 8.1% Vehicle Loans 17.2 16.6 3.9% 14.7 17.4% Individuals 14% Mortgage Loans 4 4.0 4 2.9 2.6% 40.5 8.6% Very Small, Small and Middle Market Loans 7 8.1 7 4.1 5.3% 6 5.6 19.0% Very Small, Small and Individuals + Very Small, Small 41% Middle Market 3 00.4 289.7 3.7% 260.6 15.3% and Middle Market Loans Corporate Loans 1 93.6 1 90.7 1.5% 1 97.1 -1.8% Corporate 29% Credit Operations 151.4 1 52.6 -0.8% 162.5 -6.8% Corporate Securities 42.2 38.0 10.9% 34.6 21.8% 3 Private securities issuance Total Brazil 494.0 4 80.4 2.8% 4 57.8 7.9% Year (5M19) Latin America 1 65.7 1 66.7 -0.6% 1 65.5 0.1% st 1 place in the ANBIMA Total with Financial Guarantees 659.7 647.1 2.0% 623.3 5.9% R$16.1 bn ranking provided and Corporate Securities Note: Does not consider origination of Credit Card, Overdraft, Debt Renegotiation and other revolving credits. (1) Average origination per working day in the period, except for private securities issuance. (2) Does not include private securities issuance. (3) Source: ANBIMA (Brazilian Financial and Capital Markets Association). Considers total volume of fixed income and hybrid private securities issuance arranged by Itaú Unibanco on the local market (includes distributed volumes). 4Credit by Client profile or Product Credit origination¹ In R$ billions, end of period 2Q19 1Q19 D 2Q18 D 2Q19 vs. 2Q18 Individuals 222.3 2 15.6 3.1% 195.0 14.0% Total Credit Card Loans 79.3 7 6.4 3.7% 66.1 20.0% Brazil ² 28% Personal Loans 32.8 3 1.1 5.3% 2 8.3 15.6% Payroll Loans 49.1 4 8.6 1.0% 45.4 8.1% Vehicle Loans 17.2 16.6 3.9% 14.7 17.4% Individuals 14% Mortgage Loans 4 4.0 4 2.9 2.6% 40.5 8.6% Very Small, Small and Middle Market Loans 7 8.1 7 4.1 5.3% 6 5.6 19.0% Very Small, Small and Individuals + Very Small, Small 41% Middle Market 3 00.4 289.7 3.7% 260.6 15.3% and Middle Market Loans Corporate Loans 1 93.6 1 90.7 1.5% 1 97.1 -1.8% Corporate 29% Credit Operations 151.4 1 52.6 -0.8% 162.5 -6.8% Corporate Securities 42.2 38.0 10.9% 34.6 21.8% 3 Private securities issuance Total Brazil 494.0 4 80.4 2.8% 4 57.8 7.9% Year (5M19) Latin America 1 65.7 1 66.7 -0.6% 1 65.5 0.1% st 1 place in the ANBIMA Total with Financial Guarantees 659.7 647.1 2.0% 623.3 5.9% R$16.1 bn ranking provided and Corporate Securities Note: Does not consider origination of Credit Card, Overdraft, Debt Renegotiation and other revolving credits. (1) Average origination per working day in the period, except for private securities issuance. (2) Does not include private securities issuance. (3) Source: ANBIMA (Brazilian Financial and Capital Markets Association). Considers total volume of fixed income and hybrid private securities issuance arranged by Itaú Unibanco on the local market (includes distributed volumes). 4

Financial Margin with Clients Annualized Average Rate Brazil Consolidated 12.3% 12.2% 12.1% 12.1% 12.2% 12.0% 12.0% 11.8% 10.1% 10.0% 10.0% 9.9% 9.9% 9.9% 9.8% 9.8% 9.5% 9.6% 9.2% 9.2% 9.2% 8.9% 9.2% 9.0% 9.2% 7.5% 7.7% 7.6% 7.6% 7.6% 7.4% 7.4% 7.5% 7.1% 6.4% 6.4% 6.7% 6.4% 6.4% 6.4% 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 Financial Margin with Clients Risk-adjusted Financial Margin with Clients CDI (annualized quarterly rate) Change in Financial Margin with Clients In R$ billions + 0.8 billion + 5.4% 16.9 16.4 (1.9) (0.1) 15.3 14.5 1 3 1Q19 Working Capital Spread-Sensitive Mix of products Average Asset Asset Spreads Higher number of Latin America Spread-Sensitive Working Capital 2Q19 2 4 and other 1Q19 Operations 1Q19 Portfolio and calendar days Spread -Sensitive Operations 2Q19 and other 2Q19 Liabilities Margin Operations (1) Change in the compostion of assets with credit risk between periods in Brazil; (2) Considers credit and private securities portfolio net of overdue balance over 60 days in Brazil; (3) Spreads variation of assets with credit risk between periods in Brazil; (4) In Brazil . 5Financial Margin with Clients Annualized Average Rate Brazil Consolidated 12.3% 12.2% 12.1% 12.1% 12.2% 12.0% 12.0% 11.8% 10.1% 10.0% 10.0% 9.9% 9.9% 9.9% 9.8% 9.8% 9.5% 9.6% 9.2% 9.2% 9.2% 8.9% 9.2% 9.0% 9.2% 7.5% 7.7% 7.6% 7.6% 7.6% 7.4% 7.4% 7.5% 7.1% 6.4% 6.4% 6.7% 6.4% 6.4% 6.4% 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 Financial Margin with Clients Risk-adjusted Financial Margin with Clients CDI (annualized quarterly rate) Change in Financial Margin with Clients In R$ billions + 0.8 billion + 5.4% 16.9 16.4 (1.9) (0.1) 15.3 14.5 1 3 1Q19 Working Capital Spread-Sensitive Mix of products Average Asset Asset Spreads Higher number of Latin America Spread-Sensitive Working Capital 2Q19 2 4 and other 1Q19 Operations 1Q19 Portfolio and calendar days Spread -Sensitive Operations 2Q19 and other 2Q19 Liabilities Margin Operations (1) Change in the compostion of assets with credit risk between periods in Brazil; (2) Considers credit and private securities portfolio net of overdue balance over 60 days in Brazil; (3) Spreads variation of assets with credit risk between periods in Brazil; (4) In Brazil . 5

Financial Margin with the Market In R$ billions 1.8 1.7 1.6 1.5 1.5 1.4 1.4 1.3 1.2 3.1 2.8 0.1 1.7 1.6 1.6 1.4 1.4 1.3 2.0 1.1 1.3 2.2 0.1 1.2 0.2 1.1 1.3 1.3 0.9 1.2 1.1 0.9 1.0 0.5 0.8 0.5 0.8 0.5 0.3 0.2 0.2 0.3 0.5 0.3 0.3 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 1H18 1H19 Financial Margin with Sale of shares - B3 Financial Margin with 1 year moving average of 1 2 the Market – Brazil the Market– Latin America Financial Margin with the Market (1) Includes units abroad ex-Latin America; (2) Excludes Brazil. 6Financial Margin with the Market In R$ billions 1.8 1.7 1.6 1.5 1.5 1.4 1.4 1.3 1.2 3.1 2.8 0.1 1.7 1.6 1.6 1.4 1.4 1.3 2.0 1.1 1.3 2.2 0.1 1.2 0.2 1.1 1.3 1.3 0.9 1.2 1.1 0.9 1.0 0.5 0.8 0.5 0.8 0.5 0.3 0.2 0.2 0.3 0.5 0.3 0.3 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 1H18 1H19 Financial Margin with Sale of shares - B3 Financial Margin with 1 year moving average of 1 2 the Market – Brazil the Market– Latin America Financial Margin with the Market (1) Includes units abroad ex-Latin America; (2) Excludes Brazil. 6

Cost of Credit and Credit Quality NPL Ratio Consolidated (90 days) - % Brazil (90 days) - % Consolidated (15-90 days) - % Brazil (15-90 days) - % 3.1 3.7 3.7 3.1 3.5 3.5 3.5 3.5 3.5 4.6 4.5 3.4 3.4 4.5 4.5 3.4 4.4 4.4 3.2 2.9 2.8 2.7 2.4 3.2 2.3 4.3 2.9 2.6 3.1 2.5 3.0 2.6 2.9 2.9 3.7 2.9 2.5 2.8 2.5 1.8 1.8 3.4 2.7 1.7 1.6 2.3 2.5 1.8 1.7 2.3 2.6 1.5 2.6 2.5 1.7 0.9 1.0 0.8 2.4 1.6 2.4 0.7 1.5 1.8 1.5 2.4 2.3 1.4 1.4 1.4 1.3 1.0 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Individuals Corporate SMEs Total Brazil¹ Latin America² Individuals Corporate SMEs Total Brazil¹ Latin America² (1) (2) Includes units abroad ex-Latin America; Excludes Brazil. Cost of Credit ¹ Coverage Ratio In R$ billions 952% 639% 618% 517% 399% 338% 2.5% 2.5% 2.4% 2.4% 2.1% 2.1% 248% 236% 235% 227% 223% 221% 235% 4.0 220% 3.8 3.6 3.4 3.8 221% 3.3 204% 208% 208% 172% 169% 169% 169% 172% 168% 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 2 Cost of Credit Cost of Credit / Total Risk - Annualized Total Latin America ex-Brazil Retail - Brazil Wholesale - Brazil (1) Provision for Loan Losses and + Recovery of Loans written-off as Losses + Impairment + Discounts Granted; (2) Average balance of the loan portfolio with financial guarantees provided and corporate securities, considering the last two quarters. 7Cost of Credit and Credit Quality NPL Ratio Consolidated (90 days) - % Brazil (90 days) - % Consolidated (15-90 days) - % Brazil (15-90 days) - % 3.1 3.7 3.7 3.1 3.5 3.5 3.5 3.5 3.5 4.6 4.5 3.4 3.4 4.5 4.5 3.4 4.4 4.4 3.2 2.9 2.8 2.7 2.4 3.2 2.3 4.3 2.9 2.6 3.1 2.5 3.0 2.6 2.9 2.9 3.7 2.9 2.5 2.8 2.5 1.8 1.8 3.4 2.7 1.7 1.6 2.3 2.5 1.8 1.7 2.3 2.6 1.5 2.6 2.5 1.7 0.9 1.0 0.8 2.4 1.6 2.4 0.7 1.5 1.8 1.5 2.4 2.3 1.4 1.4 1.4 1.3 1.0 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 Individuals Corporate SMEs Total Brazil¹ Latin America² Individuals Corporate SMEs Total Brazil¹ Latin America² (1) (2) Includes units abroad ex-Latin America; Excludes Brazil. Cost of Credit ¹ Coverage Ratio In R$ billions 952% 639% 618% 517% 399% 338% 2.5% 2.5% 2.4% 2.4% 2.1% 2.1% 248% 236% 235% 227% 223% 221% 235% 4.0 220% 3.8 3.6 3.4 3.8 221% 3.3 204% 208% 208% 172% 169% 169% 169% 172% 168% 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 Mar-18 Jun-18 Sep-18 Dec-18 Mar-19 Jun-19 2 Cost of Credit Cost of Credit / Total Risk - Annualized Total Latin America ex-Brazil Retail - Brazil Wholesale - Brazil (1) Provision for Loan Losses and + Recovery of Loans written-off as Losses + Impairment + Discounts Granted; (2) Average balance of the loan portfolio with financial guarantees provided and corporate securities, considering the last two quarters. 7

Commissions and Fees and Result From Insurance Operations 4 In R$ billions Assets Under Administration 2Q19 1Q19 D 2Q18 D 1H19 1H18 D In R$ billions Credit and Debit Cards 3 .2 3 .3 -2.7% 3.2 -1.7% 6.5 6 .6 -1.7% Card Issuance 2.2 2 .2 2.5% 2.0 10.2% 4 .4 4.1 8.0% 14.7% 1,176 Acquiring 1.0 1 .1 -12.8% 1 .2 -21.4% 2 .1 2 .5 -17.4% 1,025 155 Open Platform Current Account Services 1.8 1 .8 -1.0% 1 .8 0.4% 3.7 3.6 1.0% Asset Management ¹ 1.3 1.1 19.1% 1.1 14.9% 2 .3 2.1 10.3% 104 1,021 48.5% Credit Operations and Guarantees Provided 0.7 0.6 10.4% 0.6 2.0% 1.3 1 .3 -2.8% 921 Traditional Collection Services 0.5 0.5 4.6% 0.5 1.1% 1.0 0.9 1.6% Advisory Services and Brokerage 0.6 0.4 63.7% 0.4 46.4% 1.0 0.7 33.3% 10.9% Jun-18 Jun-19 Other 0.3 0.3 7.5% 0.3 -2.6% 0.5 0.5 -2.5% Latin America (ex-Brazil) 0 .7 0 .7 0.5% 0 .7 2.3% 1 .5 1 .4 5.6% Commissions and Fees 9.1 8 .6 5.1% 8.7 3.9% 17.7 17.3 2.5% Transactions with Cards - Value Result from Insurance Operations ² 1.7 1 .6 4.3% 1 .6 1.8% 3.3 3 .2 1.1% In R$ billions Total 1 0.7 10.2 5.0% 10.4 3.5% 21.0 20.5 2.3% Issuer Acquiring (1) Includes fund management fees and consortia management fees; (2) Result from Insurance includes the Revenues from Insurance, Pension Plan and Premium Bonds Operations net of Retained Claims and Selling Expenses; (3) Figures of May 2019; (4) Does not include Latin America (ex-Brazil). 14.8% 13.1% 3 Current Account Holders 246 227 214 201 Annual increase in the number 10.1% of Individuals account holders. 1H18 1H19 1H18 1H19 8Commissions and Fees and Result From Insurance Operations 4 In R$ billions Assets Under Administration 2Q19 1Q19 D 2Q18 D 1H19 1H18 D In R$ billions Credit and Debit Cards 3 .2 3 .3 -2.7% 3.2 -1.7% 6.5 6 .6 -1.7% Card Issuance 2.2 2 .2 2.5% 2.0 10.2% 4 .4 4.1 8.0% 14.7% 1,176 Acquiring 1.0 1 .1 -12.8% 1 .2 -21.4% 2 .1 2 .5 -17.4% 1,025 155 Open Platform Current Account Services 1.8 1 .8 -1.0% 1 .8 0.4% 3.7 3.6 1.0% Asset Management ¹ 1.3 1.1 19.1% 1.1 14.9% 2 .3 2.1 10.3% 104 1,021 48.5% Credit Operations and Guarantees Provided 0.7 0.6 10.4% 0.6 2.0% 1.3 1 .3 -2.8% 921 Traditional Collection Services 0.5 0.5 4.6% 0.5 1.1% 1.0 0.9 1.6% Advisory Services and Brokerage 0.6 0.4 63.7% 0.4 46.4% 1.0 0.7 33.3% 10.9% Jun-18 Jun-19 Other 0.3 0.3 7.5% 0.3 -2.6% 0.5 0.5 -2.5% Latin America (ex-Brazil) 0 .7 0 .7 0.5% 0 .7 2.3% 1 .5 1 .4 5.6% Commissions and Fees 9.1 8 .6 5.1% 8.7 3.9% 17.7 17.3 2.5% Transactions with Cards - Value Result from Insurance Operations ² 1.7 1 .6 4.3% 1 .6 1.8% 3.3 3 .2 1.1% In R$ billions Total 1 0.7 10.2 5.0% 10.4 3.5% 21.0 20.5 2.3% Issuer Acquiring (1) Includes fund management fees and consortia management fees; (2) Result from Insurance includes the Revenues from Insurance, Pension Plan and Premium Bonds Operations net of Retained Claims and Selling Expenses; (3) Figures of May 2019; (4) Does not include Latin America (ex-Brazil). 14.8% 13.1% 3 Current Account Holders 246 227 214 201 Annual increase in the number 10.1% of Individuals account holders. 1H18 1H19 1H18 1H19 8

REDE commercial initiative ended the prepayment rate on credit card transactions without installments New initiative for clients... June 2019 highlights NEW CLIENTS Using any POS machine + 73% compared to June 2018. from REDE with a bank + 112% appointing Itaú as their bank domicile. domicile in Itaú Unibanco. FLEX + 140% increase in client usage compared to June 2018. Annual sales up to + 64% in transaction volume. R$30 million. After this initiative + 8 Points NPS in the year 9REDE commercial initiative ended the prepayment rate on credit card transactions without installments New initiative for clients... June 2019 highlights NEW CLIENTS Using any POS machine + 73% compared to June 2018. from REDE with a bank + 112% appointing Itaú as their bank domicile. domicile in Itaú Unibanco. FLEX + 140% increase in client usage compared to June 2018. Annual sales up to + 64% in transaction volume. R$30 million. After this initiative + 8 Points NPS in the year 9

Non-Interest Expenses # Branches and Client Service Branches In R$ billions 2Q19 1Q19 D 2Q18 D 1H19 1H18 D 4,934 4,904 Personnel Expenses (5 .5) (5 .3) 4.6% (5.2) 6.8% (1 0.8) (1 0.3) 5.5% D # 4,722 - 212 Administrative Expenses (4.2) (4.1) 2.9% (4 .2) 1.9% (8.3) (8 .0) 3.9% + 1 Operating Expenses (1 .2) (1 .1) 9.0% (1 .2) -4.2% (2.3) (2 .4) -5.7% 3,531 3,527 3,332 - 195 Other Tax Expenses ¹ (0 .1) (0.1) 12.5% (0.1) 19.0% (0.2) (0 .2) 14.2% - 5 697 691 686 Latin America (ex-Brazil) ² (1 .6) (1.6) 2.9% (1 .6) 0.7% (3 .2) (3 .1) 3.6% 516 521 508 - 13 Jun19 vs. Mar19 Total ( 12.7) (12.1) 4.3% (12.3) 3.3% ( 24.8) (23.9) 3.7% Jun-18 Mar-19 Jun-19 (1) Includes IPTU, IPVA, IOF and other. Does not include PIS, Cofins and ISS; (2) Does not consider overhead allocation. Branches + CSB (Latin America ex-Brazil) CSB - Brazil Brick and Mortar Branches - Brazil Digital Branches - Brazil Efficiency Ratio (%) # Employees 99,914 99,661 98,446 61.7 61.3 61.0 60.9 60.9 13,193 12,908 12,738 577 549 547 48.8 48.7 47.1 46.3 46.2 86,144 86,204 85,161 2Q18 3Q18 4Q18 1Q19 2Q19 Jun-18 Mar-19 Jun-19 Quarterly E.R. (%) Quarterly R.A.E.R (%) Brazil Abroad (ex-Latin America) Latin America Voluntary Severance Program: the opportunity of a safe career transition, benefiting employees who meet some requirements. 10Non-Interest Expenses # Branches and Client Service Branches In R$ billions 2Q19 1Q19 D 2Q18 D 1H19 1H18 D 4,934 4,904 Personnel Expenses (5 .5) (5 .3) 4.6% (5.2) 6.8% (1 0.8) (1 0.3) 5.5% D # 4,722 - 212 Administrative Expenses (4.2) (4.1) 2.9% (4 .2) 1.9% (8.3) (8 .0) 3.9% + 1 Operating Expenses (1 .2) (1 .1) 9.0% (1 .2) -4.2% (2.3) (2 .4) -5.7% 3,531 3,527 3,332 - 195 Other Tax Expenses ¹ (0 .1) (0.1) 12.5% (0.1) 19.0% (0.2) (0 .2) 14.2% - 5 697 691 686 Latin America (ex-Brazil) ² (1 .6) (1.6) 2.9% (1 .6) 0.7% (3 .2) (3 .1) 3.6% 516 521 508 - 13 Jun19 vs. Mar19 Total ( 12.7) (12.1) 4.3% (12.3) 3.3% ( 24.8) (23.9) 3.7% Jun-18 Mar-19 Jun-19 (1) Includes IPTU, IPVA, IOF and other. Does not include PIS, Cofins and ISS; (2) Does not consider overhead allocation. Branches + CSB (Latin America ex-Brazil) CSB - Brazil Brick and Mortar Branches - Brazil Digital Branches - Brazil Efficiency Ratio (%) # Employees 99,914 99,661 98,446 61.7 61.3 61.0 60.9 60.9 13,193 12,908 12,738 577 549 547 48.8 48.7 47.1 46.3 46.2 86,144 86,204 85,161 2Q18 3Q18 4Q18 1Q19 2Q19 Jun-18 Mar-19 Jun-19 Quarterly E.R. (%) Quarterly R.A.E.R (%) Brazil Abroad (ex-Latin America) Latin America Voluntary Severance Program: the opportunity of a safe career transition, benefiting employees who meet some requirements. 10

Capital Full application of Basel III rules│ June 30, 2019 rd Payment of R$7.7 billion in complementary dividends on August 23 , 2019. 14.9% 14.6% -0.1% 0.8% -0.4% 1.3% 1.3% 13.6% 13.3% Tier I 2Q19 net income and Prudential Adjustments RWA Tier I Mar-19 other equity changes Jun-19 Common Equity Tier I (CET I) Additional Tier I (AT1) 11Capital Full application of Basel III rules│ June 30, 2019 rd Payment of R$7.7 billion in complementary dividends on August 23 , 2019. 14.9% 14.6% -0.1% 0.8% -0.4% 1.3% 1.3% 13.6% 13.3% Tier I 2Q19 net income and Prudential Adjustments RWA Tier I Mar-19 other equity changes Jun-19 Common Equity Tier I (CET I) Additional Tier I (AT1) 11

Macroeconomic Outlook 2019 Projections 1 Initial Current 2012 2013 2014 2015 2016 2017 2018 GDP - Brazil 2.5% 0.8% 3.0% 2 0.5% GDP - Brazil SELIC rate 6.5% 5.0% 1.9% 1.1% 1.1% -3.3% -3.5% 3 Inflation rate 3.9% 3.6% 3.88 2, 4 Unemployment rate 11.6% 11.8% 2.05 Dollar (FX Rate in R$) Real / Dollar R$3.90 R$3.80 12.3 Chilean Peso / Real CLP 165 CLP 180 Unemployment 7.4 (National Rate - %) Colombian Peso / Real COP 815 COP 868 (1) Itaú Unibanco forecast for 2019 on 02/04/2019; (2) End of period; (3) IPCA; (4) National unemployment rate - seasonally adjusted. 12Macroeconomic Outlook 2019 Projections 1 Initial Current 2012 2013 2014 2015 2016 2017 2018 GDP - Brazil 2.5% 0.8% 3.0% 2 0.5% GDP - Brazil SELIC rate 6.5% 5.0% 1.9% 1.1% 1.1% -3.3% -3.5% 3 Inflation rate 3.9% 3.6% 3.88 2, 4 Unemployment rate 11.6% 11.8% 2.05 Dollar (FX Rate in R$) Real / Dollar R$3.90 R$3.80 12.3 Chilean Peso / Real CLP 165 CLP 180 Unemployment 7.4 (National Rate - %) Colombian Peso / Real COP 815 COP 868 (1) Itaú Unibanco forecast for 2019 on 02/04/2019; (2) End of period; (3) IPCA; (4) National unemployment rate - seasonally adjusted. 12

2019 Forecast Consolidated Brazil ¹ Total Credit Portfolio ² 8.0% 11.0% 8.0% 11.0% Financial Margin with Clients 9.0% 9.0% 12.0% 12.0% Financial Margin with the Market R$4.6 bn R$5.6 bn R$3.6 bn R$4.6 bn Cost of Credit ³ R$14.5 bn R$12.5 bn R$17.5 bn R$15.5 bn 4 Commissions and Fees and Results from Insurance Operations 2.0% 5.0% 2.0% 5.0% Non-Interest Expenses 3.0% 6.0% 3.5% 6.5% Effective Tax Rate 31.0% 32.0% 33.0% 34.0% (1) Includes units abroad ex-Latin America; (2) Includes financial guarantees provided and corporate securities; (3) Composed of Result from Loan Losses, Impairment and Discounts Granted; (4) Commissions and Fees (+) Income from Insurance, Pension Plan and Premium Bonds Operations (-) Expenses for Claims (-) Insurance, Pension Plan and Premium Bonds Selling Expenses. 132019 Forecast Consolidated Brazil ¹ Total Credit Portfolio ² 8.0% 11.0% 8.0% 11.0% Financial Margin with Clients 9.0% 9.0% 12.0% 12.0% Financial Margin with the Market R$4.6 bn R$5.6 bn R$3.6 bn R$4.6 bn Cost of Credit ³ R$14.5 bn R$12.5 bn R$17.5 bn R$15.5 bn 4 Commissions and Fees and Results from Insurance Operations 2.0% 5.0% 2.0% 5.0% Non-Interest Expenses 3.0% 6.0% 3.5% 6.5% Effective Tax Rate 31.0% 32.0% 33.0% 34.0% (1) Includes units abroad ex-Latin America; (2) Includes financial guarantees provided and corporate securities; (3) Composed of Result from Loan Losses, Impairment and Discounts Granted; (4) Commissions and Fees (+) Income from Insurance, Pension Plan and Premium Bonds Operations (-) Expenses for Claims (-) Insurance, Pension Plan and Premium Bonds Selling Expenses. 13

Appendix 14Appendix 14

Business Model In R$ billions 1H19 1H18Δ Insurance Excess Insurance Excess Insurance Excess Consolidated Credit Trading Consolidated Credit Trading Consolidated Credit Trading & Services Capital & Services Capital & Services Capital Operating Revenues 3 0.4 0.9 2 5.7 0.8 28.4 0 .9 25.2 1.0 2 .0 (0.1) 0.5 (0.2) 57.7 55.4 2.3 Managerial Financial Margin 2 4.4 0 .9 1 0.1 0 .8 22.8 0.9 9.6 1.0 1 .6 (0.1) 0.4 ( 0.2) 36.1 34.3 1.8 Commissions and Fees 1 7.7 6 .0 0.0 11.7 - 17.3 5.6 0 .0 11.7 - 0.4 0 .4 (0.0) 0.0 - Revenues from Insurance ¹ 3.9 - - 3. 9 - 3.9 - - 3. 9 - (0 .0) - - ( 0.0) - Cost of Credit (7.8) - - - (7.4) - - - ( 0.5) - - - (7.8) (7.4) ( 0.5) Retained Claims - - (0.6) - - - (0.6) - - - 0 .0 - (0.6) ( 0.6) 0 .0 Non-Interested Expenses and (14.2) (0.4) (14.1) (0.0) (13.1) (0.6) ( 13.9) (0.1) (1.1) 0 .2 (0.2) 0.0 (28.7) (27.7) (1.1) Other Expenses ² Recurring Net Income 1 3.9 5.8 0.3 7.2 0 .6 1 2.8 4.5 0.3 7.1 0 .9 1.1 1.3 0.0 0 .1 ( 0.3) Average Regulatory Capital 123.9 62.6 1.4 39.8 20.0 1 21.3 61.6 1.7 35.1 22.8 2.6 1.0 (0.2) 4.6 (2.8) Value Creation 1.8 0.2 4.7 ( 0.6) 0.5 0.2 4.9 (0.5) 1.3 0.0 (0.2) (0.1) 6.1 5.0 1 .0 Recurring ROE 18.5% 40.6% 36.1% 6.3% 14.5% 34.2% 40.5% 8.0% 400 bps 650 bps -440 bps -170 bps 23.6% 22.0% 160 bps (1) Revenues from Insurance includes the Revenues from Insurance, Pension Plan and Premium Bonds Operations before Retained Claims and Selling Expenses. (2) Include Tax Expenses (ISS, PIS, COFINS and other), Insurance Selling Expenses and Minority Interests in Subsidiaries. 15Business Model In R$ billions 1H19 1H18Δ Insurance Excess Insurance Excess Insurance Excess Consolidated Credit Trading Consolidated Credit Trading Consolidated Credit Trading & Services Capital & Services Capital & Services Capital Operating Revenues 3 0.4 0.9 2 5.7 0.8 28.4 0 .9 25.2 1.0 2 .0 (0.1) 0.5 (0.2) 57.7 55.4 2.3 Managerial Financial Margin 2 4.4 0 .9 1 0.1 0 .8 22.8 0.9 9.6 1.0 1 .6 (0.1) 0.4 ( 0.2) 36.1 34.3 1.8 Commissions and Fees 1 7.7 6 .0 0.0 11.7 - 17.3 5.6 0 .0 11.7 - 0.4 0 .4 (0.0) 0.0 - Revenues from Insurance ¹ 3.9 - - 3. 9 - 3.9 - - 3. 9 - (0 .0) - - ( 0.0) - Cost of Credit (7.8) - - - (7.4) - - - ( 0.5) - - - (7.8) (7.4) ( 0.5) Retained Claims - - (0.6) - - - (0.6) - - - 0 .0 - (0.6) ( 0.6) 0 .0 Non-Interested Expenses and (14.2) (0.4) (14.1) (0.0) (13.1) (0.6) ( 13.9) (0.1) (1.1) 0 .2 (0.2) 0.0 (28.7) (27.7) (1.1) Other Expenses ² Recurring Net Income 1 3.9 5.8 0.3 7.2 0 .6 1 2.8 4.5 0.3 7.1 0 .9 1.1 1.3 0.0 0 .1 ( 0.3) Average Regulatory Capital 123.9 62.6 1.4 39.8 20.0 1 21.3 61.6 1.7 35.1 22.8 2.6 1.0 (0.2) 4.6 (2.8) Value Creation 1.8 0.2 4.7 ( 0.6) 0.5 0.2 4.9 (0.5) 1.3 0.0 (0.2) (0.1) 6.1 5.0 1 .0 Recurring ROE 18.5% 40.6% 36.1% 6.3% 14.5% 34.2% 40.5% 8.0% 400 bps 650 bps -440 bps -170 bps 23.6% 22.0% 160 bps (1) Revenues from Insurance includes the Revenues from Insurance, Pension Plan and Premium Bonds Operations before Retained Claims and Selling Expenses. (2) Include Tax Expenses (ISS, PIS, COFINS and other), Insurance Selling Expenses and Minority Interests in Subsidiaries. 15

Results In R$ Billions 2Q19 1Q19 Δ 2Q18 Δ 1H19 1H18Δ Operating Revenues 29.5 28.2 4.6% 2 8.0 5.3% 5 7.7 55.4 4.1% Managerial Financial Margin 18.5 17.7 4.4% 17.3 6.7% 3 6.1 34.3 5.3% Financial Margin with Clients 16.9 1 6.4 2.8% 16.0 5.8% 33.3 31.2 6.7% Financial Margin with the Market 1.6 1.2 26.4% 1.3 17.2% 2 .8 3.1 -8.6% Commissions and Fees 9.1 8 .6 5.1% 8.7 3.9% 17.7 17.3 2.5% 2.0 1.9 3.1% 2.0 -1.1% 3 .9 3 .9 -0.1% Revenues from Insurance ¹ Cost of Credit (4.0) (3.8) 6.3% (3.6) 12.3% (7.8) (7.4) 6.2% Provision for Loan Losses (4.4) (4.2) 4.8% (4.3) 3.2% (8.6) (8.4) 2.8% Impairment (0.0) (0.0) 43.4% (0.0) 3266.7% (0.1) (0.2) -61.6% Discounts Granted ( 0.4) (0.3) 26.5% ( 0.3) 42.7% (0.7) ( 0.6) 25.2% Recovery of Loans Written Off as Losses 0.8 0 .7 7.4% 0.9 -15.9% 1.5 1 .7 -11.8% Retained Claims (0.3) (0.3) -0.7% ( 0.3) -11.3% (0.6) (0.6) -2.9% Other Operating Expenses (14.4) (13.8) 4.3% (13.9) 3.6% (28.3) ( 27.3) 3.5% Non-Interest Expenses (12.7) (12.1) 4.3% (12.3) 3.3% (24.8) (23.9) 3.7% (1.8) (1.7) 4.2% (1.7) 5.4% (3.5) (3.4) 2.3% Tax Expenses and Other ² Income before Tax and Minority Interests 10.7 10.3 4.4% 10.2 5.6% 21.0 20.1 4.2% Income Tax and Social Contribution (3.4) (3.2) 6.9% (3.5) -2.5% (6.6) (7.0) -5.2% Minority Interests in Subsidiaries (0.3) (0.2) 39.6% (0.3) 1.3% ( 0.5) (0.4) 28.7% Recurring Net Income 7 .0 6 .9 2.3% 6.4 10.2% 1 3.9 12.8 8.7% (1) Revenues from Insurance includes the Revenues from Insurance, Pension Plan and Premium Bonds Operations before Retained Claims and Selling Expenses. (2) Include Tax Expenses (ISS, PIS, COFINS and other) and Insurance Selling Expenses. 16Results In R$ Billions 2Q19 1Q19 Δ 2Q18 Δ 1H19 1H18Δ Operating Revenues 29.5 28.2 4.6% 2 8.0 5.3% 5 7.7 55.4 4.1% Managerial Financial Margin 18.5 17.7 4.4% 17.3 6.7% 3 6.1 34.3 5.3% Financial Margin with Clients 16.9 1 6.4 2.8% 16.0 5.8% 33.3 31.2 6.7% Financial Margin with the Market 1.6 1.2 26.4% 1.3 17.2% 2 .8 3.1 -8.6% Commissions and Fees 9.1 8 .6 5.1% 8.7 3.9% 17.7 17.3 2.5% 2.0 1.9 3.1% 2.0 -1.1% 3 .9 3 .9 -0.1% Revenues from Insurance ¹ Cost of Credit (4.0) (3.8) 6.3% (3.6) 12.3% (7.8) (7.4) 6.2% Provision for Loan Losses (4.4) (4.2) 4.8% (4.3) 3.2% (8.6) (8.4) 2.8% Impairment (0.0) (0.0) 43.4% (0.0) 3266.7% (0.1) (0.2) -61.6% Discounts Granted ( 0.4) (0.3) 26.5% ( 0.3) 42.7% (0.7) ( 0.6) 25.2% Recovery of Loans Written Off as Losses 0.8 0 .7 7.4% 0.9 -15.9% 1.5 1 .7 -11.8% Retained Claims (0.3) (0.3) -0.7% ( 0.3) -11.3% (0.6) (0.6) -2.9% Other Operating Expenses (14.4) (13.8) 4.3% (13.9) 3.6% (28.3) ( 27.3) 3.5% Non-Interest Expenses (12.7) (12.1) 4.3% (12.3) 3.3% (24.8) (23.9) 3.7% (1.8) (1.7) 4.2% (1.7) 5.4% (3.5) (3.4) 2.3% Tax Expenses and Other ² Income before Tax and Minority Interests 10.7 10.3 4.4% 10.2 5.6% 21.0 20.1 4.2% Income Tax and Social Contribution (3.4) (3.2) 6.9% (3.5) -2.5% (6.6) (7.0) -5.2% Minority Interests in Subsidiaries (0.3) (0.2) 39.6% (0.3) 1.3% ( 0.5) (0.4) 28.7% Recurring Net Income 7 .0 6 .9 2.3% 6.4 10.2% 1 3.9 12.8 8.7% (1) Revenues from Insurance includes the Revenues from Insurance, Pension Plan and Premium Bonds Operations before Retained Claims and Selling Expenses. (2) Include Tax Expenses (ISS, PIS, COFINS and other) and Insurance Selling Expenses. 16

Payout Practice Maintain the practice of paying dividends and interest on own capital at 35% of net income (however we excluded the maximum limit previously determined at 45%). Set forth, through the Board of Directors, the total amount to be distributed each year considering: our capitalization level, the minimum Tier 1 Capital of 13.5% (this ratio must be composed of at least 12% of Core Capital), the profitability in the year, expectations of capital The percentage to be distributed may change every year based on the company’s profitability and capital demands, always considering the minimum set forth in the Bylaws. use and changes in tax legislation. Payout and Shares Buyback Dividend Yield ¹ Dividends and IOC ² 89.2% 22.9 83.0% In R$ billions 2.0% 12.4% 49.3% Reserved in Equity 16.4 Shares Buyback 7.5% 4.3% 87.2% 70.6% Payout Paid and provisioned 6.0 45.0% in 2018 Shares Buyback 0.5 2018 2016 2017 2018 (1) Considers the payout of 89.2% and the average daily closing price in 2018; (2) Dividends and IOC net of taxes. 17Payout Practice Maintain the practice of paying dividends and interest on own capital at 35% of net income (however we excluded the maximum limit previously determined at 45%). Set forth, through the Board of Directors, the total amount to be distributed each year considering: our capitalization level, the minimum Tier 1 Capital of 13.5% (this ratio must be composed of at least 12% of Core Capital), the profitability in the year, expectations of capital The percentage to be distributed may change every year based on the company’s profitability and capital demands, always considering the minimum set forth in the Bylaws. use and changes in tax legislation. Payout and Shares Buyback Dividend Yield ¹ Dividends and IOC ² 89.2% 22.9 83.0% In R$ billions 2.0% 12.4% 49.3% Reserved in Equity 16.4 Shares Buyback 7.5% 4.3% 87.2% 70.6% Payout Paid and provisioned 6.0 45.0% in 2018 Shares Buyback 0.5 2018 2016 2017 2018 (1) Considers the payout of 89.2% and the average daily closing price in 2018; (2) Dividends and IOC net of taxes. 17

Digital Transformation % of transactions through digital channels Use of Digital Channels ¹ Individuals (in millions) Companies (in millions) 1H17 1H19 11.9 Credit 17% 20% 10.3 1.2 1.1 Investments 1.0 37% 46% 9.1 Payments 66% 81% Jun-17 Jun-18 Jun-19 Jun-17 Jun-18 Jun-19 Note: Share of digital channels in the volume (R$) of transactions in the Retail Bank segment New Individuals accounts (in thousands) % digital operations on the Retail Operating Revenues 1,056 1,007 984 Digital 28% Brick and 32% Efficiency Ratio Branches Mortar Branches of branches in 1H19 205 127 Brick and 72% 68% Abreconta 25% 67% 42 Mortar App Brick and Branches Digital Mortar 2Q17 2Q18 2Q19 1H17 1H19 (1) Internet, mobile and SMS on Retail Bank. 18Digital Transformation % of transactions through digital channels Use of Digital Channels ¹ Individuals (in millions) Companies (in millions) 1H17 1H19 11.9 Credit 17% 20% 10.3 1.2 1.1 Investments 1.0 37% 46% 9.1 Payments 66% 81% Jun-17 Jun-18 Jun-19 Jun-17 Jun-18 Jun-19 Note: Share of digital channels in the volume (R$) of transactions in the Retail Bank segment New Individuals accounts (in thousands) % digital operations on the Retail Operating Revenues 1,056 1,007 984 Digital 28% Brick and 32% Efficiency Ratio Branches Mortar Branches of branches in 1H19 205 127 Brick and 72% 68% Abreconta 25% 67% 42 Mortar App Brick and Branches Digital Mortar 2Q17 2Q18 2Q19 1H17 1H19 (1) Internet, mobile and SMS on Retail Bank. 18

Conference Call nd 2 quarter 2019 Earnings Review Candido Botelho Bracher President and CEO Milton Maluhy Filho Executive Vice-President, CFO and CRO Alexsandro Broedel Executive Finance Director and Head of Investor Relations 19Conference Call nd 2 quarter 2019 Earnings Review Candido Botelho Bracher President and CEO Milton Maluhy Filho Executive Vice-President, CFO and CRO Alexsandro Broedel Executive Finance Director and Head of Investor Relations 19