Exhibit 99.1

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 2021 Result Itaú Unibanco Holding S.A. (“Company”) announces to its shareholders and the market at large that the Complete Financial Statements and the Management Discussion and Analysis for the 2nd quarter of 2021 ending June 30, 2021 are already available on the Investor Relations website (www.itau.com.br/investor-relations).    Additionally, we forward the information described below:    • Press Presentation on the quarterly result, scheduled for 08/03/2021 at 8:30 am (Brasília official time) (Attachment 01); • Presentation for public conference calls on the quarterly result, scheduled for Tuesday, 08/03/2021, in Portuguese at 09:00 am (EDT) and in English at 10:30 am (EDT) (Attachment 02); • Institutional Presentation of the 2nd quarter of 2021 (Attachment 03). The expectations and tendencies presented are based on information available up to the moment and involve risks, uncertainties, and assumptions that may be beyond our control.    These information’s strengthen our commitment to transparency in our disclosures to the many strategic audiences we have.    São Paulo - SP, August 03, 2021.    Renato Lulia Jacob     Group Head of Investor Relations and Market Intelligence

Attachment 01 (portuguese only)

Itaú Unibanco Holding S.A. teleconferência com a imprensa 2T21 Milton MaluhyFilho Alexsandro Broedel Renato Lulia Jacob Presidente ChiefFinancial Officer (CFO) Diretor de Relações com Investidores e Inteligência de Mercado São Paulo, 3 de agosto de 2021

destaques do trimestre variação 2T21 vs. 1T21 carteira de resultado crédito Brasil cartãode crédito crédito recorrente crédito consignado imobiliário PF gerencial R$ 699,0 bi 6,7% 5,5% 12,8% 4,6% R$ 6,5 bi 2,3% margem com NPL 90 receitas índice de clientes pessoas físicas de serviços e eficiência Brasil Brasil seguros R$ 16,8 bi 3,6% R$ 11,3 bi 42,2% ROE 3,9% 0,3 p.p. 2,7% 1,0 p.p. recorrente gerencial aquisição de 7,8 milhões 18,9% clientes digitais total de clientes em junho de 2021    + 4,7 milhões 0,4 p.p. no 2T21 + de 2,6 milhões de novos clientes no 2T21 + 27% vs1T21 90% não correntistas 2 Corporativo | Interno

reorganização do atendimento presencial unificação das equipes (comercial + operacional) conveniência jornadas simplificadas remodelação da rede de agências + 23% contas abertas 54% 2X crédito + relacionamentos abertas 2T21 vs2T19 digital de forma novas contas para as nosso parte relevante do valor será compromisso capturado no phygitale 58% mudar completamente curto e médio omnichannel das contratações a experiência do cliente, prazos R$ 9 bi de PF no 2T21 ressignificando a negócios volume¹ de negócios foram feitas nos ambição com conexões O2O canais digitais proposta de valor dos nossos negócios vendas digitais até 2025 nova assessoria de investimentos 4X+ 100% implementado até 2022 vendas + de 100² + de 1.500² especialização 50% escritórios especialistas app dedicado 75% sharede receitas 100% 2021 (1) contratações online-to-offline no 1S21 consideram crédito PF (crediário, consignado), investimentos PF (tesouraria, poupança, fundos, previdência), renegociação PF, cartões de Crédito PF, portabilidade de crédito PF, giro aval; (2) até 2022. 3 Corporativo | Interno

agenda de desenvolvimento sustentável Queremos reforçar nosso papel como um dos principais agentes de transformação econômica e social no País. R$ 122,6 bilhões já alocados de agosto de 2019 a junho de 2021 contribuir com 400 R$ 400 bilhões dez/25 R$108,3 bi R$ 14,3 bi para o desenvolvimento crédito1 para setores de impacto estruturação de sustentável até 2025 positivo e produtos ESG do Varejo operações com selo ESG por meio de iniciativas de negócio que • energia renovável • crédito para mulheres operaçõesno mercado promovam uma • saúde e educação • financiamento de local e externo(green, economia sustentável jun/21 • obras de carros elétricos e sustainable and e cada vez mais verde infraestrutura híbridos sustainability-linked 31% • papel e celulose • painéis solares e bonds, etc.) e inclusiva ago/19 • agronegócio microcrédito meta (1) Consideraconceito de carteira de crédito expandida: avais, fianças e títulos e valores mobiliários. 4 Corporativo | Interno

originação de créditos com carteira de crédito garantia no 2T21 em R$ bilhões crédito financiamento de imobiliário PF¹ veículos PF e PJ jun/21 mar/21 D jun/20 D pessoas físicas 279,7 261,3 7,0% 228,8 22,2% R$ 12,3 bi R$ 8,2 bi cartão de crédito 88,3 82,8 6,7% 72,9 21,2% 14,7% 24,2% crédito pessoal 36,0 35,6 1,2% 37,3 -3,3% 2T21 vs. 1T21 2T21 vs. 1T21 crédito consignado 59,1 56,1 5,5% 50,4 17,3% 262,7% 154,5% 2T21 vs. 2T20 2T21 vs. 2T20 veículos 25,8 24,4 5,7% 19,5 32,3% crédito imobiliário 70,5 62,4 12,8% 48,8 44,4% NPS global micro, pequenas e médias empresas 132,6 128,3 3,4% 107,4 23,4% +7 em 37 pontos 2T21 NPS global total pf + micro, pequenas e médias empresas 412,3 389,6 5,8% 336,2 22,6% 78 pontos NPS transacional +10 em 2021 grandes empresas 286,7 279,0 2,8% 259,2 10,6% 51 pontos +16 em 2T21 operações de crédito 179,5 185,6 -3,3% 175,4 2,4% títulos privados 107,2 93,4 14,7% 83,9 27,8% saldo médio da carteira de total Brasil 699,0 668,6 4,6% 595,5 17,4% crédito pessoal jun/21 jun/21 América Latina 210,0 237,8 -11,7% 215,9 -2,7% vs. mar/21 vs. jun/20 total com garantias financeiras e títulos privados 909,1 906,4 0,3% 811,3 12,0% —crédito sob medida 6,9% 3,4% Total (ex-variação cambial) 909,1 865,7 5,0% 799,0 13,8% cheque especial + 3,4%—19,2% crediário + 15,6% + 1,2% (1) Fonte Abecipjunho 2021. 5

margem financeira com clientes margem financeira com clientes margem financeira com clientes ajustado ao risco margem média anualizada -consolidado margemmédia anualizada -Brasil 10,2% 8,4% 7,5% 9,0% 8,6% 8,6% 7,3% 7,3% 7,4% 8,5% 5,4% 5,3% 6,2% 6,2% 5,9% 4,5% 5,2% 5,4% 4,3% 4,4% 2T20 3T20 4T20 1T21 2T21 2T20 3T20 4T20 1T21 2T21 variação da margem financeira com clientes em R$ bilhões R$ 0,6 bi (+3,9%) 16,2 15,1 0,4 0,1 0,1 0,1 15,7 1,12 16,8 (1,07) (0,2) 1T21 capital de giro1 operações volume médio mix de maior spreads3 América Latina operações capital de giro1 2T21 próprio e outros sensíveis a produtos 2 quantidade de e outros4 sensíveis a próprio e outros 1T21 spreads 1T21 dias corridos spreads 2T21 2T21 (1) Inclui o capital alocado às áreas de negócio (exceto tesouraria), além do capital de giro da corporação; (2) Mudança na composição dos ativos com risco de crédito entre períodos no Brasil; (3) Inclui margem financeira de passivos; (4) Outros considera operações 6 estruturadas do atacado.

serviços e seguros ranking de investmentbanking ³ recorde no número em R$ bilhões D de operações no 1S21 2T21 1T21 2T20 D cartões de crédito e débito 3,1 2,9 6,0% 2,5 21,9% 1º lugar emissão 2,4 2,3 7,2% 2,0 22,5% renda variável adquirência 0,6 0,6 1,8% 0,5 19,7% R$ 15,4 bilhões conta corrente 1,8 1,8 -0,8% 1,8 -2,2% de volume emitido em 38 operações no 1S21 administração de recursos(1) 1,4 1,3 5,9% 1,3 9,1% assessoria econômico-financeira e corretagem 1,4 1,2 12,3% 0,8 77,9% 1º lugar operações de crédito e garantias prestadas 0,7 0,6 8,4% 0,5 32,2% fusões e aquisições serviços de recebimento 0,5 0,5 3,1% 0,4 15,9% R$ 145,4 bilhões outros 0,4 0,4 -0,8% 0,3 18,6% em volume transacionado em 23 operações no 1S21 América Latina (ex-Brasil) 0,8 0,8 -4,0% 0,7 9,0% receitas de serviços 10,0 9,6 4,4% 8,4 18,9% (2) 1º lugar resultado de seguros 1,3 1,5 -8,5% 1,5 -10,9% rendafixa local serviços e seguros 11,3 11,0 2,7% 9,9 14,4% R$13,7 bilhões em volume distribuído no 1S21 (1) Considera receitas de administração de fundos e de administração de consórcios; (2) Inclui as receitas de seguros, previdência e capitalização, após as despesas com sinistros e de comercialização; (3) Fonte: Dealogice ANBIMA, junho/2021 7

qualidade de crédito custo do crédito¹ índice de cobertura – NPL 90 dias (%) custo do crédito anualizado / carteira de crédito² -(%) 1013% 920% 952% 922% atacado 835% Brasil 519% 3,9% 470% 443% 3,0% 2,8% 341% 430% 1,9% 2,1% América Latina 281% 339% 320% 298% 283% 7,8 6,3 6,0 4,1 4,7 total varejo 253% 236% 230% 120% 212% 224% Brasil 2T20 3T20 4T20 1T21 2T21 jun/20 set/20 dez/20 mar/21 jun/21 NPL 15 -90 dias -% 3,9%³ NPL 90 dias -% 5,0% 4,3% 4,2% 3,0% 2,8% 3,9% 3,6% 2,4% 2,6% 2,4% 3,2% 2,0% 2,0% 2,7% 2,7% 1,9% 2,0% 2,5% 2,7% 2,6% 2,7% 2,5% 2,6% 1,9% 1,9% 1,8% 1,9%³ 2,2% 2,3% 2,0% 2,0% 2,3% 1,7% 1,8% 1,7% 2,3% 1,7% 1,7% 1,8% 1,6% 1,4% 1,4% 1,0% 1,5% 1,1% 1,4% 1,2% 1,3% 1,4% 0,9% 0,8% 0,7% 0,6% 0,5% 0,7% 0,5% 0,4% 0,4% 0,3% jun/20 set/20 dez/20 mar/21 jun/21 jun/20 set/20 dez/20 mar/21 jun/21 pessoas físicas Brasil total micro, pequenas e médias empresas América Latina grandes empresas (1) despesa de provisão para créditos de liquidação duvidosa + recuperação de créditos + impairment+ descontos concedidos; (2) saldo médio da carteira de crédito com avais, fianças e títulos privados considerando-se os dois últimos trimestres; 8 (3) excluindo operação de cliente específico o NPL 15-90 dias da América Latina seria 1,7% e o consolidado seria 1,9%

despesas não decorrentes de juros (DNDJ) Índice de eficiência 46,5% 46,3% em R$ bilhões 45,4% 2T21 1T21 D 1S21 1S20 D 44,5% despesas de pessoal (5,0) (4,9) 1,6% (9,9) (9,2) 7,4% 44,7% 44,7% despesas administrativas (3,9) (4,0) -2,7% (7,9) (8,0) -2,1% 43,8% 42,7% outras despesas(1) (1,7) (1,5) 10,3% (3,2) (3,5) -9,7% IPCA 1S18 1S19 1S20 1S21 total—Brasil (10,5) (10,4) 1,2% (21,0) (20,8) 0,8% 8,3% América Latina (ex-Brasil)(2) (2,0) (2,0) -0,7% (4,0) (3,4) 19,9% consolidado Brasil despesas não decorrentes de juros (12,6) (12,4) 0,9% (25,0) (24,2) 3,5% variação com destaque para investimentos 1S21 vs. 1S20 R$ 0,4 bi (24,2) 3,4 (0,2) (21,5) 0,8 (4,0) (25,0) (20,8) (0,4) (0,4) (21,0) 1S20 América 1S20 investimento investimento Brasil com programa transacionais 1S21 América 1S21 Latina Brasil em tecnologia em negócios investimentos eficiência Brasil Latina 1S21 9 (1) Considera despesas operacionais, despesas de provisão e outras despesas tributárias (Inclui IPTU, IPVA, IOF e outros. Nãoinclui PIS, COFINS e ISS); (2) Não considera a alocação gerencial de custos indiretos.

atingimos níveis de performance précrise 1S21 1S19 em R$ bilhões, exceto quando indicado produto bancário crescimentos da carteira de crédito e da receita de serviços associados a recuperação da 60,7 57,7 atividade econômica e um forte desempenho do mercado de capitais despesas não decorrentes de juros (25,0) (24,8) redução de custos ajustada à inflação no Brasil de 12,4% no período índice de eficiência eficiência como pilar estratégico permanente 44,5% 46,3% resultado antes de impostos 22,3 21,0 ...com potencial de crescimento 10

guidance2021 consolidado Brasil¹ anterior revisado anterior revisado crescimentoentre crescimentoentre crescimento entre crescimento entre     carteira de crédito total² 5,5% e 9,5% 8,5% e 11,5% 8,5% e 12,5% 12,5% e 15,5% margem financeira crescimentoentre crescimento entre     2,5% e 6,5% mantido 3,0% e 7,0% mantido com clientes margemfinanceira com o entre entre entre entre     mercado R$ 4,9 bi e R$ 6,4 bi R$ 6,5 bi e R$ 8,0 bi R$ 3,3 bi e R$ 4,8 bi R$ 3,9 bi e R$ 5,4 bi entre entre entre entre     custo do crédito³ R$ 21,3 bi e R$ 24,3 bi R$ 19,0 bi e R$ 22,0 bi R$ 19,0 bi e R$ 22,0 bi R$ 17,0 bi e R$ 20,0 bi receita de prestação de serviços crescimentoentre crescimento entre mantido mantido e resultado de seguros 4 2,5% e 6,5% 2,5% e 6,5% despesas não decorrentes variação entre variação entre     -2,0% e 2,0% mantido -2,0% e 2,0% mantido de juros alíquotaentre alíquota entre     alíquota efetiva de IR/CS 34,5% e 36,5% mantido 34,0% e 36,0% mantido (1) Considera unidades externas ex-AméricaLatina; (2) Inclui garantias financeiras prestadas e títulos privados; (3) Composto pelo resultado de créditos de liquidação duvidosa, impairmente descontos concedidos; (4) Receitas de prestação de serviços (+) resultado de operações de seguros, previdência e capitalização (-) despesas com sinistros (-) despesas de comercialização de seguros, previdência e capitalização. 11

Itaú Unibanco Holding S.A. teleconferência com a imprensa 2T21 Milton MaluhyFilho Alexsandro Broedel Renato Lulia Jacob Presidente ChiefFinancial Officer (CFO) Diretor de Relações com Investidores e Inteligência de Mercado São Paulo, 3 de agosto de 2021

Attachment 02

Itaú Unibanco Holding S.A. 2Q21 earningsreview Milton Maluhy Filho Alexsandro Broedel Renato Lulia Jacob ChiefExecutiveOffice (CEO) Chief Financial Officer (CFO) GroupHead ofInvestor Relationsand Marketing Intelligence São Paulo, August 3rd, 2021

quarter highlights 2Q21 vs. 1Q21 change recurring credit managerial portfolio Brazil credit payroll mortgage for card loans individuals results R$699.0 Bn 6.7% 5.5% 12.8% 4.6% R$6.5 Bn 2.3% margin with 90 daysNPL commissions efficiency clients individuals and insurance ratio Brazil Brazil recurring R$16.8 Bn 3.6% R$11.3 Bn 42.2% 3.9% 0.3 p.p. 2.7% 1.0 p.p. managerial ROE digital acquisition clients 7.8 million 18.9% total clients in June2021    0.4 p.p. + 4.7 milion + than2.6 million in 2Q21 new clients in 2Q21 + 27% vs1Q21 90% non-accountholders 2 Corporativo | Interno

revampofin-personservices combinationofcommercialandoperationalteams convenience simplifiedjourneys branchnetwork remodeling + 23% 54% 2X + Ourfuture now. open creditfor accounts relevant part relationships opened digitally new accounts of value will be 2Q21 vs2Q19 ourcommitment captured in short and the tocompletelychange medium term phygitaland 58% omnichannel of the sale of new customers’ experience, products to individuals redefiningthevalue R$ 9 bn businesses volume¹ of business were made through propositionofour ambition fromO2O connections digital channels in 2Q21 business digital by2025 sales new investmentadvisory 4X+ 100% implementedby2022 sales > 100² > 1,500² specialization 50% offices specialists dedicatedapp 75% revenuesshare 100% 2021 (1) O2O -online-to-offline, these transactions in the1H21 include creditfor individuals (personal, and payroll loans), individual investments (treasury, savings, pension plan), individuals renegotiation, creditcards for individuals, individuals creditportability; (2) until2022. 3 Corporativo | Interno

payrollloan we won the bidding process expansion to cater payroll services for the employees of the state of Minas Gerais portfolio In R$ billion 5.5% ~ R$8 bn vs. Mar-21 618 payroll loans R$4.8 bn 59.1 17.3% thousand balance per month 56.1 vs. Jun-20 employees payment is the monthly to 50.4 3.8 4.6 20% concentrated in 7.2 Belo Horizonte, besides employees and 3.5 6.9 suppliers 6.6 6.3 thousand suppliers 40.2 45.4 47.4 public possibility of opening private a 100% digital account opening or INSS through new dedicated locations (pensioners) Jun-20 Mar-21 Jun-21 4 | Interno

small and medium and the transformation continues companies beyond banking to ecosystem meet all customer of partnerships needs SME operation has this happened due to a doubled in size in deep transformation the last four years of the operation credit portfolio with a sustainable and first deliverable customer-centric model that tool to support business R$ billion raised the level of satisfaction management (ERP system) in partnership with + 28 points* + 2x 133 NPS > 65 in small and 60 market medium sized leaders in companies 2025 ambition Brazil *between Aug-18 (start of the +50% clients Jun-21 2019 2020 NPS measure) and Dec-2020 Jun-17 2018 +70% earnings 5 | Interno

sustainable development agenda We are committed to further strength our role as one of the main agents of economic and social transformation in Brazil. R$122.6 billion already deployed our goal is to from August2019 to June 2021 allocate 400 R$ 400 billion Dec-25 R$108.3 Bn R$14.3 Bn to sustainable credit1for positive impact sectors and structuring of capital development by 2025 ESG products for the retail industry market operations with ESG label through business initiatives that promote a sustainable • renewable energy • credit for women operations in local and and increasingly green and • health and education • financing for electric foreign market (green, inclusive economy Jun-21 • Infrastructure and hybrid cars sustainable and • pulp and paper • microcredit sustainability-linked 31% • agribusiness bonds, etc.) Aug-19 target (1)Total credit portfolio including financial guarantees provided and corporate securities. 6

secured loans creditportfolio origination in 2Q21 mortgage for auto loans for In R$ billions individuals ¹ individuals and jun-21 mar-21 D jun-20 D companies individuals 279.7 261.3 7.0% 228.8 22.2% R$12.3 bn R$8.2 bn credit card loans 88.3 82.8 6.7% 72.9 21.2% 14.7% 24.2% personal loans 36.0 35.6 1.2% 37.3 -3.3% 2Q21 vs. 1Q21 2Q21 vs. 1Q21 payroll loans 59.1 56.1 5.5% 50.4 17.3% 262.7% 154.5% auto loans 25.8 24.4 5.7% 19.5 32.3% 2Q21 vs. 2Q20 2Q21 vs. 2Q20 mortgage 70.5 62.4 12.8% 48.8 44.4% global NPS very small, small and middle market loans 132.6 128.3 3.4% 107.4 23.4% 37 points Global NPS +7 in 2Q21 78 points individuals + SMEs loans 412.3 389.6 5.8% 336.2 22.6% +10 in 2021 transactional NPS corporate loans 286.7 279.0 2.8% 259.2 10.6% 51points credit operations 179.5 185.6 -3.3% 175.4 2.4% +16 in 2Q21 corporate securities 107.2 93.4 14.7% 83.9 27.8% personalloans total Brazil 699.0 668.6 4.6% 595.5 17.4% averagebalance Jun/21 Jun/21 Latin America 210.0 237.8 -11.7% 215.9 -2.7% vs. Mar/21 vs. Jun/20 total with financial guarantees and corporate securities 909.1 906.4 0.3% 811.3 12.0% personalizedcredit - 6.9%—3.4% total (ex-foreign exchange rate variation) 909.1 865.7 5.0% 799.0 13.8% overdraft + 3.4%—19.2% unsecuredloans + 15.6% + 1.2% (1) Source: Abecip, June-21. 7

financial marginwithclients financial marginwithclients risk-adjusted financial margin with clients annualizedaverage margin-consolidated annualizedaverage margin-Brazil 10.2% 8.4% 9.0% 8.6% 7.5% 7.3% 7.3% 7.4% 8.5% 8.6% 5.4% 5.3% 6.2% 6.2% 5.9% 4.3% 4.4% 4.5% 5.2% 5.4% 2Q20 3Q20 4Q20 1Q21 2Q21 2Q20 3Q20 4Q20 1Q21 2Q21 change in the financial margin with clients In R$ billions R$0.6 Bn(+3.9%) 16.2 15.1 0.4 0.1 0.1 0.1 15.7 1.12 16.8 (1.07) (0.2) 1Q21 1Q21 1Q21 average volume product mix2 higher volume of spreads3 Latin America 2Q21 2Q21 2Q21 working capital1 spread-sensitive calendar days and others 4 spread-sensitive working capital1 and others operations operations and others (1) Includes capital allocated to business areas (except treasury), in addition to the corporation’s working capital, (2) Change in the composition of assets with credit risk between periods in Brazil, (3) includes liabilities’ financial margin; (4) Othe rsconsiders structured wholesale operations. 8

financialmarginwiththemarket inR$ billion 1-year movingaverage Brazil¹ LatinAmerica² 1.8 1.7 1.3 1.4 1.4 1.3 1.2 1.2 1.3 2.5 2.0 1.6 1.5 1.4 1.6 1.5 1.3 1.3 0.8 1.1 1.1 1.5 1.1 1.0 0.7 0.7 0.4 1.0 0.5 0.4 0.6 0.4 0.6 0.3 0.5 0.5 2Q19 3Q19 4Q19 1Q20 2Q20 3Q20 4Q20 1Q21 2Q21 (1) Includes unitsabroadex-LatinAmerica; (2) ExcludesBrasil. 9

the most complete credit 35.6 30.6 card shelf on the market million million     creditcards cards debit one card for each 1.3 mi vs. Jun-20 7.8% vs. Jun-20 2.7% type of client in credit June cards issued 2021 +2x vs Mar-21 options according to the benefit 51% transactionvolume in R$ billion digital of sales channels made on vs. 1Q21 8.2% in June 2021 44.9% no supermarket miles and shopping and telephony car and annuity travel electronics fuel vs. 2Q20 debit 69 points credit here are some of our cards global NPS 135.6 146.8 + 4 points in 2021 37.1 101.3 35.5 60% 25.5 Iti Click Samsung Credicard Azul 100.1 109.7 market of expenses in share 75.8 digital wallets Magalu Personnalitté Latam Hipercard Pãode 2Q20 1Q21 2Q21 Black Açúcar 10

commissionsandinsurance investment banking ranking³ In R$ billions record number of operations in the 1H21 2Q21 1Q21 D 2Q20 D credit and debit cards 3.1 2.9 6.0% 2.5 21.9% 1st place card issuance 2.4 2.3 7.2% 2.0 22.5% ECM acquiring 0.6 0.6 1.8% 0.5 19.7% R$15.4 billion current account services 1.8 1.8 -0.8% 1.8 -2.2% of 38 operations volume issued in 1H21 in asset management¹ 1.4 1.3 5.9% 1.3 9.1% advisory services and brokerage 1.4 1.2 12.3% 0.8 77.9% 1st place credit operations and guarantees provided 0.7 0.6 8.4% 0.5 32.2% M&A collection services 0.5 0.5 3.1% 0.4 15.9% R$145.4 billion other 0.4 0.4 -0.8% 0.3 18.6% 23 in volume traded operations in 1H21 in Latin America (ex-Brazil) 0.8 0.8 -4.0% 0.7 9.0% commissions and fees 10.0 9.6 4.4% 8.4 18.9% 1st place result from insurance operations² 1.3 1.5 -8.5% 1.5 -10.9% local fixed income commissions, fees and result from insurance 11.3 11.0 2.7% 9.9 14.4% R$13.7 billion in in volume 1H21 distributed (1) Includes fund management fees and “consórcio” management fees, (2) Result from insurance includes the revenues from insurance, pension plan and premium bonds operations net of retained claims and selling expenses, (3) Source: Dealogicand ANBIMA, June 2021. 11

creditquality costofcredit¹ coverageratio–NPL 90 dias (%) ratio between the annualized cost of credit and the loan portfolio² -(%) 1013% 920% 952% 922% wholesale 835% Brazil 519% 470% 443% 430% Latin America 341% 339% 320% 281% 298% 283% 7.8 6.3 6.0 4.1 4.7 total retail 253% 236% 230% 1,2 212% 224% Brazil 2Q20 3Q20 4Q20 1Q21 2Q21 Jun-20 Sep-20 Dec-20 Mar-21 Jun-21 15 -90 daysNPL -% 3.9% ³ 90 daysNPL -% 5.0% 4.3% 4.2% 3.0% 2.8% 3.9% 3.6% 2.4% 2.6% 2.4% 3.2% 2.0% 2.0% 2.7% 2.7% 1.9% 2.0% 2.5% 2.7% 2.6% 2.7% 2.5% 2.6% 1.9% 1.9% 1.8% 1.9% ³ 2.2% 2.3% 2.0% 2.0% 2.3% 1.7% 1.8% 1.7% 2.3% 1.7% 1.7% 1.8% 1.6% 1.4% 1.4% 1.0% 1.4% 1.5% 1.4% 1.1% 1.2% 1.3% 0.9% 0.8% 0.7% 0.5% 0.7% 0.6% 0.5% 0.4% 0.4% 0.3% Jun-20 Sep-20 Dec-20 Mar-21 Jun-21 Jun-20 Sep-20 Dec-20 Mar-21 Jun-21 individuals Brazil total very small, small and middle market companies LatinAmerica corporate (1) Provision for Loan Losses + Recovery of Loans + Impairment + Discounts Granted, (2) Average loan portfolio balance with financial guarantees provided and corporate securities considers the last two quarters; 12 (3) excluding specific operation, the NPL 15-90 days in Latin America would be 1.7% and 1.9% in the consolidated.

non-interest expenses efficiency ratio In R$ billions 46.5% 46.3% 45.4% 2Q21 1Q21 D 1H21 1H20 D 44.5% personnel (5.0) (4.9) 1.6% (9.9) (9.2) 7.4% 44.7% 44.7% administrative (3.9) (4.0) -2.7% (7.9) (8.0) -2.1% 43.8% inflation 42.7% other(1) (1.7) (1.5) 10.3% (3.2) (3.5) -9.7% (IPCA) 1H18 1H19 1H20 1H21 total—Brazil (10.5) (10.4) 1.2% (21.0) (20.8) 0.8% 8.3% Latin America (ex-Brazil) (2) (2.0) (2.0) -0.7% (4.0) (3.4) 19.9% (12.6) (12.4) 0.9% (25.0) consolidated Brazil non-interest expenses (24.2) 3.5% change, highlighting investments 1H21 vs. 1H20 R$0.4 Bn (24.2) 3.4 (0.2) (21.5) 0.8 (4.0) (25.0) (20.8) (0.4) (0.4) (21.0) 1H20 Latin 1H20 investment in investment in Brazil with efficiency transactional 1H21 Latin 1H21 America Brazil technology business investments program Brazil America 1H21 13 (1) Includes operating expenses, provision expenses and other tax expenses (Includes IPTU, IPVA, IOF and others. Does not include PIS, Cofins and ISS), (2) Does not consider overhead allocation.

technologymodernization 13 thousand technology employees our pix solution is in Jun/21 cloud-native and on + 83% in the last 2 years a modern platform generation of value 20% through systems of all volume    + agility for changes transferred in Brazil modernization 99.8% average 6,700 +151% availability benefits of modernization highest average historical of changes volume 15% 1H21 vs 1H20 average growth in monthly transaction    flexible and adaptable platform changes per volume designed to evolve month in 1H21 based componentized on microservices architecture ambition other examples use bringing of reusable more competitiveness solutions modernize and migrate 50% greater frequency of deliveries of more than 3,800 improving time to market the services cloud to by the analytics by design and observability end of 2022 tools to better monitor customer experience Samsung Credicard On and improve the business platform 14

capital 13.0% + 0.0% + 0.4% + 0.2% -0.1% 13.5 % 1.7% 1.6% 11.3% 11.9% Mar -21 XP inc. net income in prudential additional Jun-21 tierI capital partialspin-off thequarter adjustments¹ tierI TierI capital common equity Tier I (CET I) additional tierI (AT1) (1) mainly taxcredits. 15

we have reached pre-crisis performance levels In R$ billion, except when indicated 1H21 1H19 operatingrevenues credit portfolio and fees growth associated with the recovery of economic activity 60.7 57.7 and a strong performance of capital markets non-interest expenses (25.0) (24.8) effective cost reduction of 12.4%in Brazil in the period efficiency ratio efficiency as a permanent strategic pillar 44.5% 46.3% income before taxes 22.3 21.0 ...with growth potential 16

guidance2021 consolidated Brazil¹ previous reviewed previous reviewed growing between growing between growing between growing between totalcredit portfolio² 5.5% to 9.5% 8.5% to 11.5% 8.5% to 12.5% 12.5% to 15.5% financial margin with growing between maintained growing between maintained clients 2.5% to 6.5% 3.0% to 7.0% financial margin with the rangefrom rangefrom rangefrom rangefrom     market R$4.9 bn to R$6.4 bn R$6.5 bn to R$8.0 bn R$3.3 bn to R$4.8 bn R$3.9 bn to R$5.4 bn rangefrom rangefrom rangefrom rangefrom     cost of credit³ R$21.3 bn to R$24.3 bn R$19.0 bn to R$22.0 bn R$19.0 bn to R$22.0 bn R$17.0 bn to R$20.0 bn commissions and fees and results growing between growing between maintained maintained from insurance operations4 2.5% to 6.5% 2.5% to 6.5% range from maintained rangefrom maintained non-interest expenses -2.0% to 2.0% -2.0% to 2.0% effective tax rate range from maintained rangefrom maintained 34.5% to 36.5% 34.0% to 36.0% (1) Includes units abroad ex-Latin America; (2) Includes financial guarantees provided and corporate securities; (3) Composed of result from loan losses, impairment and discounts granted; (4) commissions and fees (+) income from insurance, pension plan andpremium bonds operations (-) expenses for claims (-) insurance, pension plan and premium bonds selling expenses. 17

additional information

results In R$ billions 1Q21 4Q20 D 1Q20 D 1H21 1H20 D operating revenues 30.6 30.0 2.0% 28.0 9.3% 60.7 57.2 6.0% managerial financial margin 18.8 18.6 0.8% 17.8 5.7% 37.4 35.6 5.2% financial margin with clients 16.8 16.2 3.9% 16.5 2.0% 33.0 33.5 -1.6% financial margin with the market 2.0 2.5 -19.1% 1.3 52.3% 4.5 2.1 115.3% commissions and fees 10.0 9.6 4.4% 8.4 18.9% 19.6 17.9 9.2% revenues from insurance 1.8 1.8 0.9% 1.8 0.4% 3.7 3.7 -1.4% cost of credit (4.7) (4.1) 14.1% (7.8) -39.6% (8.8) (17.9) -50.7% provision from loan losses (4.8) (4.4) 9.0% (7.6) -36.1% (9.3) (18.0) -48.4% impairment (0.0) 0.0 -116.8% (0.2) -95.9% 0.0 (0.3) -114.0% discounts granted (0.6) (0.4) 42.4% (0.8) -22.4% (1.0) (1.0) -2.4% recovery of loans written off as losses 0.7 0.7 6.9% 0.7 -0.8% 1.4 1.4 1.0% retained claims (0.5) (0.4) 39.6% (0.3) 54.9% (0.9) (0.7) 31.2% other operating expenses (14.4) (14.2) 1.5% (13.8) 5.0% (28.7) (27.5) 4.3% non-interest expenses (12.6) (12.4) 0.9% (12.1) 3.7% (25.0) (24.2) 3.5% tax expenses and other (1.9) (1.8) 5.7% (1.6) 14.8% (3.7) (3.3) 9.9% income before tax and minority interests 11.0 11.3 -3.0% 6.2 78.2% 22.3 11.2 99.2% income tax and social contribution (4.0) (4.4) -9.4% (1.9) 109.0% (8.4) (2.9) 190.7% minority interests in subsidiaries (0.5) (0.5) -13.7% (0.1) 670.3% (1.0) (0.2) 379.2% recurring managerial result 6.5 6.4 2.3% 4.2 55.6% 12.9 8.1 59.4% 19

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 Half2021 1St Half 2020 1H21 vs. 1H20 Trading Insurance Excess Trading Insurance Excess Trading Insurance Excess Em R$ bilhões Total Credit Total Credit Total Credit & services capital & services capital & services capital Operating revenues 60.7 32.4 1.4 26.8 0.1 57.2 31.9 0.6 24.7 0.1 3.4 0.5 0.8 2.1 (0.0) Managerial financial margin 37.4 26.1 1.4 9.8 0.1 35.6 26.2 0.6 8.7 0.1 1.8 (0.1) 0.8 1.1 (0.0) Commissions and fees 19.6 6.2 0.0 13.3—17.9 5.6 0.0 12.3—1.6 0.6 0.0 1.1 -Revenues from insurance ¹ 3.7 — 3.7—3.7 — 3.7—(0.1) — (0.1)— Cost of credit (8.8) (8.8) ——(17.9) (17.9) ——9.1 9.1 — -Retained claims (0.9) — (0.9)—(0.7) — (0.7)—(0.2) — (0.2) -Non-interested expenses and other² (29.7) (14.7) (0.4) (14.6) 0.0 (27.7) (13.8) (0.2) (13.8) 0.0 (2.0) (1.0) (0.2) (0.8) (0.0) Recurring managerial result 12.9 5.3 0.6 7.0 0.0 8.1 1.0 0.2 7.0 (0.0) 4.8 4.3 0.4 0.0 0.1 Average regulatory capital 138.3 81.7 2.4 49.2 5.0 126.8 75.9 1.4 50.6 (1.1) 11.5 5.9 1.0 (1.4) 6.0 Value creation 4.4 0.3 0.4 3.9 (0.3) 0.4 (3.5) 0.2 3.6 0.0 4.0 3.8 0.2 0.3 (0.3) Recurring managerial ROE 18.8% 12.9% 49.8% 28.5% 1.3% 13.1% 2.5% 27.3% 27.6% 4.7% 5.7 p.p. 10.4 p.p. 22.5 p.p. 0.9 p.p. -3.4 p.p. (1) Revenues from Insurance includes the Revenues from Insurance, Pension Plan and Premium Bonds Operations before Retained Claims and Selling Expenses. (2) Include Tax Expenses (ISS, PIS, COFINS and other), Insurance Selling Expenses and Minority Interests in Subsidiaries 20

business monitoring individuals auto loans agribusiness 2021 target mortgage individualsandcompanies segment 15 million R$12.3 Bn R$8.2 Bn R$14.3 Bn clients credit 14.7% 24.2% 40.1% granted 2Q21 vs. 1Q21 2Q21 vs. 1Q21 2Q21 vs. 1Q21 in 2Q21 262.7% 154.5% 39.0% 2Q21 vs. 2Q20 2Q21 vs. 2Q20 2Q21 vs. 2Q20 R$70.5 Bn R$41.0 Bn R$ 49.1 bi balance in 12.8% 9.2% 5.4% Jun-21 Jun-21 vs. Mar-21 Jun-21 vs. Mar-21 Jun-21 vs. Mar-21 7.8 MM 44.4% 38.8% 24.0% in Jun-21 Jun-21 vs. Jun-20 Jun-21 vs. Jun-20 Jun-21 vs. Jun-20 > 2.6 MM global in 2Q21 37 points 78 points 75 points NPS +7 points in 2Q21 +10 points in 2021 +4 points in 2021 21 Corporativo | In

Itaú Unibanco Holding S.A. 2Q21 earningsreview Milton Maluhy Filho Alexsandro Broedel Renato Lulia Jacob ChiefExecutiveOffice (CEO) Chief Financial Officer (CFO) GroupHead ofInvestor Relationsand Marketing Intelligence São Paulo, August 3rd, 2021

Attachment 03

Itaú Unibanco Holding S.A. 2Q21 Institutional Presentation

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,theyinvolveknown and unknown risksand uncertainties thatmaycausethe Company’s actual results or outcomes to be materially different from those anticipated and discussed herein.These statements arenot guarantees offuture performance. Theserisksand uncertainties include, butarenotlimitedtoourabilitytorealizethe amount ofthe projected synergies and the timetable projected, as well as economic, competitive, governmental and technological factors affecting Itaú Unibanco Holding’s operations, markets, products and prices, and other factors detailed in Itaú Unibanco Holding’s filingswiththe Securities and Exchange Commission which readers areurgedtoread carefully in assessing the forward -looking statements contained herein.Itaú Unibanco Holding undertakes induty to update any of the projections contained herein. This presentation contains managerial numbers that may be different from those presented in our financial statements. The calculation methodology for those managerial numbers is presented inItaú Unibanco Holding’s quarterly earnings report.Toobtainfurther information onfactorsthatmaygiverisetoresults different fromthose forecast byItaú Unibanco Holding, please consult the reports filed with the Brazilian Securities and Exchange Commission (Comissão de Valores Mobiliários—CVM) and with the U.S. Securities and Exchange Commission (SEC), including Itaú Unibanco Holding’s mostrecentAnnualReportonForm20F.

Agenda Corporate 04 profile 11 Strategic Our agenda businesses 17 44 Corporate governance Capital and 53 risk management 66 Financial highlights Additional 77 information

Corporate profile

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$58.6 bn R$2,065.7 bn R$909.1 bn 13.5% 18.9% R$6.5 bn We are present in 18 countries Brazil’s most valuable ² brand RestoftheWorld R$37.4 billion Germany 1 Approximately Bahamas 1 3 Cayman 1 2 3 471 k Spain 1 LatinAmerica United States 1 2 3 direct shareholders France 1 Argentina 4.3 k Portugal 1 Brazil United Kingdom branches and PABs 1 2 Chile Switzerland 3 98 k Reino Unido Colombia employees Suíça Mexico 1 45 k Panama Paraguay ATMs Peru 1 Key Uruguay Multiple Bank Other operations 1 Corporate & Investment Banking 2 Asset Management 3 Private Banking (1) Largest bank in market value; (2) 2020 Interbrand Ranking ; (3) June2021 (4) In 2Q21. 5

Corporate What 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 insurance and very small and small businesses, in $ Working capital Consórcio Auto addition to products and services for non- $ Mortgage Brokerage Dental account holders. $ Micro credit Pension plans Card protection The Wholesale Bank is $ Vehicles $ Premium Bonds Travel responsible for high net worth clients (private $ Rural Payment means Healthcare banking), the units in Latin $ America, banking for Payroll loans $ Capital markets Smartphone protection middle market and large companies and Open platform Imports/Exports Investments Guarantee insurance corporations through Itaú Investment and insurance Other products Other products Other products BBA, the unit responsible products sold on open for corporate clients and platforms. for its role as an investment Main brands and commercial partners bank. 6

Corporate How 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 crisis branch of Windows Stock Union (Brexit) coronavirus changes around Itaú appears Exchange pandemic the world 1929 1945 1983 1985 1990 2006 2016 2020 Focus on A bank with a First steps Paths to growth A historic Casa Moreira Salles Marked by mergers, merger Latin America purpose opens in 1924, and acquisitions and Our international We believe that people In 2008, Itaú and Banco business alliances that presence has have the power to Unibanco united to Central de Crédito enabled the growth evolved year after transform the world, and create Brazil’s in 1943. and consolidation of year. Today, Itaú is that the bank can largest private both institutions. present in 18 promote this bank. countries. transformation. 1930 1950 1960 1980 1984 2002 2014 2020 ... and in Banking Mobile Fintechs Central Bank First check First debit First Brazil First in-branch automation Banking start to gain launches PIX with client’s and credit ATMs calculators begins in Brazil strength name cards 7

Corporate Positive 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 investment communication To take care of people’s To support entrepreneurship To finance sectors of the To offer products and services To reinforce the transparency financial health to enhance social economy that encourage social for a more sustainable of our business beyond the development and environmental development economy financial results Corporate behavior Country development Inclusive management Ethics in relations Responsible Amazon Private social (employees) and business management To preserve and promote the investment To promote a diverse, inclusive To maintain a sound and To work with more eco- positive impact in the region To reaffirm our pact with and healthy work environment ethical financial ecosystem efficiency and good practices Brazilian society in our value chain 8

Corporate Highlights 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 WEPs (Women’s Empowerment Principles) Brazil Award 2021 Credit to positive impact sectors that promote a sustainable and Silver Category—Companies Empowering Women increasingly green and inclusive economy. Have already been deployed R$122.6 billion (31%) Inclusive recruiting processes A good example is our trainee program that we have adopted the New carbon offset platform “blind résumé” in favor of equal opportunities: The reviewers do not To foster trading and transparency in the Voluntary Carbon Market know the race, gender, and name of the applicant. In addition, we do (VCM) not apply filters to select candidates from specific universities Green Entrepreneur Plan (ItaúBBA) Ranked first in 25 Top Companies 2021 LinkedIn Special financing conditions to the sustainable construction market, We reached the top for the third consecutive time with savings of at least 20% in water and energy consumption US$500 million raised in sustainable debt bonds (SDBs) 3rdedition of LGBT+ Pride Call (Itaúand More Diversity) First issuance of Tier 2 capital by a bank to finance green and social We encourage initiatives developed to support and foster the projects in Latin America visibility, safety and respect to LGBT+ people, by supporting entrepreneurship, employability and income generation projects US$400 million raised To extend credit to small and middle-market companies, focused on Country development economically vulnerable regions and women -led companies Amazon Plan in partnership with Bradesco and Santander Sustainable investment at Itaú Asset Management Encouraging sustainable chains, land regularization, fighting 99.84% ESG coverage for all eligible assets Accountability deforestation in the meat production chain, fostering bioeconomy Todospela Saúde (All for Health) Integrated Annual Report Over R$1 billion already allocated to four different initiatives: Evolution of reports under SASB and TCFD guidelines informing, protecting, preparing and caring 9

Corporate People profile 98 thousand LGBT+ In our employees’ view³ Employees (Scores 9-10) Advocates 84% in Brazil and overseas →We are committed to the “Business and LGBT+ Rights Forum” and the “UN 80 Neutrals 13% Gender equality¹ Standards of Conduct for Business” . (Scores 7-8) e-NPS Knockers (Cores 0-6) 3% →Succession committees including at least one woman being evaluated and another woman carrying out the →We are part of the OUTStand Financial evaluation. Market Pride Group (created to discuss inclusion and promote the appreciation of →Mother and pregnant well-being policy LGBT + professionals in the sector). Full payment of variable remuneration Men Women 42.5% 57.5% By hierarchical level¹ By age bracket¹ Men Women People with disabilities (PwD) Officers 86% 14% Managers 49% 51% 6.0% 5.2 k people representation¹ Back office, sales, > 50 years 47.1 k people and front office 41% 59% 53.5% 30-50 years PwD² employees Afro-Brazilians 55% 45% 40.5% 35.7 k people 4.6% Trainees up to 30 years 23.4% Interns 51% 49% Apprentices 33% 67% (1) Data base: December 2020, considersonlyBrazilian employees (83,919). (2) In calculating the number of people with disabilities we consider only employees hired under the Brazilian Labor Code (CLT).(3) In May-21 10

Strategic agenda

Cultural Strategic Agenda transformation Cultural transformation to build a more efficient, simpler and agile bank for our clients Client Centricity Digital Transformation We want to be thetransforming our culture so that the client is atbenchmark in satisfaction, transformation, Technology is the great leveraging enabler our commercial of this the center of everything. potential. Our actions and efforts areclients’ satisfaction, a key metric for the entiredesigned for our andWe investsolutions tirelessly for our clients. to find the best services organization. Efficiency Growth Key to be competitive in pricing and agile in Expand the base and intensify the relationship process customer automatization service. This ranges from to new ways ofinternal with our clients, in addition to offer solutions that go beyond traditional banking needs interacting with customers. aiming to maximize the customer experience. 12

Client Strategic Agenda Centricity Serving our clients Omnichannel Phygital Satisfied clients create where, when and how Access to the sametype of service relationship: Freedom to choose the type of we are a digital bank more value they want to be regardless of channel with the advantage of in-person served service Global NPS + 27 points + 17 points + 12 points Client experience Service Services Products and . now Ourfuture channels Our commitment points of service Most complete 2021 vs 2021 vs 2023 vs • + 4,000 physical • shelf of To completely change the Brazilian financial 2018 2018 2018 Applications customers’ experience, redefining the • have been well sector (Mar/21 vs evaluated by our over 26 million value proposition of our business Aug/18) digital clients • Using data for providing Ambition WhatsApp, email, telephone, chat, the best offer We want to emulate the world’s • Digital salesby2025 best companies in client click tohuman • Innovation 50% 4X+ revenues share satisfaction sales 13

Digital Strategic Agenda Transformation Technology enabling our clients to have the best service solveApplying problems technologies with to Focus on quickly speeds and using data to solving clients’ cloud artificial big data e agile communities issues intelligence analytics management develop products for a andlearningmachine better experience for our customers Ambition We work with multidisciplinary Generation of value Modernize and teams under the communities model through systems migrate 50% technology, thatinclude members operations, from the UX departments, business, of more than 3,800 among others. modernization services the end of 2022 to the cloud by Benefits of modernization In 100% of Flexible and adaptable platform Use of reusable solutions Analytics and observability by design 2022 designed toevolve bringing more competitiveness eligible employees tools to better monitor Componentized architecture Greater frequency of deliveries customer and improve experience the basedon microservices improving time tomarket business platform 14

Efficiency Strategic Agenda Developing and implementing structural efficiency gains initiatives Strengtheningculture Ongoing Ongoing challenging activities and processes to seek technology efficiency gains investments 2021e vs2018 + 2x 18 fronts of unique work goal action methodology progressively solution biweekly meetings with detailed planning and reducing the development the attendance indicators to individually investments of the bank’s senior monitor each initiative bank’s core costs leadership in the coming three years -28% 1,300 planned infrastructure initiatives + de 600 costs initiatives under reviewing, streamlining and optimizing processes, implementation automating activities, using data and analytics 15

Growth StrategicAgenda Sustainable growth based Relationship Investment on 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 suitable which each product investor to its profile. may find the most Consolidated investment visualization. Client Base Strenght ofClient Marketplace Solutions Relationship Platform Platform a rewards program with benefits in solutions going beyond our Offering products, services, and cashback clients’ banking needs Solutions 16

Our business

Who Ourbusiness 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 Personnalité > R$500 million up to R$4 billion >R$15 thousand or >R$250 thousand in total investments ; Middle Uniclass > R$30 million up to R$500 million >R$4 thousand up to R$15 thousand Very Small and Small Companies Retail ;;;;;;; up to R$30 million up to R$4 thousand RETAIL WHOLESALE * The values mentioned above for individuals refer to monthly income and the values for companies refer to annual revenue. 18

Retail Ourbusiness Banking Serving a clientbase ofover Branches and CSBs Main 50 million clients 2Q21 Results Ourdistributionnetwork¹ Recurring R$2.4 billion 3,874 BRANCHES AND CSBs² IN BRAZIL Managerial Result 3 % 8 % 7 % 67 % 15 % Northeast Southeast South Brick and Mortar Branches North Midwest and CSBs² Consolidated 37.2 % profitsharing Branches Digital (Brazil) Returnon allocatedcapital 21.0 % 161 (Jun-21 vs Jun-20) 4,487 195 4,326 51.9 % Efficiency ratio 197 MORE THAN 44,000 ATMsin Brazil 4,292 RetailBanking +18 points 4,129 NPS Jun-21 vs. Aug-18 Jun-20 Jun-21 (1 As ) of June 2021. Does not include branches and CSBs in Latin America and Itaú BBA. (2) Client Service Branches. 19

Retail Ourbusiness Banking The use ofour digital channels significantly increased over thelast 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 Revamp ofin-person services Total currentaccountholders (in millionpeople) combination of commercial and operational teams Convenience simplified journeys 15.1 Individuals branch network remodeling 13.5 11.9 + 23% 54% 2X + 1.3 Companies accounts opened open creditfor 1.2 1.2 Relationships 2Q21 vs2Q19 digitally new accounts Jun-19 Jun-20 Jun-21 Phygital omnichannel and On-line account opening 58% R$ 9 bn of the sale of new products to Businesses Volume² of business individuals were made through from O2O connections digital channels in 2Q21 1H21 vs. 1H20 2Q21 2Q20 accounts opened 33% 25% 21% by the app Credit % oftransactions throughdigital channels Investments 53% 46% Payments 86% 85% (1) Considers account holders (individuals and companies) and digital credit card holders.(2)O2O -online-to-offline, these transactions in the 1H21 include credit for individuals (personal, and payroll loans), individualinvestments (treasury, savings, pension plan), individuals renegotiation, credit cards for individuals, individuals credit portability. 20

Wholesale Ourbusiness Banking Only in Brazil, we serve approximately Main Main 24 thousand corporate and productsandservices 2Q21 Results institutional groups Creditsolutions Nationalandforeigncurrency Recurring R$2.5 billion Managerial Result Oursaleschannelsreachinstitutionalclientsin 18 Service solutions countries. R$13.7 bnfixedincomedistributionin 2021 Consolidated 38.6% profitsharing R$9.2 bnequitiestransactionsin Latin America $ R$7.6 bntotal volume of Merger Returnon and Acquisition allocatedcapital 17.6 % Cayman Chile Bahamas UK R$10.9 bnfinancing of USA Portugal infrastructure projects Panama Mexico Spain Germany Solutionsin WMS¹ Efficiency Uruguay France 43.7 % Corporate Colombia Switzerland R$1,463 bn underlocal custody ratio Peru R$170 bn under international Institutional Clients Paraguay Private Banking Argentina custody R$780 bn² under asset WholesaleBanking +11 points management NPS Jun-21 vs. Ago-18 (1) Data (2) Source: ANBIMA (Brazilian Financial and Capital base June-21 MarketsUnibancoAssociation) and Intrag. –June2021. Considers Itaú 2021 Main initiatives for Southern Cone • Search for greater efficiency through standardization of initiatives and • Organic growth, focused on new businesses and new commercial partnerships synergy between countries. • Digital Transformation and Client Centricity • Analysis of new business opportunities with technology as the main pillar. 21

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 onthe 94.3 86.8 89.5 weekends. 81.0 83.1 The payroll loans portfolio accounts for 63% oftotal 69.8 72.7 74.9 70.2 63% operations in personal loans. 50.4 55.3 59.1 Purpose 49.1 49.4 44.8 44.4 45.4 46.7 Borrowers can use the loan $ Other personal loans proceeds for all kinds of purposes. 31.9 33.7 36.4 34.2 35.2 25.4 25.3 27.3 28.2 The portfolio ofother personal loans accounts for 37% Jun-17 Dec-17 Jun-18 Dec-18 Jun-19 Dec-19 Jun-20 Dec-20 Jun-21 37% oftotal operations in personal loans. Payroll loans Compositionofthe payroll loans portfolio Origination channels of payroll loans Reduced rates (In R$ billion) (In %) Interest rates are lower thanfor other types of loans. 59.1 55.3 49.1 49.4 50.4 7.2 44.8 44.4 45.4 46.7 50.4 55.3 59.1 44.8 44.4 45.4 46.7 6.8 49.1 49.4 Easier repayment 6.6 3.6 4.6 5.1 5.8 6.5 4.3 4.7 4.9 4.5 3.9 3.5 Fixed installments are deducted 8.2 7.0 5.9 5.1 61% 60% 59% 59% 58% 56% 56% 55% 52% directly fromthe payroll ofthe 47.4 borrower. 39.0 40.2 44.9 34.6 36.5 38.8 32.2 32.8 39% 40% 41% 41% 42% 44% 44% 45% 48% Payment conditions Jun-17 Dec-17 Jun-18 Dec-18 Jun-19 Dec-19 Jun-20 Dec-20 Jun-21 First installment in upto90 days. Jun-17 Dec-17 Jun-18 Dec-18 Jun-19 Dec-19 Jun-20 Dec-20 Jun-21 PublicSocial Security PublicSector Private Sector Branches Itaú Consignado S.A. System (INSS) 22

Mortgage Our business Loans $ Client focused Mortgage loans portfolio Products and sales channels (In R$ billion) (In %) Quick and efficient process with credit analysis in uptoonehour for + 39.4 % 47.8 48.1 47.6 48.3 49.2 50.3 53.8 60.2 75.0 vs Jun-20 operations ofuptoR$1.5 million. 8.6% 9.2% 7.5% 6.0% + 52.2 % 29% 20.0% 17.4% 14.9% 13.0% 10.7% 25% vsJun-19 30% Branches: possibility of digitally contracting. Regular high income Real Estate banches and clients 82.6% 85.1% 87.0% 89.3% 91.4% 90.8% 92.5% 94.0% Brokers 80.0% Uniclass specialized consultants providing support throughout the process. 13% Partnerships Jun-17 Dec-17 Jun-18 Dec-18 Jun-19 Dec-19 Jun-20 Dec-20 Jun-21 2% Developers Individuals Companies Environmental and social assessment on mortgage loans Technical analysis for construction financing Enterprise and region data Environmental and Social Department + Environmental and Social Legal Department + No Compliance • Indication of contamination search(LIC) Environmental • Enterprise Environmental andSocial Form; License? • Technical analysis of evidence; Building site Risks visit gathering • Building site photos; • Analysis ofsite contamination documentation; mitigated of information and • Document analysis; • Preparation of contractual clauses and conditions • Consultation of the Contaminated Areas Contamination for release of funds. Register; and indicatives? • Consultation of Google Maps. Operation approved 23

Our Mortgage business Loans¹ $ Loan to Value (In %) 62.1% 63.1% 64.6% Vintage (quarterly average) 57.3% 58.4% 59.7% 56.0% 54.5% 54.7% -7.1 p.p vsJun-20 40.9% 40.2% 39.9% 38.7% 38.7% 38.6% 38.3% 44.5% 35.7% Mortgage Loan Portfolio + 6.2 p.p. Jun-17 Dec-17 Jun-18 Dec-18 Jun-19 Dec-19 Jun-20 Dec-20 Jun-21 vsJun-20 Vintage (quarterly average) Mortgage Loan Portfolio Average Ticket and Average Origination Term² ,³ Average valueofthe Property 554 537 523 538 546 548 535 490 500 - 10.7 % vsJun-20 322 323 324 325 320 328 Average loan maturity 311 318 322 +0.9 % vsJun-20 305 294 302 315 328 314 313 342 338 Financing + 8.0 Average % Ticket Jun-17 Dec-17 Jun-18 Dec-18 Jun-19 Dec-19 Jun-20 Dec-20 Jun-21 vsJun-20 Value ofthe Property (R$k) Average loan maturity (in months) Financing Average Ticket (R$k) (1) Includes only Individuals. (2) Average loan maturity for new contracts; (3) Value determined using monthly credit origination average ticket and quarterly average LTV. Production source: ABECIP. 24

Our business $ Vehicles Loan portfolio by client profile Contracting (In R$ billion) Contracts—thousand + 38.8%ï,§ 17.5 thousand sales points; 31 41.0ï,§ Saleoflightand heavy vehicles: 19 35.7 11 28.1 29.5 15.2 23.2 12.3 • 80%of contracts aremadeinstoresand dealers; 16.4 16.7 17.8 20.2 9.1 10.1 4.3 6.0 25.8 2.3 2.6 3.2 23.3 April May June 17.2 19.0 19.5 • 89%to individuals; 14.1 14.1 14.7 15.9 R$42.5 thousand Jun-17 Dec-17 Jun-18 Dec-18 Jun-19 Dec-19 Jun-20 Dec-20 Jun-21ï,§ 31%made in Digital Channels; Average Ticket (individual) Individuals Companiesï,§ 79%of financing aremadeupto48 months. 57% Loan-to-value(individual) Credit origination by client profile¹ 90-day NPL Ratio ( Individuals – Vehicles) (In R$ billion) (Base 100) + 154.5% 100 7.6 8.2 6.0 3.4 4.5 4.8 2.8 54 2.3 3.2 3.6 2.5 3.2 49 1.6 1.9 43 45 0.5 0.8 1.0 1.1 35 38 38 4.8 4.8 31 2.5 2.6 2.9 3.0 3.5 1.8 2.1 2Q17 4Q17 2Q18 4Q18 2Q19 4Q19 2Q20 4Q20 2Q21 Individuals Companies 2012 2015 2016 2017 2018 2019 2020 1Q21 2Q21 (1) Includes Finame in Companies 25

Our business $ Vehicles Main products and services iCarros Portal ï,§ 20.3M access/monthï,§ 86% mobile Evolution of financing proposals on the iCarros platform: (Base 100) Facial Recognition 147 138 E-commerce solution 1 12 Simple and safe contracting process. 111 Integrated payment and financial services 100 solution for care-commerce. iCarros 2 11 Digital Assistant Vehicle Marketplace with technological Online credit analysis and approval platform, solutions, that brings buyers and sellers without additional cost for the dealer. together. 2Q18 2Q19 2Q20 2Q21 Credline 2.0 3 10 Digital Contracting New proposal origination platform, with Integrated toiCarros andotherdigital simple and renewed digital experience. environments, like dealers’ websites and otherse-commerces. Main commercial partnerships FloorPlan 4 9 Eletronic signature $ Credit lines for partner dealers . Digital and simple experience for the customer and the dealer. Lead Manager 5 Car dealer platform which allows lead 8 Conec tCar management in a single place. Payment of tolls and parking without queuing. Knowledge Garage 6 7 Insurances Distance learning platform aimed at Protection to the car and tranquility in financing. training professionals in the sector 26

Credit Ourbusiness Card the most complete credit 35.6 30.6 million million     card shelf on the market credit debit 1.3 m cards cards in June 2021 credit cards issued 7.8% 2.7% one card for each +2x vs Mar/21 vs. Jun/20 vs. Jun/20 type of client 51% Commercial partnerships Main partnerships with retailers and traders. options according to the benefit of sales made ondigital channels in June 2021 no supermarket miles and shopping and telephony car and annuity travel electronics fuel 69 points global NPS here are some of our cards + 4 points in 2021 60% Virtual Card Iti Click Samsung Credicard Azul market share Added security for online purchases. ofdigital wallets expenses in Virtual cards generated (2Q20 = Base 100) 2Q21 194 Personnalitté Latam Hipercard 2Q20 100 Magalu Pãode 1.9x Black Açúcar 27

Credit Ourbusiness Card Transaction Volume (R$ million) Total 2Q21 21.4%¹ 146,787 135,615 R$146.8 billions oftotal salesare carried 37,056 Debit + 8.2% (vs. 1Q21) out using digital channels 101,335 35,513 + 44.9% (vs. 2Q20) 25,509 Credit 45.4%² in 1Q21 109,731 Credit + 9.6% (vs. 1Q21) 100,102 + 44.7% (vs. 2Q20) 75,826 + 5.2 pp vs1Q20 of household consumption Debit +4.3% (vs. 1Q21) are card expenses 2Q20 1Q21 2Q21 + 45.3% (vs. 2Q20) Composition of credit balance 8.4% SFN³ Transactor 75.5% 16.1% 29.8% +6 points whithout Itaú Installment with Interest Market Share Customer 8.4% Weare leaders in the satisfaction 85.4% 6.3% Revolving Credit + Overdue Loans Brazilian creditcard Global NPS—Business Market Jun-21 vs. Aug-18 Data base: Mar-21 (1) Considersonlycreditcards issuedtocurrentaccountholdersofBranches, Uniclasse Personnalité . (2) Considerscredit, debitcards andpre-paid. (3) BrazilianFinancial System. Note: Data base referstoJun-21 excepthousehold comsuptiom andmarketshare. 28

Acquiring Ourbusiness services Transaction Volume (R$ million) Our brand 2Q21 146,461 Total 131,663 R$146.5 billions 56,486 Debit +11.2% (vs. 1Q21) 102,521 50,117 + 42.9% (vs. 2Q20) More than 40,429 37 card brands credit Credit +10.3% (vs. 1Q21) accepted by Rede 81,546 89,975 + 44.9% (vs. 2Q20) 62,092 machines debit +12.7% (vs. 1Q21) 2Q20 1Q21 2Q21 + 39.7% (vs. 2Q20) Acquiring service revenues (R$ million) 762 thousand 964 932 908 Clients +39 737 728 points 642 621 633 528 1.3 mn Customer satisfaction POS Global NPS—Business 2Q19 3Q19 4Q19 1Q20 2Q20 3Q20 4Q20 1Q21 2Q21 number Jun-21 vs. Aug-18 Note: Data base referstoJun-21. 29

iti Ourbusiness iti Itaú + than 100% digital bank 7.8 MM freeand differentiated account clients in junho2021 account opening in up to 4 minutes payment account + than + than digital cash withdrawal on ATMs 2.6 MM 115% PIX (instant transfer) new clients of growth in credit cards payments in 2Q21 sales in 2Q21 cell phone credit recharge debit card target credit card 90% 15 MM of new clients in 2Q21 clients until without an active the end of 2021 technology stack: state-of-the-art account with Itaú 30

Our Insurance business We insurance offer a core 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 and productstravel. Our related to life and property, and credit. Ranking¹ ,² Combined Ratio – Recurring Activities Insurance jan-may/21 jan-may/20 Model 58.1% 63.8% 53.2% 54.4% 47.4% Total Insurance 3 4th 4th Recurring Insurance Activities 4 4th 4th 59.4% 63.9% 59.9% 70.8% 52.4% Life & Personal Accidents 2nd 2nd Bancassurance Credit Insurance 7th 6th Bancassurance 2Q20 3Q20 4Q20 1Q21 2Q21 Pension Plan 3rd 3rd Bancassurance Combined Ratio Extended Combined Ratio Premium Bonds 6th 5th Bancassurance Porto Seguro 2nd 3rd Potential growth in the sector 8 Chile: 4.5 Revenue from insurance operations/GDP (%) USA: 11.5 Vehicles 5 Leader: Porto Seguro Leader: Porto Seguro Broker Home Insurance 5 Leader: Porto Seguro Leader: Porto Seguro Broker 3.4 3.7 3.8 3.8 3.6 3.8 3.7 Other Insurance Activities 6 5th 5th 3.0 3.2 3.3 2.9 Large Risks 7 we do not offer this product. Health Insurance we do not offer this product. 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 (1) Source SUSEP, date: May-21, includes our 30% equity stake in Porto Seguro. Doesn´t consider Health insurance. VGBL is considered in Pension Plans;; (2) Insurance = Earned Premiums; Pension Plans = Provision for Benefits to be Granted and Premium Bonds =net revenues (3) Recurring insurance activities and other activities; (4) Recurring insurance activities include: Personal Insurance (Life, Personal Accidents, Unemployment, Funeral Allowance, Serious Diseases, Random Events, Credit Life), Housing, Homeowners, Multiple Peril and Travel; (5) Considers only Porto Seguro numbers; (6) Other activities include: Extended Warranty, Large Risks, DPVAT and IRB; (7) The sale of this portfolio was concluded on October 31, 2014.(8) Sector growth potential figures for Chile and USA refer to 2019. 31

Insurance Ourbusiness | Open Platform Auto andFleet Insurance Insurance consultants Life (Individual andGroup) Insurance Shop + Health (Group) Multi-channel distribution Manager WholeLife Focused on commissions and fees Cashier CreditLife Internal Internet Banking/Mobile Dental (Individuals andGroup) ATM Card Protection Specialized sales force Premium Bonds Call Center Retail Partnerships Homeowners Travel External Vehicle Dealers Cellphone Insurance Easy access and Digital Partnerships Mortgage convenience to clients Professional Liability Multi-channel Broker Platform Corporate lines Guarantee Insurance Insurance store Crop Insurance Excellence in post- Retention Post-Sales Analytics Marketing Clientservice Satisfaction Prepaid healthcard sales Auto, Moto, Home, Glass and Relationship withclients Pet Assistance 32

Pension Ourbusiness plan Open platform Reasons toinvest: Concept 1,3,6,9: Howmuchdoes theclienthaveto savetoenjoya peaceful retirement? 1 5 Financial Retirement return Years of salary accumulated Age Funds carefully selected 2 Future expenses Enable easy 6 1 35 always keeping theclientin changing of 3 Children plan 3 45 mind education 7 Succession 6 55 4 planning Tax planning 9 65 Technical Provisions R$ Billion 208.4 213.2 207.3 211.3 211.4 216.2 213.0 214.1 204.4 154.8 158.1 161.4 156.5 159.2 158.6 161.0 157.8 157.8 43.5 44.9 43.8 45.0 45.0 46.7 46.3 46.7 42.8 6.8 6.8 6.9 7.0 7.2 7.7 8.4 9.0 9.7 2Q19 3Q19 4Q19 1Q20 2Q20 3Q20 4Q20 1Q21 2Q21 Traditional + 34.6% (vs. 2Q20) PGBL + 3.8% (vs. 2Q20) VGBL -0.8% (vs. 2Q20) 33

Services Ourbusiness | Investments Investment Open Platform Third-party products offered Funds Fixed income 2 Fixed Income CDB Multimarket LCA Funds Fixed Income Pension Plan Variable Income ETF Real EstateFund Treasury Direct COE Savings Equity LCI Pension Plan Variable Income Pension Plan Fixed Income Itaú Asset Management ETFs Real EstateFund Treasury Direct Zero custody fee Zero initialand Zero custody fee Zero brokerage and custody Zero brokerage and Zero custody for sharesandBDRs final contribution for third party FI feeondigital channels custody feeon fee-Itaú ofItaú Corretora fees via Itaú Corretora digital channels Corretora Itaú Asset Management The largest private asset manager in Brazil: Responsible R$780 billion¹ investments assetsunder management We incorporate ESG issuesinto our investment process. + 60 years 12 times in investment management bestfund manager by “Guia de Fundos FGV” (1) Source: ANBIMA (Brazilian Financial and Capital Markets Association) –June -2021. Considers Itaú Unibancoand Intrag. (2) CDB -Time Desposits. LCA -Rural Credit Bills. LCI -Real Estate Credit Bills 34

Services Ourbusiness | Investments Asset management Transformation in the investment journey themost complete product shelf on the market Personal assistance or digital service—digital experience Investments New available toallourclients Jun-21 vsMar-21 , in R$ billion investments The best digital investment experience Jun-21 335 1,690 R$2 trillion app Investment aggregator (Itaú and Market) open platform own products Integrated withthebroker total 2.7% 1.0% 1.3% Anew advisory model Transparency: the client knows how the Itaú Asset Management Fundof Funds (FoF) specialist’s remuneration works Officesacrossthe country new investment advisory with more than 100 Expansion of product ~ R$273 BnAuM CAGR offices and more than 1,500 specialists until 2022 distribution via 21 platforms largestFoFin Brazil 24% p.a. 2017 toJun/21 Complete service all products in one place Sophistication and expertise in recommending Focus on growth in absolute return 155 + than1,400 simulations, projections and research products through multi-desk Managers in Brazil fundsunder management Whatistocome: shortterm mediumterm Transactional MVP Tesouro Account journey for advisory Direto opening fixed income 35

Services Ourbusiness | Wholesale Banking Middle Investment Banking Annual revenues from R$30 mn to R$500 mn Leadership position and client recognition “Focused on clients with the best ratings, with 92% of the Fixed income credits being rated B3 or better, and with operations in We engaged in local operations with debentures, promissory notes and securitization, diversified services, such as Cash Management, Foreign which totaled R$ 13.7 bn in 2021, and were ranked first in the ANBIMA (Brazilian Exchange, Investment Banking and Funding. “ Financial and Capital Markets Association) ranking. Corporate Banking Annual revenues over R$500 mn Equities “We offer a broad portfolio of banking products and We entered into 21 transactions (including Block Trade) in South America in 2Q21, which services, ranging from“ cash management ”to structured totaled R$ 9.2 bn, and were ranked first in the Dealogic ranking. transactions and deals in the Capital Market. We serve around 4,100large business groups (includes Mergers and Acquisitions Agrobusiness) in addition to serving more than 194 In 2Q21, we provided financial advisory services on 11 transactions in Brazil, totaling financial institutions. ” R$ 7.6 bn and we were ranked second in the Dealogic ranking. Agrobusiness Project Finance In 2Q21, we served as advisor and/or creditor of approximately R$10.9 bn in financing to Large and Regional (medium size + producers) 24 different infrastructure projects in different sectors. “We serve more than 2,300 customers in the integrated agribusiness chain, from plants to rural producers, with an emphasis on Targeted products and Foreign Currency, in a Ranking 2Q21 2020 2019 portfolio of more than R$30 billion.” M&A¹ 2nd 1st 1st LatAm Local ECM¹ 1st 1st 1st Presence in all banking segments in Latin America. Local DCM² 1st 1st 1st Markets, Products & Planning International DCM¹ 3rd 2nd 3rd Treasury operations for the conglomerate. Derivatives Total3 1st 1st 1st (1) Source Dealogic; (2) SourceANBIMA –BrazilianFinancial andCapital Markets Association. Information fromJun-21; (3) Source: Cetip. Information fromJun-21. 36

Services Ourbusiness | Smalland 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 sustainable and first deliverable customer-centric model that tool to support business R$ billion raised the level of satisfaction management (ERP system) in partnership with + 28 points* + 2x 133 NPS > 65 in small and 60 market medium sized leaders in companies 2025 ambition Brazil *between Aug-18 (start of the +50% clients Jun-21 2019 2020 NPS measure) and Dec-2020 Jun-17 2018 +70% earnings 37

Services Ourbusiness | Agribusiness relevant expansion in credit portfolio balance in R$ billion agribusiness 24.0% 49.1 39.6 Agribusiness GDP has + 2x doubled in 10 years, 2.0 representing 27% of Jun-20 Jun-21 Brazil’s GDP in 2020 0.8 main developments and challenges In R$ trillion • socio-environmental analysis in agribusiness operations 2010 2020 geographic • expansion of the commercial team and coverage • evolution of the service model> specialization # clients 463 2,400 • development of new products and structures creation of the 2.400 • scalability of operations by rural producers agribusiness 2019 2021 target • we will partner with meat producers to implement supplier segment traceability and support agroforestry chain sets the stage for a # employees 34 300 strong growth agenda 2.400 total rural in the coming years NPS 75 agro 80 producers 2019 2021 target 38

OurServices business | Coordinating ESG Issuances for our clients Issues of ESG bonds Outstanding coordinated by Itaú Unibanco operation in 2020 Sustainability -linked bonds Offshore market -USD 500mm for Klabin -USD 500mm for Movida In the first 6 months of 2021, Itaú BBA -USD 1,000mm for Natura USD 4.15 billion of ESG -USD 400mm for Iochpe coordinated seven ESG transactions of bonds coordinated by Itaú Brazilian companies in the offshore Sustainability bonds (green + social) BBA in the offshore market market -USD 500mm for Itaú Unibanco -USD 750mm for Amaggi -USD 500mm in Green Bonds to Banco BTG Sustainability -linked debentures Green CRA Local market -Votorantim Cimentos(R$ 450mm) -M Dias Branco (R$811mm) -Allonda(R$ 270mm) -Solinftec(R$ 137mm) More than R$ 8.11 billion -Rumo(R$ 1,500mm) In the first 6 months of 2021, Itaú BBA -Via Varejo(R$ 1,000mm) Green debentures of ESG transactions Local market -E1 (R$150mm) coordinated fourteen ESG transactions of -TIM (R$1,600mm) coordinated by Itaú BBA -CTEEP (R$673mm) Brazilian companies in the domestic Social debentures -Ibemapar(R$ 70mm) in the Brazilian domestic capital market -Gyra+ (R$120mm) -Taesa(R$ 750mm) capital market Green CRI -São Martinho(R$ 500mm) -Origo(R$82mm) 39

Services Ourbusiness | 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 June with R$1,463.1 billion under custody (+4.2% from the Investment product management for the conglomerate and a full range of investment volume under custody in the same period of 2020). options to Retail Banking. International Custody: we ended June with R$170.0 billion under custody (+50.6% from the volume under custody in the same period of 2020). 1,446 1,363 1,387 1,299 Corporate Solutions: we are leaders in the bookkeeping of shares, providing services to 1,176 219 companies listed on B3, representing 58.9% of the total market, and in the bookkeeping 1,107 of debentures, we work as a bookkeeper for 367 (27.3%) issuances. 1,025 946 883 Private Banking A full global wealth management platform with leadership position in Brazil. We have been recognized by the world’s top international Private Banking market publications: Private Banker International Outstanding Global Private Bank -Latin America, 2020 Jun-17 Dec-17 Jun-18 Dec-18 Jun-19 Dec-19 Jun-20 Dec-20 Jun-21 The Banker Best Private Bank in Brazil, 2020 (1) Includes only Brazil (ex-Latam). 40

Services Ourbusiness | Wholesale Banking Asset Management Kinea It is an independent platform of management of differentiated investments. With R$57.2 billion in assets as of June 2021, it operates in the segments of Multi-Markets, Real Estate, Pension Plan and Private Equity, Stock and Infrastructure. Asset Management In June 2021, we reached R$779.8¹ billion in assets under management. Over 60 years in investment management and 12 times best fund manager by “Guiade FundosFGV”. Itaú Asset Management (IAM) integrates ESG issuesin the investment process: Timeline ofIAM responsible investment practices White paper on responsible investment in the Proprietary modelto White paperonthe days of COVID-19 and launch of the funds: Signatory to Launching ofAMEC White paperon incorporate ESG issues incorporation ofESG -Itaú Momento ESG Actions; Stewardship Code/ responsible investment intothe analysis of intothe analysis of -Esg International Portfolio; Latin America through theSDGslenses 2008 funding 2010 fixed income corporate 2014 securities 2016 2018 -Itaú Index ESG Water; -Itaú Index ESG Clean Energy. 2020 2009 2013 2015 2017 2019 ESG issues White paperonthe Internal studyabout Carbon footprint Incorporation ofESG issues incorporated into incorporation ofESG ESG issuesand calculator for funds intothe analysis ofmore theProxy Voting issuesintothe analysis sovereign bonds than95% ofassetsunder policy of funding management (AuM) ofIAM (1 ) Source: ANBIMA (Brazilian Financial and Capital Markets Association) –June 2021. Considers Itaú Unibanco and Intrag. 41

Services Our business | ESG at Itaú Asset Management¹ 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 Water, energy Biodiversity and materials and land use Environmental dimensions Lauched Dec-20 ESG product offering ESG product offering Waste, effluents Climate emissions change Company Itaú Index ESG Água “Momento ESG” Fund Variable income fund -water business Relationship with Equity with active management. related. Relationship with employees suppliers ETF ISUS11 Itaú Index ESG Energia Limpa Social Equity that replicates the ISE-B3 Variable income fund—renewable dimensions Relationship Relationship portfolio. sources energy related. with communities with clients ETF GOVE11 Carteira ESG Internacional Equity that replicates the “Índice de Governança Corporativa Trade -B3” Itaú Asset’s international assets -portfolio ESG investment trends Board Corporate Governance independence Governance dimensions and quality (1) Data base: Dec-20. 42

XP IncOurbusiness shareholding CompanhiaMay sediadanas IlhasCayman elistada na Nasdaq We announced our intention to acquire 2017 XP Inc.’s control in stages Itaú Unibanco’s shareholders will be entitled to equity interest in Aug We communicated our commitment to XPartin the same number, type and proportion of the shares 2018 BACEN to no longer acquire the control they hold in Itaú Unibanco itself. Nov We announced the intention to spin off 2020 our equity interest in XP Inc at XPart XP expressed its interest in merging XPart 2020 Dec We sold 4.5% of the capital of XP Inc. The shares issued by Itaú Unibanco, as well as the American Depositary Receipts (ADRs) will continue to be traded including 2021 Jan Extraordinary General Meeting the right to receive securities issued by XPartor securities issued approved the spin off by XP (considering that XP expressed its interest in merging 2021 May Favorable FED approval upon which XPart XPart) until the cut-off date (date of ex-right), should the said is formally created merger be approved by the stockholders of XP and XPartat the 2021 Jul Central Bank of Brazil approved the General Stockholders’ Meetings of these companies XPartspin-off Once merger is approved by XP and XPart’s the shareholders at the General Shareholders’ Meetings of these companies at a date to be defined, the cut-off date mentioned above is planned 2022 In We willequity interest acquire¹ 11.38% of XP Inc. to be after the closing of the trading session at the date of XPart and XP General Stockholders’ Meetings (1) After required regulatory approvals. 43

Corporate governance

History Corporate governance of our Governance We facilitates believe accessthat a to sound capital and andmeritocracy contributes -based to business governance, continuity. guided towards long -term value creation, adds value to our business, 1999 2001 2006 2007 2018 1995 Inclusion in the Dow Level I of Corporate 2004 Certification under section Voluntary adherence Inclusion in the bylaws of the obligation that the Highlights Stock OptionPlan Jones Sustainability Index Governance of B3 Audit Committee 404 of Sarbanes -Oxley Act to Abrasca’s Manual for majority of the members of the Board of Directors must Election of Independent Material Information be non-executive members and at least one third must 2018 Creation of Dividend Internal Regulation of the Board Members Control and Disclosure be independent members. reinvestment program Board of Directors -XP Investimentos (XP) 2017 CADE’s approval of the acquisition of a minority interest, Policy for Nomination of reaffirming the independence of management –Itaú Executives: minimum 30% of Unibanco acquired 49.9% of the capital, with 30.1% of independent members in C.A. the common shares. 2000 Inclusion in the Bloomberg Corporate Code of Ethics Equality Index Independent Fiscal Council 2008 2019 Corporate 2013 -The creation of the Social Responsibility 2002 Governance Disclosure and Trading Committee Policy Committee Related Party Committee Level II ADR Program Approvedon January 31, 2019. 1996 Tag Along 2020 APIMECs 2008 meetings and 2005 2015 - Disclosure of the Management Members’ Roadshows Nominating and Compensation Committee Inclusion in the Sustainability Compensation Policy. VigeoEIRIS Index – Emerging 70 Inclusion in the Corporate Sustainability Index New Management Structure of 2021 2005 Merger Itaú Unibanco Holding - First 100% Digital Assembly Trading Committee and Policy - Another woman elected to compose the Board Inclusion in the Corporate 2010 2012 Digital Assembly of Directors Sustainability Index Partners and Associates Program - Approval of spin off stake in XP 2007 1999 2002 Certification under section APIMECs meetings Disclosure 404 of Sarbanes -Oxley Act Inclusion in the Dow Committee andPolicy 2009 2011 Jones Sustainability Index Strategy Committee Voluntary adherence to the Abrasca’s Risk and Capital Code of Self-regulation and Best Management Committee practices of Publicly -Held Companies 2003 Remuneration Committee Election of Independent Members Nomination and Corporate Governance Committee 2001 Personnel Committee 1997 Stock Option Plan LevelIII ADR Level I of Corporate Governance of B3 45

Our Corporate 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 66.53% participações Free Float* (IUPAR) shareholder base ON PN ON PN ON PN Non-voting shares (PN) 39.21% 0.004% 51.71% 0% 7.77% 99.62% 4.8 billion of shares 19.88% 26.22% 53.05% Traded onB3 74% 47% Brazilians 53% Foreigners 26% Traded onNYSE Itaú Unibanco Holding S.A. Note: ON = Common Shares; PN = Non-voting Shares; (*) Excluding shares held by majority owners and treasury shares. 46

Pillars Corporate governance ofour Governance management aligned decisions madeon Focus on performance with meritocracy -based a collective basis andvalue creation culture Family control ensuring long-term strategic vision IUPAR • Alignmentamong shareholders • Defines group’svision, missionandvalues • Assessessignificantmergersand acquisitions Itaú Unibanco Holding S.A. • Nominates executives totheBoard ofDirectors • Evaluation of performance andadmissionoffamilymembers • Discussesandapproveslong-termstrategies Focus on decision -making , resolving uponhigh impacttopics Shareholders’ General Meeting for the company’s destiny Fiscal Council Responsible for value creation bymeansof strategic Board of Directors definition Committees Executive Committee Professional management withthe implementation of strategy andday-to-day management Disclosure and Trading Committee 47

CorporateBoard governance of Directors the keyOur Board differentials of Directors of our consists management. of professionals with exceptional knowledge and expertise in different areas of expertise, some of Mainduties 2 Co-chairmen Board of Directors Pedro Moreira Salles 2 4 6 7 Committees • Defining and monitoring the strategy; Roberto Egydio Setubal 5 6 8 • Assessing mergers and acquisitions; • Monitoring the Executive Committee performance; 1 Audit Committee • Appointing officers (meritocracy); 1 Vice-president • Approving the budget; Ricardo Villela Marino 6 2 Personnel Committee • Defining and supervising risk appetite and policies for capital use; 3 Related Parties Committee • Defining and monitoring incentive and 9 Members, being5 Independent members Nomination and Corporate compensation models and establishing goals; 4 Governance Committee • Supervising the technology strategy; Alfredo Egydio Setubal 2 4 7 • Defining meritocracy policies; Ana Lúcia de Mattos Barretto Villela 2 4 7 5 Risk andCapital Management • Supervising the business operation. Candido Botelho Bracher 5 7 8 João Moreira Salles 6 8 6 Strategy Committee Fábio Colleti Barbosa 2 3 4 6 7 The evaluation processoftheBoard of Directors is Maria Helena dos Santos Fernandes de Santana 3 7 Social Responsibility Committee carriedout bya third-party. Each director evaluates Marco Ambrogio Crespi Bonomi 4 5 themselves, theother directors andof the organ as a Pedro Luiz Bodinde Moraes 8 Compensation Committee 3 5 collegiate. Frederico Trajano Inácio Rodrigues 48

Board Corporate governance of Directors Committees Our committees report directly tothe Board of Directors. Strategic committees 8 since2004 since2011 since2009 since2009 since2018 Audit Compensation Personnel Strategy LATAM Strategy committees 100% ofthemembersare independent 100% ofthemembersare non-executive 100% ofthemembersare non-executive 100% ofthemembersare non-executive 60 meetings in theyear 5 meetings in theyear 4 meetings in theyear 5 meetings in theyear Council Ensures the integrity ofthe Promotes discussions on Establishes policies for Proposes budgetary guidelines; The Board of financial statements; incentive and compensation attracting and retaining provides inputs for decision—Assesses the outlooks for the Directors is complies withlegal and models; develops talented professionals; making processes; world economy; adopts responsible for regulatory requirements; compensation policies for proposes guidelines for recommends strategic internationally accepted trends, and ensures the efficiency of management members and recruiting and training guidelines and opportunities codesand standards; and electing the provides guidelines for the Board members ofthe internal controls andrisk employees; and establishes employees; and presents long- for investments management goals term incentive programs and internationalization and new of Directors to analyze committees for monitors the culture of business areas creation opportunities one-yeartermsof meritocracy office. since2019 since2013 since2009 since2009 since2017 Social Related Parties Risk and Capital Nomination and Digital Advisory Theymust have Responsibility 100% ofthemembersare independent Management Corporate Governance Board 12 meetings in theyear proven 100% ofthemembersare non-executive 100% ofthemembersare non-executive 100% ofthemembersare non-executive knowledge in the 4 meetings in theyear Manages transactions 12 meetings in theyear 3 meetings in theyear Proposes technological respective areas Defines strategies to between related parties; and Supports the Board of Periodically reviews the criteria for developments; assesses strengthen oursocial ensures equality and Directors; establishes therisk nomination and succession; client’s experience; and of work and transparency for these follows world trends technical responsibility; monitors the appetite; evaluates the cost of provides methodological support performance and defines the transactions capital and the minimum for the assessment of the Board of qualification allocation process ofthe return expected; allocates Directors and Chief Executive compatible with Rouanet Law capital; oversees risk Officer; nominates members of the their duties. management and control; Board of Directors and Senior Vice improves riskcultureand Gerais ); Presidents (Diretores and complies with regulatory analyzes potential conflicts of requirements interests 49

Executive Corporate 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 business CEO areas Composition of the executive committee and responsibilities simplifying the Business Support Alexandre Zancani Flávio Souza—Presidente ofItaú BBA Alexsandro Broedel—CFO operation and Auto loans, mortgage, “consorcio”, Commercial bank, CIB, ECM and DCM, Finance and investor relations, real estate management model credit for individuals and recovery, research and wholesale credit assets and procurement among others André Sapoznik Pedro Lorenzini Leila Melo Treasury, asset products and Legal, ombudsman, institutional Payments, operations, service client desks, macroeconomics communication, sustainability and allowing more and marketing and operations in South America government relations autonomy and speed André Rodrigues Ricardo Guerra Matias Granata—CRO Retail banking, digital channels, UX, Technology Market, credit and operational risks, capital in decision making insurance and SME finance management, corporate security, compliance and AML Carlos Constantini Sergio Fajerman Wealth Management & Services (WMS) People 50

Corporate Partners governance Program focused Aiming at on aligningmanagement the interests members ofour and officers employees and employees with outstanding with thoseperformance. ofour shareholders, we maintain a partnership program, Long -term incentives The investment The program offersto participants the opportunity toinvestin ournon-voting Net variable must be retained compensation ITUB4 shares (ITUB4), receiving a return alsoin shares, sharing short, medium and for: long-term risks .     50% 50% Partner 3 years 5 years Managing Partners and Partners receive a returnon the investment in the program (matching) 30% 70% Managing Available for Partner 3 years 5 years grantyear sale Sharesreceivedwill remain unavailable for salefor five-year The partners program mayalso consider shares , termfor each other instruments derived from as year1 year2 year3 year4 year5 investment in opposed toactualshares. shares, counted fromthedate of The share price considered at the grant and (Delivery of (Delivery ofthe each investment delivery dates is calculated on the seventh ITUB4 30% ofthe matching for ITUB4 remaining Managing Partner and50%, event amount) business day before of each to Partner) considering the average closing price in the 30 Managing Partner Partner days prior to the calculation. Eight-yeartermofoffice Four-yeartermofoffice Any partners and associates shares not yet Eligibleto successive reappointments Eligibleto successive reappointments received will also be subject to reduction Possibility toinvest50% to100% of Possibility toinvest35% to70% ofnet proportional to a possible reduction in the net variable compensation variable compensation realized recurring managerial result of the Issuer or of the applicable business area. 51

Our Corporate shares governance traded Our capital as depositary stock is comprised receipts (ADRof9.8—billion ITUB ) on thecommon NYSE shares (New (ITUB3) York Stock and non Exchange) -voting .shares (ITUB4) . Non -voting shares are also Characteristics ofour shares Appreciation ofR$ 100 invested onthe date before the announcement ofthe merger (10/31/08) ITUB3 ITUB4 ITUB to 06/30/21 Stock Exchange ITUB4—with dividend reinvestment Bank basket with dividend reinvestment¹ Price² R$26.74 R$29.80 US$ 6.01 IBOVESPA Index 537 Dollar 467 Voting right CDI 340 Priority dividends³ 297 236 Additional payout 4 100 Tag Along 5 80% 80% 80% Oct-08 Oct-10 Oct-12 Oct-14 Oct-16 Oct-18 Jun-21 Source: Economatica (1) Simple average of the three largest Brazilian banks ex Itaú Unibanco; (2) Closing price as of June 30, 2021. Source: Economatica. (3) The non-votingshareswillhavetherighttothe priority minimum annual dividend (R$0.022 per share). (4) Additional payments maybe madein dividends or interest oncapital. ADR holders will be paid by the Custodian Bank, which will be responsible for paying the holders in an average time 10 days as from the payment in Brazil. (5) Mechanism for protecting minority shareholders in the event of a change in the Company’s shareholding control. 52

Capital andrisk management

Capital and riskOur principles management of risk management and theThe Board guidelines of Directors involving is our main the institution’scapital management level of capitalization. body, responsible for approving our institutional capital management policy Capital adequacy We adopt acapital, using theforward following-looking pillars: approach when managing our Through our internal capital adequacy assessment process (ICAAP), we evaluate our capital adequacy for addressing risks, identification of the material risks and the evaluation of additional capital represented by our regulatory capital for credit, market and operating risks, and the capital required for covering other preparation of the capital plan, in situations of both normality and stress risks. To ensure our solidness and the availability of capital to internal capital adequacy assessment support the growth of our business, our Referential Equity remains above the minimum levels required by the Central structuring of the capital contingency and recovery plans Bank. preparation of managerial and regulatory reports Main indicators ascertained based on the Prudential Conglomerate on base date June30, 2021 Basel Ratio Referential Equity Dividends and IOC in 2Q21 14.9% R$157 billion R$1,754 million (net of taxes) 54

Basel Capital and risk IIImanagement and Capital structure Our current ratio Basel III requirement 14.9% 1.4% Tier II 2.0% Total Capital (10.25%—12.75%) Additional Tier I Capital (AT1) 1.6% 1.5 % TierI (8.25%—10.75%) CET 1 (6.75%—9.25%) Countercyclical² 0 – 2.5% ACP¹ Systemic³ 1.0 % Conservation 4 1.625% 11.9% Common Equity Tier I 4.5% Jun -21 (1) ACP = Additional Principal Capital. (2) Countercyclical ACP: defined by each Central Bank. BACEN and currently set at 0%.(3) Systemic ACP: Requirement required for systemically important banks at domestic (D-SIBs) or global (G-SIBs). For Itaú Unibanco, this requirement is 1.0% . (4) Regulatory change implemented: conservation ACP from 2.5% to 1.25% from April 2020 to March 2021. AsofApril / 21, the conservation ACP will gradually increase, remaining again at 2.5% in April / 22. (CMN Resolution 4,783). 55

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 When the monitoring indicators of the CoE exceed the monitoring range, the committee evaluates the indicators and decides whether to . Directors propose a revision of the capital cost to the Board of Monitoring is based on in-house models, market data and evaluations of the cost of the bank’s capital and that of the market. Risk and Capital The cost of own capital is monitored monthly by Management a committee that reports to the Board of Directors. Committee 56

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 bearDirectors. primary responsibility for risk management, followed by the Audit Committee Discussion of metrics and the Gustavo Loyola¹ outcome of Risk Appetite, as well as Board of Directors Capital and Risk Management Committee the main risk topics Pedro Moreira Salles Pedro Bodin¹ Roberto Egydio Setubal Internal Audit 3rd line of defense Monthly Monitoring ofRisk Management Paulo Miron Independent review of the Itaú Unibanco Holding activities in which the institution Milton Maluhy is engaged André Rodrigues Alexandre Zancani Carlos Constantini Flavio Souza Pedro Lorenzini André Sapoznik Alexsandro Matias Granata Sergio Fajerman Leila Mello Ricardo Guerra - Retail banking, digital - Auto loans, mortgage, - Wealth Management & President of—Treasury, asset—Payments, Broedel (CRO) -People -Legal, ombudsman, - Technology channels, UX, “consorcio”, credit for Services (WMS) Itaú BBA products and operations, service (CFO) - Market, credit and institutional insurance and SME individuals and recovery, - Commercial bank, client desks, and marketing - Finance and investor operational risks, capital communication, finance among others CIB, ECM and DCM, macroeconomics relations, real estate management, corporate sustainability and research and and operations in assets and security, compliance and government relations wholesale credit South America procurement AML 1st line of defense 2nd line of defense Manages the risks these generate with, Ensures that the risks are managed and sustained on responsibility for identifying, assessing, the principles of risk management: controlling and reporting • Risk Appetite • Policies • Procedures • Dissemination of the risk culture in the business (1) Independent member. 57

Capital and riskHow do wemanagement establish our risk appetite? Riskmaximize 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 of It is monitored, discussed and reported on a regular basis to the Directors executive levels, the Board of Directors and the Audit Committee Where is Risk Risk Appetite Board of Directors Declaration bytheBD:“Wearea universal bank operating mainly inLatin Appetite inserted? Executive Level America. Withthe support ofourrisk culture, we operate tostrict standards Global Limits ofethicsand regulatory compliance inthe search forhigh-level results and Specific growth with low volatility, through long-standing relationships with our Limits clients, correct pricing ofrisks, diversified sources of funding and proper use ofcapital. ” Competencies and Policies 5 dimensions that underpin our risk management structure Capitalization Liquidity Credit, Market and Business Operational risk Reputation stipulates that we must have stipulates that our liquidity establish concentration limits, foster the is centered on controlling deals with risks that could enough capital to protect us should weather long diversification of revenues in the search operational risk events that impact our brand value and from a stress event without periods of stress. to ensure low volatility in our results and could have an adverse impact reputation. adjusting our capital structure. the sustainability of our business. on our strategy. ï,§greatest creditrisksï,§operational risk events and ï,§suitability indicators losses incurredï,§Capital ratios in normal and ï,§LCRï,§highest exposuresï,§media exposure stress situationsï,§information technology metricsï,§NSFRï,§concentration by sectors, ‘ ï,§follow-up on client complaints Examplesofï,§ratings on debt issues countries and segmentsï,§regulatory complianceï,§marketrisk concentration 58

Capital and riskOur riskmanagement management principles risk andRisk appetite metrics, consists and coordinates of a 4-layer the set ofstructure: guidelines principles on the of risk assumption management, of risks. declaration by the Board of Directors, magnitude of the theThe employees principles of risk of Itaúmanagement Unibanco Holding define work and take the fundamentals decisions. of risk management and risk appetite based on 6 pillars, providing guidance on how Sustainability and customer satisfaction Risk Culture Pricing of risk we want to be the leading bank in sustainable our risk culture extends beyond policies, procedures we operate with and assume business risks we know performance and in customer satisfaction. We strive and processes, strengthens the individual and and understand, avoiding risks we are not familiar to create shared value for our employees, clients, collective responsibility of all employees, so that with or in which there is no competitive advantage, shareholders and society, ensuring the perpetuity of they do the right thing at the right time and in the. ratio carefully evaluating the risk-return our business. correct manner, respecting the ethical way of . business doing Diversification Operational excellence Ethics and respect for regulations we have a low appetite for volatility in our results, we want to be an agile bank with a robust and stable. negotiable For us, ethics are non- We foster a which is why we operate with a diversified base of infrastructure, to provide a high- . service quality proper institutional environment, instructing our clients, products and businesses, striving to employees to cultivate ethics in relationships and diversify the risks to which we are exposed and business and to abide by the rules, thereby prioritizing lower risk business. defending our reputation. 59

Capital andrisk Market 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) 431.0 376.0 350.2 341.0 126.0% 125.0% 122.5% 123.6% 122.7% 169.5% 167.2% 179.1% 180.9% 2Q18 2Q19 2Q20 2Q21 Jun-18 Jun-19 Jun-20 Jun-21 Jun-20 Sep-20 Dec-20 Mar-21 Jun-21 (1)VAR=ValueatRisk. 60

Capital andrisk Corporate 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 new products and services. Market leadership Security Governance Dialogue and vision of trends with the main Effectiveness and adequacy of our controls stakeholders and regulatory bodies in the category. based on clear and objective policies. Employees’ Sustainable and Efficient Solutions Security as a Strategy Automation of cyber security with the use of Analytics, Preparation for the future with Research & guided by the main frameworks of Information Security. Development of controls and technologies. protectby design process discipline human capital › Secure development › 24X7 Operations Center › Attraction, training and retention program › Secure infrastructure architecture › Prevention, detection and response to threats › Continuous search for international benchmarking › Data observability › Constant blue team x red team exercises › Integration withthe business › Frequent and controlled pen testing › SI certified team 61

Information Capital andrisk 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 application of corporate principles and internal and external intrusion tests and scans guidelines for the protection of information in the environment, in order to reduce the risks of and intellectual property attacks, image, exposure and information leakage and architecture of solutions and products with administration of security tools with a certified and the highest degree of security together with Projects Operations specialized team in the most diverse technologies the business and technology areas Governance maintaining the safety of current products , monitoring and handling all types of attacks allowing for safe and efficient expansion and security incidents 62

E&S RiskCapital and 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 environmental character in joint action by the Risk areas, Sustainability and Compliance, taking into account the principles of relevance and proportionality in business analysis Specific criteria must be met to keep on client and supplier relationships. Excluded activities that are understood to go Materiality Proportionality against our values are: Risk exposure Complexity • Use of compulsory labor; • Use of child labor in disagreement with legislation; and • E&S impact • Financial volume • Exploitation of prostitution, including child • Client segment • Product/Structure prostitution. • Supplier spending • Term In 2020 we approved a strategy that will result in the gradual reduction, by 2025, of Itaú’s credit exposure to clients whose activities are related to tobacco, such as agricultural producers that exclusively grow this crop, and cigarette manufacturers. 63

Capital and riskCredit management approval criteria The Environmental and Social Risk Policy determines the environmental and social criteria that must be observed for the grantand renewal of credit to clients and for contracting and monitoring products. Corporations and Agricultural Producers Sensitive Industries We apply an environmental and social assessment methodology that distinguishes the environmental and social risk profile of clients within the same industry : • Mining For the purpose of helping decision -making on credit, clients Steel and iron and • metallurgy from the corporate segment have an environmental and social • Oil and gas risk rating that directly affect our risk rating models and, • Textile therefore, the pricing of their operations. • Pulp and paper For clients that operate in the industries that are part of our list • Chemical and petrochemical • Agribusiness –Agricultural Producers of Sensitive Industries , the risk rating is the result of the • Agribusiness –Meatpacking plants application of an individualized ESG analysis methodology. • Agribusiness –Pesticides and fertilizers Specifically for Agricultural Producers the, analysis • Wood methodology includes the cross-referencing of public • Electric energy deforestation databases and georeferenced reports on their • Real estate land.     There are specific, approval rules for credit such as the restriction to some credit lines and approval by higher authority levels for: • Arms industry • Tobacco industry/Agribusiness—Tobacco 64

Capital and riskCredit management approval criteria The Environmental and Social Risk Policy determines the environmental and social criteria that must be observed for the grantand renewal of credit to clients and for contracting and monitoring products. Real Estate Guarantees Specific Products and Operations Approval authorities: The existence of environmental and social New products, as well as the structuring of In accordance with our Environmental and Social liabilities, including contamination, is specific operations, including those related to Policy for Corporate Credit, the technical assessed prior to the establishment of urban projects, are subject to an environmental and departments assess and classify the and rural real estate guarantees. In some social risk assessment before their operation environmental and social risk according to its cases, these liabilities are taken into and/or contracting. This assessment may potential impact: high, medium and low. consideration for the purpose of appraising include an Action Plan that will be monitored Project finance: the guarantee and the replacement of the with the client over the term of the financing. real estate property may be requested. We observe criteria defined according to the type of operation/project based on the Environmental and Social Risk Policy or the Equator Principles. 65

Financial highlights

quarter highlights 2Q21 vs. 1Q21 change recurring credit managerial portfolio Brazil credit payroll mortgage for card loans individuals results R$699.0 Bn 6.7% 5.5% 12.8% 4.6% R$6.5 Bn 2.3% margin with 90 daysNPL commissions efficiency clients individuals and insurance ratio Brazil Brazil recurring R$16.8 Bn 3.6% R$11.3 Bn 42.2% 3.9% 0.3 p.p. 2.7% 1.0 p.p. managerial ROE digital acquisition clients 7.8 million 18.9% total clientsin June2021 0.4 p.p. + 4.7 milion + than2.6 million in 2Q21 new clientsin 2Q21 + 27% vs1Q21 90% non-account holders 67

secured loans credit portfolio origination in 2Q21 mortgage for auto loans for In R$ billions individuals ¹ individuals and jun-21 mar-21 Ä jun-20 Ä companies individuals 279.7 261.3 7.0% 228.8 22.2% R$12.3 bn R$8.2 bn credit card loans 88.3 82.8 6.7% 72.9 21.2% 14.7% 24.2% personal loans 36.0 35.6 1.2% 37.3 -3.3% 2Q21 vs. 1Q21 2Q21 vs. 1Q21 payroll loans 59.1 56.1 5.5% 50.4 17.3% 262.7% 154.5% auto loans 25.8 24.4 5.7% 19.5 32.3% 2Q21 vs. 2Q20 2Q21 vs. 2Q20 mortgage 70.5 62.4 12.8% 48.8 44.4% global NPS very small, small and middle market loans 132.6 128.3 3.4% 107.4 23.4% 37 points Global NPS +7 in 2Q21 78 points individuals + SMEs loans 412.3 389.6 5.8% 336.2 22.6% +10 in 2021 transactional NPS corporate loans 286.7 279.0 2.8% 259.2 10.6% 51points credit operations 179.5 185.6 -3.3% 175.4 2.4% +16 in 2Q21 corporate securities 107.2 93.4 14.7% 83.9 27.8% personal loans total Brazil 699.0 668.6 4.6% 595.5 17.4% average balance Jun/21 Jun/21 Latin America 210.0 237.8 -11.7% 215.9 -2.7% vs. Mar/21 vs. Jun/20 total with financial guarantees and corporate securities 909.1 906.4 0.3% 811.3 12.0% personalizedcredit - 6.9%—3.4% total (ex-foreign exchange rate variation) 909.1 865.7 5.0% 799.0 13.8% overdraft + 3.4%—19.2% unsecured loans + 15.6% + 1.2% (1) Source: Abecip, June-21. 68

financial margin with clients financial margin with clients risk-adjusted financial margin with clients annualized average margin—consolidated annualized average margin—Brazil 10.2% 8.4% 9.0% 8.6% 7.5% 7.3% 7.3% 7.4% 8.5% 8.6% 5.4% 5.3% 6.2% 6.2% 5.9% 4.3% 4.4% 4.5% 5.2% 5.4% 2Q20 3Q20 4Q20 1Q21 2Q21 2Q20 3Q20 4Q20 1Q21 2Q21 change in the financial margin with clients In R$ billions R$0.6 Bn (+3.9%) 16.2 15.1 0.4 0.1 0.1 0.1 15.7 1.12 16.8 (1.07) (0.2) 1Q21 1Q21 1Q21 average volume product mix2 higher volume of spreads 3 Latin America 2Q21 2Q21 2Q21 working capital 1 spread -sensitive calendar days and others 4 spread -sensitive working capital 1 and others operations operations and others (1) Includes capital allocated to business areas (except treasury), in addition to the corporation’s working capital, (2) Change in the composition of assets with credit risk between periods in Brazil, (3) includes liabilities’ financial margin; (4) Others considers structured wholesale operations. 69

financial margin with the market inR$ billion 1-year movingaverage Brazil¹ LatinAmerica² 1.8 1.7 1.3 1.4 1.4 1.3 1.2 1.2 1.3 2.5 2.0 1.6 1.5 1.4 1.6 1.5 1.3 1.3 0.8 1.1 1.1 1.5 1.1 1.0 0.7 0.7 0.4 1.0 0.5 0.4 0.6 0.4 0.6 0.3 0.5 0.5 2T19 3T19 4T19 1T20 2T20 3T20 4T20 1T21 2T21 (1) Includes unitsabroadex-LatinAmerica; (2) ExcludesBrasil. 70

commissions and insurance investment banking ranking³ In R$ billions record number of operations in the 1H21 2Q21 1Q21 Ä 2Q20 Ä credit and debit cards 3.1 2.9 6.0% 2.5 21.9% 1stplace card issuance 2.4 2.3 7.2% 2.0 22.5% ECM acquiring 0.6 0.6 1.8% 0.5 19.7% R$15.4 billion current account services 1.8 1.8 -0.8% 1.8 -2.2% of38 volume operations issued in in 1H21 asset management¹ 1.4 1.3 5.9% 1.3 9.1% advisory services and brokerage 1.4 1.2 12.3% 0.8 77.9% st 1 place credit operations and guarantees provided 0.7 0.6 8.4% 0.5 32.2% M&A collection services 0.5 0.5 3.1% 0.4 15.9% R$145.4 billion other 0.4 0.4 -0.8% 0.3 18.6% 23in volume operations traded in 1H21 in Latin America (ex-Brazil) 0.8 0.8 -4.0% 0.7 9.0% commissions and fees 10.0 9.6 4.4% 8.4 18.9% st 1 place result from insurance operations² 1.3 1.5 -8.5% 1.5 -10.9% local fixed income commissions, fees and result from insurance 11.3 11.0 2.7% 9.9 14.4% R$13.7 billion in 1H21in volume distributed (1) Includes fund management fees and “consórcio” management fees, (2) Result from insurance includes the revenues from insurance, pension plan and premium bonds operations net of retained claims and selling expenses, (3) Source: Dealogicand ANBIMA, June 2021. 71

credit quality costofcredit¹ coverageratio –NPL 90 dias (%) ratio between the annualized cost of credit and the loan portfolio² -(%) 1013% 920% 952% 922% 835% wholesale Brazil 519% 470% 443% 430% Latin America 341% 339% 320% 281% 298% 283% 7.8 6.3 6.0 4.7 total 4.1 retail 253% 236% 230% 1,2 212% 224% Brazil 2Q20 3Q20 4Q20 1Q21 2Q21 Ju j n/ n-20 Sep- set/2 20 D dez/ ec-20 mar/ Mar-21 Ju j n/ n-21 15 -90 daysNPL -% 3.9% ³ 90 daysNPL -% 5.0% 4.3% 4.2% 3.0% 2.8% 3.9% 3.6% 2.4% 2.6% 2.4% 3.2% 2.0% 2.0% 2.7% 2.7% 1.9% 2.0% 2.5% 2.7% 2.6% 2.7% 2.5% 2.6% 1.9% 1.9% 1.8% 1.9% ³ 2.2% 2.3% 2.0% 2.0% 2.3% 1.7% 1.8% 1.7% 2.3% 1.7% 1.7% 1.8% 1.6% 1.4% 1.4% 1.0% 1.5% 1.1% 1.4% 1.2% 1.3% 1.4% 0.9% 0.8% 0.7% 0.6% 0.5% 0.7% 0.5% 0.4% 0.4% 0.3% Jun-20 Sep-20 Dec-20 Mar-21 Jun-21 Jun-20 Sep-20 Dec-20 Mar-21 Jun-21 individuals Brazil total very small, small and middle market companies Latin America corporate (1) Provision for Loan Losses + Recovery of Loans + Impairment + Discounts Granted, (2) Average loan portfolio balance with financial guarantees provided and corporate securities considers the last two quarters ; (3) excluding specific operation, the NPL 15-90 days in Latin America would be 1.7% and 1.9% in the consolidated. 72

non -interest expenses efficiency ratio In R$ billions 46.5% 46.3% 45.4% 2Q21 1Q21 Ä 1H21 1H20 Ä 44.5% personnel (5.0) (4.9) 1.6% (9.9) (9.2) 7.4% 44.7% 44.7% administrative (3.9) (4.0) -2.7% (7.9) (8.0) -2.1% 43.8% inflation 42.7% other(1) (1.7) (1.5) 10.3% (3.2) (3.5) -9.7% (IPCA) total—Brazil (10.5) (10.4) 1.2% (21.0) (20.8) 0.8% 1H18 1H19 1H20 1H21 8.3% Latin America (ex-Brazil) (2) (2.0) (2.0) -0.7% (4.0) (3.4) 19.9% consolidated Brazil non-interest expenses (12.6) (12.4) 0.9% (25.0) (24.2) 3.5% change, highlighting investments 1H21 vs. 1H20 R$0.4 Bn (24.2) 3.4 (0.2) 0.8 (25.0) (0.4) (21.5) (0.4) (4.0) (20.8) (21.0) 1H20 Latin 1H20 investment in investment in Brazil with efficiency transactional 1H21 Latin 1H21 America Brazil technology business investments program Brazil America (1) Includes operating expenses, provision expenses and other tax expenses (Includes IPTU, IPVA, IOF and others. Does not include PIS, Cofinsand ISS), (2) 1H21 Does not consider overhead allocation. 73

capital 13.0% + 0.0% + 0.4% + 0.2% - 0.1% 13.5% 1.7% 1.6% 11.3% 11.9% Mar -21 XP inc. net income in prudential additional Jun-21 tierI capital partialspin-off the quarter adjustments¹ tierI TierI capital common equity Tier I (CET I) additional tierI (AT1) (1) mainlytaxcredits. 74

we have reached pre-crisis performance levels In R$ billion, except when indicated 1H21 1H19 operating revenues credit portfolio and fees growth associated with the recovery of economic activity and 60.7 57.7 a strong performance of capital markets non-interest expenses (25.0) (24.8) effective cost reduction of 12.4%in Brazil in the period efficiency ratio efficiency as a permanent strategic pillar 44.5% 46.3% income before taxes 22.3 21.0 ...with growth potential 75

guidance 2021 consolidated Brazil¹ previous reviewed previous reviewed growing between growing between growing between growing between totalcredit portfolio² 5.5% to 9.5% 8.5% to 11.5% 8.5% to 12.5% 12.5% to 15.5% financial margin with growing between maintained growing between maintained clients 2.5% to 6.5% 3.0% to 7.0% financial margin with the rangefrom rangefrom rangefrom rangefrom     R$4.9 bn to R$6.4 bn R$6.5 bn to R$8.0 bn R$3.3 bn to R$4.8 bn R$3.9 bn to R$5.4 bn market cost of credit³ rangefrom rangefrom rangefrom rangefrom     R$21.3 bn to R$24.3 bn R$19.0 bn to R$22.0 bn R$19.0 bn to R$22.0 bn R$17.0 bn to R$20.0 bn commissions and fees and results growing between maintained growing between maintained from insurance operations4 2.5% to 6.5% 2.5% to 6.5% range from maintained rangefrom maintained non-interest expenses -2.0% to 2.0% -2.0% to 2.0% range from rangefrom effective tax rate 34.5% to 36.5% maintained 34.0% to 36.0% maintained (1) Includes units abroad ex-Latin America; (2) Includes financial guarantees provided and corporate securities; (3) Composed ofresult from loan losses, impairment and discounts granted; (4) commissions and fees (+) income from insurance, pension plan andpremium bonds operations (-) expenses for claims (-) insurance, pension plan and premium bonds selling expenses. 76

Additional information

Corporate profile Additional information

Additional A 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 Moreira of: Salles Acquisition of a 1924 minority interest Unibanco in: 1995 -1998 2000 -2003 2004 -2007 Merger 2008 2009 -2020 1943 Itaú Foundation of Banco Itaú Alliance with: BEG Banco del BuenAyre (1) Includes mergers, acquisitions, joint-ventures and partnerships. 79

Capital and risk management Additional information

Capital AdditionalInformation Ratios (BIS) | Prudential Conglomerate ¹ In R$ millions, end of period 2Q21 1Q21 Core Capital 124,964 121,025 Tier I (Core Capital + Additional Capital) 141,674 139,552 Referential Equity (Tier I and Tier II) 156,561 155,280 Total Risk-weighted Exposure (RWA) 1,048,628 1,072,193 Credit Risk-weighted Assets (RWACPAD) 941,021 963,403 Operational Risk-weighted Assets (RWAOPAD) 82,026 82,026 Market Risk-weighted Assets (RWAMINT) 25,581 26,764 Core Capital Ratio 11.9% 11.3% Tier I Ratio 13.5% 13.0% BIS (Referential Equity / Total Risk-weighted 14.9% 14.5% Exposure) (1) Includes financial institutions, consortium managers, payment institutions, companies that acquire operations or directlyorindirectly assume credit risk and investment funds in which the conglomerate substantially retains risks and benefits. 81

Ratings AdditionalInformation Itaú Unibanco Holding SA Long-term Short-term Senior Unsecured MTN (Foreign) (P)Ba3 -Currency Foreign—NP Moody’s Currency Local Ba3 NP National Scale AAA.br (Stable) -Subordinate MTN (Foreign) (P)B1— Foreign Currency BB- (Stable) B Standard & Poor’s Local Currency BB- (Stable) B National Scale brAAA (Stable) brA-1+ Foreign Currency BB (Negative) B Local Currency BB (Negative) B Fitch National Scale AAA(bra) (Stable) F1+(bra) Subordinate debt B— 82

Financial Highlights Additional information

Additional Balance Information Sheet – Assets and Liabilities Assets 2Q21 1Q21 Äâ^‹ 2Q20 Äâ^‹ R$ million Current and Long-term Assets 2,039,237 2,087,728 -2.3% 2,039,147 0.0% Cash 39,837 39,369 1.2% 85,428 -53.4% Interbank Investments 218,463 252,251 -13.4% 316,297 -30.9% Securities 657,745 659,818 -0.3% 562,160 17.0% Derivative Financial Instruments 70,738 74,775 -5.4% 83,828 -15.6% Interbank and Interbranch Accounts 152,396 137,576 10.8% 127,087 19.9% Loan, Lease and Other Loan Operations 676,749 687,447 -1.6% 609,192 11.1% Other Assets 223,309 236,492 -5.6% 255,155 -12.5% Permanent Assets 26,507 37,089 -28.5% 35,975 -26.3% Total Assets 2,065,744 2,124,817 -2.8% 2,075,122 -0.5% Liabilities 2Q21 1Q21 Äâ^‹ 2Q20 Äâ^‹ Current and Long-Term Liabilities 1,915,895 1,969,123 -2.7% 1,934,181 -0.9% Deposits 793,501 821,379 -3.4% 727,196 9.1% Deposits Received under Securities Repurchase Agreements 250,190 261,774 -4.4% 316,954 -21.1% Fund from Acceptances and Issue of Securities 127,625 140,351 -9.1% 145,140 -12.1% Interbank and Interbranch Accounts 74,251 61,613 20.5% 51,945 42.9% Borrowings and Onlendings 85,777 88,393 -3.0% 95,184 -9.9% Technical Provisions for Insurance 65,701 73,615 -10.8% 89,137 -26.3% Provisions 17,160 17,137 0.1% 16,365 4.9% Allowance for Financial Guarantees Provided 742 802 -7.5% 981 -24.4% Bonds 221,664 220,441 0.6% 218,386 1.5% Other Liabilities 279,284 283,619 -1.5% 272,892 2.3% Deferred Income 3,207 3,346 -4.2% 3,123 2.7% Minority Interest in Subsidiaries 10,617 11,979 -11.4% 11,461 -7.4% Stockholders’ Equity 136,025 140,369 -3.1% 126,357 7.7% Total Liabilities and Equity 2,065,744 2,124,817 -2.8% 2,075,122 -0.5% 84

Credit¹ Additional Information Origination | Brazil Base 100 = 2Q18 Total Credit² – Brazil Credit²—Individuals 11% 69% 13% 32% 175 197 158 155 128 149 100 114 116 100 2Q18 2Q19 2Q20 1Q21 2Q21 2Q18 2Q19 2Q20 1Q21 2Q21 Credit² – Very Small, Small and Middle Market Credit² – Corporate 16% -15% 29% -5% 171 193 147 173 163 140 133 129 100 100 2Q18 2Q19 2Q20 1Q21 2Q21 2Q18 2Q19 2Q20 1Q21 2Q21 Note: Does not consider origination of Credit Card, Overdraft, Debt Renegotiation and other revolving credits. (1) Average origination per working day in the period, except for private securities issuance. (2) Does not include private securities issuance. 85

LoanAdditionalInformation Portfolio Mix Change ¹ (%) R$ billion Consolidated jun/21 6 3. 17.1 17.4 12.2 4.9 9.7 8.2 26.9 jun/21 23.4 23.8 4.9 16.7 6.7 13.3 11.2 jun/20 27.8 22.3 4.3 16.0 8.0 10.7 11.0 Brazil 2 jun/19 24.6 19.8 4.3 19.9 8.0 11.0 12.3 jun/18 28.3 18.4 4.0 18.2 7.5 11.1 12.5 jun/17 32.7 16.3 4.0 16.1 7.2 10.9 12.8 Corporate Very Small, Small and Middle Market Vehicles Credit Card Personal Loans Latin America 3 Mortgage Loans Payroll Loans (1) Does not include financial guarantees provided; (2) Includes units abroad ex-Latin America; (3) Excludes Brazil. 86

Credit AdditionalInformation Portfolio by Currency ¹ R$ billion Jun-21 274.6 527.3 801.9 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 Foreign Currency Local Currency (1) Total with financial guarantees provided. 87

Additional Funding Information • Loan Portfolio mainly funded by domestic client funding • Diversified funding base In R$ millions, end of period 2Q21 1Q21 Äâ^‹ 2Q20 Äâ^‹ Funding from Clients (A) 859,263 891,298 -3.6% 806,755 6.5%     Demand Deposits 136,318 141,657 -3.8% 118,787 14.8% Savings Deposits 184,228 183,265 0.5% 163,755 12.5% Time Deposits 469,647 491,630 -4.5% 439,797 6.8% Debentures (Linked to Repurchase Agreements and Third Parties’ Operations) 474 1,187 -60.1% 3,392 -86.0% (1) 68,596 73,559 -6.7% 81,024 -15.3% Funds from Bills and Structured Operations Certificates Other Funding (B) 182,486 197,765 -7.7% 202,827 -10.0%     Onlending 10,578 10,803 -2.1% 11,694 -9.6% Borrowings 75,199 77,590 -3.1% 83,490 -9.9% Securities Obligations Abroad 59,030 66,793 -11.6% 64,116 -7.9% Other(2) 37,680 42,580 -11.5% 43,526 -13.4%     Portfolio Managed and Investment Funds(3) (C) 1,478,407 1,444,898 2.3% 1,331,135 11.1% Total (A) + (B) + (C) 2,520,156 2,533,961 -0.5% 2,340,717 7.7%     (1) Includes funds from Real Estate, Mortgage, Financial, Credit and Similar Notes. (2) Includes installments of subordinated debt that are not included in the Tier II Referential Equity. (3) Includes Certificates of Banks Deposits (CDB), Certificates of Agribusiness Receivables (CRA), Certificates of Real Estate Receivables (CRI), Debentures, Agricultural Credit Bonds (LCA) and Real EstateCredit Bonds (LCI). 88

Additional Funding Information Ratio between Loan Portfolio and Funding % Funding (Maturity Breakdown) In days 75.6% 76.8% 76.7% 77.5% 80.7% 65.1% 66.3% 66.5% 67.8% 69.5% R$ billion 181-365 1,069 1,089 1,010 1,039 1,042 31-180 6.5% Over to365 927 952 870 897 897 8.7% 711 738 724 39.6% 657 689 45.2% 0-30 Jun-20 Sep-20 Dec-20 Mar-21 Jun-21 Portfolio / Funding fromclientsandother funding Portfolio / Funding fromclientsandother funding net of reserve andcash Loan portfolio Loan portfolio Funding fromclientsandother funding Funding fromclientsandother funding net of reserve required by BACEN andCash 89

Additional 2Q21 Information Results In R$ billions 1Q21 4Q20 Ä 1Q20 Ä 1H21 1H20 Ä operating revenues 30.6 30.0 2.0% 28.0 9.3% 60.7 57.2 6.0% managerial financial margin 18.8 18.6 0.8% 17.8 5.7% 37.4 35.6 5.2% financial margin with clients 16.8 16.2 3.9% 16.5 2.0% 33.0 33.5 -1.6% financial margin with the market 2.0 2.5 -19.1% 1.3 52.3% 4.5 2.1 115.3% commissions and fees 10.0 9.6 4.4% 8.4 18.9% 19.6 17.9 9.2% revenues from insurance 1.8 1.8 0.9% 1.8 0.4% 3.7 3.7 -1.4% cost of credit (4.7) (4.1) 14.1% (7.8) -39.6% (8.8) (17.9) -50.7% provision from loan losses (4.8) (4.4) 9.0% (7.6) -36.1% (9.3) (18.0) -48.4% impairment (0.0) 0.0 -116.8% (0.2) -95.9% 0.0 (0.3) -114.0% discounts granted (0.6) (0.4) 42.4% (0.8) -22.4% (1.0) (1.0) -2.4% recovery of loans written off as losses 0.7 0.7 6.9% 0.7 -0.8% 1.4 1.4 1.0% retained claims (0.5) (0.4) 39.6% (0.3) 54.9% (0.9) (0.7) 31.2% other operating expenses (14.4) (14.2) 1.5% (13.8) 5.0% (28.7) (27.5) 4.3% non-interest expenses (12.6) (12.4) 0.9% (12.1) 3.7% (25.0) (24.2) 3.5% tax expenses and other (1.9) (1.8) 5.7% (1.6) 14.8% (3.7) (3.3) 9.9% income before tax and minority interests 11.0 11.3 -3.0% 6.2 78.2% 22.3 11.2 99.2% income tax and social contribution (4.0) (4.4) -9.4% (1.9) 109.0% (8.4) (2.9) 190.7% minority interests in subsidiaries (0.5) (0.5) -13.7% (0.1) 670.3% (1.0) (0.2) 379.2% recurring managerial result 6.5 6.4 2.3% 4.2 55.6% 12.9 8.1 59.4% 90

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.     1stHalf2021 1StHalf 2020 1H21 vs. 1H20 Insurance Excess Insurance Excess Insurance Excess Em R$ bilhões Total Credit Trading Total Credit Trading Total Credit Trading & services capital & services capital & services capital Operating revenues 60.7 32.4 1.4 26.8 0.1 57.2 31.9 0.6 24.7 0.1 3.4 0.5 0.8 2.1 (0.0) Managerial financial margin 37.4 26.1 1.4 9.8 0.1 35.6 26.2 0.6 8.7 0.1 1.8 (0.1) 0.8 1.1 (0.0) Commissions and fees 19.6 6.2 0.0 13.3—17.9 5.6 0.0 12.3—1.6 0.6 0.0 1.1 -Revenues from insurance ¹ 3.7 — 3.7—3.7 — 3.7—(0.1) — (0.1)— Cost of credit (8.8) (8.8) ——(17.9) (17.9) ——9.1 9.1 — -Retained claims (0.9) — (0.9)—(0.7) — (0.7)—(0.2) — (0.2) -Non-interested expenses and other² (29.7) (14.7) (0.4) (14.6) 0.0 (27.7) (13.8) (0.2) (13.8) 0.0 (2.0) (1.0) (0.2) (0.8) (0.0) Recurring managerial result 12.9 5.3 0.6 7.0 0.0 8.1 1.0 0.2 7.0 (0.0) 4.8 4.3 0.4 0.0 0.1 Average regulatory capital 138.3 81.7 2.4 49.2 5.0 126.8 75.9 1.4 50.6 (1.1) 11.5 5.9 1.0 (1.4) 6.0 Value creation 4.4 0.3 0.4 3.9 (0.3) 0.4 (3.5) 0.2 3.6 0.0 4.0 3.8 0.2 0.3 (0.3) Recurring managerial ROE 18.8% 12.9% 49.8% 28.5% 1.3% 13.1% 2.5% 27.3% 27.6% 4.7% 5.7 p.p. 10.4 p.p. 22.5 p.p. 0.9 p.p. -3.4 p.p. (1) Revenues from Insurance includes the Revenues from Insurance, Pension Plan and Premium Bonds Operations before Retained Claims and Selling Expenses. (2) Include Tax Expenses (ISS, PIS, COFINS and other), Insurance Selling Expenses and Minority Interests in Subsidiaries 91

Additional Provision Information for Loan Losses and Cost of Credit Provision for Loan Losses by Segment R$ million 6.8% 4.1% 4.2% 4.7% 3.6% 3.7% 3.3% 3.4% 3.1% 3.2% 3.5% 10,398 3.8% 3.2% 3.0% 2.9% 808 2.4% 2.6% 7,561 4,948 4,282 4,483 4,111 4,271 6,145 2,441 6,337 5,641 4,834 3,904 4,206 4,407 4,922 795 4,435 598 514 701 554 621 3,796 1,252 1,076 2,335 568 638 7,149 1,845 522 368 619 532 248 393 168 514 423 489 412 99 4,461 4,645 427 3,732 3,534 3,482 3,688 3,726 4,021 4,210 4,481 4,922 5,162 4,219 3,236 3,165 4,039 -298 -354 -304 -371 -177 -1,339 -306 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 2Q20 3Q20 4Q20 1Q212Q21 Retail Banking—Brazil Wholesale Banking—Brazil Latin America ex-Brazil Provision for Loan Losses / Loan Portfolio (*)—Annualized (*) Average balance of the loan portfolio, considering the last two quarters. Cost of Credit R$ million (Provision for Loan Losses + Recovery of Loans Written Off as Losses + Impairment + Discounts Granted) 5.3% 3.9% 3.0% 2.9% 3.3% 3.0% 2.7% 2.5% 2.4% 2.6% 2.8% 2.3% 2.0% 2.1% 2.3% 2.1% 1.9% 10,087 7,770 5,811 6,319 6,033 4,474 3,990 4,257 3,788 3,601 3,415 3,804 4,044 4,495 4,111 4,692 3,263 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 2Q20 3Q20 4Q20 1Q212Q21 Cost of Credit Cost of Credit / Total Risk (*)—Annualized (*) Average balance of the loan portfolio with financial guarantees provided and corporate securities, considering the last two quarters. Note: Includes the consolidation of Citibank as of 4Q17. 92

Additional Provision Information for Loan Losses and NPL Creation by Segment Retail Banking -Brazil 221% R$ billion 145% 153% 108% 104% 102% 91% 95% 95% 7.1 4.2 3.9 4.5 4.3 4.5 4.4 4.9 4.9 3.2 5.2 4.6 5.1 4.2 4.5 4.0 4.3 2.3 2Q19 3Q19 4Q19 1Q20 2Q20 3Q20 4Q20 1Q21 2Q21 Wholesale Banking -Brazil 3108% R$ billion 215% -87% -119% -89% 1.8 59% -95% 427% 2.4 1.1 0.1 0.2 0.3 0.4 0.1 0.4 0.1 0.4 -0.2 -0.4 -0.2 -0.5 -1.3 -0.3 -982% 0.0 2Q19 3Q19 4Q19 1Q20 2Q20 3Q20 4Q20 1Q21 2Q21 Latin America ex–Brazil R$ billion 316% 362% 367% 138% 75% 115% 66% 41% 153% 2.3 0.6 0.4 0.6 0.9 1.3 1.1 0.8 1.2 0.8 0.3 1.1 0.3 0.6 0.5 1.3 0.4 0.2 2Q19 3Q19 4Q19 1Q20 2Q20 3Q20 4Q20 1Q21 2Q21 Total R$ billion 143% 230% 226% 93% 93% 122% 99% 105% 73% 4.4 4.7 4.9 5.3 6.1 5.0 10.4 7.3 7.6 6.3 5.6 5.7 4.4 6.1 4.8 4.6 3.3 2.8 2Q19 3Q19 4Q19 1Q20 2Q20 3Q20 4Q20 1Q21 2Q21 Provision for Loan Losses NPL Creation Provision for Loan Losses / NPL Creation 93

Itaú Unibanco Holding S.A. 2Q21 Institutional Presentation SaoPaulo, Aug2nd, 2021