Itau Unibanco Holding S.A. · BMFBOVESPA:ITUB3
Itau Unibanco — Investor Presentation (November 2026)
21 slides from Itau Unibanco's investor presentation, Nov 4, 2026
Slide 1: Institutional Presentation
Institutional Presentation
Slide 2: With 102 years of history, we are the largest bank in Latin America
With 102 years of history, we are the largest bank in Latin America* Market Value¹ USD 83 bn Total Assets² R$3,348 bn Loan Portfolio² R$1,544.4 bn Recurring ROE³ 23.6% Efficiency Ratio in Brazil5 35.6% Employees in Brazil and overseas² 89.6 k We are the only bank in Latin America making up the Dow J
Slide 3: Our culture: client first, results-driven, ethics non-negotiable
We put the client first We don’t have allthe answers @ Itubers are determined to wow the client. @ Itubers innovate based on the client’s needs. © Itubers always make things simple. @ Itubers are curious about the world and are always learning. @ Itubers test, make mistakes, learn and improve. © Itu
Slide 4: Our ability to adapt, innovate and change has enabled us to get where we are
4 1924 Casa Moreira Salles (Unibanco) opens the banking division in 1924 and Banco Central de Crédito (Itaú) opens in 1943 1960 First credit and debit cards Our ability to adapt, innovate and change has enabled us to get where we are now 1970 1980 2000 200220072008201220142019 2020 2022 2023 2024 On
Slide 5: We offer a complete ecosystem
We offer a complete ecosystem... Integrated systems enable the best and most complete experience allowing our customers full access to our solutions in a simple and tempestive manner. We work to offer a full digital operation delivering the best products and services for our clients with a very comp
Slide 6: The most complete portfolio of financial products and services
6 Acquiring (Laranjinha) Digital wallets, contactless payment and more than 50 brands. Loans 100% online through the app or at the branches. Mortgage Exclusive service and support throughout the process. And many more solutions for our customers! ... with the most complete portfolio of financial pro
Slide 7: We serve clients how, when and where they want to be served
We serve clients how, when and where they want to be served 2.2 k Branches In-Person 11.4 k ATMs3 In Brazil and in our Other Latin American¹ operations WhatsApp E-mail Telephone Chat Click to human Bankline Mobile banking 100% of the features in the App Our footprint is constantly optimized by our c
Slide 8: Our commitment: to serve our clients where, when and how they want
Our commitment: to serve our clients where, when and how they want to be served The client is the focus of everything we do Access to the same type of service, independently of the channel Our team is obstinate in delighting clients... Robust innovation ecosystem based on clients needs ... and alway
Slide 9: Technology enables the best possible service to our customers
9 Technology enables the best possible service to our customers 99% Quality 9M26 x 9M18 increase in the volume of change deployments and technology updates reduction in UX high- impact incidents reduction in the cost of single transactions 3,008% Speed 9M26 x 9M18 47% Cost 9M26 x 9M18 Quality Method
Slide 10: We create value in a consistent way
10 We create value in a consistent way We are organized into multidisciplinary teams in the model of communities/tribes Team-work to understand our clients' needs and to offer what they need when they need them Digital and cultural transformation generates efficiency gains and competitiveness > 21k
Slide 11: Our ESG strategy has evolved
11 Our ESG strategy has evolved Our ESG Strategy is supported by a solid foundation of governance and conduct, focusing on three pillars of action: Diversity and development Promote diversity and inclusion, fostering the social and financial development of people and companies in favor of a fairer a
Slide 12: A diverse team is essential...
12 A diverse team is essential... Women 53.6% of employees by the end of 2025 Black 30.4% of employees by the end of 2025 Leadership positions Goal: 35% to 40% Hiring flow Goal: >50% Full time employees¹ Goal: 27% to 30% Hiring flow Goal: >40% Notes: The indicators are included in our ESG 2025 Repor
Slide 13: ...to better understand and serve our clients
13 …to better understand and serve our clients Engage 100% of suppliers in ESG 1 List composed of 100 suppliers selected based on social, environmental, climate and governance risk criteria, in addition to the volume and relevance of contracts and the direct impact on the business. 2 Companies in w
Slide 14: Net Zero by 2050 and sectoral decarbonization goals
14 ¹ Scope 2 - By purchase choice.² Except for financed emissions and commuting (categories 15 and 7). Steel: 23% Aluminum 19% Coal: Phase-out Transportation: 44% Cement: 23% Electricity Generation: 63% Sectoral decarbonization goals Priority carbon-intensive sectors for aligning our portfolio with
Slide 15: Commitments to positive impact
15 The sustainability of our performance is reinforced by our commitments to positive impact... ESG strategic goals Financing in sectors with a positive impact of R$ 1 trillion by the end of 2030 Directed for credit operations and financing for the sustainable economy from 2020¹. 1 (1) As of Jan-25,
Slide 16: Focus on sustainable value creation
16 ... and by the focus in sustainable value creation Average Cost of CapitalROE Recurring Managerial Result Value Creation Cost of Capital R$ billion 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 9M25 9M26 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 9M25 9M26
Slide 17: Higher revenue with cost discipline
17 3Q26 R$33.3 bn Clients NII 2.2% 3Q26 vs. 2Q26 (R$ billion) 6.6% 3Q26 vs. 3Q25 We have been presenting higher revenue with a cost discipline... 23.4 25.6 28.2 31.2 3Q22 3Q23 3Q24 3Q25 3Q26 R$14.1 bn Commissions and insurance 0.2% 3Q26 vs. 2Q26 (R$ billion) 0.2% 3Q26 vs. 3Q25 3Q26 R$17.1 bn Non-int
Slide 18: ...without overlooking risk management
18 (1) Includes financial guarantees provided and private bonds; (2) Starting on 4Q24, 90 days NPL includes securities. Excluding the effect of credit sales (more details in the report “Management analysis of the operation and complete financial statements 3Q26”); (3) Considering the limit of 1.5% f
Slide 19: One Itaú - one of the main levers in the short term
19 One Itaú - one of the main levers in the short term to intensify relationships with our clients Individuals - More engagement and focus on being the clients’ primary bank Insurance More than 20 products and services offered at our open platform and more than 15 partners Potential growth in the se
Slide 20: 2026 Guidance
2026 Guidance 20(1) Includes financial guarantees provided and private securities; (2) Composed of expected loss expenses, discounts granted and recovery of loans written off as losses; (3) Commissions and fees (+) income from insurance, pension plan and premium bonds operations (+) expenses for cla
Slide 21: Investor Relations
21 +55 (11) 2794-3547 | [email protected] | www.itau.com.br/relacoes-com-investidores/en/ Investor Relations
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