Itau Unibanco Holding S.a. · BMFBOVESPA:ITUB3
Itau Unibanco — Q2 2022 Earnings Presentation
56 slides from Itau Unibanco's earnings presentation, Aug 9, 2022
Slide 1: Announcement to the Market - 2nd Quarter 2022 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. 2nd Quarter 2022 Result Itaú Unibanco Holding S.A. (“Company”) announces to its shareholders and the market at large that the Complete Financial Stateme
Slide 2: Attachment 01 (Portuguese only)
Attachment 01 (portuguese only)
Slide 3: Teleconferência com a imprensa 2T22
Itaú Unibanco Holding S.A. teleconferência com a imprensa 2T22 Milton Maluhy Filho Alexsandro Broedel Presidente Chief Financial Officer (CFO) São Paulo, 9 de agosto de 2022
Slide 4: Destaques do trimestre
destaques do trimestre variação 2T22 vs. 1T22 resultado Consolidado R$ 7,7 bilhões 4,3% ROE Consolidado 20,8 % 0,4 p.p. recorrente recorrente gerencial Brasil R$ 7,1 bilhões 6,6% gerencial Brasil 21,6 % 0,6 p.p. margem carteira Consolidado R$ 1.084,1 bilhões 5,0% média Consolidado 8,4 % 0,5 p.p. de
Slide 5: Carteira de crédito
carteira de crédito 80 % do crescimento do trimestre nos segmentos Personnalité e Uniclass carteira jun/22 jun/22 vs. mar/22 vs. jun/21 cheque especial + 8,0% + 54,0% crediário + 7,5% + 59,8% consignado órgão público 12 % 91 % jun/22 vs. jun/22 vs. mar/22 jun/21 micro, pequenas e médias empresas ori
Slide 6: Seguros e serviços
seguros4 serviços (evolução vs 2T21) prêmios ganhos resultado recorrente e seguros (em R$ bilhões) gerencial 23,6% 88,7% 1.365 19,1 p.p. no 1.104 combined ratio 2T21 2T22 valor transacionado com cartões (em R$ bilhões) 2T22 vs. 2T21 33,1% 22,1% cartão emissor adquirência 195 179 147 146 2T21 2T22 2T
Slide 7: Qualidade do crédito
qualidade do crédito 3,9% NPL 15—90 dias—% NPL 90 dias—% 3,0% 3,5% 3,4% 3,4% 3,5% 3,2% 3,0% 2,5% 2,5% 2,8% 2,9% 2,6% 2,6% 2,7% 2,7% 2,7% 2,8% Brasil 2,5% 2,3% 2,5% 2,4% 2,2% 2,2% 3,1% 2,0% 3,0% 1,9% 2,0% 2,1% 2,1% 2,9% 2,9% 2,7% total 2,4% 2,4% 1,9% 2,0% 1,7% 2,7% 2,6% 2,6% 2,3% 1,9% 1,8% 2,2% 2,3%
Slide 8: Despesas não decorrentes de juros
despesas não decorrentes de juros índice de eficiência em R$ bilhőes reajuste 46,2% salarial 2021 46,5% 44,5% 10,97% 40,8% 1 IPCA³ 44,7% 44,8% 11,9% 42,2% 2 IGPM³ 38,7% 10,7% 2T19 2T20 2T21 2T22 consolidado Brasil variação com destaque para investimentos em R$ bilhőes 1S22 vs. 1S21 Investimentos Cor
Slide 9: Guidance 2022
guidance 2022 consolidado Brasil¹ anterior revisado anterior revisado crescimento entre crescimento entre crescimento entre crescimento entre carteira de crédito total² 9,0% e 12,0% 15,5% e 17,5% 11,5% e 14,5% 19,0% e 21,0% margem financeira crescimento entre crescimento entre crescimento entre cres
Slide 10: Clientes engajados
67% Atualmente de clientes temos novos +2,1 MM engajados¹ em engajados nossa carteira (jun/22 vs dez/21) crescimento Ritmo de dos Os clientes engajados são mais engajados é mais acelerado que dos satisfeitos, 2 clientes totais fiéis e rentáveis SAVE THE DATE 01/09 (1) de toda necessidade financeira
Slide 11: Teleconferência com a imprensa 2T22
Itaú Unibanco Holding S.A. teleconferência com a imprensa 2T22 Milton Maluhy Filho Alexsandro Broedel Presidente Chief Financial Officer (CFO) São Paulo, 9 de agosto de 2022
Slide 12: Attachment
Attachment 02
Slide 13: Earnings review 2Q22
Itaú Unibanco Holding S.A. earnings review 2Q22 São Paulo, August 9th, 2022
Slide 14: Quarter highlights
quarter highlights 2Q22 vs. 1Q22 change recurring Consolidated R$7.7 billions 4.3% recurring Consolidated 20.8% 0.4 p.p. managerial managerial result Brazil R$7.1 billions 6.6% ROE Brazil 21.6% 0.6 p.p. annualized credit Consolidated R$1,084.1 billions 5.0% average Consolidated 8.4% 0.5 p.p. portfol
Slide 15: Credit portfolio
credit portfolio portfolio Jun-22 Jun-22 vs. Mar-22 vs. Jun-21 overdraft + 8.0% + 54.0% consumer credit + 7.5% + 59.8% 80% of this quarter’s growth within Personnalité and Uniclass segments payroll loans—public sector 12 % 91 % Jun-22 vs. Jun-22 vs. Mar-22 Jun-21 very small, small and middle market
Slide 16: Financial margin with clients
financial margin with clients change in the financial margin with clients in R$ billions R$ 1.9 bn (+9.7%) R$ 1.6 bn (+8.8%) 20.0 0.2 0.2 0.2 0.3 19.9 2.1 22.0 18.3 0.8 (1.7) 1Q22 working capital ¹ spread-sensitive average volume product mix2 greater number of spreads and Latin America and spread-se
Slide 17: Financial margin with the market
financial margin with the market 1-year moving average Brazil¹ 2.0 Latin America² 1.8 capital index hedge 1.9 in R$ billions 1.7 1.3 1.6 1.2 1.2 1.3 1.2 2.5 2.0 1.6 1.9 1.3 1.4 1.5 1.3 1.1 1.5 1.0 0.6 0.8 1.1 1.3 0.4 0.7 0.6 1.0 0.7 1.0 0.7 0.4 0.4 0.6 0.3 0.5 0.5 0.6 0.5—0.4—0.5 1Q20 2Q20 3Q20 4Q20
Slide 18: Insurance and cards
insurance4 commissions (change vs 2Q21) earned premiums recurring result and insurance (in R$ billions) managerial 23.6% 88.7% 1,365 19.1 p.p. in 1,104 combined ratio 2Q21 2Q22 transaction volumes with cards (in R$ billions) 2Q22 vs. 2Q21 33.1% 22.1% issuer acquiring 195 179 147 146 2Q21 2Q22 2Q21 2
Slide 19: Credit quality
credit quality 3.9% 15—90 days NPL % 90 days NPL % 3.0% 3.5% 3.4% 3.4% 3.5% 3.2% 3.0% 2.5% 2.5% 2.8% 2.9% 2.6% 2.6% 2.7% 2.7% 2.7% 2.8% Brazil 2.5% 2.3% 2.5% 2.4% 2.2% 2.2% 3.1% 2.0% 3.0% 1.9% 2.0% 2.1% 2.1% 2.9% 2.9% 2.7% total 2.4% 2.4% 1.9% 2.0% 1.7% 2.7% 2.6% 2.6% 2.3% 1.9% 1.8% 2.2% 2.3% 2.3% 2
Slide 20: Quality and cost of credit
quality and cost of credit renegotiated portfolio (in R$ billions) cost of credit¹ (in R$ billions) renegotiated portfolio / total portfolio—(%) annualized cost of credit / portfolio²—(%) 4.4% 4.0% 4.0% 3.3% 3.3% 3.3% 2.7% 2.8% 3.2% 2.2% 2.5% 2.0% 2.1% 35.7 36.2 34.0 34.3 Jun-22 vs. Mar-22 7.5 33.7
Slide 21: Non-interest expenses
non-interest expenses efficiency ratio in R$ billions Salary readjustment 46.2% 46.5% 2021 44.5% 10.97% 40.8% 1 IPCA³ 44.7% 44.8% 11.9% 42.2% 2 38.7% IGPM³ 10.7% 2Q19 2Q20 2Q21 2Q22 consolidated Brazil change, highlighting investments in R$ billions 1H22 vs. 1H21 Investments Core: (0.2) | +0.9% (3.9
Slide 22: Capital
capital + 0.5%—0.3% 12.6% 11.1%—0.2% 11.1% 1.5% 11.1% Mar-22 net income in the risk-weighted prudential and equity Jun-22 Jun-22 common equity quarter and assets1 adjustments and common equity Tier I capital Tier I (CET I) interest on own purchase and sale equity Tier I (CET I) capital interest in X
Slide 23: 2022 guidance
2022 guidance consolidated Brazil¹ previous reviewed previous reviewed growing between growing between growing between growing between total credit portfolio² 9.0% to 12.0% 15.5% to 17.5% 11.5% to 14.5% 19.0% to 21.0% financial margin with growing between growing between growing between growing betw
Slide 24: Engaged clients
67% we currently of engaged have new +2.1 mm engaged clients¹ in our clients portfolio (Jun-22 vs Dec-21) engagement Higher engaged customers are more satisfied, growth rate than client base expansion loyal and profitable 2 SAVE THE DATE Sept. 1st (1) of every customer financial need – cash flow, So
Slide 25: Earnings review 2Q22
Itaú Unibanco Holding S.A. earnings review 2Q22 São Paulo, August 9th, 2022
Slide 26: Additional information
additional information
Slide 27: Results
results inRSbibons ‘operating revenues ‘manageralfinancialmargin financial margin wth cients financial margin with the market commissions and fees. revenues from insurance: costof credit provision from oan losses impairment discounts granted recovery ofoans written off as losses retained claims ‘oth
Slide 28: Business model
business model The allocation of principal capital (Common Equity Tier 1) in the bank’s business was made at 12% until the first quarter of 2022 and at 11.5% in the second quarter of 2022, according to our risk appetite. in R$ billions (1) Revenues from Insurance includes the Revenues from Insurance
Slide 29: Earnings review 2Q22
Itaú Unibanco Holding S.A. earnings review 2Q22 São Paulo, August 9th, 2022
Slide 30: Attachment
Attachment 03
Slide 31: 2Q22 institutional presentation
2Q22 institutional presentation
Slide 32: Full-service bank in Brazil and overseas
market value¹ total assets² recurring ROE³ US$45.6 bn BRL2,294 bn 20.8% _with 98 years of history, most valuable4 Brazilian brand BRL40.5 bn we are a 99.9k employees full-service bank in Brazil and overseas the best bank to work for in Brazil and winner of LinkedIn’s Diversity award (1) In 08/04/202
Slide 33: Present in countries
we are 18 present countries in 2Q22 Recurring Loan 4 2Q22 5 2Q22 main Managerial Portfolio ROE Efficiency Result² Jun/223 Ratio highlights (%) (BRL million) (BRL billion) (%) Brazil Colombia Paraguay Argentina Mexico Peru Brazil 7,097 876.2 21.6% 38.7% Chile Panama Uruguay Germany Itaú Chile1 204 16
Slide 34: Most complete portfolio of products and services
with the most complete portfolio of products and services... ...and brands and partnerships to Private Bank Ultra serve different profiles >BRL5 million in total > BRL4 billion investment some of our brands and partnerships Personnalité checking accounts Large >BRL15 k or > BRL500 >BRL250 k million
Slide 35: Distribution
distribution Corporate channels development Pathway to accelerate our cultural and digital transformation technology products & people partnerships Commercial M&A and Joint Corporate Ventures venture capital 5 Corporativo | Interno
Slide 36: Our retail footprint
our retail footprint our clients choose how they is constantly optimized for our want to be served clients’ behavior and needs 19% physical remote of physical branches in Brazil (2Q22 vs. 4Q18) 349 digital branches share 3.8 k digital interactions(4) 92% branches WhatsApp click to human 87% 73% more
Slide 37: Our ability to adapt, innovate and change
our ability to adapt, innovate and change Click here for has enabled us to get where we are now... more info one of the four top data purchase of ZUP processing merger of speeds up digital Casa Moreira first bank Banco Itaú and latest centers in Brazil transformation Salles (Unibanco) 1983 with no U
Slide 38: Solid governance
solid governance Click here for governance pillars more info ensures business sustainability Meritocracy-based Focus on performance and Decisions made jointly management long-term value creation family control, professional IUPAR Family control ensures a long-term vision management and listed capita
Slide 39: Risk culture and models
supported by our risk culture, we operate based on strict models A three line-of-defense model: business areas have the primary responsibility for risk management, followed then by the risk department and at last by the audit area, reporting directly to the Board of Directors Discussion of metrics r
Slide 40: Cultural transformation and values
we_ put Itubers: itubers â–ª are determined to wow the client the client values that guide our cultural â–ª innovate based on the culture first client’s needs transformation journey â–ª always make things simple Itubers: Itubers: â–ª are curious about the â–ª are ambitious in their we_ don’t world a
Slide 41: Client centricity, digital transformation, efficiency, growth
1. client centricity 2. digital transformation We want to be the benchmark in satisfaction, Technology is the great enabler of transforming our culture so that the client is at this transformation, leveraging our the center of everything. commercial potential. Our actions and efforts are designed fo
Slide 42: Client at the center of everything we do
_proactive contact to understand satisfied clients create the client is at the the client experience more value > than 597 thousand feedbacks¹ center of Global NPS everything we do _executives experience our clients’ day-to-day banking + 25 points Our commitment: activities in all service channels _
Slide 43: Technology enabling the best client service
technology enabling our clients to have the best service applying technologies to focus on solving artificial solve problems quickly and clients’ issues intelligence big data & agile using data to develop cloud and machine communities products for quickly analytics management a better learning custo
Slide 44: Continuous investing in technology and efficiency
continuous investing in we create value in a consistent way client centricity technology non-interest expenses growing at a slower pace than inflation and digital 2022 vs 2018 + 2x—42% transformation solution infrastructure development costs with efficiency investments gains strengthening culture on
Slide 45: Leadership and growth opportunities
leadership in several business and growth opportunities Mortgage Cards Agribusiness Our credit portfolio grew over 35%, per year, in the last Ranked #1 among private banks Market leader two years 22.5% market share in Jun/22¹ 28.2% market share in revenue in Mar/22 Agribusiness GDP has doubled in te
Slide 46: Leadership in asset management and insurance
leadership in several business and growth opportunities Asset Management Insurance Largest private asset manager in Potential growth in the sector 21.3% market share in acquiring Latin America in Mar/22 Complete portfolio with proprietary and third- 11.4% market share in Jun/22 2 party products #2 p
Slide 47: Growth alongside innovation
growth alongside innovation new products, channels and client strength of client solutions services launched base relationship offer new products and Itaú services Meu Negócio investment solutions relationship platform platform platform that goes beyond the a free of charge account for Including glo
Slide 48: ESG initiatives integrated into business
ESG initiatives integrated into business ensure the bank’s Click here for more info sustainability strategy based on ten positive impact commitments financial inclusion and financing positive responsible transparency in citizenship entrepreneurship impact sectors + investment communication To take c
Slide 49: ESG initiatives integrated into business
ESG initiatives integrated into business ensure the bank’s Click here for more info sustainability discover some of our initiatives business corporate behavior accountability BRL224 billion consumed for We published the Integrated Annual We doubled the representation of people sustainable developmen
Slide 50: Solid results and sustainable value creation
solid results and sustainable value 2021 2012 2013 2014 2015 2016 2017 2018 2019 2020 creation ROE average cost of capital BRL billion recurring managerial result value creation cost of capital 20
Slide 51: Higher revenue with cost discipline
higher revenue with a cost discipline financial margin with clients financial margin with the market cost of credit 9.7 % 35.5 % 8.1 % 2Q22 2Q22 2Q22 2Q22 vs. 1Q22 2Q22 vs. 1Q22 2Q22 vs. 1Q22 BRL22.0 bn 30.9 % BRL0.7 bn 67.4 % BRL7.5 bn 60.6 % 2Q22 vs. 2Q21 2Q22 vs. 2Q21 2Q22 vs. 2Q21 16.0 16.9 16.5
Slide 52: Without overlooking risk management
without overlooking risk management credit portfolio¹ 90 days NPL 15-90 days NPL coverage ratio Jun-22 Jun-22 Jun-22 Jun-22 BRL1,084 bn 2.7% 2.1% 218% 5.0 % 19.3 % 0.1 p.p. 0.4 p.p. 0.0 p.p. 0.4 p.p. 14.0 p.p. 65.0 p.p. Jun-22 vs. Mar-22 Jun-22 vs. Jun-22 Jun-22 vs. Mar-22 Jun-22 vs. Jun-22 Jun-22 v
Slide 53: Capital structure suitable for growth strategy
capital structure suitable for carrying out our growth strategy Basel ratio Itaú Unibanco Minimum required capital 23
Slide 54: Diversified shareholder base with high liquidity
diversified shareholders base with high liquidity Free float* | Non-voting shares 4.8 billion Daily average volume of shares traded (BRL million) – ITUB4 of shares 468 k direct shareholders Brazilians B3 in June 2022 Foreigners B3 NYSE 2Q20 2Q21 2Q22 2Q20 2Q21 2Q22 (*) Excluding controlling sharehol
Slide 55: 2022 guidance
2022 guidance consolidated Brazil¹ previous reviewed previous reviewed growing between growing between growing between growing between total credit portfolio² 17.5% 9.0% and 12.0% 15.5% and 11.5% and 14.5% 19.0% and 21.0% financial margin with growing between growing between growing between growing
Slide 56: Investor Relations
Investor Relations (11) 2794-3547 | ri@itau-unibanco.com.br | www.itau.com.br/ri
Itau Unibanco Holding — Q2 2022 Earnings Presentation on 6ix