Itau Unibanco Holding S.a. · BMFBOVESPA:ITUB3
Itau Unibanco — Q4 2020 Earnings Presentation
159 slides from Itau Unibanco's earnings presentation, Feb 3, 2021
Slide 1: Announcement to the Market: 4th Quarter 2020 Result
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. 4th Quarter 2020 Result Itaú Unibanco Holding S.A. (“Company”) announces to its shareholders and the market at large that the Complete Financial Statem
Slide 2: Attachment 01 (Portuguese only)
Attachment 01 (portuguese only)
Slide 3: Teleconferência com a imprensa 4T20
Itaú Unibanco Holding S.A. Teleconferência com a imprensa 4T20 Candido Bracher Milton Maluhy Filho Alexsandro Broedel Atual Presidente e futuro Membro do Conselho Atual CFO e CRO e no o Diretor Presidente No o ChiefFinancial Officer (CFO) São Paulo, 2 de fe ereiro de 2021 1
Slide 4: Destaques do trimestre
Destaques do trimestre Originação de 15% Crescimento da carteira de crédito: dez/20 s. set/20 crédito¹para 4T20 s. 3T20 11,3% 8,6% 8,9% 8,6% pessoas físicas Cartões Financiamento de Crédito Crédito de crédito eículos consignado imobiliário Digitalização Aumento na base de clientes digitais: dez/20 s
Slide 5: Tecnologia e digitalização
Tecnologia e digitalização Destaques 2021e s. 2018 Digitalização (2020 s. 2019) In estimento 112% de desen ol imento soluções contínuo em de Tecnologia Mais soluções Mais menor (Time to elocidade Market) tecnologia 28% infraestrutura Desen ol imento de soluções em 81% 25% Cloud são 28% + funcionalid
Slide 6: ESG - destaques
ESG -destaques Em 2020, intensificamos significati amente nossa atuação Estímulo às cadeias sustentá eis R$ 100 milhões para financiamento de agroindústrias e cooperati as que lidam com culturas sustentá eis. Mecanismo de crédito (blended finance) para pequenos produtores com assistência técnica tod
Slide 7: Destaques financeiros
Destaques financeiros Resultados 4T20 s. 3T20 Em R$ bilhões Carteira de crédito Resultado recorrente 7,3 R$ 869,5 bilhões gerencial 5,0 5,4 + 2,7% 3,9 4,2 R$ 5,4 bi Margem financeira com clientes 4T19 1T20 2T20 3T20 4T20 R$ 16,0 bilhões + 3,0% Custo do crédito(1) ROE recorrente 23,7% R$ 6,0 bilhões
Slide 8: Carteira de crédito
Carteira de crédito Em R$ bilhões Dez/20 Set/20 D Dez/19 D Originação de crédito¹ Pessoas Físicas 255,6 237,7 7,5% 239,8 6,6% 4T20 4T20 No trimestre s. 3T20 s. 4T19 Cartão de Crédito 86,3 77,5 11,3% 90,9 -5,1% Pessoas físicas + 15% + 31% Crédito Pessoal 35,1 36,6 -4,3% 34,6 1,5% Crédito Consignado 5
Slide 9: Novo Comitê Executivo
No o Comitê Executi o Desde o início de 2021, este grupo tem a missão de liderar a operação e a transformação do banco, em linha com as frentes prioritárias de satisfação do cliente, eficiência, digitalização e com foco em crescimento aindamais Candido Milton Bracher Maluhy Filho próximo das ex-Dire
Slide 10: Cenário macroeconômico
Cenário macroeconômico No a onda de contágio antes da acinação gera incertezas sobre a ati idade econômica e gastos públicos 2020 2021e Economia de e perder força no 1T21 , de ido à piora no contágio e retirada de auxílios emergenciais. PIB – Brasil1 -4,1% 4,0% Cenário de e ser positi o a partir do
Slide 11: Perspectivas
Perspecti as Ní eis de liquidez e capitalização adequados aos nossos cenários de stress test. Expansão da carteira de crédito impulsionada principalmente pelo segmento de pessoas físicas, assumindo retomada da economia em linha com nosso cenário base. Em um primeiro momento, este crescimento de erá
Slide 12: Guidance – 2021
Guidance – 2021* Consolidado Brasil¹ Projeção para 2021 Projeção para 2021 Carteira de crédito total² Crescimento entre 5,5% e 9,5% Crescimento entre 8,5% e 12,5% Margem financeira com clientes Crescimento entre2,5% e 6,5% Crescimento entre3,0% e 7,0% Margem financeira com o mercado Margem entre R$
Slide 13: Teleconferência com a imprensa 4T20
Itaú Unibanco Holding S.A. Teleconferência com a imprensa 4T20 Candido Bracher Milton Maluhy Filho Alexsandro Broedel Atual Presidente e futuro Membro do Conselho Atual CFO e CRO e no o Diretor Presidente No o ChiefFinancial Officer (CFO) São Paulo, 2 de fe ereiro de 2021 11
Slide 14: Attachment
Attachment 02
Slide 15: 4Q20 Earnings review
Itaú Unibanco Holding S.A. 4Q20 Earnings re iew Candido Bracher Milton Maluhy Filho Alexsandro Broedel Renato Lulia Jacob CurrentCEO andnew Board Member CurrentCFO andCRO and new ChiefExecuti eOfficer New ChiefFinancial Officer (CFO) GroupHead ofIn estor Relations and Marketing Intelligence São Paul
Slide 16: 4th quarter highlights
4th quarter highlights Credit 15% Credit portfolio growth: Dec-20 s. Sep-20 origination¹for 4Q20 s. 3Q20 11.3% 8.6% 8.9% 8.6% indi iduals Credit card Auto Payroll Mortgage loans loans loans Digitalization Digital client expansion: Dec-20 s. Sep-20 and efficiency 95 branches* 2.9% 3.0% 0,6% branches
Slide 17: Technology and digitalization
Technology and digitalization Highlights 2021e s. 2018 Digitalization (2020 s. 2019) Continuous 112% solutions de elopment of In estment in Complete digital offering less Time to More speed Market technology 28% infrastructure Cloud 81% 25% are applications 28% faster + apps features and systems in
Slide 18: XP Inc shareholding
XP Inc shareholding Companhia sediada nas Ilhas Cayman e listada na Nasdaq On January 31st, the EGM appro ed the spin off of Itaú Unibanco`s participation² in the capital of XP Inc. into “XPart”, 2017 May We announced our intention to acquire company to be constituted after the controllers obtain a
Slide 19: ESG highlights
ESG highlights In 2020, we intensified significantly our initiati es Stimulating sustainable chains R$100 million to finance agroindustry and cooperati es that deal with sustainable cultures. Blended finance, credit mechanism for small producers with technical assistance todos pela saúde transparenc
Slide 20: ESG: Sustainable bonds issuance
ESG: Sustainable bonds issuance Sustainability Finance Framework: social and en ironmental criteria for allocation of resources External consultancy issued second-party opinion Renewable energy and Sustainable Sustainable water and Pollution pre ention energy efficiency transport waste management an
Slide 21: 4Q20 Financial highlights
4Q20 Financial highlights
Slide 22: Financial highlights 4Q20 vs. 3Q20
Financial highlights 4Q20 s. 3Q20 Results In R$ billions Credit portfolio Recurring 7.3 R$869.5 billion managerial result 5.0 5.4 + 2.7% 3.9 4.2 R$5.4 bn Financial margin with clients 4Q19 1Q20 2Q20 3Q20 4Q20 R$16.0 billion + 3.0% Cost of credit (1) Recurring 23.7% R$6.0 billion managerialROE 13.5%
Slide 23: Credit portfolio
Credit portfolio In R$ billions Dec-20 Sep-20 D Dec-19 D Credit origination¹ 4Q20 4Q20 Indi iduals 255.6 237.7 7.5% 239.8 6.6% In the quarter Credit card loans 86.3 77.5 11.3% 90.9 -5.1% s. 3Q20 s. 4Q19 Indi iduals + 15% + 31% Personal loans 35.1 36.6 -4.3% 34.6 1.5% + Mortgage + 56% 137% Payroll lo
Slide 24: Financial margin with clients
Financial margin with clients Financial margin with clients Risk-adjusted Financial margin with clients Annualized a erage margin % -Consolidated Annualized a erage margin % -Brazil 10.0% 11.9% 11.1% 9.2% 10.2% 8.4% 9.0% 8.6% 7.5% 7.3% 6.7% 8.4% 5.4% 6.2% 4.3% 4.4% 4.5% 5.2% 3.7% 4.1% 4Q19 1Q20 2Q20
Slide 25: Loan portfolio reprofiling
Loan portfolio reprofiling Indi iduals, ery small and small companies Reprofiled portfolio by product Balance at December 31st, 2020 -In R$ billions In R$ billions 52.2 53.5 50.8 Indi iduals ery small and small companies 5.0% Dec-20 s. Sep-20 R$38.4 billion R$12.4 billion Jun-20 Sep-20 Dec-20 15% 10
Slide 26: Credit quality
Credit quality Cost of credit¹ Co erage ratio – 90 days NPL % ratio between the annualized cost of credit¹ and the loan portfolio² -(%) 1013% Wholesale 930% 920% 952% 5.3% Brazil 3.9% 519% 3.3% 3.0% 2.8% 638% 470% Latin 341% 339% America 238% 247% 320% 10.1 7.8 5.8 6.3 6.0 229% 239% Total 281% 253%
Slide 27: Financial margin with the market
Financial margin with the market In R$ billions 1.4 1.4 1.4 1.2 1.3 1.3 1.3 1.2 1.2 1.6 1.5 1.6 1.2 1.3 1.3 1.4 1.1 1.1 0.8 0.7 1.1 1.1 0.5 1.0 0.7 0.9 0.2 0.4 0.5 0.5 0.4 0.6 0.6 0.5 0.3 0.4 0.3 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 2Q20 3Q20 4Q20 Financial margin the market – Brazil¹ with Sale of shares -
Slide 28: Commissions, fees and result from insurance operations
Commissions, fees and result from insurance operations In R$ billions 4Q20 3Q20 D 2020 2019 D alue transacted with cards Credit and debit cards 3.1 2.8 9.6% 11.5 13.0 -11.9% 20.0% 18.0% Card issuance 2.4 2.2 8.5% 8.8 9.1 -3.1% 4Q20 s. 3Q20 4Q20 s. 3Q20 Acquiring 0.7 0.6 13.4% 2.6 3.9 -32.6% Issuer A
Slide 29: Non-interest expenses
Non-interest expenses Brick and mortar and client ser ice point (CSP) In R$ billions 4Q20 3Q20 D 2020 2019 D 167 Dec-20 s. Dec-19 Personnel (5.7) (5.3) 7.3% (21.4) (22.1) -3.5% 4,308 -117 4,236 4,141 brick and mortar Administrati e (4.4) (4.1) 7.1% (16.5) (16.8) -1.7% 3,158 branches (1) 3,127 3,041
Slide 30: Capital
Capital + 0.3% 13.2% + 0.3% 12.4% + 0.2% 1.7% 1.7% 11.5% 10.7% Sep-20 Follow On + Net income CreditRWA¹ Dec-20 Tier I Capital XP Inc sale less minimum Tier I Capital mandatory di idends Common Equity Tier I (CET I) Additional Tier I (AT1) (1) Includes tax credits of in estments abroad. 16
Slide 31: Perspectives 2021
2021 Persnectives
Slide 32: New Executive Committee
New Executi e Committee Since the beginning of 2021, this group has the mission to lead the bank’s operations and transformation, in line with the priority fronts of customer satisfaction, efficiency, digitalization and focus on growth. e en closer to Candido Milton Bracher Maluhy Filho the business
Slide 33: Macroeconomic outlook
Macroeconomic outlook New wa e of contagion before accination creates uncertainty about economic acti ity and public spending Economy should lose steam in 1Q21, due to worsening 2020 2021e contagion and withdrawal of emergency aid. Scenario should be positi e from 2Q21 due to GDP – Brazil1 -4.1% 4.0
Slide 34: Perspectives
Perspecti es Capital and liquidity at appropriate le els considering our internal stress test scenarios. Expansion of the loan portfolio dri en mainly by the indi iduals’ portfolio, assuming a reco ery in the economy in line with our base scenario. At first, this growth should be supported by lower
Slide 35: 2021 Guidance
2021 Guidance* Consolidated Brazil¹ 2021 Guidance 2021 Guidance Total credit portfolio² Growing 5.5% to 9.5% Growing 8.5% to 12.5% Financial margin with clients Growing 2.5% to 6.5% Growing 3.0% to 7.0% Financial margin with the market Range from R$4.9 bn to R$6.4 bn Range from R$3.3 bn to R$4.8 bn
Slide 36: Appendix
Appendix
Slide 37: Results
Results In R$ billions 4Q20 3Q20 D 4Q19 D 2020 2019 D Operating re enues 29.2 28.4 2.8% 31.8 -8.3% 114.8 119.8 -4.2% Managerial financial margin 17.6 16.9 3.9% 19.4 -9.5% 70.1 74.6 -6.1% Financial margin with clients 16.0 15.6 3.0% 18.1 -11.6% 65.1 69.1 -5.7% Financial margin with the market 1.6 1.4
Slide 38: Business model
Business model The allocation of principal capital (Common Equity Tier 1) in the bank’s business is made at 12%, according to our risk appetite.. 2020 2019 2020 s. 2019 Trading Insurance Excess Trading Insurance Excess Trading Insurance Excess In R$ billions Total Credit Total Credit Total Credit &
Slide 39: 4Q20 Earnings review
Itaú Unibanco Holding S.A. 4Q20 Earnings re iew Candido Bracher Milton Maluhy Filho Alexsandro Broedel Renato Lulia Jacob CurrentCEO andnew Board Member CurrentCFO andCRO and new ChiefExecuti eOfficer New ChiefFinancial Officer (CFO) GroupHead ofIn estor Relations and Marketing Intelligence São Paul
Slide 40: Attachment
Attachment 03
Slide 41: 4Q20 Institutional Presentation
Itaú Unibanco Holding S.A. 4Q20 Institutional Presentation SaoPaulo, February 2nd, 2021
Slide 42: Forward-looking statements
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 faithbeliefs,theyin ol eknownan
Slide 43: Agenda
Agenda Corporate 04 profile 14 Strategic Our agenda businesses 32 55 Corporate go ernance Capital and 64 risk management 78 Financial highlights Additional 93 information
Slide 44: Corporate profile
Se Cy eS = ——E Corporate profile
Slide 45: About us
About Corporate profile us? Uni ersal bank | 96 years of history | largest bank in Latin America¹ 3 3 Recurring Recurring Managerial Market alue³ Total assets Credit portfolio Tier I Capital 3 Managerial ROE4 Result4 US$59.8 bn R$2,112.6 bn R$869.5 bn 13.2% 16.1% R$5.4 bn We are present in 18 countr
Slide 46: What do we do?
Corporate What profile do we do? Full offering of products and ser ices | di ersified client base | solid brand A complete Credit Ser ices Insurance The Retail Bank physical and digital $ Personal Current Life includes retail clients, high-income clients bank Cards Cards and acquiring Homeowners ins
Slide 47: How have we evolved?
How Corporate profile have we evolved? Adaptable culture | innovation | transparency in business Britain World Health We have NY Stock World War II First First First Internet Itaú on decides to Organization witnessed Exchange ends overseas version of providers the NY leave the declares important cri
Slide 48: What are we seeking?
Corporate What profile are we seeking? To change leagues and compare oursel es with the world’s best companies in client satisfaction Our Promoting people’s power Purpose of transformation Our culture Simple. People Ethics are It’s only Passionate The best Wethink Always mean non- good for about arg
Slide 49: A responsible bank: Commitments to positive impact
Corporate A responsible profile bank | Commitments to positi e impact Commitment that guides how we will be accountable Each commitment to positi e impact is sponsored by a senior executi e from Transparency in the communication Commitments that create positi e impact the bank’s institutional and co
Slide 50: A responsible bank: ESG timeline
ACorporate profile responsible bank | Timeline ESG ESG aspects ha e been integrated into our management for o er two decades 1999 2000 2004 2005 2008 2009 En ironmental and 1 social risk analysis 2010 2021 2020 2019 2017 2015 2013 Commitments to Positi e Impact (1) BrazilianCorporate SustainabilityI
Slide 51: ESG: highlights
A Corporate responsible pr file bank | ESG: highlights In 2020, we intensified significantly ur initiatives Stimulating sustainable chains R$100 million to finance agroindustry and cooperatives that deal with sustainable cultures. Blended finance, credit mechanism f r small pr ducers with technical
Slide 52: ESG: Sustainable bonds issuance
AC rp rate resp nsible pr file bank | ESG: Sustainable b nds issuance Sustainability Finance Framew rk: s cial and envir nmental criteria f r all cati n f res urces External c nsultancy issued sec nd -party pini n Renewable energy and Sustainable Sustainable water and P lluti n preventi n energy eff
Slide 53: Todos pela saúde
AC rp rate resp nsible pr file bank | T d s pela saúde R$110 milli n R$226 milli n t inf rm t prepare ~ 175 milli n pe ple s ciety t resume s cial activities as n rmal Campaigns t clarify and raise awareness am ng the Supp rt f r epidemi l gical research p pulati n and guidance n the pr per use f an
Slide 54: Strategic agenda
Strategic agenda ® 2@®
Slide 55: Strategic agenda
Strategic Strategic agenda agenda F ll wing a c llective th ught pr cess, we defined ur strategic agenda in rder t achieve c nsistent and quality results in the years ahead. Cust mer centricity is the central piece supp rted by three fundamental pillars: digital transf rmati n, pe ple and efficiency
Slide 56: Client centricity
Client Strategic agenda Centricity We want ur clients t have the best experience That is why we are c ntinually and tirelessly striving t impr ve ur client’s experience each time they engage with the bank Universal Bank Satisfied clients create m re value Present Value f R$/client recurring manageri
Slide 57: Client centricity: satisfied clients create value
Client Strategic agenda Centricity Satisfied clients create We want t be the benchmark in satisfacti n, transf rming ur culture s that the client is at the center f everything. ur acti ns, including digital transf rmati n and the eff rts inv lving pe ple management, are designed f r ur clients’ high
Slide 58: Client centricity: continuous updates for better experience
Client Strategic agenda Centricity C ntinu us updates f r a better experience ur apps are am ng the App St re APP ITAÚ best rated in app st res (INDIVIDUALS) APP PERS NNALITÉ Play St re 4.2 4.7 4.1 4.7 + 23 MM unique cust mers using ur APP LIGHT APP ITAUCARD digital channels in the 4th quarter** 1st
Slide 59: Client centricity: investment recommendations
Client Strategic agenda Centricity Identified Investment rec mmendati ns need: What is the best way t invest my m ney? S luti n Data nlyItaú has: The m st advantage us 2.5 minutes c mbinati n p ssible f r each t generate a Expected results fr m 28,000 financial pr ducts and assets client, acc rdi
Slide 60: Digital transformation: supply vs demand perspective
Digital Strategic agenda Transf rmati n Supply perspective x Demand perspective Traditi nal m del: supply perspective M dern m del: demand perspective New techn l gy trends: New techn l gy radar: cl ud cl ud artificial Intelligence and client’s real artificial Intelligence machine learning + and mac
Slide 61: Digital transformation: changing how we develop services
Digital Strategic agenda Transf rmati n T achieve digital transf rmati n, we need t change the way we devel p services and pr ducts Bef re Market S luti n research time data cust mizati n devel pment Client Bank Client N w Data time data cust mizati n + research + experimenting Client Bank 21
Slide 62: Digital transformation: velocity to extend digital offer
Digital Strategic agenda Transf rmati n + vel city t extend ur digital ffer 272 members 100 pr jects startups between the bank and 462 Cub startups Cub is the m st relevant 31 filliated different 13 fl rs hub f r techn l gical startups industries entrepreneurship pr m ti n + r ft p in Latin America.
Slide 63: Digital transformation: new work methods
Digital Strategicagenda Transf rmati n New w rk meth ds lead t superi r results Data base 100 M re techn l gy s luti ns Higher pr ductivity Greater number f s luti ns delivered: Reducti n in the delivery time f techn l gy s luti ns: 2019 2020 + 80% 2019 2020 -25% M re availability Reducti n f cust m
Slide 64: Digital transformation: analytics
Digital Strategic agenda Transf rmati n Analytics: “listening t ” 360,000 calls every day In the past T day ne f the Traditi nal m nit ring Speech analytics w rld’s largest Transcripti n f 100% f the calls and analysis f the texts v ice transcripti n “I w uld like t perati ns increase my limit.” 130
Slide 65: Digital transformation: data
Digital Strategic agenda Transf rmati n¹ Data: the bank’s new capital Data and State- f-the-art Data analytics + alg rithms + scientists V ice data Transacti ns Bi metrics + Results petabytes70 Interacti ns in Imagedata +685% f value captured in pr jects in analytics digital channels Data base: 2017
Slide 66: Technology and digitization highlights
Digital Strategic agenda Transf rmati n Techn l gy and digitizati n Highlights 2021e vs. 2018 Digitalizati n (2020 vs. 2019) f C ntinu us 112 % s luti ns devel pment Investment in ffering C mplete digital less Time t Market M re speed techn l gy 28% infrastructure Cl ud 81% 25% applicati ns are 28%
Slide 67: People
Pe ple¹ Strategic agenda Appr ximately 97 th usand Empl yees² Racial Representativeness LGBT+ in Brazil and verseas →Supp rt black students training. →We are c mmitted t the “Business and 22.7% LGBT+ Rights F rum” and the “UN By gender career events Standards f C nduct f r Business” . f ur →Su
Slide 68: People: employee experience
Pe ple¹ Strategic agenda Empl yee’s An inn vative and inspiring envir nment. Is Itaú Unibanc a g d place t w rk? experience In ur empl yees’ view³ V U c m s u ur challenge is t be , flexible Rendering ur dress c de respecting ur (Sc res 9-10) Adv cates 91% increasingly attractive t empl yees and ur
Slide 69: People: mental health
Pe ple¹ Strategic agenda Mental Health Fique K (Be k) Pr gram Psych s cial services Supp rt pr vided by psych l gists, lawyers, Psych l gical and s cial w rk care t ur empl yees at nutriti nists, physi therapists, and financial advis rs t assistance centers. empl yees and their family members. 6,750
Slide 70: People: development and compensation
Pe ple¹ Strategic agenda A bank that rec gnizes, values and enc urages pe ple devel pment. T tal c mpensati n Incentive M del Fixed c mpensati n The pr gram takes int acc unt the pri rities f the year, the results btained and the manner in which th se R$ 18 billi n results are delivered, since alth
Slide 71: Efficiency
Efficiency Strategic agenda strategic ur challenge c st is t management c ntinually and impr veinvestment the efficiency in techn l gy f ur and new ways f perati ns by maintaining w rking in rder t b st the use f ur clients at the center f ur decisi ns,res urces, thr ugh while efficiently managing t
Slide 72: Our business
ur business 32
Slide 73: Who are our clients?
Wh urbusiness are ur clients? Thr ugh ur Retail and Wh lesale Banking segments we ffer a wide range f pr ducts and services tail red t each client pr file. Client pr file by segment in Brazil Individuals C mpanies Ultra Private Bank > R$4 billi n >R$5 milli n in t tal investment Large Pers nnalité >
Slide 74: Retail Banking
Retail ur business Banking Serving a client base f ver Branches and PABs Main 56 milli n clients Results4Q20 urdistributi nnetw rk c mprises¹ Recurring R$ 1.7 billi n 3,880 BRANCHES AND CSBs² IN BRAZIL Managerial Result 3 % 8 % 7 % 67 % 15 % N rtheast S utheast S uth Brick and M rtar Branches N rth
Slide 75: Use of digital channels
The use f ur digital channels significantly increased ver thelast years. ur digital branches are an imp rtant channel t serve th se clientes wh alm st d n t use brick and m rtar branches Use f digital channels¹ Highlights T tal currentacc unth lders (in milli npe ple) Digital branches 12.5 14.3 Indi
Slide 76: Wholesale Banking
Wh lesale urbusiness Banking nlyin Brazil, we serve appr ximately Main Main 21,000 c rp rate and pr ductsandservices Results4Q20 instituti nal gr ups Credits luti ns Nati nalandf reigncurrency Recurring R$2.3 billi n Managerial Result ursaleschannelsreachinstituti nalclientsin 18 Service s luti ns c
Slide 77: Personal Loans and Payroll Loans
ur business $ Pers nal L ans and Payr ll L ans Pers nal l ans Ev luti n f pers nal l ans p rtf li (In R$ billi n) M ney in the acc unt The m ney is immediately Payr ll l ans $ credited, including nthe 74.9 81.0 83.1 86.8 89.5 The payr ll l ans p rtf li acc unts f r 62% ft tal weekends. 70.5 70.2 69.
Slide 78: Mortgage Loans
ur business L ans $ M rtgage Client f cused M rtgage l ans p rtf li Pr ducts and sales channels (In R$ billi n) (In %) Quick and efficient pr cess with credit analysis in upt neh ur f r 48.6 47.8 48.1 47.6 48.3 49.2 50.3 53.8 60.2 + 19.7 % vs Dec-19 perati ns fupt R$1 milli n. 20.0% 17.4% 14.9% 13.0
Slide 79: Mortgage loans: loan to value
ur M rtgage business L ans¹ $ L an t Value (In%) 62.1% 63.1% 64.6% Vintage (quarterly average) 57.3% 58.4% 59.7% 54.6% 54.5% 54.7% + 2.5 p.p vsDec-19 41.8% 40.9% 40.2% 39.9% 38.7% 38.7% 38.6% 38.3% M rtgage L an P rtf li 35.7% -2.9 p.p. Dec-16 Jun-17 Dec-17 Jun-18 Dec-18 Jun-19 Dec-19 Jun-20 Dec-20
Slide 80: Vehicles loans
ur business $ Vehicles L an p rtf li by client pr file C ntracting (In R$ billi n) C ntracts - th usand + 27.0 % 16.5 th usand sales p ints; 35.7 Sale flightand heavy vehicles: 28.1 29.5 23.2 12.3 18.3 16.4 16.7 17.8 20.2 6.0 9.1 10.1 81% f c ntracts aremadein st res and dealers; 2.9 2.3 2.6 3.2 4.3
Slide 81: Vehicles: main products and services
ur business $ Vehicles Main pr ducts and services iCarr s P rtal 18.6M access/m nth 87% m bile Ev luti n f financing pr p sals n the iCarr s platf rm: (Base 100) E-c mmerce s luti n 1 12 Facial Rec gniti n Integrated payment and financial services Simple and safe c ntracting pr cess. s luti n f r ca
Slide 82: Credit Card
Credit urbusiness Card ur credit card pti ns serve current acc unt h lders andn n-current acc unt h lders Weare leaders in the credit Main brands C nvenience t clients card segment in Brazil, Financial services thr ugh creditcards. t taling ar und 33.3 milli n $ Pers nal credit cards and 30.0 milli
Slide 83: Credit Card transaction volume
Credit urbusiness Card Transacti n V lume T tal 4Q20 13.2%¹ 150,490 155,364 R$155.4 billi ns ft tal salesare carried 37,740 129,502 42,384 Debit +20.0% (vs. 3Q20) ut using digital channels 33,706 + 3.2% (vs. 4Q19) Credit 112,751 112,980 Credit + 17.9% (vs. 3Q20) 46.1%² in3Q20 95,796 + 0.2% (vs. 4Q19
Slide 84: Acquiring services
Acquiring urbusiness services Transacti n V lume ur brands 4Q20 154,475 T tal 141,862 130,959 R$154.5 billi ns 51,362 62,029 Debit + 18.0% (vs. 3Q20) 51,929 + 8.9% (vs. 4Q19) M re thande 25 card brands credit 90,499 92,447 Credit + 17.0% (vs. 3Q20) accepted by Rede 79,030 + 2.2% (vs. 4Q19) machines
Slide 85: Insurance
ur Insurance business We insurance ffer a c re wide activities,range f insurance which include pr ducts ur 30%related equity t life, stake pers nal in P rt accidents, Segur , c nsist vehicles fand mass pr perty,-market insurance credit and pr ductstravel. ur related t life and pr perty, and credit.
Slide 86: Insurance: open platform
Insurance urbusiness | pen Platf rm Aut andFleet Insurance Insurance c nsultants Life (Individual andGr up) Insurance Sh p + Health (Gr up) Multi-channel distributi n Manager Wh leLife F cused n c mmissi ns and fees Cashier CreditLife Internal Internet Banking/M bile Dental (Individuals andGr up) AT
Slide 87: Pension plan
Pensi n urbusiness plan pen platf rm Reas ns t invest: C ncept 1,3,6,9: H wmuchd es theclienthavet savet enj ya peaceful retirement? 1 Retirement 5 Financial return Years f salary accumulated Age Funds carefully selected 2 Future expenses always keeping theclientin 6 Enable easy 1 35 changing fplan
Slide 88: Services: Investments
Services urbusiness | Investments Investment pen Platf rm Third-party pr ducts ffered Funds Fixed inc me 2 Fixed Inc me CDB Multimarket LCA Funds Fixed inc me Pensi n Plan Equities RealEstateFunds Treasury Direct C E Savings Equity LCI Pensi n Plan Variable Inc me Pensi n Plan Fixed Inc me Real Esta
Slide 89: Services: Wholesale Banking
Services urbusiness | Wh lesale Banking Middle Investment Banking Annual revenues fr m R$30 mn t R$500 mn Leadership p siti n and client rec gniti n “F cused n clients with the best ratings, with 95% f the credits being rated B3 r better, and with perati ns in Fixed inc me diversified services, 2020
Slide 90: Coordinating ESG issuances for clients
Services urbusiness | C rdinating ESG Issuances f r ur clients¹ Issues f ESG b nds utstanding perati n in 2020 c rdinated by Itaú Unibanc US$ 500 milli n Since 2016² F reign market First issue f certified green b nds t the l gistics Appr ximately In 2020, Itaú BBA c rdinated 5 ut f 7 sect r. Fundsus
Slide 91: Services: WMS and Securities Services
Services urbusiness | Wh lesale Banking WMS R$ billi n Large range f cust mized wealth management and investments s luti ns Securities Services Ev luti n f Assets Under Administrati n¹ L cal Cust dy: we ended December with R$1,412.1 billi n under cust dy (-3.7% fr m the Investment pr duct management
Slide 92: Services: Asset Management
Services urbusiness | Wh lesale Banking Asset Management Kinea It is an independent platf rm f management f differentiated investments. With R$56,3 billi n in assets as f December 2020,it perates in the segments f Multi-Markets, Real Estate, Pensi n Plan and Private Equity, St ck and Infrastructure.
Slide 93: ESG at Itaú Asset Management
Services urbusiness | ESG at Itaú Asset Management Itaú Asset Management (IAM) As asset managers, we are resp nsible f r understanding the risks and pp rtunities inv lved in the business. Integrating ESG issues int business valuati n 99.6% f Assets under Management c vered by ESG criteria Water, ene
Slide 94: XP Inc shareholding
XP Inc urbusiness shareh lding n January 31st, the EGM appr ved the spin ff f Itaú Unibanc `s participati n² in the capital f XP Inc. int “XPart”, 2017 May We ann unced ur intenti n t acquire c mpany t be c nstituted after the c ntr llers btain a c ntr l f XP Inc. in stages fav rable pini n fr m the
Slide 95: Corporate governance
Corporate governance
Slide 96: Corporate governance history
Hist ry C rp rate g vernance f ur G vernance We facilitates believe accessthat a t s und capital and andmerit cracy c ntributes -based t business g vernance, c ntinuity. guided t wards l ng -term value creati n, adds value t ur business, Highlights 1999 2001 2006 2007 2017 1995 Inclusi n in the D w
Slide 97: Our governance structure
ur C rp rate g vernance g vernance structure Egydi de M reira S uza Family c ntr l, with Salles Aranha l ng-term visi n Free Fl at family family N PN N PN 100% 36.73% 81.87% 63.27% 18.13% Cia. E. J hnst n 66.36% 33.64% de Participações N PN 50.00% 0% 33.47% Itaú Unibanc Highly diversified 66.5% part
Slide 98: Pillars of our governance
Pillars C rp rate g vernance f ur G vernance management aligned decisi ns made n F cus n perf rmance with merit cracy -based a c llective basis andvalue creati n culture Family c ntr l ensuring l ng-term strategic visi n IUPAR Alignmentam ng shareh lders Defines gr up’svisi n, missi nandvalues Asses
Slide 99: Board of Directors
C rp rateB ard g vernance f Direct rs the key ur B ard differentials f Direct rs f ur c nsists management. f pr fessi nals with excepti nal kn wledge and expertise in different areas f expertise, s me f Mainduties 2 C -chairmen B ard f Direct rs Pedr M reira Salles 2 4 6 7 8 C mmittees Defining and
Slide 100: Board committees
B ard C rp rate g vernance f Direct rs C mmittees ur c mmittees rep rt directly t the B ard f Direct rs. Strategic c mmittees 8 since2004 since2011 since2009 since2009 since2018 Audit C mpensati n Pers nnel Strategy LATAM Strategy c mmittees 100% fthemembersare independent 100% fthemembersare n n-ex
Slide 101: New Executive Committee
New C rp rate g vernance Executive C mmittee Since the beginning f 2021, this gr up has the missi n t lead the bank’s perati ns and transf rmati n, in line with the pri rity fr nts f cust mer satisfacti n, efficiency, digitalizati n and f cus n gr wth. even cl ser t Candid Milt n Bracher Maluhy Filh
Slide 102: Partners and Associates Program
Partners C rp rate g vernance and Ass ciates Pr gram pr gram, Aiming at f cused aligning n the managementinterests f ur members fficers and and empl yeesempl yees with with utstandingth se f ur perf rmance.shareh lders, we maintain a partner and ass ciate’ L ng -term incentives The investment The pr
Slide 103: Our shares
C rp rate ur shares g vernance traded ur capital as dep sitary st ck is c mprised receipts (ADR f9.8 - billi n ITUB ) n thec mm n NYSE shares (New (ITUB3) Y rk St ck and n n Exchange) -v ting .shares (ITUB4) . N n -v ting shares are als Characteristics f ur shares Appreciati n fR$ 100 invested nthe
Slide 104: Capital and risk management
Capital andrisk management 64
Slide 105: Capital management principles
Capital and risk ur principles management f risk management and theThe B ard guidelines f Direct rs inv lving is ur main the instituti n’scapital management level f capitalizati n. b dy, resp nsible f r appr ving ur instituti nal capital management p licy Capital adequacy We ad pt acapital, using th
Slide 106: Basel III and capital structure
Capital and riskBasel III and management Capital structure ur current rati Basel III requirement 14.5% 1.4% TierII 2.0% T tal Capital (10.25% -12.75%) Additi nal TierI Capital (AT1) 1.7 % 1.5 % TierI (8.25% -10.75%) CET 1 (6.75% -9.25%) C untercyclical² 0 –2.5% ACP¹ Systemic³ 1.0 % C nservati n 4 1.
Slide 107: Capital cost management
Capital Capital and risk management c st management We are c ntinually striving t manage ur capital all cati n efficiently thr ugh an appr priate capital c st. The B ard f Direct rs, then, B ard f Direct rs deliberates n and appr ves the changes r the ratificati n f the c st f wn capital When the m
Slide 108: How are we structured for managing risks?
H w Capital and risk are management we structured f r managing risks? risks A classical area and, m del lastly, with the three audit lines area f defense: sub rdinated the business t the B ard areas f bearDirect rs. primary resp nsibility f r risk management, f ll wed by the Audit C mmittee Discussi
Slide 109: Risk management
Capital and riskRisk Managementmanagement risk management fully timely and preemptive acti n, widely disseminated integrated int the f cusing n creating increasing and risk culture perf rmance f the business sustainable value and n client centricity C VERAGE PERF RMANCE Previ us Current ïƒ Future Cr
Slide 110: Our risk management principles
Capital and risk ur riskmanagement management principles risk andRisk appetite metrics, c nsists and c rdinates f a 4-layer the set fstructure: guidelines principles n the f risk assumpti n management, f risks. declarati n by the B ard f Direct rs, magnitude f the theThe empl yees principles f risk
Slide 111: How do we establish our risk appetite?
Capital and riskH w d wemanagement establish ur risk appetite? Riskmaximize appetite the defines creati n the f value. nature and level f the risks acceptable t ur rganizati n, delimiting the c nditi ns in which ur management will strive t The p licy is drawn up and appr ved by the B ard f It is m n
Slide 112: Market risk and liquidity management
Capital andrisk Market management Risk and Liquidity Management S lid management f liquidity and market risk Average VaR¹ in the quarter Liquidity C verage Rati (LCR) Net Stable Funding Rati (NSFR) 400.4 357.8 308.4 279.6 126.0% 206.0 194.6% 122.2% 122.5% 123.6% 190.2% 171.7% 117.5% 149.1% 116.8% 4Q
Slide 113: Corporate security
Capital andrisk C rp rate management Security Mindset C nstant c ncern ab ut risks Integrati n with Business and Benchmark with the market with an expanded view f Techn l gy risk and vulnerability testing thr ugh ut the perimeter. Presence with the IT and Business teams in the risk assessment f new
Slide 114: Information security
Inf rmati n Capital andrisk management Security ur pr cesses guarantee the care and f cus necessary t pr tect ur envir nment vulnerability management and techn l gical infrastructure t face the adherence t security standards in a c nstant ev luti n f cyber threats techn l gical envir nment applicati
Slide 115: Task Force on Climate-related Financial Disclosures (TCFD)
Capital andrisk Task F rcemanagement n Climate -related Financial Discl sures (TCFD) C ns lidated implementati n status N v/2020 20081 70% 2022 Strategic Pillars¹ G vernance: Envir nmental and S cial Risk C mmittee (CRSA); G vernance Resp nsible: Chief Risk fficer andChief Financial fficer; 90% Mult
Slide 116: E&S Risk Management
Capital andrisk E&S Riskmanagement Management ur E&S management guidelines are based n instituti nal issues and c ver the m st significant risks f ur perati n thr ugh specific pr cedures. We identify, measure, mitigate and m nit r E&S risks by gathering the Risk, Sustainability and C mpliance depart
Slide 117: Credit approval criteria
Credit Capital andrisk management appr val criteria The E&S Risk P licy pr vides f r the evaluati n f clients perating in sect rs that require a high analysis criteri n f r credit appr val. List f Restricted Activities Sensitive Sect rs Large c mpanies Pr cedures range fr m applying sect r questi nn
Slide 118: Financial highlights
" ee CON gr eS ——E Financial highlights
Slide 119: 4th quarter operational highlights
4th quarter perati nal highlights Credit 15% Credit p rtf li gr wth : Dec-20 vs. Sep-20 riginati n¹ f r 4Q20 vs. 3Q20 11.3% 8.6% 8.9% 8.6% individuals Credit card Aut Payr ll M rtgage l ans l ans l ans Digitalizati n Digital client expansi n: Dec-20 vs. Sep-20 and efficiency 95 branches* 2.9% 3.0% 0
Slide 120: Financial highlights 4Q20 vs. 3Q20
Financial highlights 4Q20 vs. 3Q20 Results In R$ billi ns Credit p rtf li Recurring 7.3 R$869.5 billi n managerial result 5.0 5.4 + 2.7% 3.9 4.2 R$5.4 bn Financial margin with clients 4Q19 1Q20 2Q20 3Q20 4Q20 R$16.0 billi n + 3.0% C st f credit (1) Recurring 23.7% R$6.0 billi n managerial R E 13.5%
Slide 121: Credit portfolio
Credit p rtf li In R$ billi ns Dec-20 Sep-20 Ä Dec-19 Ä Credit riginati n¹ 4Q20 4Q20 Individuals 255.6 237.7 7.5% 239.8 6.6% In the quarter vs. 3Q20 vs. 4Q19 Credit card l ans 86.3 77.5 11.3% 90.9 -5.1% Individuals + 15% + 31% Pers nal l ans 35.1 36.6 -4.3% 34.6 1.5% Payr ll l ans 55.3 50.8 8.9% 49.
Slide 122: Financial margin with clients
Financial margin with clients Financial margin with clients Risk-adjusted Financial margin with clients Annualized average margin % - C ns lidated Annualized average margin % - Brazil 10.0% 11.9% 11.1% 9.2% 10.2% 8.4% 9.0% 8.6% 7.5% 7.3% 6.7% 8.4% 5.4% 6.2% 4.3% 4.4% 4.5% 5.2% 3.7% 4.1% 4Q19 1Q20 2Q
Slide 123: Loan portfolio reprofiling
L an p rtf li repr filing Individuals, very small and small c mpanies Repr filed p rtf li by pr duct Balance at December 31st, 2020 -In R$ billi ns In R$ billi ns 52.2 53.5 50.8 Individuals Very small and small c mpanies 5.0% Dec-20 vs. Sep-20 R$38.4 billi n R$12.4 billi n Jun-20 Sep-20 Dec-20 15% 1
Slide 124: Credit quality
Credit quality C st f credit¹ C verage rati –90 days NPL % rati between the annualized c st f credit¹ and the l an p rtf li ² -(%) 1013% Wh lesale 930% 920% 952% 5.3% Brazil 3.9% 519% 3.3% 3.0% 2.8% 638% 470% Latin 341% 339% America 238% 247% 320% 10.1 7.8 5.8 6.3 6.0 229% 239% T tal 281% 253% 236%
Slide 125: Financial margin with the market
Financial margin with the market In R$ billi ns 1.4 1.4 1.4 1.2 1.3 1.3 1.3 1.2 1.2 1.6 1.5 1.6 1.2 1.3 1.3 1.4 1.1 1.1 0.8 0.7 1.1 1.1 0.5 1.0 0.7 0.9 0.2 0.4 0.5 0.5 0.4 0.6 0.6 0.5 0.3 0.4 0.3 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 2Q20 3Q20 4Q20 the market –Brazil¹ Financial margin with Sale f shares -B3
Slide 126: Commissions, fees and result from insurance operations
C mmissi ns, fees and result fr m insurance perati ns In R$ billi ns 4Q20 3Q20 Ä 2020 2019 Ä Value transacted with cards Credit and debit cards 3.1 2.8 9.6% 11.5 13.0 -11.9% 20.0% 18.0% Card issuance 2.4 2.2 8.5% 8.8 9.1 -3.1% 4Q20 vs. 3Q20 4Q20 vs. 3Q20 Acquiring 0.7 0.6 13.4% 2.6 3.9 -32.6% Issuer
Slide 127: Non-interest expenses
N n -interest expenses Brick and m rtar and client service p int (CSP) In R$ billi ns 4Q20 3Q20 Ä 2020 2019 Ä 167 Pers nnel (5.7) (5.3) 7.3% (21.4) (22.1) -3.5% Dec-20 vs. Dec-19 4,308 -117 4,236 4,141 Administrative (4.4) (4.1) 7.1% (16.5) (16.8) -1.7% brick and m rtarbranches 3,158 3,127 ther(1) (
Slide 128: Capital
Capital + 0.3% 13.2% + 0.3% 12.4% + 0.2% 1.7% 1.7% 11.5% 10.7% Sep-20 F ll w n + Net inc me CreditRWA¹ Dec-20 Tier I Capital XP Inc sale less minimum Tier I Capital mandat ry dividends C mm n Equity Tier I (CET I) Additi nal Tier I (AT1) (1) Includes tax credits f investments abr ad. 88
Slide 129: 2021 Perspectives
2021 Perspectives
Slide 130: Macroeconomic outlook
Macr ec n mic utl k New wave f c ntagi n bef re vaccinati n creates uncertainty ab ut ec n mic activity and public spending Ec n my sh uld l se steam in 1Q21, due t w rsening 2020 2021e c ntagi n and withdrawal f emergency aid. Scenari sh uld be p sitive fr m 2Q21 due t GDP –Brazil1 -4.1% 4.0% vacci
Slide 131: Perspectives
Perspectives Capital and liquidity at appr priate levels c nsidering ur internal stress test scenari s. Expansi n f the l an p rtf li driven mainly by the individuals’ p rtf li , assuming a rec very in the ec n my in line with ur base scenari . At first, this gr wth sh uld be supp rted by l wer risk
Slide 132: 2021 Guidance
2021 Guidance * C ns lidated Brazil¹ 2021 Guidance 2021 Guidance T tal credit p rtf li ² % 9.5 Gr wing 5.5% t Gr wing 8.5% t 12.5% Financial margin with clients Gr wing 2.5% t 6.5% Gr wing 3.0% t 7.0% Financial margin with the market Range fr m R$4.9 bn t R$6.4 bn Range fr m R$3.3 bn t R$4.8 bn C st
Slide 133: Additional information
Additional information
Slide 134: Corporate profile: Additional information
Corporate pr file Additi nal inf rmati n 94
Slide 135: History of Successful Strategic Deals
Additi nal A Hist ry Inf rmati n f Successful Strategic Deals¹ Acquisiti n f the remaining 50% f: Uruguay Retail-Brazil NACI NAL Acquisiti n f the Banc Itaú BMG C nsignad Casa min rity interest f: M reira Salles Acquisiti n f a 1924 min rity interest in: Unibanc 1995 -1998 2000 -2003 2004 -2007 Merg
Slide 136: Capital and risk management: Additional information
Capital and risk management Additi nal inf rmati n 96
Slide 137: Capital ratios (BIS) | Prudential Conglomerate
Capital Additi nalInf rmati n Rati s (BIS) | Prudential C ngl merate ¹ In R$ milli ns, end f peri d 4Q20 3Q20 C re Capital 120,026 113,910 Tier I (C re Capital + Additi nal Capital) 137,222 132,272 Referential Equity (Tier I and Tier II) 151,310 146,894 T tal Risk-weighted Exp sure (RWA) 1,042,185 1
Slide 138: Ratings
Additi nal Ratings Inf rmati n FitchRatings Internati nal Nati nal Viability Supp rt L cal CurrencyF reign Currency L ng Term Sh rt Term L ng Term Sh rt Term L ng Term Sh rt Term bb 4 BB B BB B AAA (bra) F1+ (bra) M dy’s Internati nal Nati nal Sub rdinated Debt Seni r Unsecured Debt Issuer Issuer F
Slide 139: Financial Highlights: Additional information
Financial Highlights Additi nal inf rmati n 99
Slide 140: Additional Results Information
Additi nal Results Inf rmati n 4Q20 In R$ billi ns 4Q20 3Q20 Ä 4Q19 Ä 2020 2019 Ä perating revenues 29.2 28.4 2.8% 31.8 -8.3% 114.8 119.8 -4.2% Managerial financial margin 17.6 16.9 3.9% 19.4 -9.5% 70.1 74.6 -6.1% Financial margin with clients 16.0 15.6 3.0% 18.1 -11.6% 65.1 69.1 -5.7% Financial mar
Slide 141: Segments Income Statement Pro Forma 4Q20
Additi nal Segments Inf rmati n – Inc me Statement Pr F rma 4Q20 Retail Banking Wh lesale Banking Activities with the Itaú Unibanc Market + C rp rati n In R$ milli ns perating Revenues 17,851 8,595 2,735 29,180 Managerial Financial Margin 9,822 5,306 2,459 17,587 Financial Margin with Clients 9,822
Slide 142: Results – Brazil and Latin America
Additi nal Inf rmati n Results – Brazil and Latin America 4Q20 3Q20 Ä Latin America Latin America Latin America C ns lidated Brazil ¹ C ns lidated Brazil ¹ C ns lidated Brazil ¹ (ex-Brazil) (ex-Brazil) (ex-Brazil) In R$ milli ns perating Revenues 29,180 25,890 3,290 28,389 25,427 2,962 2.8% 1.8% 11.
Slide 143: Business Model
Additi nal Inf rmati n Business M del The all cati n f principal capital (C mm n Equity Tier 1) in the bank’s business is made at 12%, acc rding t ur risk appetite .. 2020 2019 2020 vs. 2019 Insurance Excess Insurance Excess Insurance Excess In R$ billi ns T tal Credit Trading T tal Credit Trading T
Slide 144: Credit Portfolio by Product
Additi nal Credit Inf rmati n P rtf li by Pr duct In R$ billi ns, end f peri d 4Q20 3Q20 Ä 4Q19 Ä Individuals - Brazil 1 254.8 236.9 7.6% 239.0 6.6% Credit Card 86.3 77.5 11.3% 90.9 -5.1% Pers nal L ans 34.2 35.8 -4.4% 33.7 1.5% Payr ll L ans 2 55.3 50.8 8.9% 49.4 11.9% Vehicles 23.3 21.5 8.6% 19.0
Slide 145: Portfolio by Currency
Credit Additi nalInf rmati n P rtf li by Currency ¹ R$ billi n Dec-20 286.1 493.3 779.5 Sep-20 301.7 458.7 760.3 Jun-20 300.4 427.0 727.5 Mar-20 284.8 425.2 710.0 Dec-19 232.8 417.0 649.7 Sep-19 240.0 401.7 641.7 Jun-19 228.3 389.3 617.6 Mar-19 224.5 384.5 609.0 Dec-18 219.5 379.1 598.6 F reign Curr
Slide 146: Credit Origination | Brazil
Credit¹ Additi nal Inf rmati n riginati n | Brazil Base 100 = 4Q19 and 2019 T tal Credit2 – Brazil Credit2 - Individuals 25% 31% -4% 15% 14% 32% 131 125 132 131 115 114 100 100 100 100 4Q19 3Q20 4Q20 2019 2020 4Q19 3Q20 4Q20 2019 2020 Credit2 – Very Small, Small and Middle Market Credit2 – C rp rate
Slide 147: Companies Portfolio Breakdown
Additi nal Credit Inf rmati n P rtf li Breakd wn C mpanies Credit P rtf li by Business Sect r¹ ,² Credit C ncentrati n ¹ R$ billi n In R$ billi ns, end f peri d 4Q20 3Q20 Ä Dec-20 L an, lease and ther L an, lease, ther credit perati ns Public Sect r 5.5 5.8 -5.3% credit perati ns and securities f c
Slide 148: Portfolio by Vintage
Additi nal Credit Inf rmati n P rtf li by Vintage¹ Pr file f credit p rtf li by riginati n peri d: R$ billi n lder vintages with higher spreads are l sing relevance c mpared t the m st recent nes. 68.9% f t tal riginati n was created in the past 12 m nths. 583 689 711 32.7% 32.9% 31.9% 4.7% 4.5% 5.0
Slide 149: Portfolio Mix Change
L anAdditi nalInf rmati n P rtf li Mix Change ¹ (%) R$ billi n C ns lidated Dec-20 18.6 17.1 3.3 12.1 4.8 7.8 7.8 28.4 Dec-20 26.0 23.9 4.6 17.0 6.7 10.9 10.9 Dec-19 23.3 21.0 4.4 21.2 7.8 10.7 11.5 Brazil 2 Dec-18 25.9 18.9 4.2 20.4 7.4 11.0 12.3 Dec-17 29.0 17.7 3.9 18.7 7.1 11.1 12.4 Dec-16 33.4
Slide 150: Provision for Loan Losses and Cost of Credit
Additi nal Pr visi n Inf rmati n f r L an L sses and C st f Credit Pr visi n f r L an L sses by Segment R$ milli n 6.8% 4.7% 4.5% 4.7% 4.1% 4.2% 3.6% 3.7% 3.3% 3.4% 3.5% 10,398 3.8% 3.0% 2.9% 3.1% 3.2% 3.2% 808 5,823 7,561 5,392 4,948 6,145 6,337 5,641 4,282 4,483 4,111 4,271 2,441 757 432 4,407 4,9
Slide 151: Allowance for Loan Losses by Risk
Additi nal All wance Inf rmati n f r L an L sses by Risk – C ns lidated R$ milli n All cati n f T tal All wance by Type f Risk -C ns lidated Dec-20 10,618 11,363 30,176 52,158 Sep-20 11,147 11,021 28,971 51,140 Dec-19 11,523 10,828 17,396 39,747 verdue perati ns acc rding t the P tential L ss Brazil
Slide 152: Non-Performing Loans Ratios
N n Additi nal Inf rmati n Perf rming L ans Rati s 90-day NPL Rati | C ns lidated (%) 15 t 90-day NPL Rati | C ns lidated -% 4.2 3.8 3.7 3.5 3.5 3.4 3.5 3.0 2.9 3.1 3.4 3.2 2.7 2.6 2.6 2.8 2.3 3.0 2.6 2.7 2.5 1.9 2.3 2.4 2.0 1.9 3.4 1.7 3.2 3.1 3.1 2.7 1.9 1.8 2.9 2.9 2.9 3.0 2.7 2.7 2.4 2.3 2.3 2.6
Slide 153: NPL Creation
Additi nal NPL Creati n Inf rmati n R$ billi n 7.3 5.7 5.3 5.1 5.0 4.4 4.7 5.1 4.9 4.4 3.3 4.3 3.9 2.8 3.5 3.6 3.2 1.2 1.2 2.3 1.1 0.7 0.9 0.4 0.6 0.3 0.3 0.1 1.1 -0.5 0.3 0.4 0.4 0.2 0.0 -0.2 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 2Q20 3Q20 4Q20 T tal Retail Banking - Brazil Wh sale Banking - Brazil Latin A
Slide 154: Provision for Loan Losses and NPL Creation by Segment
Additi nal Pr visi n Inf rmati n f r L an L sses and NPL Creati n by Segment Retail Banking -Brazil R$ billi n 221% 145% 153% 108% 113% 108% 104% 102% 91% 7.1 3.7 3.5 4.0 3.6 4.2 3.9 4.5 4.3 4.5 4.4 4.9 4.9 5.2 4.6 5.1 3.2 2.3 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 2Q20 3Q20 4Q20 Wh lesale Banking -Brazil 31
Slide 155: Insurance, Pension Plan and Premium Bonds
Additi nal Insurance, Inf rmati n Pensi n Plan and Premium B nds In R$ milli ns 4Q20 3Q20 Ä 4Q19 Ä Earned Premiums 1,123 1,095 2.6% 1,195 -6.0% Revenues fr m Pensi n Plan (0) (8) -95.2% (35) -98.9% Revenues fr m Premium B nds 90 92 -2.4% 104 -13.4% Managerial Financial Margin (96) 148- 90- C mmissi
Slide 156: Balance Sheet – Assets and Liabilities
Additi nal Balance Inf rmati n Sheet – Assets and Liabilities Assets 4Q20 3Q20 Äâ^‹ 4Q19 Äâ^‹ R$ milli n Current and L ng-term Assets 2,076,112 2,073,487 0.1% 1,702,123 22.0% Cash and Cash Equivalents 46,224 47,069 -1.8% 30,367 52.2% Sh rt-term Interbank Investments 294,486 380,300 -22.6% 232,362 26
Slide 157: Funding
Additi nal Funding Inf rmati n L an P rtf li mainly funded by d mestic client funding Diversified funding base In R$ milli ns, end f peri d 4Q20 3Q20 Äâ^‹ 4Q19 Äâ^‹ Funding fr m Clients (A) 881,561 839,765 5.0% 608,990 44.8% Demand Dep sits 134,805 127,827 5.5% 82,306 63.8% Savings Dep sits 179,470
Slide 158: Ratio between Loan Portfolio and Funding
Funding Additi nal Inf rmati n Rati between L an P rtf li and Funding % Funding (Maturity Breakd wn) In days 91.9% 81.2% 75.6% 76.8% 76.7% 76.7% 71.1% 66.3% 66.5% 65.1% R$ billi n 181-365 ver t 365 1,010 1,039 1,069 31-180 927 7.8% 900 870 897 9.7% 760 788 689 711 38.0% 635 640 657 583 44.5% 0-30 De
Slide 159: São Paulo, February 2nd, 2021
Sa Paul , February 2nd, 2021 Itaú Unibanc H lding S.A. 4Q20 Instituti nal Presentati n
Itau Unibanco Holding — Q4 2020 Earnings Presentation on 6ix