ITAÚ UNIBANCO - ANNOUNCEMENT TO THE MARKET - ITAÚ UNIBANCO HOLDING S.A. - THIRD QUARTER 2021 RESULT - Form 6-K

ITAÚ UNIBANCO HOLDING S.A. CNPJ 60.872.504/0001-23 A Publicly-Listed Company NIRE 35300010230 ANNOUNCEMENT TO THE MARKET Itaú Unibanco Holding S.A. 3rd Quarter 2021 Result Itaú Unibanco Holding S.A. ("Company") announces to its shareholders and the market at large that the Complete Financial Statements and the Management Discussion and Analysis for the 3rd quarter of 2021 ending September 30, 2021 are already available on the Investor Relations website (www.itau.com.br/investor-relations). Additionally, we forward the information described below: • Conference calls presentation on the quarterly result, scheduled for Thursday, 11/04/2021, in Portuguese at 08:00 am (EDT) and in English at 10:15 am (EDT) (Attachment 01); • Institutional Presentation of the 3rd quarter of 2021 (Attachment 02). 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, November 04, 2021. Renato Lulia Jacob Group Head of Investor Relations and Market Intelligence

Attachment 01

Itaú Unibanco Holding S.A. 3Q21 earnings review Milton Maluhy Filho Alexsandro Broedel Renato Lulia Jacob Chief Executive Office (CEO) Chief Financial Officer (CFO) Group Head of Investor Relations and Marketing Intelligence São Paulo, November 4th, 2021

quarter highlights 3Q21 vs. 2Q21 change recurring portfolio credit managerial credit mortgages for SMEs result cards individuals R$962.3 bn R$6.8 bn 5.9% 9.8% 12.2% 10.3% 3.6% margin # of cards and commissions insurance efficiency with clients issued ratio Brazil recurring R$17.6 bn # 4.7 mm R$11.6 bn 44.0% 42.1% managerial 4.7% 57% 2.1% 0.5 p.p. 0.1 p.p. 19.7% ROE Brazil 20.5% 10 mm 15 mm + 5.7 R$14 0.8 p.p. total challenge billion 1.1 p.p. clients Dec-21 millionSep-21 clients digitally volume business of from acquired in 3Q21 2.2+ mm +109% O2O in 9M21 connections + 21% vs 2Q21 new clients credit card in 3Q21-85% sales phygital omnichannel and holders non-account 3Q21 vs. 2Q21 2 Corporativo | Interno

digital: our main one stop shop distribution channel offerings new product in digital and service 100% of products sales digital in channels in mobile until Dec-21 + digital¹ 2.8X credit insurance sales 2.5X premium 3Q19 3Q20 3Q21 3Q19 3Q20 3Q21 share² 22% 30% 46% share² 11% 7% 30% 3Q19 3Q20 3Q21 investments cards3 share² 2.8X 5.2X 36% 38% 62% digital engagement: +30% in two years 3Q19 3Q20 3Q21 3Q19 3Q20 3Q21 hits/ 33 37 43 user month share² 39% 39% 63% share² 24% 35% 53% 3Q19 3Q20 3Q21 (1) includes: unsecured loans, payroll loans, personalized credit, renegotiation, investments, funds, bank certificates of deposit, savings, pension plan, foreign exchange, premium bonds, credit cards, consortia, overdraft, credit card installments with interest and insurance 3 products (protected card, mortgage, travel, life and credit life); (2) digital transactions in relation to total transactions of products listed in item 1; (3) does not include the Carrefour card.

phygital a new way of serving connected experiences across at brick-and-mortar physical and digital channels branches more context in product offerings and more value for customers Single point of contact to click to human access all products and access to managers and services offered at the experts just a click away branches more modern and tech-based environments 100% of 25% of 75% of 50% 75% new way of being present channels managers' sales products reduction reduction hub and satellite agencies with captured and originated from with omnichannel in managers' in new offers automated leads leads experience time to action launch time 4 Corporativo | Interno

value proposition customer-centric model has been Itaú BBA raising the level of satisfaction ~ 20 thousand long term complete offer of specialized service NPS 77 relationships products and clients services model + 10 points Sep-21 vs Sep-20 highlights segments CIB growth investment banking ranking¹ cash management large IBBA volume of payments middle market result and receipts equity capital markets agribusiness 1º R$20.9 billion 50% 35% volume 59 operations issued in in 9M21 9M21 vs 9M20 9M21 vs 9M20 mergers and acquisitions industries 1º R$160.5 billion real-estate financial institutions credit portfolio 35 volume operations traded in in 9M21 multinational in R$ billion 11.9% tech 355 1º local fixed income 317 R$25.2 billion agribusiness segment volume distributed 27.5% in 133 operatioins in 9M21 Sep-21 (1) Source Dealogic and Anbima. Sep-20 5

reprofiled portfolio credit portfolio individuals, very small and small companies in R$ billion 13.2% 53.5 40.7 Sep-21 vs. Jun-21 in R$ billions 35.3 57% are collateralized Sep-20Jun-21Sep-21Sep-21Jun-21 D Sep-20 D individuals 303.7 279.7 8.6% 237.7 27.8% credit card loans 97.0 88.3 9.8% 77.5 25.1% within grace period 1.2% personal loans 38.3 36.0 6.4% 36.6 4.6% portfolio reprofiled risk profile 15-90 days NPL 4.4% payroll loans 61.2 59.1 3.5% 50.8 20.5% Sep-21¹ + 90 days NPL 8.3% auto loans 28.1 25.8 9.1% 21.5 30.8% mortgage 79.1 70.5 12.2% 51.3 54.2% very small, small and middle market loans 146.3 132.6 10.3% 122.5 19.4% individuals + SMEs loans 450.0 412.3 9.1% 360.2 24.9% personal loans corporate loans (includes private securities) 295.1 286.7 2.9% 264.8 11.4% average balance total Brazil 745.1 699.0 6.6% 625.0 19.2% Latin America 217.3 210.0 3.4% 222.0 -2.1%Sep-21Sep-21Sep-21 total with financial guarantees 962.3 909.1 5.9% 847.0 13.6% vs. Jun-21 vs. Sep-20 vs. Sep-19 total (ex-foreign exchange rate variation) 962.3 918.2 4.8% 831.8 15.7% personalized credit-7.7%-22.4% + 33.0% overdraft + 2.2% + 1.3%-21.7% unsecured loans + 27.3% + 64.7% + 1.9% (1) Overdue ratios and grace periods to mature calculated based on the total balance of the reprofiled portfolio in September 2020. 6

sustainable growth in the individuals portfolio individuals portfolio risk profile commercial processes user digital initiatives improvement experience 4.7% 4.3% 3.6% NPL 90 credit card loans payroll loans 303 25.1% 20.5% NPS 70 +6 points NPS 67 +5 points 229 237 44% unsecured personal loans auto loans 3Q20 3Q21 80.3% 30.8% 37% 41% 48% % down payment 51% NPS 57 +16 points NPS 76 +12 points average in monthsterm 45 46 overdraft mortgages secured¹ loan-to-value (LTV) 3Q20 3Q21 56% 13.2% 54.2% vintage (average) 49% 52% 61% 55% NPS 45 +15 points NPS 43 +4 points portfolio 39% 46% NPS 71 +20 points Sep-21 vs Jun-21 transactional 3Q19 3Q20 3Q21 *3Q21 vs 3Q20 change (1) Includes individuals' credit portfolio: auto loans, mortgage and payroll loans. 7

financial margin with clients financial margin with clients risk-adjusted financial margin with clients annualized average margin-consolidated annualized average margin-Brazil 9.0% 8.6% 8.5% 8.6% 8.5% 7.5% 7.3% 7.3% 7.4% 7.4% 5.4% 5.3% 6.2% 6.2% 5.9% 5.9% 5.2% 5.4% 4.4% 4.5% 3Q20 4Q20 1Q21 2Q21 3Q21 3Q20 4Q20 1Q21 2Q21 3Q21 change in the financial margin with clients In R$ billions R$0.8 bn (+4.7%) 16.8 15.7 0.7 0.01 0.1 0.1 16.4 1.2 17.6 (1.1) (0.3) 2Q21 2Q21 2Q21 average volume product mix 2 higher volume of spreads and Latin America 3Q21 3Q21 3Q21 working capital 1 spread-sensitive calendar days liabilities' margin and others3 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) Others considers structured wholesale operations and credit commissions. 8

financial margin with the market in R$ billions 1-year moving average Brazil¹ Latin America² 2.0 1.8 1.7 1.4 1.4 1.3 1.2 1.2 1.3 2.5 1.6 2.0 1.9 1.5 1.3 1.3 1.4 1.5 0.8 1.1 1.5 1.3 1.0 0.7 0.7 1.1 0.4 1.0 0.4 0.6 0.4 0.6 0.3 0.5 0.5 0.6 3Q19 4Q19 1Q20 2Q20 3Q20 4Q20 1Q21 2Q21 3Q21 (1) Includes units abroad ex-Latin America; (2) Excludes Brasil. 9

cards transaction credit card volume portfolio in R$ billions 11.7% 26.6% R$97.0 bn 9.8% 25.1% 3Q21 vs. 2Q21 3Q21 vs. 3Q20 in 09/30/2021 Sep-21 vs Jun-21Sep-21 vs Sep-20 164 38.2 mm 31.1 mm 147 installments revolving + 130 41 transactor² with interest overdue loans¹ credit cards debit cards debit 37 34 Sep-20 83.2% 7.9% 8.9% 17.3% 4.7% Jun-21 85.4% 8.4% 6.3% vs. Sep-20 vs. Sep-20 credit 110 123 96 Sep-21 84.8% 8.5% 6.7% (1) Includes loans overdue for more than one day; 3Q20 2Q21 3Q21 (2) Includes installments without interest. issuing 4.7 mn income cards in R$ billions issued in interchange annual fees³ 3Q21 2.6 17.2% 31.3% 22.4% 218% 2.4 3Q21 vs. 3Q20 9M21 vs. 9M20 70 points 2.2 global + 6 points NPS 138% 3Q21 vs. 1Q21 vs. Sep-20 3Q20 2Q21 3Q21 (3) Annual fees income net of rewards program expenses. 10

growth transaction volume value creation through 3,000 In R$ billions 23.8% - 25% + of 100 an integrated offer of smart POS 9M21 vs. 9M20 clients' churn software houses machines per payments, bank and credit in 2021 partners in Conexão month 440 Rede 355 51% of growth in e- • business management penetration of sales in installments: of prepayment commerce volume • POS machines • e-commerce R$50 bn + 55% +10 p.p. +35 p.p. • prepayment leader in one-off retail in the in new 9M20 9M21 prepayment of prepayment customer clients • payments receivables in 3Q21 vs 3Q20 base • PIX 3Q21 satisfaction efficiency 80% 80% acquirer with the +14 p.p.-17% of POS machines of the eligilble best market lowest number of using customers digital cost of acquisition delivered in up customers approval rate complaints per channels at of the new 110 customers hubs to D+1 taking in e-commerce advantage of active base in Sep-21 vs Sep-20Sep-21 vs Sep-20 • current accounts 49% D0 D+2 Reclame Aqui • credit • payments • cards • Investments 11 Corporativo | Interno

transformation in the investment journey journalistic content platform for personal finance in partnership editorial with Editora Globo independence investment app human advice to Itaú clients and non-clients with dedicated and on-demand experts 3 fundamental pillars + 400 thousand specialists downloads 982 in September 2021 + 20 thousand ~ 2 thousand until July 2022 portfolios two months aggregated in exclusive journalists' network of digital wide + 500 thousand newsroom + Grupo influencers + strong dissemination + 5 thousand Globo content presence on social and distribution customers with dedicated service networks clients' through feedback the app regional offices what is to come 53 in September 2021 + than 100 until July 2022 IF website-https://www.inteligenciafinanceira.com.br • transactional fixed income on the social media in content channels on comercial in addition to @sigaif of Grupo Globo breaks • non-account holders the website, you of Globonews • Facebook • ValorEconômico in 2022 can find content • Instagram • O Globo ('Jornal das Dez' • Twitter • G1 hours), weekly • Youtube LinkedIn • 12

commissions and insurance in R$ billions 3Q21 2Q21 D 3Q20 D insurance³ credit and debit cards 3.3 3.1 6.4% 2.8 14.9% 3Q21 vs. 2Q21 card issuance 2.6 2.4 5.8% 2.2 17.2% acquiring 0.7 0.6 8.6% 0.6 7.0% 6.2% current account services 1.9 1.8 4.5% 1.9 -2.2% earned premiums asset management¹ 1.5 1.4 8.1% 1.3 15.8% advisory services and brokerage 1.0 1.4 -30.0% 1.2 -22.1% advisory services and brokerage 1.0 1.1 -11.0% 0.8 16.0% 21.5% underwriting result of investment in XP Inc. - 0.3- 0.4-margin credit operations and guarantees provided 0.7 0.7 4.5% 0.6 20.9% collection services 0.5 0.5 2.8% 0.5 6.3% 8.4 p.p. other 0.4 0.4 2.4% 0.4 8.0% combined Latin America (ex-Brazil) 0.8 0.8 7.1% 0.7 15.4% ratio commissions and fees 10.1 10.0 0.8% 9.5 6.4% result from insurance operations² 1.5 1.3 11.5% 1.6 -8.0% 8.9 p.p. commissions and insurance 11.6 11.3 2.1% 11.1 4.3% claims ratio comissions and insurance ex- XP Inc 11.6 11.0 4.8% 10.7 8.3% (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) insurance activities include bancassurance products related to life, property, credit life and third-party policies. 1313

credit quality cost of credit¹ coverage ratio - NPL 90 days (%) ratio between the annualized cost of credit and the loan portfolio²-(%) 1013% 952% 922% 3.0% wholesale 835% 2.8% 519% 2.1% 2.2% Brazil 470% 1.9% 443% 430% Latin 355% 6,3 America 339% 320% 6,0 5,2 298% 283% 235% 4,1 4,7 total 234% retail 253% 236% 230% 221% 120% 224% Brazil 3Q20 4Q20 1Q21 2Q21 3Q21 Sep-20Dec-20Mar-21Jun-21Sep-21 15-90 days NPL-% 90 days NPL-% ex-specific cliente 3.9% from Latin 3.0% 4.3% 4.2% America 2.8% 3.9% 2.6% 3.6% 3.6% 2.0% 2.4% 2.4% 2.0% 2.5% 2.7% 1.9% 2.0% 2.7% 2.8% 1.9% 1.8% 1.9% 2.6% 2.7% 2.5% 2.6% 1.7% 2.6% 2.0% 1.7% 2.2% 2.3% 2.6% 2.4% 1.8% 1.7% 1.7% 1.8% 1.6% 1.7% 2.3% 2.3% 1.4% 1.2% 1.3% 1.4% 2.0% 1.1% 1.5% 0.8% 1.4% 0.7% 1.2% 1.3% 0.6% 0.5% 1.1% 0.2% 0.5% 0.4% 0.4% 0.3% Sep-20Dec-20Mar-21Jun-21Sep-21Sep-20Dec-20Mar-21Jun-21Sep-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 andcorporate securities considers the last two quarters 14

non-interest expenses efficiency ratio in R$ billions 48.8% 48.0% 3Q21 2Q21 D 9M21 9M20 D salary 45.5% personnel (5.3) (5.0) 5.7% (15.2) (14.0) 8.3% 44.0% readjustment administrative (4.2) (3.9) 7.6% (12.1) (12.1) -0.6% 10.97% 46.9% 44.0% 45.4% other (1) (1.4) (1.7) -13.6% (4.6) (5.4) -13.7% IPCA 42.1% 10.2% total-Brazil (10.9) (10.5) 3.3% (31.9) (31.5) 1.1% 3Q18 3Q19 3Q20 3Q21 IGPM Latin America (ex-Brazil)(2) (1.9) (2.0) -4.6% (6.0) (5.3) 11.6% 24.9% non-interest expenses consolidated Brazil (12.8) (12.6) 2.1% (37.8) (36.8) 2.7% change, highlighting investments 9M21 vs. 9M20 R$0.7 bn (36.8) 5.3 (6.0) (37.8) (31.5) (0.6) (0.6) (32.6) 1.4 (0.6) (0.1) (31.9) 9M20 Latin 9M20 investment in investment in Brazil with efficiency transactional other 9M21 Latin 9M21 America Brazil technology business investments program Brazil America 15 (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.

capital 13.5% + 0.4%-0.4%-0.3%-0.3% 12.9% 1.6% 1.6% 11.9% 11.3% Jun - 21 net income of the credit rwa-acquisition of Minas foreign exchange Sep - 21 tier I capital quarter after portfolio Gerais payroll and variation tier I capital dividends equity adjustments common equity Tier I (CET I) additional tier I (AT1) 16

direct indirect Itaú emissions emissions (financed) scope scope 3 1 e 2 already we are represents 99% of total emissions We want to be the 2050 carbon neutral bank for transition to measure decarbonization We will reduce by PCAF¹ methodology We will support our clients in their transition process total emissions by R$434 bn best data credit portfolio for quality score³ • fostering plan for clients a climate of carbon- transition 50% by 2030 and companies² and 1 5 intensive sectors become carbon on vehicles 12/31/2020 3.9 quality higher quality lower • new products and teams neutral by 2050 dedicated clients' transition to supporting to a decarbonized economy our emission target will complexity of • agribusiness: recovery of be certified by Science decarbonization pastures, ecological Based Target Initiative 35 economic groups restoration and biofuel 25 have already production (SBTi ) account for 55% of the emissions financed by signed up to decarbonization • encouraging voluntary the bank carbon markets (VCM) commitments ² ¹ Partnership The measure for considers Carbon Accounting Itaú's proportional Financials participation (PCAF) in clients' emissions ³ Among banks that publicly disclosed this score 17

changing culture 62% 81% the best R$14 bn 100% 99.6% share in sales for products for bank Brazil, to according work in phygital and of products in the availability on individuals individuals and omnichannel, mobile channel digital channels through digital companies had to GPTW business with until Dec-21 2021 channels 3Q21 their NPS improved 9M21 O2O connections one-stop-shop customer risk investment in associative centricity management new structuring agenda platforms pro business culture M&A, acquisition modernize legacy integration: ways of systems with full-stack a more agile and working incentives state of the art flexible model Integration between linked to stock price business, technology appreciation technological Cubo Network and design, with more base horizontal structures expansion of the connect 350 high-growth the market with partnership program modernize and less more hierarchy agility and migrate 50% startups in decision making services of more than to the 3,800 cloud by the end of 2022 18 Corporativo | Interno

additional information

results In R$ billions 3Q21 2Q21 D 3Q20 D 9M21 9M21 D operating revenues 31.5 30.6 2.9% 28.4 11.0% 92.2 85.6 7.7% managerial financial margin 19.5 18.8 3.8% 16.9 15.3% 56.9 52.5 8.4% financial margin with clients 17.6 16.8 4.7% 15.6 13.1% 50.6 49.1 3.0% financial margin with the market 1.9 2.0 -3.2% 1.4 40.4% 6.4 3.4 85.4% commissions and fees 10.1 10.0 0.8% 9.5 6.4% 29.6 27.4 8.2% revenues from insurance 1.9 1.8 4.2% 2.0 -3.6% 5.6 5.7 -2.1% cost of credit (5.2) (4.7) 11.5% (6.3) -17.2% (14.0) (24.2) -41.9% provision from loan losses (5.5) (4.8) 14.3% (6.3) -12.8% (14.8) (24.3) -39.1% impairment 0.0 (0.0) -361.2% (0.3) -106.1% 0.1 (0.6) -109.6% discounts granted (0.6) (0.6) 0.1% (0.6) -5.5% (1.6) (1.6) -3.6% recovery of loans written off as losses 0.9 0.7 16.9% 1.0 -12.7% 2.3 2.4 -4.6% retained claims (0.4) (0.5) -16.1% (0.4) 14.9% (1.3) (1.0) 25.4% other operating expenses (14.8) (14.4) 2.5% (14.3) 3.6% (43.5) (41.8) 4.0% non-interest expenses (12.8) (12.6) 2.1% (12.7) 1.1% (37.8) (36.8) 2.7% tax expenses and other (2.0) (1.9) 5.5% (1.6) 22.7% (5.7) (5.0) 14.1% income before tax and minority interests 11.1 11.0 0.6% 7.4 49.2% 33.4 18.6 79.3% income tax and social contribution (4.0) (4.0) 0.7% (2.4) 64.9% (12.4) (5.3) 133.1% minority interests in subsidiaries (0.3) (0.5) -42.9% 0.0 -643.2% (1.3) (0.2) 690.7% recurring managerial result 6.8 6.5 3.6% 5.0 34.8% 19.7 13.1 50.0% 20

business model The allocation of principal capital (Common Equity Tier 1) in the bank's business is made at 12%, according to our risk appetite. 9M21 9M20 change (9M21 vs. 9M20) Insurance Excess Insurance Excess Insurance Excess In R$ billions Total Credit Trading Total Credit Trading Total Credit Trading & services capital & services capital & services capital Operating revenues 92.2 49.2 1.7 41.0 0.2 85.6 47.2 1.3 37.1 0.0 6.6 2.1 0.4 3.9 0.1 Managerial financial margin 56.9 39.7 1.7 15.4 0.2 52.5 38.7 1.3 12.5 0.0 4.4 1.0 0.4 2.9 0.1 Commissions and fees 29.6 9.6 0.0 20.1 - 27.4 8.5 0.0 18.9 - 2.2 1.0 (0.0) 1.2 -Revenues from insurance ¹ 5.6 - - 5.6 - 5.7 - - 5.7 - (0.1) - - (0.1) - Cost of credit (14.0) (14.0) - - - (24.2) (24.2) - - - 10.1 10.1 - - -Retained claims (1.3) - - (1.3) - (1.0) - - (1.0) - (0.3) - - (0.3) -Non-interested expenses and other² (44.8) (22.4) (0.6) (21.9) 0.0 (42.0) (20.8) (0.4) (20.8) 0.0 (2.8) (1.6) (0.2) (1.0) (0.0) Recurring managerial result 19.7 7.8 0.7 11.2 0.1 13.1 2.1 0.6 10.6 (0.2) 6.6 5.6 0.1 0.6 0.3 Average regulatory capital 138.3 82.7 2.6 47.8 5.2 127.8 76.3 1.2 51.6 (1.4) 10.5 6.4 1.3 (3.8) 6.6 Value creation 6.9 0.2 0.5 6.6 (0.4) 1.4 (4.8) 0.5 5.7 (0.1) 5.5 5.0 (0.0) 0.9 (0.4) Recurring managerial ROE 19.0% 12.5% 37.7% 31.1% 1.8% 14.0% 3.7% 67.8% 27.3%-5.1 p.p. 8.8 p.p. -30.1 p.p. 3.8 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 21 Corporativo | Interno

guidance 2021 We kept unchanged the ranges of our 2021 guidance consolidated Brazil¹ total credit portfolio² growing between 8.5% to 11.5% growing between 12.5% to 15.5% financial margin with clients growing between 2.5% to 6.5% growing between 3.0% to 7.0% financial margin with the market range from R$6.5 bn to R$8.0 bn range from R$3.9 bn to R$5.4 bn cost of credit³ range from R$19.0 bn to R$22.0 bn range from R$17.0 bn to R$20.0 bn commissions and fees and results from insurance operations4 growing between 2.5% to 6.5% growing between 2.5% to 6.5% non-interest expenses range from -2.0% to 2.0% range from -2.0% to 2.0% effective tax rate range from 34.5% to 36.5% range from 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 and premium bonds operations (-) expenses for claims (-) insurance, pension plan and premium bonds selling expenses 22

Itaú Unibanco Holding S.A. 3Q21 earnings review Milton Maluhy Filho Alexsandro Broedel Renato Lulia Jacob Chief Executive Office (CEO) Chief Financial Officer (CFO) Group Head of Investor Relations and Marketing Intelligence São Paulo, November 4th, 2021

Attachment 02

Itaú Unibanco Holding S.A. 3Q21 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, they involve known and unknown risks and uncertainties that may cause the Company's actual results or outcomes to be materially different from those anticipated and discussed herein. These statements are not guarantees of future performance. These risks and uncertainties include, but are not limited to our ability to realize the amount of the 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 filings with the Securities and Exchange Commission which readers are urged to read carefully in assessing the forward-looking statements contained herein. Itaú Unibanco Holding undertakes in duty 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 in Itaú Unibanco Holding's quarterly earnings report. To obtain further information on factors that may give rise to results different from those forecast by Itaú 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 most recent Annual Report on Form 20F.

Agenda Corporate 04 profile 12 Strategic Our agenda businesses 18 38 Corporate governance Capital and 47 risk management 58 Financial highlights

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$52.1 bn R$2,154.9 bn R$962.3 bn 12.9% 19.7% R$6.8 bn We are present in 18 countries Brazil's most valuable² brand Rest of the World R$37.4 billion Germany 1 Approximately Bahamas 1 3 Cayman 1 2 3 488 k Spain 1 Latin America 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 99 k Reino Unido olombia employees Suíça exico 1 45 k anama araguay 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) September 2021; (4) In 3Q21. 5

What Corporate profile do we do? Full offering of products and services | diversified client base | solid brand A complete Credit Services Insurance The Retail Bank physical and digital $ Personal Curre accounts Life includes retail clients, high-income clients bank Cards and acquiring Homeowners 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

How Corporate profile have we evolved? Adaptable culture | innovation | transparency in business UK decides to World Health We have NY Stock World War II First First First Internet Itaú on leave the Organization witnessed Exchange ends overseas version of providers the NY European declares important 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 aunches PIX with client's and credit ATMs calculators begins in Brazil strength name cards 7

A Corporate History profile of Successful Strategic Deals¹ Acquisition of the remaining 50% of: Uruguay Retail -Brazil NACIONAL Casa Acquisition of the Moreira minority interest Banco Itaú BMG Consignado Salles of: 1924 Unibanco 1995-1998 2000-2003 2004-2007 Merger 2008 2009-2020 1943 Itaú Foundation of Banco Itaú Alliance with: BEG Banco del Buen Ayre (1) Includes mergers, acquisitions, joint-ventures and partnerships. 8

Positive Corporate profile Impact Commitments Our sustainability strategy is translated into 10 positive impact commitments, classified into four categories: Business Accountability Financial Inclusion and Financing positive Responsible Transparency in citizenship entrepreneurship impact sectors + 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 9

Highlights Corporate profile of the positive impact agenda Find out some of our ESG initiatives and how they are integrated into our business Business Corporate behavior R$400 billion for sustainable development up to 2025 Itaú Unibanco is the best bank to work for in Brazil Credit to positive impact sectors that promote a sustainable. R$ 148 According to the ranking of the 150 Best Companies to Work For, billion (37%) from aug/19 to sep/21 have already been allocated. released by the international consultancy Great Place to Work One of the ten best companies for professionals with disabilities Itaú signs up to the Net-Zero Commitment by 2050 Recognized, in 2021, by Great Place To Work as one of the ten best Our goal is to reduce total emissions by 50% by 2030 and become companies for professionals with disabilities to work for in Brazil carbon neutral by 2050 In this quarter we reached 10 million accounts with iti Pilot project of a new work format Digital account now with automatic yield New work models in accordance with employee's activities: hybrid (with defined scales or flexible) and face-to-face Itaú Asset launches ETF with exposure to the hydrogen sector Programming training for trans developers Hydrogen has the potential to play a relevant role in reducing the Pioneering initiative will expand diversity in the bank through an carbon footprint of the global economy exclusive programming course for trans people Sustainable investment at Itaú Asset Management 99.84% ESG coverage for all eligible assets Country development Amazon Plan in partnership with Bradesco and Santander Accountability Encouraging sustainable chains, land regularization, fighting deforestation in the meat production chain, fostering bioeconomy We are among the most transparent companies in ESG This conclusion comes from a study launched by the advisory board Todos pela Saúde (All for Health) of the Global Reporting Initiative (GRI) in Brazil All for Health Institute will strengthen the area of epidemiological surveillance in Brazil, helping to combat current and potential epidemics 10

People Corporate profile 99 thousand Employees LGBT+ In our employees' view³ Advocates â†' We are committed to the "Business and (Scores 9-10) 80% in Brazil and overseas LGBT+ Rights Forum" and the "UN 76 Neutrals Gender equality¹ Standards of Conduct for Business". (Scores 7-8) 15% e-NPS Knockers (Cores 0-6) 4% â†' 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, considers only Brazilian 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 Sep/21 11

Strategic agenda

Strategic Cultural Agenda transformation cultural Client Centricity Digital Transformation transformation satisfaction, We want to be transforming the benchmark our in this Technology transformation, is the great leveraging enabler our of we are building a more center culture of so everything. that the client is at the commercial potential. efficient, simple and agile Our actions and efforts are We services invest and tirelessly solutions to find for our the clients. best bank for our clients satisfaction, designed for a our key clients' metric for the cultural transformation is entire organization. the foundation of the strategic pillars that Efficiency comprise client centricity, Growth digital transformation, Key to be competitive in pricing Expand the base and intensify the and agile in customer service. relationship with our clients, in efficiency and growth addition to offer solutions that go This ranges from internal process automatization to new ways of beyond traditional banking needs interacting with customers. aiming to maximize the customer experience. 13

Client Strategic Agenda Centricity serving our clients omnichannel phygital satisfied clients create where, when and how type Access of to service the same Freedom relationship: to choose we are a the digital type bank of more value they want to be regardless of channel with the advantage of in-person served service Global NPS + 27 points + 17 points + 13 points Client experience Service Products and Ourfuture now. channels Services Our commitment 2021 vs 2021 vs 2023 vs • + 4,000 physical points of service • most complete shelf of to completely change 2018 2018 the Brazilian financial customers' experience, redefining the 2018 • applications have great reviews (Sep/21 vs sector value proposition of our business Aug/18) • whatsApp, email, telephone, chat, click to human • using data for providing Ambition the best offer we want to emulate the world's Digital sales by 2025 best companies in client • innovation 50% 4X+ revenues share satisfaction sales 14

Digital Strategic Agenda Transformation Technology enabling our clients to have the best service applying technologies to focus on quickly solve problems with solving clients' cloud artificial big data e agile communities speeds and using data to issues intelligence analytics management develop products for a and learning machine better experience for our customers ambition we work with multidisciplinary generation of value modernize and teams model under the communities through systems migrate 50% of more than 3,900 that technology, include members operations, from UX departments, the business, modernization services to the cloud by among others. the end of 2022 21 thousand Benefits of modernization In employees Flexible and adaptable platform Use of reusable solutions Analytics and observability by design 2022 100% of designed to evolve bringing more competitiveness tools to better monitor eligible Componentized architecture Greater frequency of deliveries and customer improve experience the based on microservices improving time to market business platform 15

Efficiency Strategic Agenda developing and implementing structural efficiency gains initiatives strengthening culture ongoing ongoing challenging activities and processes to seek technology efficiency gains investments 2021e vs 2018 fronts of action unique work goal + 2x meetings with the methodology progressively solution attendance detailed planning and reducing the development of the bank's senior indicators to individually investments leadership monitor each initiative bank's core costs in the coming three years-28% 1,400 planned infrastructure initiatives + de 650 costs initiatives under reviewing, streamlining and optimizing processes, implementation automating activities, using data and analytics

Growth Strategic Agenda sustainable growth based on Relationship Investment long-term client Platform Platform relationships a free account for clients demanding a window display of product from products and services in a simplified way which suitable each product investor to its may profile. find the most Consolidated investment visualization. Client Base Strenght of Client Marketplace Solutions Relationship Platform Platform a rewards program with benefits in solutions going beyond our Offering products, services, and cashback clients' banking needs Solutions

Our business

Who Our business are our clients? We offer a wide range of products and services tailored to each client profile. Client profile by segment in Brazil Individuals Companies Private Bank Ultra >R$5 million in total investment > R$4 billion Itaú Personnalité Large >R$15 thousand or >R$250 thousand in total investments > R$500 million up to R$4 billion Itaú Uniclass ; Middle >R$4 thousand up to R$15 thousand > R$30 million up to R$500 million Itaú Very Small and Small Companies up to R$4 thousand up to R$30 million * The values mentioned above for individuals refer to monthly income and the values for companies refer to annual revenue.

Our Retail business Banking The use of our digital channels has grown significantly in recent years. Our digital branches are an important channel to serve clients who hardly ever visit physical branches Serving a client base of around Branches and CSBs² 60 million clients % of transactions through digital channels³ 3Q21 3Q20 Ourdistribution network¹ Credit 38% 24% 3,874 BRANCHES AND CSBs² IN BRAZIL Brick and Mortar Branches and CSBs Investiments 55% 50% 3 % 8 % 7 % 67 % 15 % North Northeast Midwest Southeast South Digital Payments 86% 85% (Brazil) Branches 112 (Sep-21 vs Sep-20) 4,431 4,319 195 195 202 197 196 phygital and omnichannel MORE THAN 44,000 4,236 4,117 ATMsin Brazil 4,292 4,129 4,526 Sep/20 Sep /21 (1) As of Sep/2021. Does not include branches and CSBs in Latin America and Itaú BBA. (2) Client Service Branches (3) Share of digital channels in the total volume (R$) of transactions in the Retail Business segment. 20

Our business $ Personal Loans and Payroll Loans Evolution of personal loans portfolio (In R$ billion) Itaú won the bidding process average balance of the personal promoted Minas Gerais by for the managing State of the 98.6 82.8 86.5 86.5 90.8 loan portfolio payroll of the state public 61.2 Sep/21 Sep/21 servants 49.3 50.3 50.8 56.1 vs. Jun/21 vs. Sep/20 Personalized credit - 7.7%-22.4% with a balance 33.4 36.2 35.8 34.8 37.4 618 thousand of ~ R$ 8 bi Overdraft + 2.2% + 1.3% in payroll Sep-19Mar-20Sep-20Mar-21Sep-21 public servants Unsecured Loans + 27.3% + 64.7% of which 20% are credit Payroll loans Other personal loans concentrated Horizonte, in addition in Belo to 6,300 suppliers Composition of the payroll loans portfolio Origination channels of payroll loans (In R$ billion) (In %) 61.2 56.1 R$ 4.8 billion 49.3 50.3 50.8 7.7 49.3 50.8 61.2 6.9 50.3 56.1 5.3 per month 6.2 6.8 6.6 3.8 4.2 3.7 3.5 is the monthly 57% 55% 55% 54% 51% payment amount to 45.4 48.2 39.0 39.7 40.7 state public servants 43% 45% 45% 46% 49% and suppliers Sep-19Mar-20Sep-20Mar-21Sep-21Sep-19Mar-20Sep-20Mar-21Sep-21 Public Social Security System (INSS) Public Sector Private Sector Branches Itaú Consignado S.A. possibility of opening a 100% digital account and through new dedicated physical points 21

Our business $ Mortgage Loans Mortgage loans portfolio Client focused 3Q21 loan origination (In R$ billion) + 49.4 % 49.8 51.7 56.0 66.8 83.7 vs Sep/20 quick and efficient process with credit analysis in up mortgage loans + 68.1 % to one hour for operations of up to R$1.5 million. 6.5% 5.5% vs Sep/19 9.9% 8.8% 8.5% individuals possibility of digitally contracting. R$ 14.3 billion 90.1% 91.2% 91.5% 93.5% 94.5% specialized consultants providing support throughout the process. 140.1% Sep-19Mar-20Sep-20Mar-21Sep-21 vs. 3Q20 Individuals Companies Environmental and social assessment on mortgage loans Technical analysis for construction financing Environmental and Social Products and sales channels financing ticket Department + Environmental and Enterprise and region Social Legal Department + (In %) data Compliance R$ 337 thousand • Indication of contamination search (LIC) • Technical analysis of evidence; portfolio LTV • Enterprise Environmental and No • Analysis of site contamination Social Form; Environmental documentation; and 26% License? 34% 24% Branches: 45.7% • Building site photos; high income • Preparation of contractual Regular • Document analysis; clauses and conditions for Real Estate banches and clients property value¹ Building site release of funds. visit gathering Brokers Uniclass • Consultation of the of information Contaminated Areas Register; 14% R$ 489 thousand Contamination and Risks Partnerships 2% indicatives? mitigated Developers average term (months)² • Consultation of Google Maps. Operation approved 325 (1) Value stipulated according to the average monthly production financing ticket and the quarter's average LTV; (2) Average term of new contracts. 22

Our business $ Vehicles Loan portfolio by client profile Contracting (In R$ billion) Contracts-thousand â-ª 25.0 thousand sales points; + 38.7 % 55 54 â-ª Sale of light and heavy vehicles: 52 45.1 37.5 • 83% of contracts are made in stores and dealers; 29.3 32.5 17.0 25.3 13.2 July August September 9.9 11.0 • 91% to individuals; 7.3 28.1 21.5 24.4 R$41.6 thousand 18.0 19.4 â-ª 79% of financing are made up to 48 months. Average Ticket (individual) Sep-19Mar-20Sep-20Mar-21Sep-21 57% Individuals Corporate LTV (individual) Credit origination by client profile¹ Main commercial partnerships iCarros Portal (In R$ billion) + 44.1 % â-ª 18.3M access/month â-ª 86% mobile Evolution of financing proposals on the iCarros platform: $ (Base 100) 10.0 179 172 6.9 147 6.6 3.9 5.4 4.7 2.3 2.4 100 2.1 1.8 4.6 4.2 6.1 3.2 2.9 3Q19 1Q20 3Q20 1Q21 3Q21 Individuals Corporate 3Q18 3Q19 3Q20 3Q21 (1) Includes Finame in Companies 23

Credit Our business Card the most complete credit 48.6%¹ in 2Q21 38.2 31.1 + 9.6 p.p. vs 2Q20 million million card shelf on the market of household credit debit consumption are card cards cards expenses one card for each type of client 17.3% 4.7% vs. Sep/20 vs. Sep/20 options according to the benefit +Exclusive Programs +57% 58% credit 3Q21 vs. cards 2Q21 issued of sales made on no supermarket miles and shopping and telephony car and digital channels annuity travel electronics fuel in Sep/21 our shelf of offers and partnerships 70 points 60% _ 50% without annual fee and exemptions _61% of cards in partnerships and global NPS market share Magalu, Samsung, iti, Personnalitté Black, Hipercard, Click and Credicard retailers + 6 points vs. Sep/20 of digital expenses wallets in Zero 100% functionality in the APP Virtual Card Added security for online purchases. Virtual cards generated (3Q20 = Base 100) + niche cards and social causes: 3Q21 205 IAS, Black Money Movement and Gamers-Ubisoft Assassin's Creed and Just Dance 3Q20 100 2.0x debit and prepaid cards 24

Our Acquiring business services growth transaction volume-25% + of 100 3,000 value creation through smart POS In R$ billion clients' churn software houses machines per 23.8% an integrated offer of in 2021 partners in Conexão month 9M21 vs. 9M20 payments, bank and credit Rede 440 355 51% • business management penetration of sales in installments: of prepayment • POS machines of commerce growth in volume e- • e-commerce R$50 bn + 55% +10 p.p. +35 p.p. • prepayment leader in one-off retail in the in new prepayment of prepayment customer clients • payments receivables in 3Q21 vs 3Q20 base 9M20 9M21 • PIX 3Q21 satisfaction efficiency 80% 80% acquirer with the +14 p.p.-17% of POS machines of the eligilble best market lowest number of using customers digital cost of acquisition delivered in up customers approval rate in complaints per channels of the new customers • to D+1 taking e-commerceSep-21 vs Sep-20 at Sep-21 110 vs Sep-20 hubs current accounts advantage of active base in • credit 49% D0 D+2 Reclame Aqui • payments • cards • Investments • 25

Our itibusiness iti Itaú + than 100% digital bank 10 MM free and differentiated account clients in account opening in up to 4 minutes September 2021 payment account digital cash withdrawal on ATMs + than PIX (instant transfer) 2.1 MM 120% payments new clients of growth in credit cards in 3Q21 cell phone credit recharge sales in 3Q21 (vs 2Q21) account card credit card challenge personal loans +85% 15 MM automatic yield in the account (100% of the of new clients in 3Q21 CDI rate) (new!) without an active clients until account with Itaú the end of 2021 account payment by credit card (new!) technology stack: state-of-the-art 26

Insurance Our business We offer a wide range of our own and third-party products. Our focus on insurance, which includes our participation in Porto Seguro, consists of mass insurance products related to life, property and credit insurance, in addition to expanding our open platform shelf. Our products: Earned Premiums Combined Ratio* 59.4% 62.4% 1,235 1,095 30.7% 30.9% Vida + AP Credit life Card Travel Property 1,172 1,031 Market leader in the auto and 31.5% 28.8% Participation of 30% residential segment¹ 3Q20 3Q21 Products marketed on the open platform: 3Q20 3Q21 Earned Premiums - Recurring Activities Earned Premiums - Other Activities Other expenses / Earned premium Auto and Fleet Insurance Credit Life Auto, Moto, Home, Glass Insurance Claims/Earned Premiums and Pet Assistance *Referring to recurring activities. Life (Individual and Group) Travel Note:The combined ratio of insurance activities is the sum of retained claims, selling expenses, administrative expenses, other Prepaid health card operating income and expenses, tax expenses for ISS, PIS and Cofins and other taxes on earned premiums. Health (Grop) Cellphone Insurance Whole Life Mortgage Sector growth potential² Chile: 4.5 Revenue from insurance operations/GDP (%) USA: 11.5 Homeowners Professional Liability 3.7 3.8 3.8 3.6 3.8 3.7 Dental (Individuals and Group) Corporate lines 3.2 3.3 3.4 2.9 3.0 Card Protection Guarantee Insurance Premium Bonds Crop Insurance 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 (1) Beginning of the partnership on October 31, 2014, in which our automobile and residence portfolio was also sold to Porto Seguro. Itaú Unibanco has a 30% stake in the company. (2) The sector growth potential values for Chile, USA and South Korea refer to 2018. Não Corporativo 27

Insurance Our business | Open Platform Benefits Sales Force Multi-channel Broker Insurance consultants Insurance Shop + Multi-channel distribution Manager Focused on commissions and fees Cashier Internal Internet Banking/Mobile ATM Specialized sales force Call Center Retail Partnerships External Vehicle Dealers Easy access and Digital Partnerships convenience to clients Multi-channel Broker Platform store Analytics Excellence in post- Insurance Retention Post-Sales sales Marketing Client service Satisfaction Relationship with clients Não Corporativo 28

Services Our business | Wealth Management Wealth Management Services Large range of customized wealth management and investments solutions Private Banking Securities Services A full global wealth management platform with leadership position in Brazil. We have been recognized by the world's top international Private Banking Local Custody¹: we ended September with R$ 1,458.1 billion under custody (+2.4% market publications: from the volume under custody in the same period of 2020). Private Banker International International Custody¹: we ended September with R$ 143.0 billion under custody Outstanding Global Private Bank-Latin America, 2021 (+ 24.1 % from the volume under custody in the same period of 2020). The Banker Corporate Solutions: we are leaders in the bookkeeping of shares, providing Best Private Bank in Brazil, 2020 services to 228 companies listed on B3, representing 58.3% of the total market, and in the bookkeeping of debentures, we work as a bookkeeper for 373 (26.1%) issuances. Itaú Asset Management Assets Under Administration • 12 times elected the best fund manager by "Guia de Fundos FGV" Portfolio Managed and Investment Funds ended September with R$ 1,460 billion² • Largest private asset manager in Latin America and international presence via NY Asset Management office In June 2021, we reached R$785 billion¹ in assets under management. • Internal and external distribution via more than 20 independent platforms Fund of Funds Largest FoF in Brazil with R$ 273,6 billion under management • Largest shelf of ETFs in Brazil • Democratization of access to recommended portfolios from applications of R$1.00 Kinea We ended September with R$ 56.68 billion in alternative assets • 100% of assets covered by ESG analysis (1) Source: ANBIMA (Brazilian Financial and Capital Markets Association) - Sep/2021. Considers Itaú Unibanco and Intrag. (2) Includes only Brazil (ex-Latam). Não Corporativo 29

Our Services business | Investments Asset management Main products the most complete product shelf on the market Investment Open Platform Third-party products offered* Funds Fixed Income Pension Plan Variable Income ETF Real Estate Fund Treasury Direct COE Savings investiments Sep/21 vs Jun/21, in R$ billion Sep/21 338 1,740 R$ 2.1 trillion Zero-fee products: Open Own products total platform Variable Income Fixed Income Pension Plan 0.9% 2.8% 2.5% Zero custody fee for Zero initial and Zero custody fee shares and BDRs of final contribution for third party FI Itaú Corretora fees via Itaú Corretora Itaú Asset Management ETFs Real Estate Fund Direct Treasury Zero brokerage Zero custody Zero brokerage and custody fee and custody fee on fee-Itaú on digital Corretora digital channels channels * Funds and Fixed Income (CDB, LCA, LCI) 30

Our Services business | Investiments transformation in the investment journey new investment app Investment app Human advise Content Platform With dedicated and on-demand (Present in the various communication To Itaú clients and non-clients experts platforms) available to all our clients News about the Market, Itaú Specialists the best digital investment experience + 400 thousand News and impacts on 982 in September 2021 downloads ~2 thousand until July 2022 investments in the most diverse investment aggregator (Itaú and Market) formats integrated with the broker + 20 thousand portfolios aggregated + 500 thousand Daily Podcast Youtube Channel in two months customers with dedicated service "Investidor em News and weekly foco" novelties + 5 thousand +1 million plays A new advisory model clients´feedbacks de Regional offices 53 in September 2021 Instagram íon Communication transparency: the client knows how the through the app + than 100 until July 2022 with clientes With the daily specialist's remuneration works news throught whatsapp, complete service telegram all products in one place what is to come: sophistication and expertise in recommending Transactional fixed income simulations, projections and research non-account holders in 2022 31

Services Our business | Investiments journalistic content platform for personal IF website-https://www.inteligenciafinanceira.com.br finance in partnership Editorial with Editora Globo independence in addition on the social in content on breaks comercial to the media @sigaif channels of Globonews 3 fundamental pillars of Grupo Globo ('Jornal das website, • Facebook • ValorEconômico Dez' hours), you can find • Twitter Instagram • O Globo weekly content • LinkedIn • G1 • exclusive journalists' network of digital wide • Youtube newsroom + Grupo influencers + strong dissemination Globo content presence on social and distribution networks 32

Services Our business | Small and medium companies and the transformation continues... beyond banking SME operation has this happened due to a ecosystem of partnerships doubled in size in deep transformation to meet all customer needs the last four years of the operation credit portfolio with a 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* + 2.5x 146 NPS > 65 in small and 59 market medium sized leaders in companies 2025 ambition Brazil *between Aug-18 (start of the +50% clients Sep-21 2019 2020 NPS measure) and Dec-2020Sep-17 2018 +70% earnings Corporativo 33

Itaú Our business BBA value proposition Itaú BBA model customer-centric has been raising satisfaction the level of ~ 20 thousand long term complete offer of specialized NPS 77 clients relationships products and service services model + 10 points Sep-21 vs Sep-20 highlights growth cash management investment banking ranking¹ IBBA result volume and receipts of payments equity capital markets 1º R$20.9 billion 50% 35% volume 59 operations issued in in 9M21 9M21 vs 9M20 9M21 vs 9M20 mergers and acquisitions 1º R$160.5 billion credit portfolio volume 35 operations traded in in 9M21 in R$ billion 11.9% 355 1º local fixed income 317 R$25.2 billion segment agribusiness volume distributed 27.5% in 133 operatioins in 9M21 Sep-21 (1) Source Dealogic and Anbima. Sep-20 34

Services Our business | Agribusiness relevant expansion in credit portfolio balance in R$ billion agribusiness 27.9% 53.7 42.0 Agribusiness GDP has + 2x doubled in 10 years, 2.0 representing 27% of Sep-20Sep-21 Brazil's GDP in 2020 0.8 main developments and challenges In R$ trillion • socio-environmental analysis in agribusiness operations 2010 2020 • expansion of the commercial team and geographic 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 80 agro 84 producers 2019 2021 target 35

Our Services Business | Coordinating ESG Issuances for our clients Outstanding operation Sustainability-linked bonds Rumo-USD 500 mi In the first 9 months of 2021, Itaú B3 -USD 700 mi USD 5.6 billion of ESG bonds BBA coordinated ten ESG Klabin-USD 500 mi Movida-USD 800 mi (USD 500 and USD 300) coordinated by Itaú BBA in the transactions of Brazilian Natura -USD 1,000 mi lochpe-USD 400 mi offshore market companies in the offshore market Sustainability bonds (green+ social) Itaú Unibanco -USD 500 mi para o Itaú Unibanco Amaggi-USD 750 mi para a Amaggi Banco BTG -USD 500 mi (Green Bonds) Outstanding operatio Sustainability-linked Green CRA In the first 9 months of 2021, Itaú VotorantimCimentos-R$ 450 mi M Dias Branco -R$ 811 mi Allonda-R$ 270 mi Solinftec-R$ 137 mi More than R$ 9.5 billion BBA coordinated twenty ESG Rumo-R$ 1,500 mi Green debentures of ESG transactions coordinated transactions of Brazilian Via Varejo-R$ 1,000 mi Movida-R$ 350 mi TIM -R$ 1,600 mi Green Yellow -R$ 160 mi by Itaú BBA in the Brazilian companies in the domestic capital Social Debentures Grupo Balbo -R$ 70 mi domestic capital market market LighEnergia-R$ 500 mi E1 -R$ 150 mi Gyra+ -R$ 120 mi CTEEP -R$ 673 mi Ibemapar-R$ 70 mi Green CRI Taesa-R$ 750 mi Athon-R$ 82 mi São Martinho-R$ 500 mi Origo -R$ 82 mi AliançaEnergia-R$ 220 mi 36

Latin Our business America Where are we? We are present in 18 countries, 9 We want to reproduce our Latin America (ex-Brasil) of which are in Latin America. commercial, technological, recurring net income people and risk R$ million management model in the Latin America countries where we operate 4.9% of total net income and pursue profitability 3Q21 334 Universal banks levels close to those in Brazil, in addition to seeking 3Q20 186 North hemisphere synergies and lessons services Units that and provide expand learned through cultural and operational exchange. product shelves Main countries Uruguay ¹ Chile Argentina Paraguay Colombia ² Latin America3 employees 1,079 5,293 1,570 1,013 2,931 11,886 branches and PABs 23 186 83 37 107 436 ATMs 62 401 175 308 122 1,068 (1) Does not consider OCA's 34 points of service; (2) Includes employees in Panama; (3) Latin America ex-Brazil (Argentina, Chile, Colombia, Panama, Paraguay and Uruguay). 37

Corporate governance

Corporate History governance of our Governance We believe that a sound and meritocracy-based governance, guided towards long-term value creation, adds value to our business, facilitates access to capital and contributes to business continuity. 1999 2001 2007 2018 2006 1995 Inclusion in the Dow Level I of Corporate 2004 Voluntary adherence Inclusion in the bylaws of the obligation that the Certification under section Highlights Stock Option Plan Jones Sustainability Index Governance of B3 Audit Committee to Abrasca's Manual for majority of the members of the Board of Directors must 404 of Sarbanes-Oxley Act Election of Independent Internal Regulation of the Material Information be non-executive members and at least one third must Creation of Dividend Board Members Board of Directors Control and Disclosure be independent members. reinvestment program 2019 2017 Policy for Nomination of-The creation of the Social Responsibility Executives: minimum 30% of Committee independent members in C.A. Approved on January 31, 2019. 2000 Inclusion in the Bloomberg Corporate Code of Ethics Equality Index Independent Fiscal Council 2008 2020 Corporate 2002 Governance 2013 - Disclosure of the Management Members' Disclosure and Trading Committee Policy Related Party Committee Compensation Policy. Level II ADR Program 1996 Tag Along APIMECs 2008 2021 meetings and 2005 2015 Roadshows Inclusion in the Sustainability-First 100% Digital Assembly Nominating and Compensation Committee Vigeo EIRIS Index - Emerging 70-Another woman elected to compose the Board Inclusion in the Corporate Sustainability Index New Management Structure of of Directors 2005 Merger Itaú Unibanco Holding Trading Committee and Policy Inclusion in the Corporate 2010 2012 Sustainability Index Partners and Associates Digital Assembly 1999 2007 Program APIMECs meetings 2002 Certification under section Disclosure 404 of Sarbanes-Oxley Act Inclusion in the Dow Committee and Policy 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 Level III ADR Level I of Corporate Governance of B3 Não Corporativo

Our Corporategovernance governance structure Egydio de Moreira Souza Family control, with Salles Aranha long-term vision Free Float family family ON PN ON PN 100% 36.73% 81.90% 63.27% 18.10% Cia. E. Johnston 66.36% 33.64% de Participações ON PN 50.00% 0% 33.47% Itaú Unibanco Highly diversified 66.53% 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 on B3 74% 47% Brazilians 53% Foreigners 26% Traded on NYSE Itaú Unibanco Holding S.A. Note: ON = Common Shares; PN = Non-voting Shares; (*) Excluding shares held by majority owners and treasury shares.

Corporate Pillars governance of our Governance management aligned decisions made on Focus on performance with meritocracy-based a collective basis and value creation culture Family control ensuring long-term strategic vision IUPAR • Alignment among shareholders • Defines group's vision, mission and values • Assesses significant mergers and acquisitions Itaú Unibanco Holding S.A. • Nominates executives to the Board of Directors • Evaluation of performance and admission of family members • Discusses and approves long-term strategies Focus on decision-making, resolving upon high impact topics Shareholders' General Meeting for the company's destiny Fiscal Council Responsible for value creation by means of strategic Board of Directors definition Committees Executive Committee Professional management with the implementation of strategy and day-to-day management Disclosure and Trading Committee Não Corporativo 41

Board Corporate governance of Directors Our Board of Directors consists of professionals with exceptional knowledge and expertise in different areas of expertise, some of the key differentials of our management. Main duties 2 Co-chairmen Board of Directors Pedro Moreira Salles 2 4 6 7 Committees • 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, being 5 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 and Capital 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 process of the Board of Directors is Maria Helena dos Santos Fernandes de Santana 3 7 Social Responsibility Committee carried out by a third-party. Each director evaluates Marco Ambrogio Crespi Bonomi 4 5 themselves, the other directors and of the organ as a Pedro Luiz Bodin de Moraes 8 Compensation Committee 3 5 collegiate. Frederico Trajano Inácio Rodrigues 42

Board Corporate governance of Directors Committees Our committees report directly to the Board of Directors. Strategic committees 8 since 2004 since 2011 since 2009 since 2009 since 2018 Audit Compensation Personnel Strategy LATAM Strategy committees 100% of the members are independent 100% of the members are non-executive 100% of the members are non-executive 100% of the members are non-executive 60 meetings in the year 5 meetings in the year 4 meetings in the year 5 meetings in the year Council Ensures the integrity of the 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 with legal 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 codes and standards; and electing the provides guidelines for the Board members of the internal controls and risk 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-year terms of meritocracy office. since 2019 since 2013 since 2009 since 2009 since 2017 Social Related Parties Risk and Capital Nomination and Digital Advisory They must have Responsibility 100% of the members are independent Management Corporate Governance Board 12 meetings in the year proven 100% of the members are non-executive 100% of the members are non-executive 100% of the members are non-executive knowledge in the 4 meetings in the year Manages transactions 12 meetings in the year 3 meetings in the year Proposes technological respective areas Defines strategies to between related parties; and Supports the Board of Periodically reviews the criteria for developments; assesses strengthen our social ensures equality and Directors; establishes the risk nomination and succession; client's experience; and of work and transparency for these follows world trends responsibility; monitors the appetite; evaluates the cost of provides methodological support technical performance and defines the transactions capital and the minimum for the assessment of the Board of qualification allocation process of the 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 risk culture and Presidents (Diretores Gerais); and complies with regulatory analyzes potential conflicts of requirements interests Não Corporativo 43

Corporate Executive governance Committee Since the beginning of 2021, this group has the mission to lead the bank's operations and transformation, in line with the priority fronts of customer satisfaction, efficiency, digitalization and focus on growth. even closer to Milton Maluhy Filho the business CEO areas Composition of the executive committee and responsibilities simplifying the Business Support Alexandre Zancani Flávio Souza-CEO of Itaú 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 Não Corporativo 44

Long-term Corporate governance incentives | Partners Program Aiming at aligning the interests of our officers and employees with those of our shareholders, we maintain a partnership program, focused on management members and employees with outstanding performance. Long-term incentives The investment The program offers to participants the opportunity to invest in our non-voting Net variable must be retained compensation ITUB4 shares (ITUB4), receiving a return also in shares, sharing short, medium and for: long-term risks. 50% 50% Partner 3 years 5 years Managing Partners and Partners receive a return on the investment in the program (matching) 30% 70% Managing Available for Partner 3 years 5 years grant year sale Shares received will remain unavailable for sale for five -year The partners program may also consider term for each other instruments derived from shares, as year 1 year 2 year 3 year 4 year 5 investment in opposed to actual shares. shares, counted from the date of The share price considered at the grant and (Delivery of (Delivery of the each investment delivery dates is calculated on the seventh ITUB4 30% of the matching for ITUB4 remaining Managing Partner and 50% amount) business day before of each event, to Partner) considering the average closing price in the 30 Managing Partner days prior to the calculation. Partner Eight-year term of office Four-year term of office Any partners and associates shares not yet Eligible to successive reappointments Eligible to successive reappointments received will also be subject to reduction Possibility to invest 50% to 100% of Possibility to invest 35% to 70% of net 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.

Corporate Our shares governance Our capital stock is comprised of 9.8 billion common shares (ITUB3) and non-voting shares (ITUB4). Non-voting shares are also traded as depositary receipts (ADR-ITUB ) on the NYSE (New York Stock Exchange). Characteristics of our shares Appreciation of R$ 100 invested on the date before the announcement of the merger (10/31/08) ITUB3 ITUB4 ITUB to 09/30/21 Stock Exchange ITUB4-with dividend reinvestment Bank basket with dividend reinvestment¹ 523 R$ 27.00 R$ 28.93 US$ 5,27 IBOVESPA Index Price² Dollar CDI Voting right 409 Priority dividends³ 301 298 257 Additional payout4 Tag Along5 80% 80% 80% 100 Sep-08Sep-10Sep-12Sep-14Sep-16Sep-18Sep-21 Source: Economatica (1) Simple average of the three largest Brazilian banks ex Itaú Unibanco; (2) Closing price as of Sep/30, 2021. Source: Economatica. (3) The non-voting shares will have the right to the priority minimum annual dividend (R$0.022 per share). (4) Additional payments may be made in dividends or interest on capital. 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. Não Corporativo 46

Capital and risk management

Our Capital and principles risk management of risk management The Board of Directors is our main capital management body, responsible for approving our institutional capital management policy and the guidelines involving the institution's level of capitalization. Capital adequacy We adopt a forward-looking approach when managing our capital, using the following pillars: 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 September 30, 2021 Basel Ratio Referential Equity Dividends and IOC 9M21 14.7% R$161 billion R$4,398 million (net of taxes)

Capital Basel and risk III management and Capital structure Our current ratio Basel III requirement 14.7% 1.8% Tier II 2.0% Total Capital (10.625%-13.125%) Additional Tier I Capital (AT1) 1.6% 1.5 % Tier I (8.625%-11.125%) CET 1 (7.125%-9.625%) Countercyclical² 0 - 2.5% ACP¹ Systemic³ 1.0 % Conservation4 1.625% 11.3% Common Equity Tier I 4.5% Sep-21 (1) ACP = Additional Principal Capital. (2) Countercyclical ACP: defined by each Central Bank. BACEN and currently Sep 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. As of April / 21, the conservation ACP will gradually increase, remaining again at 2.5% in April / 22. (CMN Resolution 4,783).

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 propose a revision of the capital cost to the Board of Directors. 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

How Capital and risk are management we structured for managing risks? A classical model with three lines of defense: the business areas bear primary responsibility for risk management, followed by the risks area and, lastly, the audit area subordinated to the Board of Directors. Audit Committee 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 of Risk 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; products,-Payments, Broedel (CRO)-People - Legal, ombudsman, - Technology channels, UX, "consorcio", credit for Services (WMS) Itaú BBA client desks and operations, service (CFO) - Market, credit and institutional insurance and SME individuals and recovery, - Commercial bank, foreign exchange and marketing - Finance and investor operational risks, capital communication, finance among others CIB, ECM and DCM, operations; fixed relations, real estate management, corporate sustainability and research and income sales; assets and security, compliance and government relations wholesale credit macroeconomics; and procurement AML operations in South America 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. Não Corporativo 51

How Capital and risk do management we establish our risk appetite? maximize Risk appetite the defines creation the of value, nature consisting and level of of the a 4-layer risks acceptable structure: principles to our organization, of risk management, delimiting the declaration conditions by in the which Board our of management Directors, magnitude will strive of to the risk and metrics, and coordinates the set of guidelines on the assumption of risks. 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 by the BD: "We are a universal bank operating mainly in Latin Appetite inserted? Executive Level America.With the support of our risk culture, we operate to strict standards Global Limits of ethics and regulatory compliance in the search for high-level results and Specific growth with low volatility, through long-standing relationships with our Limits clients,correct pricing of risks,diversified sources of funding and proper use of capital." 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. â-ªgreatest credit risks â-ªoperational risk events and â-ªsuitability indicators losses incurred â-ªCapital ratios in normal and â-ªLCR â-ªhighest exposures â-ªmedia exposure stress situations â-ªinformation technology metrics â-ªNSFR â-ªconcentration by ' sectors, â-ªfollow-up on client Examplesof â-ªratings on debt issues countries and segments complaints â-ªmarket risk concentration â-ªregulatory compliance Não Corporativo 52

Capital Our and risk risk management management principles the The employees principles of of risk Itaú management Unibanco Holding defines work the and fundamentals take decisions. of risk management and risk appetite based on 6 pillars, providing guidance on how Sustainability and customer 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 carefully evaluating the risk-return ratio. our business. correct manner, respecting the ethical way of doing business. 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 For us, ethics are non-negotiable. We foster a which is why we operate with a diversified base of infrastructure, to provide a high-quality service. 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. Não Corporativo 53

Capital Corporate and risk management Security Mindset Constant concern about risks Integration with Business and Benchmark with the market with an expanded view of Technology risk and vulnerability testing throughout the perimeter. Presence with the IT and Business teams in the risk assessment of 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. protect by 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 with the business Frequent and controlled pen testing Information Security certified team 54

Information Capital and risk management Security Our processes guarantee the necessary care and focus to protect our environment vulnerability management and technological infrastructure to face the adherence to security standards in a constant evolution of cyber threats technological environment 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 Projects attacks, image, exposure and information leakage and Oper architecture of solutions and products with administration of security tools with a certified and the highest degree of security together with ations 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 Não Corporativo 55

Capital E&S and Risk risk management Management Our E&S management guidelines are based on institutional issues and cover the most significant risks of our operation through specific procedures. We identify, measure, mitigate and monitor the risks of Excluded Activities Policy social and 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: • Use of compulsory labor; • Use of child labor in disagreement with legislation; and • Exploitation of prostitution, including child prostitution. 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. Não Corporativo 56

ESG Capital and redit risk management approval criteria The Environmental and Social Risk Policy determines the environmental and social criteria that must be observed for the grant and renewal of credit to clients and for contracting and monitoring products. Sensitive Industries Environmental and social assessment methodology that distinguishes the risk For clients that operate in the industries that are part of our list profile within the same industry: of Sensitive Industries, the risk rating is the result of the • Mining, Steel and iron and metallurgy, Oil and gas, Textile, Pulp and paper, application of an individualized ESG analysis methodology. Chemical and petrochemical, Agribusiness - Agricultural Producers, Specifically for Agricultural Producers, the risk analysis Agribusiness - Meatpacking plants, Agribusiness - Pesticides and fertilizers, methodology includes the cross-referencing of public Wood, Electric energy and Real estate deforestation databases and georeferenced reports on their land. Specific rules for credit approval, such as the restriction to some credit lines and approval by higher authority levels for: • Arms industry and Tobacco industry/Agribusiness-Tobacco Real Estate Guarantees Specific Products and Operations Approval authorities: Technical departments The existence of environmental and social Environmental and social risk assessment assess and classify the environmental and social liabilities is assessed. These liabilities are may include an Action Plan that will be risk according to its potential impact: high, taken into consideration for the purpose of monitored with the client over the term of the medium and low. appraising the guarantee and the financing. replacement of the real estate property may Project finance: We observe criteria defined be requested. according based on the Environmental and Social Risk Policy or the Equator Principles. 57

Financial highlights

Results Financial highlights Recurring Managerial Result Recurring ROE Financial Margin with Clients Financial Margin with the Market 3Q21 34.8 % 3Q21 4.0 p.p. 3Q21 13.1 % 3Q21 R$6.8 bi 19.7 % R$17.6 bi R$1.9 bi 40.4 % 3Q21 vs. 3Q20 3Q21 vs. 3Q20 3Q21 vs. 3Q20 3Q21 vs. 3Q20 9M21 50.0 % 9M21 5.0 p.p. 9M21 3.0 % 9M21 85.4 % R$19.7 bi 9M21 vs. 9M20 19.0 % R$50.6 bi R$6.4 bi 9M21 vs. 9M20 9M21 vs. 9M20 9M21 vs. 9M20 18.6 19.3 21.0 13.1 21.7 21.7 23.5 14.0 46.7 47.4 50.9 49.1 4.9 4.3 4.3 3.4 9M17 9M18 9M19 9M20 9M17 9M18 9M19 9M20 9M17 9M18 9M19 9M20 9M17 9M18 9M19 9M20 Commissions and Fees & Cost of Credit Result from Insurance Non-interest Expenses Efficiency Ratio 3Q21 3Q21 3Q21 1.1 % 3Q21 R$5.2 bi 17.2 % R$11.6 bi 4.3 % R$12.8 bi 44.0 % 4.0 p.p. 3Q21 vs. 3Q20 3Q21 vs. 3Q20 3Q21 vs. 3Q20 3Q21 vs. 3Q20 9M21 9M21 5.8 % 9M21 2.7 % 9M21 R$14.0 bi 41.9 % R$33.9 bi R$37.8 bi 44.4 % 1.9 p.p. 9M21 vs. 9M20 9M21 vs. 9M20 9M21 vs. 9M20 9M21 vs. 9M20 13.7 10.7 12.3 24.2 28.8 30.7 31.8 32.1 34.4 36.6 37.6 36.8 45.5 47.3 46.0 46.3 9M17 9M18 9M19 9M20 9M17 9M18 9M19 9M20 9M17 9M18 9M19 9M20 9M17 9M18 9M19 9M20 59

Financial Financial highlights highlights Credit Portfolio¹ 90 days NPL 15-90 days NPL Coverage ratio Sep-21Sep-21Sep-21Sep-21 R$962.3 bi 2.6 % 1.7 % 234 % 5.9 % 13.6 % 0.3 p.p. 0.4 p.p. 0,8 p.p. 0,2 p.p. 49.0 p.p. 105.0 p.p. Sep-21 vs. Jun-21Sep-21 vs. Sep-20Sep-21 vs. Jun-21Sep-21 vs. Sep-20Sep-21 vs. Jun-21Sep-21 vs. Sep-20Sep-21 vs. Jun-21Sep-21 vs. Sep-20 575 636 703 847 3.2 2.9 2.9 2.2 2.8 2.6 2.3 1.9 246 235 208 339 Sep-17Sep-18Sep-19Sep-20Sep-17Sep-18Sep-19Sep-20Sep-17Sep-18Sep-19Sep-20Sep-17Sep-18Sep-19Sep-20 Funding² LCR³ NSFR4 Tier I Capital Sep-21Sep-21Sep-21Sep-21 R$1,081 bi 171.1 % 120.6 % 12.9 % 3.8 % 4.1 % 9.8 p.p. 23.9 p.p. 2.1 p.p. 3.0 p.p. 0.6 p.p. 0.5 p.p. Sep-21 vs. Jun-21Sep-21 vs. Sep-20Sep-21 vs. Jun-21Sep-21 vs. Sep-20Sep-21 vs. Jun-21Sep-21 vs. Sep-20Sep-21 vs. Jun-21Sep-21 vs. Sep-20 633 697 737 1,039 201.0 170.9 151.9 195.0 - 117.5 123.6 16.7 14.8 14.1 12.4 Sep-17Sep-18Sep-19Sep-20Sep-17Sep-18Sep-19Sep-20Sep-17Sep-18Sep-19Sep-20Sep-17Sep-18Sep-19Sep-20 (1) Includes financial guarantees provided and corporate securities; (2) Deposits + Debentures + Securities + Borrowings and Onlending; (3) LCR-Liquidity Coverage Ratio; (4) NSFR-Net Stable Funding Ratio 60

Itaú Unibanco Holding S.A. 3Q21 Institutional Presentation