Itau Unibanco Holding S.a. · BMFBOVESPA:ITUB3
Itau Unibanco — Q1 2021 Earnings Presentation
157 slides from Itau Unibanco's earnings presentation, May 4, 2021
Slide 1: Announcement to the Market - 1st Quarter 2021 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. 1st Quarter 2021 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 1T21
Itaú Unibanco Holding S.A. teleconferência com a imprensa 1T21 Milton Maluhy Filho Alexsandro Broedel Renato Lulia Jacob Presidente Chief Financial Officer (CFO) Diretor de Relações com Investidores e Inteligência de Mercado São Paulo, 4 de maio de 2021
Slide 4: Destaques do trimestre
destaques do trimestre variação 1T21 vs. 4T20 resultado carteira de crédito recorrente crédito financiamento segmento gerencial imobiliário PF de veículos PF agro R$ 6,4 bi R$ 906,4 bi 12,1% 4,5% 11,2% 18,7% 4,2% ROE margem custo do margem com despesas recorrente com clientes crédito o mercado não d
Slide 5: Carteira de crédito
carteira de crédito em R$ bilhões originação de crédito¹ mar/21 dez/20 D mar/20 D pessoas físicas 261,3 255,6 2,2% 238,1 9,8% 1T21 1T21 vs. 4T20 vs. 1T20 cartão de crédito 82,8 86,3 -4,0% 83,8 -1,3% - + 19% pessoas físicas 9% crédito pessoal 35,6 35,1 1,6% 37,4 -4,6% micro, pequenas e médias empresa
Slide 6: Margem financeira com clientes
margem financeira com clientes margem financeira com clientes margem financeira com clientes ajustado ao risco margem média anualizada—consolidado margem média anualizada—Brasil 9,2% 11,1% 8,4% 10,2% 7,5% 7,3% 7,3% 9,0% 8,6% 8,5% 5,4% 6,2% 6,2% 4,3% 4,4% 4,5% 5,2% 5,4% 3,7% 4,1% 1T20 2T20 3T20 4T20
Slide 7: Serviços e seguros; ranking de investment banking
serviços e seguros ranking de investment banking ³ em R$ bilhões 1º lugar 1º lugar 1T21 4T20 D 1T20 D renda variável fusões e aquisições cartões de crédito e débito 2,9 3,1 -7,1% 3,0 -4,5% R$ 6,2 bilhões R$ 130,6 bilhões emissão 2,3 2,4 -4,8% 2,3 -0,9% em volume transacionado de volume emitido adqui
Slide 8: Qualidade de crédito
qualidade de crédito custo do crédito¹ índice de cobertura – NPL 90 dias (%) custo do crédito anualizado / carteira de crédito²—(%) 1013% 952% 920% 5,3% atacado 519% 835% 3,9% Brasil 638% 470% 3,0% 2,8% 443% 1,9% América Latina 341% 339% 320% 247% 298% 10,1 7,8 239% 281% 6,3 6,0 4,1 total varejo 253
Slide 9: Eficiência como pilar estratégico
eficiência como pilar estratégico programa transversal no banco fortalecimento desenvolvimento e a implantação de iniciativas que busquem ganhos estruturais de eficiência de cultura questionamento 16 frentes de metodologia única objetivo contínuo trabalho de trabalho reduzir de atividades e processo
Slide 10: Despesas não decorrentes de juros
despesas não decorrentes de juros (DNDJ) # colaboradores em R$ bilhões 1T21 4T20 D 1T20 D 1.809 mar/21 vs. mar/20 despesas de pessoal (4,9) (5,2) -5,9% (4,6) 5,8% 95.288 96.540 97.097 despesas administrativas (4,0) (4,4) -8,7% (4,0) -0,9%—1.848 (1) no Brasil outras despesas (1,5) (1,7) -9,6% (1,8) -
Slide 11: Guidance 2021
guidance 2021* Mantivemos inalterados os intervalos de nosso guidance para 2021 consolidado Brasil¹ carteira de crédito total² crescimento entre 5,5% e 9,5% crescimento entre 8,5% e 12,5% margem financeira com clientes crescimento entre 2,5% e 6,5% crescimento entre 3,0% e 7,0% margem financeira com
Slide 12: Banco digital
banco digital expansão com qualidade 78 pontos NPS do super app relacionamentos digitais 54% novos clientes das contratações¹ de adquiridos digitalmente pessoas físicas foram feitas # milhões +1,5 nos canais digitais + 70% de contratações vs. mar/20 3,7 somente em abril/21 + 2,5 x 95% dos clientes a
Slide 13: iti Itaú
iti Itaú + de banco 100% digital 6 mi 70% conta gratuita e diferenciada de clientes em dos clientes tem abril de 2021 entre 18 e 35 anos abertura em até 4 min conta pagamento + de + de saque digital no Banco 24Horas 3 mi 70% PIX de novos clientes de clientes na base ativa pagamentos em 2021 com chav
Slide 14: Agronegócio: expansão relevante
expansão relevante saldo da carteira de crédito no agronegócio em R$ bilhões 20,5% 46,5 38,6 PIB do agronegócio + 2x dobrou em 10 anos, 2,0 mar/20 mar/21 sendo 27% no PIB do Brasil em 2020 0,8 principais ações e desafios Em R$ trilhões • análise socioambiental nas operações de agronegócio 2010 2020
Slide 15: de 09h as 12h horário de Brasília Participações: Conselho de Administração (co-presidentes) Todos os
de 09h as 12h horário de Brasília Participações: Conselho de Administração (co-presidentes) Todos os membros do Comitê Executivo 13
Slide 16: Teleconferência com a imprensa 1T21
Itaú Unibanco Holding S.A. teleconferência com a imprensa 1T21 Milton Maluhy Filho Alexsandro Broedel Renato Lulia Jacob Presidente Chief Financial Officer (CFO) Diretor de Relações com Investidores e Inteligência de Mercado São Paulo, 4 de maio de 2021
Slide 17: Attachment
Attachment 02
Slide 18: 1Q21 earnings review
Itaú Unibanco Holding S.A. 1Q21 earnings review Milton Maluhy Filho Alexsandro Broedel Renato Lulia Jacob Chief Executive Office (CEO) Chief Financial Officer (CFO) Group Head of Investor Relations and Marketing Intelligence São Paulo, May 4th, 2021
Slide 19: Quarter highlights
quarter highlights 1Q21 vs. 4Q20 change credit recurring portfolio mortgages for auto loans for agribusiness managerial individuals individuals segment R$906.4 Bn results 12.1% 4.5% 11.2% 4.2% R$6.4 Bn 18.7% margin with cost of margin with non-interest clients credit the market expenses recurring R$
Slide 20: Digital bank and sustainable expansion
digital bank sustainable expansion 78 points NPS of the super app digital relationships 54% digitally acquired of sales¹ to individuals new clients were made through +1.5 digital channels # million + 70% of sales vs. mar/20 3.7 only in April,2021 95% + 2.5 x of clients served by the virtualassistant
Slide 21: iti Itaú
iti Itaú + than 100% digital bank 6 MM 70% free and differentiated account clients in of clients are April 2021 between 18 and 35 years old account opening in up to 4 minutes paymentaccount + than + than digital cash withdrawal on ATMs 3 MM 70% PIX (instant transfer) new clients of clients in the ac
Slide 22: Strong growth in secured loans
strong growth in secured loans mortgage for individuals 41.9% loan-to-value R$10.3 Bn R$62.4 Bn interest rate linked to savings credit granted mortgage in the quarter digital balance hiring 39% 12.1% 1Q21 vs. 4Q20 Mar-21 vs. Dec-20 30 points 216% 32.4% global NPS the real estate credit / GDP ratio i
Slide 23: Agribusiness credit portfolio expansion
relevant expansion in credit portfolio balance agribusiness in R$ billion 20.5% 46.5 38.6 Agribusiness GDP has + 2x doubled in 10 years, 2.0 representing27% of Mar-20 Mar-21 Brazil’s GDP in 2020 0.8 In R$ trillion maindevelopments and challenges 2010 2020 • socio-environmental analysis in agribusine
Slide 24: Credit portfolio
credit portfolio In R$ billions mar-20 credit¹ origination mar-21 dec-20 D D individuals 261.3 255.6 2.2% 238.1 9.8% 1Q21 1Q21 vs. 4Q20 vs. 1Q20 credit card loans 82.8 86.3 -4.0% 83.8 -1.3% individuals - 9% + 19% personal loans 35.6 35.1 1.6% 37.4 -4.6% payroll loans 56.1 55.3 1.4% 50.3 11.5% very s
Slide 25: Financial margin with clients
financial margin with clients financial marginwithclients risk-adjusted financial margin with clients annualized average margin—consolidated annualized average margin—Brazil 9.2% 11.1% 8.4% 10.2% 7.5% 7.3% 7.3% 9.0% 8.6% 8.5% 5.4% 6.2% 6.2% 4.3% 4.4% 4.5% 5.2% 5.4% 3.7% 4.1% 1Q20 2Q20 3Q20 4Q20 1Q21
Slide 26: Transformation in the asset management investment journey
transformation in the asset management investment journey the most complete product shelf on the market Personal assistance or digital service—digital experience investments available to Itaú clients and non-clients new Mar-21 vs Dec-20 , in R$ billion differential: fund profitability projection for
Slide 27: Commissions and insurance; investment banking ranking
commissions and insurance investment banking ranking ³ st st In R$ billions 1 place 1 place 1Q21 4Q20 D 1Q20 D credit and debit cards 2.9 3.1 -7.1% 3.0 -4.5% M&A ECM R$130.6 billion R$6.2 billion card issuance 2.3 2.4 -4.8% 2.3 -0.9% financial advisory services volume issued acquiring 0.6 0.7 -14.7%
Slide 28: Credit quality
credit quality cost of credit¹ coverage ratio –90 days NPL % ratio between the annualized cost of credit and the loan portfolio²—(%) 1013% 952% Wholesale 920% 5.3% Brazil 519% 835% 3.9% 3.0% 638% 470% 2.8% 1.9% 443% Latin 341% 339% 320% America 247% 298% 10.1 7.8 239% 281% 6.3 6.0 4.1 Total 253% 236
Slide 29: Digital transformation
digital transformation continuous agile management investment in technology 2020 vs 2018 2021e vs 2018 2X—43% + 2x more productivity lead time lower costs for developing faster delivery of new investments in the new features features development solutions of - 28% squads infrastructure in 2022 costs
Slide 30: Platform evolution and DevOps culture
evolution of the platform and DevOps culture go together modernization DevOps culture speed quality 50% + 57% + 48% -63% of our services will deployment resilience¹ of our system incidents be in the public frequency applications 99.6% cloud in 2022 greater pace in the even with more delivery of code
Slide 31: Efficiency as a strategic pillar
efficiency as a strategic pillar transversal program across the bank culture development and implementation of initiatives that seek structural efficiency gains strengthening continuous questioning 16 work fronts same work goal of activities and processes in two meetings per month methodology sequen
Slide 32: Non-interest expenses
non-interest expenses # employees In R$ billions 1Q21 4Q20 D 1Q20 D 1,809 mar/21 vs. mar/20 personnel (4.9) (5.2) -5.9% (4.6) 5.8% 95,288 96,540 97,097 administrative (4.0) (4.4) -8.7% (4.0) -0.9%—1,848 Brazil other (1) (1.5) (1.7) -9.6% (1.8) -17.2% 74,474 72,932 72,626 (ex-technology) total—Brazil
Slide 33: Capital
capital 13.2% + 0.5%—0.1%—0.2%—0.4% 13.0% 1.7% 1.7% 11.5% 11.3% Dec-20 net income dividends and interest prudential risk weighted Mar-21 tier I capital on own capital adjustments¹ assets tier I capital Common Equity Tier I (CET I) Additional Tier I (AT1) (1) mainly tax credits. 16
Slide 34: 2021 guidance
2021 guidance * the ranges ofour2021 forecastremain unchanged Consolidated Brazil¹ total credit portfolio² Growing 5.5% to9.5% Growing 8.5%to 12.5% financial margin with clients Growing 2.5% to6.5% 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$3.3
Slide 35: from am to 12pm Brazilian time Participants: Co-chairmen of the Board of Directors All
from 9 am to 12pm Brazilian time Participants: Co-chairmen of the Board of Directors All members of the Executive Committee 18
Slide 36: Appendix
Appendix
Slide 37: Results
results In R$ billions 1Q21 4Q20 D 1Q20 D operating revenues 30.0 29.2 2.9% 29.2 2.8% managerial financial margin 18.6 17.6 6.0% 17.8 4.7% financial margin with clients 16.2 16.0 1.0% 17.0 -5.1% financial margin with the market 2.5 1.6 57.1% 0.8 223.8% commissions and fees 9.6 9.9 -2.9% 9.5 0.5% rev
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. 1st quarter 2021 1st quarter 2020 1Q21 vs. 1Q20 Insurance Excess Insurance Excess Insurance Excess In R$ billions Total Credit Trading Total Credit Trading
Slide 39: Loan portfolio reprofiling
loan portfolio reprofiling Individuals, very small and small companies reprofiledportfolio by product balance at March 31st 2021—in R$ billions In R$ billions 53.5 individuals very small and small companies 50.8 R$ 34.8 billion R$ 11.2 billion 46.0 9.5% Mar-21 13% 9%¹ vs. Dec-20 R$ billions R$ billi
Slide 40: 1Q21 earnings review
Itaú Unibanco Holding S.A. 1Q21 earnings review Milton Maluhy Filho Alexsandro Broedel Renato Lulia Jacob Chief Executive Office (CEO) Chief Financial Officer (CFO) Group Head of Investor Relations and Marketing Intelligence São Paulo, May 4th, 2021
Slide 41: Attachment
Attachment 03
Slide 42: 1Q21 Institutional Presentation
Itaú Unibanco Holding S.A. 1Q21 Institutional Presentation
Slide 43: 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 faith beliefs, they involve known a
Slide 44: Agenda
Agenda Corporate 04 profile 13 Strategic Our agenda businesses 32 58 Corporate governance Capital and 67 risk management 80 Financial highlights Additional 90 information
Slide 45: = ° & 7] =) i ° hn {-} Uv
2 = ° & 2 7] =) 6 i ° 2 hn {-} Uv
Slide 46: About us: Corporate profile
About Corporate profile us? Universal bank | 97 years of history | largest bank in Latin America¹ 3 3 Recurring Recurring Managerial Market Value³ Total assets Credit portfolio Tier I Capital 3 Managerial ROE4 Result4 US$48.1 bn R$2,124.8 bn R$906.4 bn 13.0% 18.5% R$6.4 bn We are present in 18 count
Slide 47: What we do
What Corporate profile do we do? Full offering of products and services | diversified client base | solid brand A complete Credit Services Insurance The Retail Bank physical and digital $ Personal Current Life includes retail clients, high-income clients bank Cards Cards and acquiring Homeowners ins
Slide 48: How we have evolved
How Corporate profile have we evolved? Adaptable culture | innovation | transparency in business UK decides to World Health We have NY Stock World War II First First First Internet Itaú on leave the Organization witnessed Exchange ends overseas version of providers the NY European declares important
Slide 49: A responsible bank: commitments to positive impact
A Corporate responsible profile bank | Commitments to positive impact Each commitment to positive impact is sponsored by a senior executive from the bank’s institutional and commercial areas. SDG1 SDG4 SDG5 No poverty Quality Gender education equality SDG7 SDG8 SDG9 Affordable Decent work Industry,
Slide 50: ESG timeline
A Corporate responsible profile bank | ESG Timeline ESG aspects have been integrated into our management for over two decades 1999 2000 2004 2005 2008 2009 Environmental and 1 social risk analysis 2010 2021 2020 2019 2017 2015 2013 Applicable to Sustainable bonds Commitments to Positive Impact (1) B
Slide 51: ESG highlights
Corporate A responsible profile bank | ESG: highlights Amazon Plan in partnership with Bradesco and Santander Stimulating sustainable chains Among the ten initiatives, four measures were prioritizedï,§ R$100 million to finance agroindustry and cooperatives that deal with sustainable cultures. ï,§ Bl
Slide 52: ESG: Sustainable bonds issuance
A Corporate responsible profile bank | ESG: Sustainable bonds issuance Sustainability Finance Framework: social and environmental criteria for resources allocation External consultancy issued second-party opinion Renewable energy and Sustainable Sustainable water and Pollution prevention energy effi
Slide 53: Todos pela saúde
A Corporate responsible profile bank | Todos pela saúde R$93 million R$136 million to inform to prepare ~ 175 million people society to resume social activities Campaigns to clarify and raise awareness among the Support for epidemiological research population and to guide on the proper use of and fo
Slide 54: Strategic agenda
Strategic agenda Hae
Slide 55: Strategic agenda
Strategic Strategic agenda agenda Following a collective thought process, we defined our strategic agenda in order to achieve consistent and quality results in the years ahead. Customer centricity is the central piece supported by three fundamental pillars: digital transformation, people and efficie
Slide 56: Client centricity
Client Strategic agenda Centricity We want our clients to have the best experience That is why we are continually and tirelessly striving to improve our client’s experience each time they engage with the bank Universal Bank Satisfied clients create more value Present Value of R$/client recurring man
Slide 57: Client centricity: satisfied clients create more value
Client Strategic agenda Centricity Satisfied clients create We want to be the benchmark in satisfaction, transforming our culture so that the client is at the center of everything. Our actions, including digital transformation and the efforts involving people management, are designed for our clients
Slide 58: Our apps are among the best rated
Client Strategic agenda Centricity Our apps are among the best rated in app stores Continuous updates for a better experience! APP ITAÚ (INDIVIDUALS) APP PERSONNALITÉ 4.1 4.7 4.1 4.7 + 24 MM unique clients using our digital channels in the 1st quarter* APP LIGHT Of which 15.8 MM are individual APP I
Slide 59: Investment recommendations
Client Strategic agenda Centricity Identified Investment recommendations need: What is the best way to invest your money? Solution Data only Itaú has: The most advantageous 2.5 minutes combination possible for each to generate a Expected results from 28,000 financial products and assets client, a
Slide 60: Digital transformation: supply vs demand perspective
Digital Strategic agenda Transformation Supply perspective x Demand perspective Traditional model: supply perspective Modern model: demand perspective New technology trends: New technology radar: cloud cloud artificial Intelligence and client’s real artificial Intelligence machine learning + and mac
Slide 61: Changing the way we develop services and products
Digital Strategic agenda Transformation To achieve digital transformation, we need to change the way we develop services and products Before Market Solution research time data customization development Client Bank Client Now Data time data customization + research + experimenting Client Bank 20
Slide 62: Cubo: extending our digital offer
Digital Strategic agenda Transformation + velocity to extend our digital offer 300 members 485 startups Cubo is the most relevant 31 filliated different 13 floors hub for technological startups industries entrepreneurship promotion + rooftop in Latin America. 215,000+ ft2 + 22 sponsors Sponsored Spa
Slide 63: Platform evolution and DevOps culture
Digital Strategic agenda Transformation evolution of the platform and DevOps culture go together modernization DevOps culture speed quality 50% + 57% + 48% -63% of our services will deployment resilience¹ of our system incidents be in the public frequency applications cloud in 2022 greater pace in t
Slide 64: New work methods lead to superior results
Digital Strategic agenda Transformation New work methods lead to superior results Data base 100 More technology solutions Higher speed Greater number of solutions delivered: The 1Q 2020 suffered the “new portfolio” effect, stabilizing throughout the year. 1Q2020 1Q2021 1Q2020 1Q2021 + 55% + 139% cli
Slide 65: Analytics: listening to 285,000 calls every day
Digital Strategic agenda Transformation Analytics: “listening to” 285,000 calls every day In the past Today One of the Traditional monitoring Speech analytics world’s largest Transcription of 100% of the calls and analysis of the texts voice transcription “I would like to operations increase my limi
Slide 66: Digital bank and sustainable expansion
Digital Strategic agenda Transformation digital bank 78 points NPS of the super app sustainable expansion 54% digital relationships of sales¹ to individuals were made through digitally acquired +1.5 digital channels new clients + 70% of sales vs. mar/20 # million 3.7 only in April, 2021 95% + 2.5 x
Slide 67: People: diversity and representativeness
Strategic People¹ agenda 97 thousand Employees Racial Representativeness¹ LGBT+ in Brazil and overseas →Support black students training. →We are committed to the “Business and LGBT+ Rights Forum” and the “UN Gender equality¹ 23.4% Standards of Conduct for Business”. →Support career events focu
Slide 68: Employee's experience
Strategic People¹ agenda Employee’s experience – Is Itaú Unibanco a good place to work? An innovative and inspiring environment VoU cOmO sOu In our employees’ view Rendering our dress code flexible, respecting our employees and our strategic agenda. . (Scores Advocates 9-10) 83% Home-office 79 (Scor
Slide 69: Mental health
Strategic People¹ agenda Mental Health Fique OK (Be Ok) Program Psychosocial services Support provided by psychologists, lawyers, Psychological and social work care to our employees at nutritionists, physiotherapists, and financial advisors to assistance centers. employees and their family members.
Slide 70: People: compensation and incentive model
People¹ Strategic agenda A bank that recognizes, values and encourages people development. Total compensation Incentive Model Fixed compensation The program takes into account the priorities of the year, the results obtained and the manner in which those R$ 18 billion results are delivered, since al
Slide 71: Efficiency: digital transformation
Efficiency Strategic agenda digital transformation continuous agile management investment in technology 2020 vs 2018 2021e vs 2018 2X -43% + 2x more productivity lead time lower costs for developing faster features delivery of new investments in the new features development of solutions squads—28% i
Slide 72: Efficiency as a strategic pillar
Efficiency Strategic agenda efficiency as a strategic pillar transversal program across the bank development and implementation of initiatives that seek culture structural efficiency gains strengthening 16 work fronts same work goal continuous questioning of activities and processes in two meetings
Slide 73: Our business
Our business
Slide 74: Who are our clients?
Our Who business are our clients? Through our Retail and Wholesale Banking segments we offer a wide range of products and services tailored to each client profile. Client profile by segment in Brazil Individuals Companies Ultra Private Bank > R$4 billion >R$5 million in total investment Large Person
Slide 75: Our Retail Banking business
Our Retail business Banking Serving a client base of over Branches and CSBs Main 56 million clients 1Q21 Results Ourdistributionnetwork¹ Recurring R$2.2 billion 3,877 BRANCHES AND CSBs² IN BRAZIL ManagerialResult 3 % 8 % 7 % 67 % 15 % Northeast Southeast South Brick and Mortar Branches North Midwest
Slide 76: Use of digital channels
Our Retail business Banking The use of our digital channels significantly increased over the last years. Our digital branches are an important channel to serve those clientes who almost do not use brick and mortar branches Use of digital channels¹ Digital branches Total currentaccountholders(in mill
Slide 77: Our Wholesale Banking business
Our Wholesale business Banking Only in Brazil, we serve approximately Main Main 23,000 corporate and productsandservices 1Q21 Results institutional groups Creditsolutions Nationalandforeigncurrency Recurring R$2.5 billion ManagerialResult Oursaleschannelsreachinstitutionalclientsin 18 Service soluti
Slide 78: Personal loans and payroll loans
Our business $ Personal Loans and Payroll Loans Personal loans Evolution of personal loans portfolio (In R$ billion) Money in the account The money is immediately Payroll loans $ credited, including on the 86.5 90.8 82.8 86.5 The payroll loans portfolio accounts for 62% of total weekends. 73.8 78.7
Slide 79: Mortgage loans
Our business Loans $ Mortgage Client focused Mortgage loans portfolio Products and sales channels (In R$ billion) (In %) Quick and efficient process with credit analysis in up to one hour for + 29.1 % 48.5 47.2 47.8 48.0 48.5 49.8 51.7 56.0 66.8 vs Mar-20 operations of up to R$1 million. 18.9% 16.3%
Slide 80: Mortgage loans: loan to value
Our Mortgage business Loans¹ $ Loan to Value (In %) 60.6% 63.8% 64.2% Vintage (quarterly average) 55.0% 54.8% 57.4% 57.9% 58.6% 58.4%—5.4 p.p vs Mar-20 41.6% 40.8% 40.0% 38.4% 38.8% 38.8% 39.1% 41.9% 36.3% Mortgage Loan Portfolio + 2.8 p.p. Mar-17 Sep-17 Mar-18 Sep-18 Mar-19 Sep-19 Mar-20 Sep-20 Mar
Slide 81: Vehicles loans
Our business $ Vehicles Loan portfolio by client profile Contracting (In R$ billion) Contracts—thousand + 27.9 %ï,§ 17.7 thousand sales points; 36 29 32.5 37.5ï,§ Sale of light and heavy vehicles: 25 29.3 25.3 13.2 21.6 9.9 11.0 • 81% of contracts are made in stores and dealers; 17.3 16.2 17.1 18.8
Slide 82: Vehicles: main products and services
Our business $ Vehicles Main products and services (Base E-commerce solution 1 12 Facial Recognition Integrated payment and financial services Simple and safe contracting process. solution for car e-commerce. iCarros 2 11 Digital Assistant Vehicle Marketplace with technological Online credit analysi
Slide 83: Credit card
Our Credit business Card Our credit card options serve current account holders and non-current account holders We are leaders in the credit Main brands card segment in Brazil, totaling around 34.2 million $ Personal credit cards and 30.3 million credit debit cards (both in number of accounts). Payme
Slide 84: Credit card transaction volume
Our Credit business Card Transaction Volume (R$ million) Total 1Q21 16.2%¹ 155,364 135,615 R$135.6 billions of total sales are carried 129,517 42,384 Debit -12.7% (vs. 4Q20) out using digital channels 32,114 35,513 + 3.2% (vs. 1Q20) 112,980 Credit 48.9%² in 4Q20 97,403 100,102 Credit—11.4% (vs. 4Q20
Slide 85: Acquiring business
Our Acquiring business services brand Transaction Volume (R$ million) Our 1Q21 154,475 Total 131,663 R$131.7 billions 121,858 62,029 50,117 Debit—14.8% (vs. 4Q20) 45,282 + 8.0% (vs. 1Q20) More than 25 card brands credit 92,447 Credit—11.8% (vs. 4Q20) accepted by Rede 76,575 81,546 + 6.5% (vs. 1Q20)
Slide 86: iti Itaú
Our itibusiness iti Itaú + than 100% digital bank 6 MM 70% free and differentiated account clients in of clients are April 2021 between 18 and 35 account opening in up to 4 minutes years old payment account + than + than digital cash withdrawal on ATMs 3 MM 70% PIX (instant transfer) new clients of
Slide 87: Insurance business
Our Insurance business insurance We offer acore wide activities, range of insurance which include products our 30% related equity to life, stake personal in Porto accidents, Seguro, consist vehicles ofand mass property, -market insurance credit andproducts travel. Our related to life and property, a
Slide 88: Insurance: open platform
Our Insurance business | Open Platform Auto and Fleet Insurance Insurance consultants Life (Individual and Group) Insurance Shop + Health (Group) Multi-channel distribution Manager Whole Life Focused on commissions and fees Cashier Credit Life Internal Internet Banking/Mobile Dental (Individuals and
Slide 89: Pension plan business
Our Pension business plan Open platform Reasons to invest: Concept 1,3,6,9: How much does the client have to save to enjoy a peaceful retirement? 1 Retirement 5 Financial return Years of salary accumulated Age Funds carefully selected 2 Future expenses always keeping the client in 6 Enable easy 1 35
Slide 90: Services: investments open platform
Our Services business | Investments Investment Open Platform Third-party products offered Funds Fixed income2 Fixed Income CDB Multimarket LCA Funds Fixed income Pension Plan Equities Real Estate Funds Treasury Direct COE Savings Equity LCI Pension Plan Variable Income Pension Plan Fixed Income Real
Slide 91: Asset management transformation in the investment journey
Our Services business | Investments asset management transformation in the investment journey the most complete product shelf on the market Personal assistance or digital service—digital experience investments Mar-21 vs Dec-20 , in R$ billion available to Itaú clients and non-clients new differentia
Slide 92: Wholesale Banking: Middle market and investment banking
Our Services business | Wholesale Banking Middle Investment Banking Annual revenues from R$30 mn to R$500 mn Leadership position and client recognition “Focused on clients with the best ratings, with 95% of the Fixed income credits being rated B3 or better, and with operations in We took part in loc
Slide 93: Agribusiness
Services Our business | Agribusiness relevant expansion in credit portfolio balance in R$ billion agribusiness 20.5% 46.5 38.6 Agribusiness GDP has + 2x doubled in 10 years, 2.0 representing 27% of Mar-20 Mar-21 Brazil’s GDP in 2020 0.8 main developments and challenges In R$ trillion socio-environme
Slide 94: Coordinating ESG issuances for our clients
Services Our business | Coordinating ESG Issuances for our clients¹ Issues of ESG bonds Outstanding operation in 2020 coordinated by Itaú Unibanco Sustainability-linked bonds -USD 500mm for Klabin Offshore market -USD 500mm for Movida USD 2.75 billion of ESG In 1Q2021, Itaú BBA coordinated five bond
Slide 95: Wholesale Banking: WMS
Our Services business | Wholesale Banking WMS R$ billion Large range of customized wealth management and investments solutions Securities Services Evolution of Assets Under Administration¹ Local Custody: we ended March with R$1,436.1 billion under custody (+4.3% from the Investment product managemen
Slide 96: Asset management: Kinea
Our Services business | Wholesale Banking Asset Management Kinea It is an independent platform of management of differentiated investments. With R$56,5 billion in assets as of March 2021, it operates in the segments of Multi-Markets, Real Estate, Pension Plan and Private Equity, Stock and Infrastruc
Slide 97: ESG at Itaú Asset Management
Our Services business | ESG at Itaú Asset Management Itaú Asset Management (IAM) As asset managers, we are responsible for understanding the risks and opportunities involved in the business. Integrating ESG issues into business valuation 99.84% of Assets under Management covered by ESG criteria Wate
Slide 98: XP Inc shareholding
XP Our business Inc shareholding On January 31st, the EGM approved 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 control of XP Inc. in stages favorable opi
Slide 99: Corporate governance
Corporate governance
Slide 100: History of our governance
Corporate History governance of our Governance We facilitates believeaccess that a to sound capital and and meritocracy contributes -based to business governance, continuity guided . towards long-term value creation, adds value to our business, Highlights 1999 2001 2006 2007 2017 1995 Inclusion in t
Slide 101: Our governance structure
Corporate Our governance governance structure Egydio de Moreira Souza Family control, with Salles Aranha long-term vision Free Float family family ON PN ON PN 100% 36.73% 81.87% 63.27% 18.13% Cia. E. Johnston 66.36% 33.64% de Participações ON PN 50.00% 0% 33.47% Itaú Unibanco Highly diversified 66.5
Slide 102: Pillars of our governance
Corporate Pillars governance of our Governance management aligned decisions made on Focus on performance with meritocracy-based a collective basis and value creation culture Family control ensuring long-term strategic vision IUPAR • Alignment among shareholders • Defines group’s vision, mission and
Slide 103: Board of Directors
Board Corporate governance of Directors Our the key Board differentials of Directors of consists our management. of professionals with exceptional knowledge and expertise in different areas of expertise, some of Main duties 2 Co-chairmen Board of Directors Pedro Moreira Salles 2 4 6 7 8 Committees •
Slide 104: Board of Directors committees
Board Corporate governance of Directors Committees Our committees report directly to the Board of Directors. Strategic committees 8 since 2004 since 2011 since 2009 since 2009 since 2018 Audit Compensation Personnel Strategy LATAM Strategy committees 100% of the members are independent 100% of the m
Slide 105: New Executive Committee
New Corporate governance Executive 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. even closer to Candido Milton Bracher Malu
Slide 106: Partners and Associates Program
Partners Corporate governanceand Associates Program program, Aiming at focused aligningon the management interests of our members officers and and employees employees with with outstanding those of our performance. shareholders, we maintain a partner and associate’ Long-term incentives The investmen
Slide 107: Our shares
Our Corporateshares governance traded Our capital as depositary stock is comprised receipts (ADR of 9.8—billion ITUB ) on common the NYSE shares (New (ITUB3) York Stock and non Exchange) -voting.shares (ITUB4). Non-voting shares are also Characteristics of our shares Appreciation of R$ 100 invested
Slide 108: Capital and risk management
Capital and risk management
Slide 109: Principles of capital management
Our Capital and principles risk management of risk management and The the Board guidelines of Directors involving is our the main institution’s capital management level of capitalization. body, responsible for approving our institutional capital management policy Capital adequacy capital, We adopt u
Slide 110: Basel III and capital structure
Capital Basel and risk III management and Capital structure Our current ratio Basel III requirement 14.5% 1.5% Tier II 2.0% Total Capital (10.25%—12.75%) Additional Tier I Capital (AT1) 1.7 % 1.5 % Tier I (8.25%—10.75%) CET 1 (6.75%—9.25%) Countercyclical² 0 – 2.5% ACP¹ Systemic³ 1.0 % Conservation4
Slide 111: Capital cost management
Capital Capital and risk management cost management We are continually striving to manage our capital allocation efficiently through an appropriate capital cost. The Board of Directors, then, Board of Directors deliberates on and approves the changes or the ratification of the cost of own capital Wh
Slide 112: How we are structured for managing risks
How Capital and risk are management we structured for managing risks? risks A classical area and, model lastly, with the three audit lines area of defense: subordinated the business to the Board areas of bear Directors. primary responsibility for risk management, followed by the Audit Committee Disc
Slide 113: How we establish our risk appetite
How Capital and risk do management we establish our risk appetite? maximize Risk appetite the defines creation the of value. nature and level of the risks acceptable to our organization, delimiting the conditions in which our management will strive to The policy is drawn up and approved by the Board
Slide 114: Our risk management principles
Capital Our and risk risk management management principles Risk risk and appetite metrics, consists and coordinates of a 4-layer the structure: set of guidelines principles on of the risk assumption management, of risks. declaration by the Board of Directors, magnitude of the The the employees princ
Slide 115: Market risk and liquidity management
Capital Market and risk management Risk and Liquidity Management Solid management of liquidity and market risk Average VaR¹ in the quarter Liquidity Coverage Ratio (LCR) Net Stable Funding Ratio (NSFR) 432.7 397.1 375.0 126.0% 122.5% 123.6% 125.0% 173.5% 191.0% 271.0 164.0% 165.5% 116.8% 1Q18 1Q19 1
Slide 116: Corporate security mindset
Capital Corporate and risk management Security Mindset Constant concern about risks Integration with Business and Benchmark with the market with an expanded view of Technology risk and vulnerability testing throughout the perimeter. Presence with the IT and Business teams in the risk assessment of n
Slide 117: Information security
Information Capital and risk management Security Our processes guarantee the care and focus necessary to protect our environment ... vulnerability management and technological infrastructure to face the adherence to security standards in a constant evolution of cyber threats technological environmen
Slide 118: E&S risk management
E&S Capital and Risk risk management Management Our E&S management guidelines are based on institutional issues and cover the most significant risks of our operation through specific procedures. We identify, measure, mitigate and monitor the risks of Excluded Activities Policy social and environment
Slide 119: Credit approval criteria
Credit Capital and risk management approval criteria The Environmental and Social Risk Policy determines the environmental and social criteria that must be observed for the grant and renewal of credit to clients and for contracting and monitoring products. Corporations and Agricultural Producers Sen
Slide 120: Credit approval criteria: guarantees and products
Credit Capital and risk management approval criteria The Environmental and Social Risk Policy determines the environmental and social criteria that must be observed for the grant and renewal of credit to clients and for contracting and monitoring products. Real Estate Guarantees Specific Products an
Slide 121: wn g = (=) = = [-)) = s uu < £ ba
wn g = (=) = = [-)) 3 = s uu < 6 £ ba
Slide 122: Quarter highlights
quarter highlights 1Q21 vs. 4Q20 change credit recurring portfolio mortgages for auto loans for agribusiness managerial individuals individuals segment R$906.4 Bn results 12.1% 4.5% 11.2% 4.2% R$6.4 Bn 18.7% margin with cost of margin with non-interest clients credit the market expenses recurring R$
Slide 123: Financial margin with clients
financial margin with clients financial margin with clients risk-adjusted financial margin with clients annualized average margin—consolidated annualized average margin—Brazil 9.2% 11.1% 8.4% 10.2% 7.5% 7.3% 7.3% 9.0% 8.6% 8.5% 5.4% 6.2% 6.2% 4.3% 4.4% 4.5% 5.2% 5.4% 3.7% 4.1% 1Q20 2Q20 3Q20 4Q20 1Q
Slide 124: Credit portfolio
credit portfolio In R$ billions mar-21 dec-20 mar-20 credit¹ origination Ä Ä individuals 261.3 255.6 2.2% 238.1 9.8% 1Q21 1Q21 vs. 4Q20 vs. 1Q20 credit card loans 82.8 86.3 -4.0% 83.8 -1.3% personal loans 35.6 35.1 1.6% 37.4 -4.6% individuals - 9% + 19% payroll loans 56.1 55.3 1.4% 50.3 11.5% very s
Slide 125: Loan portfolio reprofiling
loan portfolio reprofiling Individuals, very small and small companies reprofiled portfolio by product balance at March 31st 2021—in R$ billions In R$ billions individuals very small and small companies 53.5 50.8 46.0 R$ 34.8 billion R$ 11.2 billion 9.5% 13% 9%¹ Mar-21 vs. Dec-20 R$ billions R$ bill
Slide 126: Credit quality
credit quality cost of credit¹ coverage ratio – 90 days NPL % ratio between the annualized cost of credit and the loan portfolio²—(%) 1013% 952% Wholesale 920% 5.3% Brazil 519% 835% 3.9% 3.0% 638% 470% 2.8% 1.9% 443% Latin 341% 339% 320% America 247% 298% 10.1 7.8 239% 281% 6.3 6.0 4.1 Total 253% 23
Slide 127: Commissions and insurance; investment banking ranking
commissions and insurance investment banking ranking ³ st st In R$ billions 1 place 1 place 1Q21 4Q20 Ä 1Q20 Ä credit and debit cards 2.9 3.1 -7.1% 3.0 -4.5% M&A ECM card issuance 2.3 2.4 -4.8% 2.3 -0.9% R$130.6 billion R$6.2 billion acquiring 0.6 0.7 -14.7% 0.7 -15.7% financial advisory services vo
Slide 128: Non-interest expenses
non-interest expenses # employees In R$ billions 1Q21 4Q20 Ä 1Q20 Ä 1,809 mar/21 vs. mar/20 personnel (4.9) (5.2) -5.9% (4.6) 5.8% 95,288 96,540 97,097 administrative (4.0) (4.4) -8.7% (4.0) -0.9% -1,848 Brazil other (1) (1.5) (1.7) -9.6% (1.8) -17.2% 74,474 72,932 72,626 (ex-technology) total—Brazi
Slide 129: Capital
capital 13.2% + 0.5% -0.1% -0.2% -0.4% 13.0% 1.7% 1.7% 11.5% 11.3% Dec-20 net income dividends and interest prudential risk weighted Mar-21 tier I capital on own capital adjustments¹ assets tier I capital Common Equity Tier I (CET I) Additional Tier I (AT1) (1) mainly tax credits. 88
Slide 130: 2021 guidance
2021 guidance * the ranges of our 2021 forecast remain unchanged Consolidated Brazil¹ 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$6.4 bn Range from
Slide 131: Additional information
Additional information
Slide 132: Corporate profile: Additional information
Corporate profile Additional information
Slide 133: History of successful strategic deals
A Additional History Information of Successful Strategic Deals¹ Acquisition of the remaining 50% of: Uruguay Retail—Brazil NACIONAL Acquisition of the Banco Itaú BMG Consignado Casa minority interest of: Moreira Salles Acquisition of a 1924 minority interest in: Unibanco 1995—1998 2000—2003 2004—200
Slide 134: Capital and risk management: Additional information
Capital and risk management Additional information
Slide 135: Capital ratios (BIS) | Prudential Conglomerate
Capital Additional Information Ratios (BIS) | Prudential Conglomerate ¹ In R$ m illions , e nd of pe riod 1Q21 4Q20 C or e C apital 121,025 119,960 T ie r I (C or e C apital + A dditional C apital) 139,552 137,157 Re fe re ntial Equity (T ie r I and T ie r II) 155,280 151,244 T otal Ris k -w e ighte
Slide 136: Ratings
Additional Ratings Information 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
Slide 137: Financial Highlights: Additional information
Financial Highlights Additional information
Slide 138: 1Q21 Results
Additional 1Q21Information Results In R$ billions 1Q21 4Q20 Ä 1Q20 Ä operating revenues 30.0 29.2 2.9% 29.2 2.8% managerial financial margin 18.6 17.6 6.0% 17.8 4.7% financial margin with clients 16.2 16.0 1.0% 17.0 -5.1% financial margin with the market 2.5 1.6 57.1% 0.8 223.8% commissions and fees
Slide 139: Segments: Income statement pro forma 1Q21
Segments Additional Information – Income Statement Pro Forma 1Q21 Retail Banking Wholesale Banking Activities with the Itaú Unibanco Market + Corporation In R$ millions Operating Revenues 17,557 8,614 3,858 30,029 Managerial Financial Margin 9,966 5,304 3,364 18,634 Financial Margin with Clients 9,9
Slide 140: Results – Brazil and Latin America
Additional Information Results – Brazil and Latin America 1Q21 4Q20 Ä Latin America Latin America Latin America Consolidated Brazil ¹ Consolidated Brazil ¹ Consolidated Brazil ¹ (ex-Brazil) (ex-Brazil) (ex-Brazil) In R$ millions Operating Revenues 30,029 26,077 3,952 29,180 25,890 3,290 2.9% 0.7% 20
Slide 141: Business model
Additional Information 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. 1Q21 1Q20 1Q21 vs. 1Q20 Insurance Excess Insurance Excess Insurance Excess In R$ billions Total Credit Trading Total Credit Trading
Slide 142: Credit portfolio by product
Additional Credit Information Portfolio by Product In R$ billions, end of period 1Q21 4Q20 Ä 1Q20 Ä Individuals—Brazil 1 260.4 254.8 2.2% 237.0 9.9% Credit Card 82.8 86.3 -4.0% 83.8 -1.3% Personal Loans 34.8 34.2 1.6% 36.2 -4.0% Payroll Loans 2 56.1 55.3 1.4% 50.3 11.5% Vehicles 24.4 23.3 4.5% 19.4
Slide 143: Credit portfolio by currency
Additional Credit Information Portfolio by Currency ¹ R$ billion Mar-21 309.6 503.4 812.9 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 Foreign Cu
Slide 144: Credit origination | Brazil
Additional Credit¹ Information Origination | Brazil Base 100 = 1Q18 Total Credit2 – Brazil Credit2—Individuals 5% 19% -7% -9% 187 174 165 173 158 121 132 122 100 100 1Q18 1Q19 1Q20 4Q20 1Q21 1Q18 1Q19 1Q20 4Q20 1Q21 Credit2 – Very Small, Small and Middle Market Credit2 – Corporate -11% 7% -21% 4% 20
Slide 145: Companies credit portfolio breakdown
Credit Additional Information Portfolio Breakdown Companies Credit Portfolio by Business Sector¹,² Credit Concentration ¹ R$ billion In R$ billions, end of period 1Q21 4Q20 Ä Mar-21 Loan, lease and other Loan, lease, other credit operations Public Sector 4.6 5.5 -15.9% credit operations and securiti
Slide 146: Portfolio by vintage
Credit Additional Information Portfolio by Vintage¹ Profile of credit portfolio by origination period: R$ billion • Older vintages with higher spreads are losing relevance compared to the most recent ones. • 63.1% of total origination was created in the past 12 months. 640 711 738 33.8% 31.9% 32.7%
Slide 147: Loan portfolio mix change
Additional LoanInformation Portfolio Mix Change ¹ (%) R$ billion Consolidated mar/21 18.1 16.6 3.3 11.2 4.7 8.5 7.6 30.0 mar/21 25.9 23.7 4.7 16.0 6.7 12.1 10.8 mar/20 26.6 21.7 4.2 18.3 7.9 10.3 11.0 Brazil 2 mar/19 25.3 19.4 4.3 19.7 7.8 11.0 12.5 mar/18 28.2 18.1 4.0 18.3 7.4 11.3 12.6 mar/17 32.
Slide 148: Provision for loan losses and cost of credit
Provision Additional Information for Loan Losses and Cost of Credit Provision for Loan Losses by Segment R$ million 6.8% 4.5% 4.2% 4.7% 4.1% 3.7% 3.8% 3.6% 3.3% 3.4% 3.2% 3.5% 10,398 3.2% 3.0% 2.9% 3.1% 2.4% 808 7,561 5,392 4,948 6,145 6,337 5,641 4,282 4,483 4,111 4,271 2,441 432 4,407 4,922 795 4,
Slide 149: Allowance for loan losses by risk
Additional Allowance Information for Loan Losses by Risk– Consolidated R$ million Allocation of Total Allowance by Type of Risk -Consolidated Mar-21 10,563 10,911 29,770 51,244 Dec-20 10,618 11,363 30,176 52,158 Mar-20 12,978 11,471 22,634 47,083 Overdue operations according to the Potential Loss Br
Slide 150: Non-performing loans ratios
Non Additional Information Performing Loans Ratios 90-day NPL Ratio| Consolidated (%) 15 to 90-day NPL Ratio | Consolidated—% 4.2 3.7 3.7 3.7 3.3 3.1 3.5 3.4 3.5 3.2 3.2 2.9 2.7 2.6 2.7 2.7 2.7 2.3 3.0 2.6 2.5 2.0 2.0 2.3 2.4 3.4 1.9 2.0 3.1 3.1 2.9 3.0 3.0 3.1 2.7 1.9 1.9 2.7 2.6 2.3 2.4 2.6 2.2 2.
Slide 151: NPL creation
NPL Additional Creation Information R$ billion 7.3 6.1 5.7 5.3 5.1 5.0 4.7 5.1 4.9 4.4 3.3 4.5 4.3 3.9 2.8 3.6 3.2 1.2 1.2 2.3 1.3 1.1 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 1Q19 2Q19 3Q19 4Q19 1Q20 2Q20 3Q20 4Q20 1Q21 Total Retail Banking—Brazil Whosale Banking—Brazil Latin Ameri
Slide 152: Provision for loan losses and NPL creation by segment
Provision Additional Information for Loan Losses and NPL Creation by Segment Retail Banking—Brazil R$ billion 221% 145% 153% 113% 108% 104% 102% 91% 95% 7.1 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 4.2 4.5 3.2 2.3 1Q19 2Q19 3Q19 4Q19 1Q20 2Q20 3Q20 4Q20 1Q21 Wholesale Banking—Brazil 3108%
Slide 153: Insurance, pension plan and premium bonds
Insurance, Additional Information Pension Plan and Premium Bonds In R$ millions 1Q21 4Q20 Ä 1Q20 Ä Earned Premiums 1,131 1,123 0.7% 1,151 -1.7% Revenues from Pension Plan (14) (0)—(5) 190.2% Revenues from Premium Bonds 86 90 -4.0% 107 -19.8% Managerial Financial Margin 16 (96)—(34)—Commissions and F
Slide 154: Balance sheet – assets and liabilities
Balance Additional Information Sheet – Assets and Liabilities Assets 1Q21 4Q20 Äâ^‹ 1Q20 Äâ^‹ R$ million Current and Long-term Assets 2,087,728 2,076,112 0.6% 1,944,900 7.3% Cash and Cash Equivalents 39,369 46,224 -14.8% 71,881 -45.2% Short-term Interbank Investments 252,251 294,486 -14.3% 282,565 -
Slide 155: Funding
Additional Funding Information • Loan Portfolio mainly funded by domestic client funding • Diversified funding base In R$ millions, end of period 1Q21 4Q20 Äâ^‹ 1Q20 Äâ^‹ Funding from Clients (A) 891,298 881,561 1.1% 700,779 27.2% Demand Deposits 141,657 134,805 5.1% 101,711 39.3% Savings Deposits 1
Slide 156: Funding: loan portfolio ratio and maturity breakdown
Funding Additional Information Ratio between Loan Portfolio and Funding % Funding (Maturity Breakdown) In days 81.2% 76.8% 76.7% 77.5% 75.6% 71.1% 66.3% 66.5% 67.8% 65.1% R$ billion 181-365 1,089 Over to 365 1,010 1,039 1,069 31-180 927 952 7.9% 900 870 897 9.0% 788 711 738 39.7% 657 689 640 43.4% 0
Slide 157: 1Q21 Institutional Presentation
Itaú Unibanco Holding S.A. 1Q21 Institutional Presentation Sao Paulo, May 4th, 2021
Itau Unibanco Holding — Q1 2021 Earnings Presentation on 6ix