Itau Unibanco Holding S.a. · BMFBOVESPA:ITUB3
Itau Unibanco — Q3 2021 Earnings Presentation
87 slides from Itau Unibanco's earnings presentation, Nov 4, 2021
Slide 1: Announcement to the Market: 3rd 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. 3rd 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
Attachment 01
Slide 3: Itaú Unibanco Holding S.A. 3Q21 earnings review
Itaú Unibanco Holding S.A. 3Q21 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, November 4th, 2021
Slide 4: Quarter highlights
quarter highlights 3Q21 vs. 2Q21 change recurring portfolio credit managerial credit mortgages for SMEs result cards individuals R$962.3 bn R$6.8 bn 5.9% 9.8% 12.2% 10.3% 3.6% margin # of cards and commissions insurance efficiency with clients issued ratio Brazil recurring R$17.6 bn # 4.7 mm R$11.6
Slide 5: Digital: our main distribution channel
digital: our main one stop shop distribution channel offerings new product in digital and service 100% of products sales digital in channels in mobile until Dec-21 + digital¹ 2.8X credit insurance sales 2.5X premium 3Q19 3Q20 3Q21 3Q19 3Q20 3Q21 share² 22% 30% 46% share² 11% 7% 30% 3Q19 3Q20 3Q21 in
Slide 6: Phygital: a new way of serving
phygital a new way of serving connected experiences across at brick-and-mortar physical and digital channels branches more context in product offerings and more value for customers Single point of contact to click to human access all products and access to managers and services offered at the expert
Slide 7: Value proposition Itaú BBA
value proposition customer-centric model has been Itaú BBA raising the level of satisfaction ~ 20 thousand long term complete offer of specialized service NPS 77 relationships products and clients services model + 10 points Sep-21 vs Sep-20 highlights segments CIB growth investment banking ranking¹
Slide 8: Credit portfolio
reprofiled portfolio credit portfolio individuals, very small and small companies in R$ billion 13.2% 53.5 40.7 Sep-21 vs. Jun-21 in R$ billions 35.3 57% are collateralized Sep-20 Jun-21 Sep-21 Sep-21 Jun-21 D Sep-20 D individuals 303.7 279.7 8.6% 237.7 27.8% credit card loans 97.0 88.3 9.8% 77.5 25
Slide 9: Sustainable growth in the individuals portfolio
sustainable growth in the individuals portfolio individuals portfolio risk profile commercial processes user digital initiatives improvement experience 4.7% 4.3% 3.6% NPL 90 credit card loans payroll loans 303 25.1% 20.5% NPS 70 +6 points NPS 67 +5 points 229 237 44% unsecured personal loans auto lo
Slide 10: 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 9.0% 8.6% 8.5% 8.6% 8.5% 7.5% 7.3% 7.3% 7.4% 7.4% 5.4% 5.3% 6.2% 6.2% 5.9% 5.9% 5.2% 5.4% 4.4% 4.5% 3Q20 4Q20 1Q21 2Q21 3Q21
Slide 11: Financial margin with the market
financial margin with the market in R$ billions 1-year moving average Brazil¹ Latin America² 2.0 1.8 1.7 1.4 1.4 1.3 1.2 1.2 1.3 2.5 1.6 2.0 1.9 1.5 1.3 1.3 1.4 1.5 0.8 1.1 1.5 1.3 1.0 0.7 0.7 1.1 0.4 1.0 0.4 0.6 0.4 0.6 0.3 0.5 0.5 0.6 3Q19 4Q19 1Q20 2Q20 3Q20 4Q20 1Q21 2Q21 3Q21 (1) Includes units
Slide 12: Cards
cards transaction credit card volume portfolio in R$ billions 11.7% 26.6% R$97.0 bn 9.8% 25.1% 3Q21 vs. 2Q21 3Q21 vs. 3Q20 in 09/30/2021 Sep-21 vs Jun-21 Sep-21 vs Sep-20 164 38.2 mm 31.1 mm 147 installments revolving + 130 41 transactor² with interest overdue loans¹ credit cards debit cards debit 3
Slide 13: Acquiring business
growth transaction volume value creation through 3,000 In R$ billions 23.8% - 25% + of 100 an integrated offer of smart POS 9M21 vs. 9M20 clients’ churn software houses machines per payments, bank and credit in 2021 partners in Conexão month 440 Rede 355 51% of growth in e- • business management pen
Slide 14: Transformation in the investment journey
transformation in the investment journey journalistic content platform for personal finance in partnership editorial with Editora Globo independence investment app human advice to Itaú clients and non-clients with dedicated and on-demand experts 3 fundamental pillars + 400 thousand specialists downl
Slide 15: Commissions and insurance
commissions and insurance in R$ billions 3Q21 2Q21 D 3Q20 D insurance³ credit and debit cards 3.3 3.1 6.4% 2.8 14.9% 3Q21 vs. 2Q21 card issuance 2.6 2.4 5.8% 2.2 17.2% acquiring 0.7 0.6 8.6% 0.6 7.0% 6.2% current account services 1.9 1.8 4.5% 1.9 -2.2% earned premiums asset management¹ 1.5 1.4 8.1%
Slide 16: Credit quality
credit quality cost of credit¹ coverage ratio – NPL 90 days (%) ratio between the annualized cost of credit and the loan portfolio²—(%) 1013% 952% 922% 3.0% wholesale 835% 2.8% 519% 2.1% 2.2% Brazil 470% 1.9% 443% 430% Latin 355% 6,3 America 339% 320% 6,0 5,2 298% 283% 235% 4,1 4,7 total 234% retail
Slide 17: Non-interest expenses
non-interest expenses efficiency ratio in R$ billions 48.8% 48.0% 3Q21 2Q21 D 9M21 9M20 D salary 45.5% personnel (5.3) (5.0) 5.7% (15.2) (14.0) 8.3% 44.0% readjustment administrative (4.2) (3.9) 7.6% (12.1) (12.1) -0.6% 10.97% 46.9% 44.0% 45.4% other (1) (1.4) (1.7) -13.6% (4.6) (5.4) -13.7% IPCA 42
Slide 18: Capital
capital 13.5% + 0.4%—0.4%—0.3%—0.3% 12.9% 1.6% 1.6% 11.9% 11.3% Jun – 21 net income of the credit rwa—acquisition of Minas foreign exchange Sep – 21 tier I capital quarter after portfolio Gerais payroll and variation tier I capital dividends equity adjustments common equity Tier I (CET I) additional
Slide 19: Net-zero carbon commitment
direct indirect Itaú emissions emissions (financed) scope scope 3 1 e 2 already we are represents 99% of total emissions We want to be the 2050 carbon neutral bank for transition to measure decarbonization We will reduce by PCAF¹ methodology We will support our clients in their transition process to
Slide 20: Changing culture
changing culture 62% 81% the best R$14 bn 100% 99.6% share in sales for products for bank Brazil, to according work in phygital and of products in the availability on individuals individuals and omnichannel, mobile channel digital channels through digital companies had to GPTW business with until De
Slide 21: Additional information
additional information
Slide 22: Results
results In R$ billions 3Q21 2Q21 D 3Q20 D 9M21 9M21 D operating revenues 31.5 30.6 2.9% 28.4 11.0% 92.2 85.6 7.7% managerial financial margin 19.5 18.8 3.8% 16.9 15.3% 56.9 52.5 8.4% financial margin with clients 17.6 16.8 4.7% 15.6 13.1% 50.6 49.1 3.0% financial margin with the market 1.9 2.0 -3.2%
Slide 23: 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. 9M21 9M20 change (9M21 vs. 9M20) Insurance Excess Insurance Excess Insurance Excess In R$ billions Total Credit Trading Total Credit Trading Total Credit T
Slide 24: Guidance 2021
guidance 2021 We kept unchanged the ranges of our 2021 guidance consolidated Brazil¹ total credit portfolio² growing between 8.5% to 11.5% growing between 12.5% to 15.5% financial margin with clients growing between 2.5% to 6.5% growing between 3.0% to 7.0% financial margin with the market range fro
Slide 25: Itaú Unibanco Holding S.A. 3Q21 earnings review
Itaú Unibanco Holding S.A. 3Q21 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, November 4th, 2021
Slide 26: Attachment 02
Attachment 02
Slide 27: Itaú Unibanco Holding S.A. 3Q21 Institutional Presentation
Itaú Unibanco Holding S.A. 3Q21 Institutional Presentation
Slide 28: Forward-looking statements disclaimer
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 29: Agenda
Agenda Corporate 04 profile 12 Strategic Our agenda businesses 18 38 Corporate governance Capital and 47 risk management 58 Financial highlights
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Slide 31: Corporate profile: About us
About Corporate profile us? Universal bank | 97 years of history | largest bank in Latin America¹ Recurring Recurring Managerial Market Value³ Total assets³ Credit portfolio³ 4 4 Tier I Capital³ Managerial ROE Result US$52.1 bn R$2,154.9 bn R$962.3 bn 12.9% 19.7% R$6.8 bn We are present in 18 countr
Slide 32: What do 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 Curre accounts Life includes retail clients, high-income clients bank Cards and acquiring Homeowners in
Slide 33: How have we 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 34: History of successful strategic deals
A Corporate History profile of Successful Strategic Deals¹ Acquisition of the remaining 50% of: Uruguay Retail -Brazil NACIONAL Casa Acquisition of the Moreira minority interest Banco Itaú BMG Consignado Salles of: 1924 Unibanco 1995—1998 2000—2003 2004—2007 Merger 2008 2009—2020 1943 Itaú Foundatio
Slide 35: Positive impact commitments
Positive Corporate profile Impact Commitments Our sustainability strategy is translated into 10 positive impact commitments, classified into four categories: Business Accountability Financial Inclusion and Financing positive Responsible Transparency in citizenship entrepreneurship impact sectors + i
Slide 36: Highlights of the positive impact agenda
Highlights Corporate profile of the positive impact agenda Find out some of our ESG initiatives and how they are integrated into our business Business Corporate behavior R$400 billion for sustainable development up to 2025 Itaú Unibanco is the best bank to work for in Brazil Credit to positive impac
Slide 37: People
People Corporate profile 99 thousand Employees LGBT+ In our employees’ view³ Advocates → We are committed to the “Business and (Scores 9-10) 80% in Brazil and overseas LGBT+ Rights Forum” and the “UN 76 Neutrals Gender equality¹ Standards of Conduct for Business”. (Scores 7-8) 15% e-NPS Knockers (
Slide 38: Strategic agenda
Strategic agenda
Slide 39: Strategic agenda: cultural transformation
Strategic Cultural Agenda transformation cultural Client Centricity Digital Transformation transformation satisfaction, We want to be transforming the benchmark our in this Technology transformation, is the great leveraging enabler our of we are building a more center culture of so everything. that
Slide 40: Client centricity
Client Strategic Agenda Centricity serving our clients omnichannel phygital satisfied clients create where, when and how type Access of to service the same Freedom relationship: to choose we are a the digital type bank of more value they want to be regardless of channel with the advantage of in-pers
Slide 41: Digital transformation
Digital Strategic Agenda Transformation Technology enabling our clients to have the best service applying technologies to focus on quickly solve problems with solving clients’ cloud artificial big data e agile communities speeds and using data to issues intelligence analytics management develop prod
Slide 42: Efficiency
Efficiency Strategic Agenda developing and implementing structural efficiency gains initiatives strengthening culture ongoing ongoing challenging activities and processes to seek technology efficiency gains investments 2021e vs 2018 fronts of action unique work goal + 2x meetings with the methodolog
Slide 43: Growth
Growth Strategic Agenda sustainable growth based on Relationship Investment long-term client Platform Platform relationships a free account for clients demanding a window display of product from products and services in a simplified way which suitable each product investor to its may profile. find t
Slide 44: Our business
Our business
Slide 45: Who are our clients?
Who Our business are our clients? We offer a wide range of products and services tailored to each client profile. Client profile by segment in Brazil Individuals Companies Private Bank Ultra >R$5 million in total investment > R$4 billion Itaú Personnalité Large >R$15 thousand or >R$250 thousand in t
Slide 46: Retail banking
Our Retail business Banking The use of our digital channels has grown significantly in recent years. Our digital branches are an important channel to serve clients who hardly ever visit physical branches Serving a client base of around Branches and CSBs² 60 million clients % of transactions through
Slide 47: Personal loans and payroll loans
Our business $ Personal Loans and Payroll Loans Evolution of personal loans portfolio (In R$ billion) Itaú won the bidding process average balance of the personal promoted Minas Gerais by for the managing State of the 98.6 82.8 86.5 86.5 90.8 loan portfolio payroll of the state public 61.2 Sep/21 Se
Slide 48: Mortgage loans
Our business $ Mortgage Loans Mortgage loans portfolio Client focused 3Q21 loan origination (In R$ billion) + 49.4 % 49.8 51.7 56.0 66.8 83.7 vs Sep/20 quick and efficient process with credit analysis in up mortgage loans + 68.1 % to one hour for operations of up to R$1.5 million. 6.5% 5.5% vs Sep/1
Slide 49: Vehicles
Our business $ Vehicles Loan portfolio by client profile Contracting (In R$ billion) Contracts—thousand â–ª 25.0 thousand sales points; + 38.7 % 55 54 â–ª Sale of light and heavy vehicles: 52 45.1 37.5 • 83% of contracts are made in stores and dealers; 29.3 32.5 17.0 25.3 13.2 July August September
Slide 50: Credit card
Credit Our business Card the most complete credit 48.6%¹ in 2Q21 38.2 31.1 + 9.6 p.p. vs 2Q20 million million card shelf on the market of household credit debit consumption are card cards cards expenses one card for each type of client 17.3% 4.7% vs. Sep/20 vs. Sep/20 options according to the benefi
Slide 51: Acquiring business
Our Acquiring business services growth transaction volume—25% + of 100 3,000 value creation through smart POS In R$ billion clients’ churn software houses machines per 23.8% an integrated offer of in 2021 partners in Conexão month 9M21 vs. 9M20 payments, bank and credit Rede 440 355 51% • business m
Slide 52: iti digital bank
Our itibusiness iti Itaú + than 100% digital bank 10 MM free and differentiated account clients in account opening in up to 4 minutes September 2021 payment account digital cash withdrawal on ATMs + than PIX (instant transfer) 2.1 MM 120% payments new clients of growth in credit cards in 3Q21 cell p
Slide 53: Insurance
Insurance Our business We offer a wide range of our own and third-party products. Our focus on insurance, which includes our participation in Porto Seguro, consists of mass insurance products related to life, property and credit insurance, in addition to expanding our open platform shelf. Our produc
Slide 54: Insurance open platform
Insurance Our business | Open Platform Benefits Sales Force Multi-channel Broker Insurance consultants Insurance Shop + Multi-channel distribution Manager Focused on commissions and fees Cashier Internal Internet Banking/Mobile ATM Specialized sales force Call Center Retail Partnerships External Veh
Slide 55: Services: wealth management
Services Our business | Wealth Management Wealth Management Services Large range of customized wealth management and investments solutions Private Banking Securities Services A full global wealth management platform with leadership position in Brazil. We have been recognized by the world’s top inter
Slide 56: Services: investments
Our Services business | Investments Asset management Main products the most complete product shelf on the market Investment Open Platform Third-party products offered* Funds Fixed Income Pension Plan Variable Income ETF Real Estate Fund Treasury Direct COE Savings investiments Sep/21 vs Jun/21, in R
Slide 57: Transformation in the investment journey
Our Services business | Investiments transformation in the investment journey new investment app Investment app Human advise Content Platform With dedicated and on-demand (Present in the various communication To Itaú clients and non-clients experts platforms) available to all our clients News about
Slide 58: Journalistic content platform
Services Our business | Investiments journalistic content platform for personal IF website—https://www.inteligenciafinanceira.com.br finance in partnership Editorial with Editora Globo independence in addition on the social in content on breaks comercial to the media @sigaif channels of Globonews 3
Slide 59: Small and medium companies
Services Our business | Small and medium companies and the transformation continues... beyond banking SME operation has this happened due to a ecosystem of partnerships doubled in size in deep transformation to meet all customer needs the last four years of the operation credit portfolio with a sust
Slide 60: Itaú BBA value proposition
Itaú Our business BBA value proposition Itaú BBA model customer-centric has been raising satisfaction the level of ~ 20 thousand long term complete offer of specialized NPS 77 clients relationships products and service services model + 10 points Sep-21 vs Sep-20 highlights growth cash management inv
Slide 61: Agribusiness
Services Our business | Agribusiness relevant expansion in credit portfolio balance in R$ billion agribusiness 27.9% 53.7 42.0 Agribusiness GDP has + 2x doubled in 10 years, 2.0 representing 27% of Sep-20 Sep-21 Brazil’s GDP in 2020 0.8 main developments and challenges In R$ trillion • socio-environ
Slide 62: Coordinating ESG issuances for our clients
Our Services Business | Coordinating ESG Issuances for our clients Outstanding operation Sustainability-linked bonds Rumo-USD 500 mi In the first 9 months of 2021, Itaú B3 -USD 700 mi USD 5.6 billion of ESG bonds BBA coordinated ten ESG Klabin-USD 500 mi Movida-USD 800 mi (USD 500 and USD 300) coord
Slide 63: Latin America: where are we?
Latin Our business America Where are we? We are present in 18 countries, 9 We want to reproduce our Latin America (ex-Brasil) of which are in Latin America. commercial, technological, recurring net income people and risk R$ million management model in the Latin America countries where we operate 4.9
Slide 64: Corporate governance
Corporate governance
Slide 65: History of our governance
Corporate History governance of our Governance We believe that a sound and meritocracy-based governance, guided towards long-term value creation, adds value to our business, facilitates access to capital and contributes to business continuity. 1999 2001 2007 2018 2006 1995 Inclusion in the Dow Level
Slide 66: Our governance structure
Our Corporategovernance 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% 81.90% 63.27% 18.10% Cia. E. Johnston 66.36% 33.64% de Participações ON PN 50.00% 0% 33.47% Itaú Unibanco Highly diversified 66.53
Slide 67: 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 68: Board of Directors
Board Corporate governance of Directors Our Board of Directors consists of professionals with exceptional knowledge and expertise in different areas of expertise, some of the key differentials of our management. Main duties 2 Co-chairmen Board of Directors Pedro Moreira Salles 2 4 6 7 Committees • D
Slide 69: Board 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 70: Executive Committee
Corporate Executive governance 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 Milton Maluhy Filho the busines
Slide 71: Long-term incentives: Partners Program
Long-term Corporate governance incentives | Partners Program Aiming at aligning the interests of our officers and employees with those of our shareholders, we maintain a partnership program, focused on management members and employees with outstanding performance. Long-term incentives The investment
Slide 72: Our shares
Corporate Our shares governance Our capital stock is comprised of 9.8 billion common shares (ITUB3) and non-voting shares (ITUB4). Non-voting shares are also traded as depositary receipts (ADR—ITUB ) on the NYSE (New York Stock Exchange). Characteristics of our shares Appreciation of R$ 100 invested
Slide 73: Capital and risk management
Capital and risk management
Slide 74: Our principles of capital management
Our Capital and principles risk management of risk management The Board of Directors is our main capital management body, responsible for approving our institutional capital management policy and the guidelines involving the institution’s level of capitalization. Capital adequacy We adopt a forward-
Slide 75: Basel III and capital structure
Capital Basel and risk III management and Capital structure Our current ratio Basel III requirement 14.7% 1.8% Tier II 2.0% Total Capital (10.625%—13.125%) Additional Tier I Capital (AT1) 1.6% 1.5 % Tier I (8.625%—11.125%) CET 1 (7.125%—9.625%) Countercyclical² 0 – 2.5% ACP¹ Systemic³ 1.0 % Conserva
Slide 76: 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 77: How are we structured for managing risks?
How Capital and risk are management we structured for managing risks? A classical model with three lines of defense: the business areas bear primary responsibility for risk management, followed by the risks area and, lastly, the audit area subordinated to the Board of Directors. Audit Committee Disc
Slide 78: How do 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 consisting and level of of the a 4-layer risks acceptable structure: principles to our organization, of risk management, delimiting the declaration conditions by in the
Slide 79: Our principles of risk management
Capital Our and risk risk management management principles the The employees principles of of risk Itaú management Unibanco Holding defines work the and fundamentals take decisions. of risk management and risk appetite based on 6 pillars, providing guidance on how Sustainability and customer satisfa
Slide 80: Corporate security
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 81: Information security
Information Capital and risk management Security Our processes guarantee the necessary care and focus to protect our environment vulnerability management and technological infrastructure to face the adherence to security standards in a constant evolution of cyber threats technological environment ap
Slide 82: E&S risk management
Capital E&S 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 83: ESG credit approval criteria
ESG Capital and redit 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. Sensitive Industries Environmental and s
Slide 84: Financial highlights
Financial highlights
Slide 85: Results: financial highlights
Results Financial highlights Recurring Managerial Result Recurring ROE Financial Margin with Clients Financial Margin with the Market 3Q21 34.8 % 3Q21 4.0 p.p. 3Q21 13.1 % 3Q21 R$6.8 bi 19.7 % R$17.6 bi R$1.9 bi 40.4 % 3Q21 vs. 3Q20 3Q21 vs. 3Q20 3Q21 vs. 3Q20 3Q21 vs. 3Q20 9M21 50.0 % 9M21 5.0 p.p.
Slide 86: Financial highlights: credit, funding and capital
Financial Financial highlights highlights Credit Portfolio¹ 90 days NPL 15—90 days NPL Coverage ratio Sep-21 Sep-21 Sep-21 Sep-21 R$962.3 bi 2.6 % 1.7 % 234 % 5.9 % 13.6 % 0.3 p.p. 0.4 p.p. 0,8 p.p. 0,2 p.p. 49.0 p.p. 105.0 p.p. Sep-21 vs. Jun-21 Sep-21 vs. Sep-20 Sep-21 vs. Jun-21 Sep-21 vs. Sep-20
Slide 87: Itaú Unibanco Holding S.A. 3Q21 Institutional Presentation
Itaú Unibanco Holding S.A. 3Q21 Institutional Presentation
Itau Unibanco Holding — Q3 2021 Earnings Presentation on 6ix