Institutional Presentation 3rd QUARTER OF 2020

Institutional Presentation

3rd QUARTER OF 2020

This presentation may contain certain forward-looking statements and

information pertaining to Banco Santander (Brasil) S.A. (“Santander

Brasil”) and its subsidiaries, which reflect the current views and / or

expectations of Santander Brasil and its management regarding its

business performance and future events.

Forward-looking statements include, without limitation, any statement

that may predict, forecast, indicate or imply future results, performance

or achievements, and may contain words such as “believe”, “anticipate”,

“expect”, “estimate”, “could”, “forecast”, “potential”, “will likely result”, or

other words or expressions of similar meaning.

Such statements are subject to several risks, uncertainties and

assumptions. We caution that a number of important factors may cause

actual results to differ substantially from the plans, objectives,

expectations, estimates and intentions expressed herein.

We do not undertake any obligation to update or revise any forward-

looking statements, whether as a result of new information, future events

or otherwise. In no event shall Santander Brasil, or any of its subsidiaries,

affiliates, shareholders, directors, officers, employees or agents be liable

to any third party (including investors) for any investment or business

decision or action taken in reliance on the information and statements

contained in this presentation or for any consequential, special or similar

damages.

In addition to factors identified elsewhere in this presentation, the

following factors, among others, may cause actual results to differ

materially from the forward-looking statements or historical

performance: changes in the preferences and financial condition of

our consumers and competitive conditions in the markets in which

we operate, changes in economic, political and business conditions

in Brazil; government interventions, resulting in changes in the

Brazilian economy, taxes, tariffs or regulatory environment; our

ability to compete successfully; changes in our business; our ability

to successfully implement marketing strategies; our identification of

business opportunities; our ability to develop and introduce new

products and services; changes in the cost of our products and

operating costs; our level of indebtedness and other financial

obligations; our ability to attract new customers; inflation in Brazil;

the devaluation of the Brazilian Real against the U.S. Dollar and

interest rate fluctuations; current or future changes in laws and

regulations; and our ability to maintain existing business

relationships and create new relationships.

DISCLAIMER

AGENDA

1 INDUSTRY OVERVIEW: MACROECONOMY AND FINANCIAL SYSTEM

2 SANTANDER BRASIL

PROFILE

4 OUR

BUSINESSES

5 FINANCIAL

HIGHLIGHTS

3 CORPORATE

STRATEGY6

APPENDICES

4

-2.60

6.09

-10.02

-30

-20

-10

0

10

20

Industrial production Retail sales Volume of services

KEY ASPECTS OF THEBRAZILIAN MARKET

Sources: Brazilian Central Bank and IBGE. ¹ Latest available data

GRADUAL ECONOMIC RECOVERY WEIGHED DOWN BY THE COVID-19 GLOBAL CRISIS

GDP (%)

2015 3Q201

LOWEST LEVEL IN HISTORY

SELIC RATE (%)

ANCHORED EXPECTATIONS

INFLATION (%)

FREE FLOATING EXCHANGE RATE

FX (BRL/USD)

ECONOMIC ACTIVITY PERFORMANCE (%)

SOCIAL INDICATORS

+212MM3Q20 BRAZILIAN

POPULATION ESTIMATE

14.4%AUG-20

UNEMPLOYMENT RATE

+110 bps

AUG-20 vs. 2Q20

+257 bps

AUG-20 vs. 3Q19

-3.55 -2.20

14.25

2.00

10.67

3.14

3.905.64

5

50

60

70

80

90

100

-11

-8

-5

-2

1

4

Primary balance Gross debt

17.215.5

CHARACTERISTICS OF THEBRAZILIAN MARKET

LAYING THE GROUNDWORK FOR THE ECONOMIC REBOUND

ADMINISTRATIVE REFORM TO IMPROVE PUBLIC

SECTOR EFFICIENCY

DECOUPLE AND DE-INDEX PUBLIC SPENDING;

RESTRUCTURE SOCIAL WELFARE BY REFINING THE

“BOLSA FAMÍLIA” PROGRAM

CONTINUITY OF THE FISCAL REGIME (VIA SPENDING

CAP), CURBING MANDATORY EXPENSES

TAX REFORM IN ORDER TO SIMPLIFY TAXES

AND LEVERAGE PRODUCTIVITY

CREATION OF INCENTIVES TO INCREASE

NATIONAL SAVINGS

TEMPORARY MEASURES TO COUNTER THE

ECONOMIC IMPACT OF COVID-19

CONTINUED LIQUIDITY IN THE GLOBAL ECONOMY

ACCELERATION OF THE PRIVATIZATION AND

CONCESSION PROGRAM TO ATTRACT INVESTMENT

PRIMARY BALANCE AND GROSS DEBT (% of GDP)

Dec-16 Jun-20 Dec-16 Sep-20

Sources: Brazilian Central Bank and Santander. 1 Considering Gross Fixed Capital Formation over 12-month rolling GDP

BRAZIL RISK(CDS 5 years, bps)

INVESTMENT1

(% of GDP)

102 253

6

Deposits4;

38.0%

AuM

(Anbima);

53.4%

Other5;

8.6%

339 371 407 407 414 355

19.2% 19.6% 19.4%17.2% 16.0%

10.3%

Dec-15 Dec-16 Dec-17 Dec-18 Dec-19 Sep-20

Reserve Requirement (R$ Billion)

Reserve Requirement/Total Deposit⁴

56%

46%44%

54%

Public banks Private banks

SOLID NATIONAL FINANCIAL SYSTEM

¹ As disclosed by each institution, as of September 2020. ² Brazilian Central Bank, as of June, 2020. ³ Brazilian Central Bank, as of September 2020. 4 Total deposit considers demand, savings and time deposits. 5 Including debentures, real estate credit notes (LCI), agricultural credit notes (LCA), financial bills, secured real estate notes (LIG) and structured transaction certificates (COE)

BRAZILIAN MARKET PROFILE

5 LARGEST BANKS

CONCENTRATED

72%Loans¹

71%Deposits¹

SOLID

BIS RATIO²: 16.3%,

ABOVE THE 10.25%

REQUIRED BY THE

BRAZILIAN CENTRAL

BANK

COVERAGE RATIO³:

271.6%

TOTAL LOAN SHARE

Dec-15 Sep-20

TOTAL LOANSEP-20

R$ 3,809Bi+5.1% QoQ

TOTAL FUNDINGSEP-20

R$ 9,103Bi+5.0% QoQ

7

97.5

83.4

Sep

-16

Jan

-17

May-1

7

Sep

-17

Jan

-18

May-1

8

Sep

-18

Jan

-19

May-1

9

Sep

-19

Jan

-20

May-2

0

Sep

-20

Business Confidence Index Consumer Confidence Index

47.5

27.6

19.8

Jul-

16

Oct

-16

Jan

-17

Ap

r-17

Jul-

17

Oct

-17

Jan

-18

Ap

r-18

Jul-

18

Oct

-18

Jan

-19

Ap

r-19

Jul-

19

Oct

-19

Jan

-20

Ap

r-20

Jul-

20

Household debt ratio Without mortgage loans Mortgage loans

2.4%

2.3%

2.6%

1%

2%

3%

4%

5%

Sep

-16

Dec-1

6

Mar-

17

Jun

-17

Sep

-17

Dec-1

7

Mar-

18

Jun

-18

Sep

-18

Dec-1

8

Mar-

19

Jun

-19

Sep

-19

Dec-1

9

Mar-

20

Jun

-20

Sep

-20

Total Public Private

2.4%

3.1%

1.6%1%

2%

3%

4%

5%

Sep

-16

Dec-1

6

Mar-

17

Jun

-17

Sep

-17

Dec-1

7

Mar-

18

Jun

-18

Sep

-18

Dec-1

8

Mar-

19

Jun

-19

Sep

-19

Dec-1

9

Mar-

20

Jun

-20

Sep

-20

Total Individuals Corporate

BRAZILIAN FINANCIAL SYSTEM PROFILE

CONFIDENCE INDEX (POINTS) HOUSEHOLD DEBT (%)

PROVISION FOR LOAN LOSSES RATE – BY SEGMENT | BY INSTITUTION

Sources: Brazilian Central Bank and FGV/IBRE

AGENDA

1 INDUSTRY OVERVIEW:MACROECONOMY AND FINANCIAL SYSTEM

2 SANTANDER BRASIL

PROFILE

4 OUR

BUSINESSES

5 FINANCIAL

HIGHLIGHTS

3 CORPORATE

STRATEGY6

APPENDICES

9

SANTANDER BRASIL’S CONSOLIDATED FOOTPRINT IN THE BRAZILIAN MARKET

1970

CONSOLIDATION OF DIFFERENT BRANDS

INTEGRATION OF PLATFORMS

COMMERCIAL TRANSFORMATION

NPS

PROFITABILITY AMONG THE BEST IN THE INDUSTRY

A NEW WAY OF DOING BUSINESS

1997 1998 2000 2007 2009 2014 2016 2017 2018 2019 2020

SANTANDER GROUP STARTS OPERATING IN

BRAZIL¹ THROUGH A

REPRESENTATIVE OFFICE

ACQUISITION OF BANCO GERAL DO COMÉRCIO

ACQUISITION OF BANCO

NORDESTE S.A.

ACQUISITION OF THE MERIDIONAL CONGLOMERATE

ACQUISITION OF BANESPA

(PRIVATIZATION)

ACQUISITION OF BANCO REAL

INITIAL PUBLIC

OFFERING (IPO)

89% ACQUISITION OF

GETNET

ACQUISITION OF BANCO

BONSUCESSO CONSIGNADO

VOLUNTARY EXCHANGE

TENDER OFFER (“OPA”)

ACQUISITION OF SUPERDIGITAL

70% ACQUISITION OF

RETURN

51% ACQUISITION

OF LOOP

100% ACQUISITION OF GETNET

100% ACQUISITION OF RETURN

ACQUISITION OF OLÉ

CONSIGNADO

60% ACQUISITION

OF TORO²

¹ In 1982 opened its first branch. ² Pending regulatory approvals

10

BANK WITH STRONG PRESENCE IN BRAZIL

¹ Considers disbursement in renewable energy, sustainable agribusiness, Prospera Santander Microfinance, Project Finance (renewable energy), other socio environmental businesses, student financing (undergraduate medicine), ESG Linked-Loan; participation in structuring and advisory of Green Bonds/Transition Bonds; and advisory in Project Finance (renewable energy). ² Source: 2017 GDP by Geographical Region – IBGE

~ R$ 104BIMARKET CAPITALIZATION

•OPERATING IN ALL BRAZILIAN STATES

•9.86% FREE FLOAT

•45.1K EMPLOYEES

SEP/20

R$ 397BILOAN PORTFOLIO

•R$ 165BI INDIVIDUALS

•R$ 58BI CONSUMER FINANCE

•R$ 53BI SMEs

•R$ 121BI CORPORATE

88.1%LOAN PORTFOLIO/ FUNDING FROM CUSTOMERS

27.3MMACTIVE CUSTOMERS

•6.0MM LOYAL CUSTOMERS (+8%)

•15.2MM DIGITAL CUSTOMERS (+13%)

R$ 19.3BISOCIO-ENVIRONMENTAL BUSINESS MADE VIABLE¹

NORTHEAST

• 14.5% OF GDP²

• 9.3% OF SANTANDER BRANCHES

• 2 AGRI BRANCHES

• 77 PROSPERA BRANCHES

SOUTHEAST

• 52.9% OF GDP²


• 3 AGRI BRANCHES


SOUTH

• 16.4% OF GDP²


• 9 AGRI BRANCHES


MID-WEST + NORTH

• 15.6% OF GDP²


• 26 AGRI BRANCHES


11

CORPORATE GOVERNANCE

STRUCTURE

SHAREHOLDERS MEETING

FISCAL COMMITTEE

BOARD OFDIRECTORS (BOD)

ADVISORY COMMITTEES TO THE BOARD

EXECUTIVE COMMITTEE

• EXECUTIVE COMMITTEE:

COMPOSED OF CEO AND EXECUTIVE VICE-PRESIDENTS

• EXECUTIVE OFFICERS

BOD

Comitês de Assessoramento ao CA

AuditNomination

and Governance

CompensationRisks and

ComplianceSustainability

# Members 9 3 3 3 4 6

Independent Directors

5 1 2 2 2 1

Non-independente Directors

4 - - - 1 -

Independent Members

- 2 1 1 1 2

Non-independente Members

- - - - - 3

• FIVE OF THE NINE MEMBERS OF THE BOARD OF DIRECTORS ARE INDEPENDENT, INCLUDING THE CHAIRMAN

• THE POSITIONS OF CHAIRMAN OF THE BOARD OF DIRECTORS AND CHIEF EXECUTIVE OFFICER MAY NOT BE HELD BY THE SAME PERSON

• BALANCE OF KNOWLEDGE AND RELEVANT EXPERIENCE

• 33% WOMEN ON THE BOARD OF DIRECTORS

ABOUT THE BOARD OF DIRECTORS (“BOD”)

12

DIGITAL TRANSFORMATION SUPPORTING OUR FUTURE

SIMPLIFICATION OF PROCESSES

AND TOOLS AND BROADER

RANGE OF PRODUCTS AND

SERVICES

SHARE OF

DIGITAL

TRANSACTIONS

87%

+21p.p.

3Q15 vs. 3Q20

E-COMMERCE

SALES+9.5X

8M16 vs. 8M20

SECURE AND EFFICIENT SALES PLATFORMS

COMBINED WITH ONGOING IMPROVEMENT IN

CUSTOMER SERVICE

GENTE LAUNCH

OUR ARTIFICIAL INTELLIGENCE, AVAILABLE FOR OUR CUSTOMERS BY WHATSAPP, IB, MOBILE E SANTANDER WAY

68%OF INTERACTIONS

HAVE LED TO A CONCLUSIVE

OUTCOME

76 POINTS

NPS IN MOBILE BANKING AMONG

INDIVIDUALS

13

1%7%

11%18%

24%

LARGEST DEBTOR

10 LARGEST

20 LARGEST

50 LARGEST

100 LARGEST

SOLID RISK CULTURE

GROUPRISKS ARE CALIBRATED IN THE GROUP, ENABLING BUSINESS CONTINUITY AND PREDICTABILITY IN THE FACE OF DIVERSE HISTORY

MANAGEMENT AND CONTROL OF THE ACTUAL LOCAL RISK PROFILE ENSURE THE MODEL’S ROBUSTNESS

GLOBAL RISK CONTROL PLATFORMS

1st

LINE OF DEFENSE

ALL BUSINESS UNITS AND SUPPORT AREAS

• PART OF SANTANDER´S DAILY BUSINESS

• GENERATED, OWNED AND MANAGED BY THE BUSINESS

2nd

LINE OF DEFENSE

RISK CONTROL AND COMPLIANCE

• ENSURING THAT THE RISKS ARE MANAGED IN

ACCORDANCE WITH THE AGREED RISK APPETITE

3rd

LINE OF DEFENSE

INTERNAL AUDIT

• REVIEW OF CONTROLS, PROCESSES AND MANAGEMENT

LOAN CONCENTRATION

SANTANDER BRASIL RISK

SEP-20

CREDITRISK

LIQUIDITY RISK

OPERATIONAL RISK

MONEY LAUNDRY

PREVENTION

MODEL RISK

COMPLIANCE LEGAL

REPUTATIONAL RISK

CONDUCT RISK

STRUCTURAL RISK

MARKET RISK

STRATEGIC RISK DATA

PROCESSESGOVERNANCE

METHODOLOGY

14

WE ARE PART OF A LARGE GROUP

SUBSIDIARY MODEL WITH LIQUIDITY AND CAPITAL

AUTONOMY LIMITS THE POSSIBILITY OF CONTAGION

BETWEEN GROUP UNITS, REDUCING SYSTEMIC RISK

DIVERSIFIED PRESENCE ACROSS THREE REGIONS ALLOWS FOR BETTER AND

FASTER EXECUTION

NORTH AMERICA

U.S. AND MEXICO

SOUTH AMERICA

BRAZIL, ARGENTINA, CHILE,

URUGUAY AND ANDEAN

REGION

EUROPE

SPAIN, PORTUGAL, POLAND,

UNITED KINGDOM AND

SANTANDER CONSUMER

FINANCE

UNDERLYING ATTRIBUTABLE PROFIT DISTRIBUTION ASSIGNED BY

GEOGRAPHIC REGION | 9M20

BRAZIL

CONTRIBUTED TO 30% OF GROUP’S 9M20

RESULTS

EUR million 9M20

ASSETS 1,514,242

CUSTOMERS LOAN

(NET)910,714

TOTAL EQUITY 91,310

UNDERLYING

ATTRIBUTABLE

PROFIT3,658

BRANCHES 11,520

EMPLOYEES 192,578

LOYAL

CUSTOMERS

(MILLION)22.1

20%

NORTH

AMERICA

41%SOUTH

AMERICA1

39%

EUROPE

¹ Includes 3% regarding other Latam

AGENDA


2 SANTANDER BRASIL

PROFILE

4 OUR

BUSINESSES

5 FINANCIAL

HIGHLIGHTS

3 CORPORATE

STRATEGY6

APPENDICES

16

OUR STRATEGIC PRIORITIES ARE BASED ON FOUR PILLARS

STRONG CORPORATE

CULTURE

ENGAGED PEOPLE

ABILITY TO ATTRACT,

DEVELOP AND RETAIN

TALENTS. ENGAGING OUR

PEOPLE TO PROVIDE A

STATE-OF-THE-ART

CUSTOMER SERVICE

PREFERENCE

AND LOYALTY

CUSTOMER-FOCUSED

PROVIDE SUITABLE

OFFERS TO MEET

CUSTOMERS’ NEEDS,

WHILE DELIVERING A

STATE-OF-THE-ART

CUSTOMER SERVICE

EXPERIENCE

RECURRENCE AND CAPITAL

DISCIPLINE

CREATING SHAREHOLDER

VALUE

MAINTAIN LIQUIDITY

AND CAPITAL

DISCIPLINE TO

GENERATE

SUSTAINABLE AND

PROFITABLE RESULTS,

WITH SOLID RISK

MANAGEMENT AND

RIGOROUS COST

CONTROL

BUILDING A SUSTAINABLE

BUSINESS

RESPONSIBLE BANKING

DOING BUSINESS

WHILE

CONTRIBUTING TO

THE ECONOMIC

AND SOCIAL

PROGRESS OF

COMMUNITIES

OUR PURPOSE IS TO HELP PEOPLE AND

BUSINESSES PROSPER

OUR SHAREHOLDERS

OURCUSTOMERS

OURCOMMUNITIES

OURPEOPLE

17

OURPEOPLE

A CULTURE THAT SUPPORTS

HIGHLIGHT FOR THE

2nd CONSECUTIVE YEAR

BEST COMPANY IN THE FINANCIAL SECTOR

ETHNIC-RACIAL

WE ARE AMONG THE 30BEST COMPANIES

TO WORK FOR

ETHNIC-RACIAL

WOMAN

OUR PEOPLE

27%WOMEN IN THE

EXECUTIVE LEADERSHIP POSITIONS

25%BLACK

EMPLOYEES

WE VALUE DIVERSITY

RECOGNIZE OUR TALENT

5.2%PEOPLE WITH

DISABILITIES OF TOTAL EMPLOYEES

35 years oldEMPLOYEE AVERAGE AGE

18

CUSTOMER-FOCUSED BUSINESS MODEL

SERVICECUSTOMER JOURNEY

DIGITALIZATIONSATISFACTION

CONTINUOUS BUSINESS

IMPROVEMENT

SERVICE SPECIALIZATION

• SPECIALTY STORES

SIMPLIFYING PROCESSES AND

SERVICES

• -11% LEAD TIME TO

ORIGINATE MORTGAGE

LOANS (YoY)

APPROPRIATE OFFERS FOR

CUSTOMER PROFILE

• INNOVATION

PIONEERS IN PUBLICLY DISCLOSING THE NPS

• 61.8 POINTS (+3.8 POINTS YoY)

• ~ 5MM REQUESTS PER QUARTER

LEADERS IN SATISFACTION, ACCORDING TO IBOPE¹

IMPLEMENTATION OF DISRUPTIVE TECHNOLOGIES

• ONE PAY-FX BLOCKCHAIN

COMMERCIAL STRATEGY REALIGNMENT

• 13% GROWTH IN PHYSICAL CONTRACTS AND 44% IN DIGITAL CONTRACTS IN 9M20.

NPS

• PART OF THE ORGANIZATION’S KPIS

EXECUTIVE EXPERIENCE IN BUILDING HIGH SATISFACTION LEVELS

RAPID ADAPTATION TO A NEW WAY OF WORKING

• DIGITAL CHANNELS

• PRODUCTIVITY CULTURE OF BRANCHES CLUSTERS

1INCREASE CUSTOMER SATISFACTION

2SUSTAINABLE EXPANSION OF OUR CUSTOMER BASE

3MARKET SHARE GROWTH IN STRATEGIC PRODUCTS AND SERVICES

¹ As of first half of 2020. Since 2014, IBOPE has carried out Santander’s Benchmark project, whose main objective is to gauge customers’ satisfaction and willingness to recommend

the bank and its direct competitors. The survey is based on a quantitative methodology, with interviews conducted through the “CATI” technique (computer assisted telephone

interviewing), using a list provided by IBOPE. Sample: 5,870 interviews/year

OURCUSTOMERS

19

CREATING SHAREHOLDER VALUE OURSHAREHOLDERS

ROBUST ECOSYSTEM

AS A VALUE

GENERATION TOOL

• CROSS-SELL

• NEW INITIATIVES

• WHOLESALE ENHANCEMENT

(i) CAPITAL MARKETS

(ii) ENERGY AND COMMODITIES

DESKS

SOLID BALANCE

SHEET AND ASSET

QUALITY

• FOCUS ON LOWER RISK

PRODUCTS

• INDIVIDUALS COLLATERALIZED

LOAN PORTFOLIO+ PAYROLL

LOANS/ INDIVIDUALS LOAN

PORTFOLIO IN SEP-20

68%

PREDICTIVE RISK MODELS THAT

ENABLE FAST ADJUSTMENT TO

DIFFERENT CIRCUMSTANCES

OPERATIONAL

EXCELLENCE BY

INDUSTRIALIZING THE

VALUE CHAIN

• LOWER UNIT COST PER

SERVICE

• DIGITAL TRANSFORMATION

-93%REWORK IN BUSINESS ACCOUNT OPENINGS AT OUR BRANCHES

SUSTAINABLE RESULTS AND SOLID PROFITABILITY

¹

¹ Pending regulatory approvals

20

¹Considers disbursement in renewable energy, sustainable agribusiness, Prospera Santander Microfinance, Project Finance (renewable energy), other socio environmental businesses, student financing (undergraduate medicine), ESG Linked-Loan; participation in structuring and advisory of Green Bonds/Transition Bonds; and advisory in Project Finance (renewableenergy). ² Considering ESG-linked loans, green loans, renewable energy project finance and green bond issuance. 3 Volume underwritten by Santander relative to the total volume underwritten on B3

OURCOMMUNITIES

SUSTAINABLE BUSINESSES THAT DELIVER RESULTS, NOW AND IN THE FUTURE

“PLANO AMAZÔNIA”

3 LARGEST PRIVATE BANKS IN THE COUNTRY

PLAN FOCUSED ON SUSTAINABLE DEVELOPMENT IN THE AMAZON REGION

40%GREEN AND

TRANSITION

BONDS

40%PROJECT FINANCE

9%MICROFINANCE

4%DISTRIBUTED

GENERATION

7%OTHERS

R$ 19.3 BiENABLED IN SOCIAL

AND ENVIRONMENTAL

BUSINESSES¹

SOCIAL ACTIONS

DONATION MARATHON FOR THE “MÃES DA FAVELA” PROJECT

R$ 7.2 MM RAISED

26,000 FAMILIES HELPED

“AMIGO DE VALOR” PROGRAM – FOR CHILDREN AND ADOLESCENTS AT RISK

START OF THE 2020 CAMPAIGN

RELAUNCH OF

THE ETHICAL

FUND

WHOLESALE GREEN

FINANCING

R$ 16 Bi²

PIONEERS IN THE

CBIOS MARKET

SUSTAINABLE

LINKED BONDS

COORDINATION OF THE

SECOND OPERATION IN THE

WORLD DEAL WORTH

USD 750 MM

WATER AND

SANITATION

WE LAUNCHED A

R$ 5 Bi CREDIT LINE FOR

NEW INVESTMENTS IN THIS

SEGMENT

80% NEW CBIOS

MARKET SHARE 3

AGENDA


2 SANTANDER BRASIL

PROFILE

4 OUR

BUSINESSES

5 FINANCIAL

HIGHLIGHTS

3 CORPORATE

STRATEGY6

APPENDICES

22

Vehicles;

90%

Others;

10%Leasing/Vehicles; 2%

Credit Card;

20%

Payroll

Loans; 28%Mortgage

Loans; 25%

Agricultural

loan; 5%

Personal Loans

and Others; 21%

SCALABLE AND DIVERSIFIED BUSINESS MODEL ACROSS ALL OPERATING UNITS

COMMERCIAL BANKING

B R O A D P O R T F O L I O O F P R O D U C T S A N D S E R V I C E S | S A N T A N D E R E C O S Y S T E M

CONSUMER FINANCE WHOLESALE BANKING

INDIVIDUALS SMEs“SANTANDER

FINANCIAMENTO”CORPORATE SCIB

CORPORATE

SMEs

CONSUMER FINANCE

INDIVIDUALS

TOTAL CREDIT PORTFOLIOR$ BILLION

INDIVIDUALSCONSUMER

FINANCE CORPORATE AND SMEs

PRODUCT AND SEGMENT BREAKDOWN (share in total loans)

SEP-20

Leasing/Vehicles; 2%Agricultural Loan; 3%

Foreign Trade;

22%

Onlending; 6%

Mortgage Loans;

1%

Working

Capital and

Others; 65%45% 42%

17%15%

11%13%

27% 30%

331.6 397.4

0%

20%

40%

60%

80%

100%

120%

Sep-19 Sep-20

23

MORE THAN 27.3MM ACTIVE CUSTOMERS S E R V E D B Y O U R B U S I N E S S

As of september 2020. ¹ Average number of account holders per hour who enter our stores in Brazil and perform banking transactions through an ATM or Teller. Peak Day: 5th business day. 2 9M20 vs. 9M19

6.0MMLoyal customers

+8% YoY

15.2MMDigital customers

+13% YoY

CREDIT AND DEBIT CARDS OLÉ

CONSIGNADO (PAYROLL LOANS) CONSUMER

FINANCE PAYROLL AND SAVINGS ACCOUNTS LENDING PRODUCTS

INVESTMENTS “CONSÓRCIO”

CAPITALIZATION INSURANCE

GETNET AND SUPERDIGITAL

CUSTOMIZED PRODUCTS CAPITAL MARKETS

ADVISORY

PRODUCT PORTFOLIO COMPLETE SERVICE INFRASTRUCTURE

PHYSICAL

• 1MM CURRENT ACCOUNT HOLDERS AT OUR STORES DURING PEAK DAY1

• 56% CHANNEL SALES

DIGITAL

• +40% E-COMMERCE SALES YoY²


REMOTE

• 3.2MM CALLS MADE TO THE CALL CENTER / MONTH


24

SEGMENTATION TAILORED TO THE REALITY OF OUR CUSTOMERS

¹ It includes R$ 30,000 in investments

SANTANDER | PRIVATE BANKING

SANTANDER | SELECT

SANTANDER | VAN GOGH

SANTANDER

INDIVIDUAL SEGMENTATION

INVESTMENTS ABOVE R$ 5 MM

MONTHLY INCOME ABOVE R$ 10,000¹ OR R$ 300,000 IN INVESTMENTS

MONTHLY INCOME FROM R$ 4,000 TO R$ 10,000 OR R$ 40,000 IN INVESTMENTS

MONTHLY INCOME BELOW R$ 4,000

25

ENCOURAGING ENTREPRENEURSHIP IN THE COUNTRY

NEGÓCIOS DIRECTUP TO R$ 300K

IN REVENUE

NEGÓCIOS AGÊNCIAUP TO R$ 3MM

IN REVENUE

EMPRESAS POLOUP TO R$ 30MM

IN REVENUE

EMPRESAS NÚCLEO

UP TO R$200M IN

REVENUE

83

%O

F S

ME C

USTO

MER

BA

SE¹

SMEs

POSITIONING SERVICE MODEL

• FULL BANKING OFFER

• FOCUS ON LONG-TERM &

CASH MANAGEMENT

PRODUCTS

SPECIALIZED

SUPPORT

• FULL BANKING OFFER

• FOCUS ON

COLLATERALIZED

PRODUCTS AND SERVICES

DEDICATED SPACE AND

MANAGER

• FOCUS ON CREDIT

PRODUCTS AND

TRANSACTIONALITY: PIX,

GETNET, CARDS, CASH

RETAIL STORE

• DIGITAL PACKAGE

• FOCUS ON

TRANSACTIONALITY: PIX,

GETNET, CARDS

REMOTE MANAGER

SPECIALTY STORESSEGMENT-TARGETED

OFFERS

INTERNET BANKINGDIGITAL 78% OF CUSTOMERS

USE THE APP AND IB

+R$ 9.9BIFROM GOVERNMENT PROGRAMS ALLOCATED TO SMES THROUGH SEP-20

¹ Negócios MEI comprises companies up to R$ 81k in revenue

26

COMERCIALIZADORA DE ENERGIA

R$ 100 MMIN 2020

COMMODITIES

+6XPOTENTIAL

RESULT

IN 5 YEARS

PROJECT FINANCE

LEADERS17 YEARS OF OPERATION

¹ Brazilian Central Bank

+ TRANSACTIONALITY

PORTFOLIO MANAGEMENT

FOCUS ON PROFITABILITY

WE HAVE RESTRUCTURED THE

SEGMENT OVER THE LAST 3 YEARS:

HR MARKETPLACE

SXGETNET

CARDS PAYROLL

BENEFITS

CROSS-SELL

WE ARE THE LARGEST FX

PLATFORM IN THE COUNTRY¹

CORPORATE & SMEs

PIONEERS IN FULLY DIGITAL FX CONTRACTING

INDIVIDUALS

ONE PAY FX

WHOLESALE ALL EFFORTS ALIGNED TO ENHANCE TRANSVERSAL OPPORTUNITIES WITHIN OUR BUSINESS

+R$ 220 Bi IN PROJECT INVESTMENTS

+R$ 1 Bi IN EQUITY INVESTMENTS IN RENEWABLE ENERGY PROJECTS

+250 PROJECTS ADVISED OVER THE LAST 9 YEARS

LAUNCHED IN 2019, WE ARE THE LARGEST AGRICULTURAL COMMODITIES DESK IN BRAZIL

IN LINE WITH OUR MISSION TO BE THE GO-TO BANK FOR AGRIBUSINESS

TOP 5 IN BRAZIL IN JUST ONE YEAR

PROPRIETARY BUSINESS WITH INTELLIGENT USE OF CAPITAL

27¹ As of September-2020. ² Source: Brazilian Central Bank and Santander. Considering the market share in vehicle financing to individuals

SANTANDER FINANCIAMENTOSA HISTORY-MAKING FINANCING UNIT

PIONEERS IN

FULLY DIGITAL

FINANCING

NOTEWORTHY

OPERATIONS IN

GOODS AND

SERVICES

LEADERSHIP IN

THE AUTO

MARKET 2.9xEBT GROWTH8M16-8M20

+80%AUTO LOAN

PORTFOLIO GROWTH 2016-2020

25.3%MARKET SHARE²

AUG-20

+18 p.p. HIGHER THAN THE MARKET

WE HAVE EXCEEDED THE PRE-PANDEMIC LEVEL, ACHIEVING RECORD

AUDIENCE AND LEADS

CROSS-SELLING

OPPORTUNITY: 18K ACCOUNT

OPENINGS/MONTH¹ AND

ESTIMATE OF 350K

ACCOUNTS NEXT YEAR

AUDIENCE/MONTH

360 kVEHICLES LISTED

2 MMLEADS GENERATED

248 k/monthFINANCING SIMULATIONS

15 kDEALERS

CUSTOMERS

NPS 83

281 Santander estimate for card market growth in 3Q20

GETNETSIX YEARS OF CONSTANT EVOLUTION

ACTIVE BASE 851 K 20%17%

CAGR 2014-3Q203Q20 YoY

TURNOVER R$ 69 Bi 29%32%

COST PER

TRANSACTION R$ 0.33 -18%(R$ 0.01)

+3XHIGHER THAN

THE MARKET¹

15%2020E

3%2013

MARKET SHARE

22%3Q20

11%3Q19

DIGITAL/TOTAL TURNOVER (%)

ACTIVE

BASE

2014

BANKING +

ADQUIRING SERVICES DIVERSIFICATION DIGITALIZATION

MULTISERVICE

PLATFORM

BUILDING THE

COMMERCIAL MODEL

REINFORCING THE

INTEGRATED ACCOUNT

2015-2016 2017-2018 2019-2020 2020-2021

MARKETPLACE

DIGITAL STORE

GETPAY

QR CODE

DIGITAL POS

PROFITABILITY

SUPERGET

DIGITAL PLATFORM

EFFICIENCY

INTEROPERABILITY

QUALITY

MULTICHANNEL SUPPLY CHAIN

SUPERGET – PAYMENT

ACCOUNT + PREPAID

ONE-STOP-SHOP

GETNET – SCD

+EFFICIENT

IN THE MARKET

29¹ Product penetration rate

CARDSREVAMPED STRATEGY TO GROW WITH PROFITABILITY

2xTURNOVER

IN 5 YEARS

+91%RISE IN TRANSACTIONS

IN 5 YEARS

+50%CREDIT CARD BASE

GROWTH IN 5 YEARS

68%ACCOUNT HOLDERS

32%SINGLE-PRODUCT

CUSTOMER

SANTANDER WAY

T H E B E S T D I G I TA L S E L F - S E R V I C E A N D

PAY M E N T S E X P E R I E N C E

4 PILLARS

S E L F - S E R V I C E

S A F E T Y

R E L A T I O N S H I P

P A Y M E N T S

8 MM ACTIVE USERS

73%PPR¹

82 PTSNPS

60 MM HITS/MONTH

LEVER TO EXPAND THE

CUSTOMER BASE

SANTANDER ACCOUNT HOLDERS

+2x MORE PROFITABLE THAN

SINGLE-PRODUCT CUSTOMERS

+78%INDIVIDUALS PORTFOLIO

GROWTH IN 5 YEARS

VS +56% MARKETGROWTH

30¹ Brazilian Central Bank, as of August, 2020

PAYROLL LOANSA LONG-TERM JOURNEY WITH THE CUSTOMER

ORIGINATION BREAKDOWN 8M20

61%13%

26%

Private“INSS”

(Social

Security)

Public

PORTFOLIO

MARKET SHARE

11.4%¹(+630bps IN 5 YEARS)

240%PORTFOLIO

GROWTH

VS 52% MARKET GROWTH

IN 5 YEARS

20.5%ORIGINATION

MARKET SHARE¹

ORIGINATION

85% OF NEW

LOANS ARE

SIGNED DIGITALLY

CROSS-SELLING

OPPORTUNITY

15 K ACCOUNTS OPENED/MONTH

MARKET LEADER IN

OFFERS TO PRIVATE

COMPANIES SEGMENTS

88POINTS

NPS

31¹ Brazilian Central Bank, 8M20. ²Abecip, in 8M20

MORTGAGEPIONEERS IN DIGITAL OFFERS

11%

INDIVIDUALS ORIGINATION

MARKET SHARE

+6.1p.p.¹

+50%

INDIVIDUALS PORTFOLIO

+4.3xGROWTH IN

ORIGINATION VS. MARKET GROWTH¹

8M20 VS. 8M17

MORTGAGE IN 3 YEARS

END-TO-END

DIGITAL

EXPERIENCE

ONLINE AND IMMEDIATE RESPONSE TO LOAN REQUESTS

ONLINE MONITORING OF THE ENTIRE PROCESS, FROM

LOAN APPLICATION TO DISBURSEMENT

NPS 75

-50% LEAD TIME VS. PREVIOUS PROCESS

AFTER SALESLOAN SIGNINGORIGINATION

HOME-EQUITY

YOUR PROPERTY AS THE

GUARANTEE OF THE BEST RATE

GET CASH TODAY AND REPAY

IT IN UP TO 20 YEARS

“USECASA”

346712

2019 2020

ORIGINATION | YTD (R$MM)

+106%

32.5%ORIGINATION MARKET SHARE2

ORIGINATION

RANKINGR$ 2Bi

IN ORIGINATION IN SEPTEMBER-20

1st PRIVATE BANK TO

REACH THIS LEVEL

32

OFFER ADVISORY

BROKERAGE TORO+PI

• PORTFOLIO REPOSITIONING WITH

OPEN ARCHITECTURE AND

DIVERSIFICATION

• QUICK AND SIMPLE EXPERIENCE

• ASSERTIVE AND PERSONALIZED

RECOMMENDATION THAT TAKES

INTO ACCOUNT THE CUSTOMER

PROFILE

• SPECIALIZED CHANNEL

• INNOVATIVE SOLUTIONS

• EXPERT DESK WITH SOLUTIONS

FOR ALL EQUITY INVESTOR PROFILES

• NEW PLATFORM TO NAVIGATE

THROUGH AN OCEAN OF

INVESTMENT ASSETS

+32%RETAIL

INVESTMENTS

BALANCE

IN 3 YEARS

11%AMBITION FOR

THE BANK’S TOTAL

MARKET SHARE

IN 3 YEARS

FULL RANGE OF INVESTMENTS

33¹ Febraban. ² September-20 vs. September-15

COUNTRYSIDE EXPANSIONCOMMITTED TO BEING THERE FOR OUR CUSTOMERS

Sep-15R$6 Bi

Sep-20R$ 22 Bi

2022R$ 30 Bi

CAGR: 30%

40

AGRI

300

AGRI

STORES

AGRI ORIENTED

BRANCHES

RETURN IN LESS

THAN 18 MONTHS

WE GROW

267%VS 29% MARKET GROWTHIN 5 YEARS2

PORTFOLIO1

PROSPERA SANTANDER

MICROFINANCE

99

PROSPERA

STORES

540 K

CUSTOMERS

PORTFOLIO OF

R$ 1.1 BiAND AMBITION OF

+2xIN 3 YEARS

AGENDA


2 SANTANDER BRASIL

PROFILE

4 OUR

BUSINESSES

5 FINANCIAL

HIGHLIGHTS

3 CORPORATE

STRATEGY6

APPENDICES

35

(R$ million) 9M20 9M19 % 12M 3Q20 2Q20 % 3M

Net Interest Income 38,707 35,328 9.6% 12,432 13,620 -8.7%

Fees 13,331 13,882 -4.0% 4,746 4,102 15.7%

Total Revenues 52,038 49,209 5.7% 17,179 17,722 -3.1%

Allowance for Loan Losses -9,674 -9,116 6.1% -2,916 -3,334 -12.5%

General Expenses -15,858 -15,561 1.9% -5,375 -5,191 3.6%

Others -8,470 -8,872 -4.5% -2,472 -3,142 -21.3%

Profit Before Taxes 18,036 15,661 15.2% 6,415 6,055 5.9%

Taxes and Minority Interest -6,385 -4,837 32.0% -2,513 -2,159 16.4%

Net Income w/o extraordinary provision 11,651 10,824 7.6% 3,902 3,896 0.2%

Extraordinary Allowance for Loan Losses -3,200 - - - -3,200 -

Taxes 1,440 - - - 1,440 -

NET PROFIT 9,891 10,824 -8.6% 3,902 2,136 82.7%

RESULT

36

NIIIMPACTED BY THE MIX

(R$ million) 9M20 % 12M % 3M

Customers 32,395 0.8% -4.5%

Product NII 31,116 3.3% -4.4%

Volume 384,197 20.5% 1.3%

Spread 10.8% -1.8 p.p -0.7 p.p

Working Capital 1,280 -36.1% -7.0%

Market activities 6,312 96.9% -26.7%

Net Interest Income 38,707 9.6% -8.7%

NET INTEREST INCOME (R$ million)

MARKET

NII

CUSTOMERS

NII

10,927 11,029 10,533

1,1022,591

1,899

12,02813,620

12,432

3Q19 2Q20 3Q20

32,123 32,395

3,205 6,312

35,328 38,707

9M19 9M20

10%3%

-9%

37¹ Includes debentures, FIDC, CRI, international distribution promissory notes, promissory notes, acquiring activity-related assets, as well as sureties and guarantees

PORTFOLIOHIGHLIGHTED BY THE REBOUND IN RETAIL

(R$ million) Sep/20 % 12M % 3M

Individuals 165,044 11.6% 5.1%

Consumer finance 57,971 5.1% 2.2%

SMEs 53,335 40.5% 14.6%

Corporate 121,034 33.5% -1.3%

Total 397,385 19.8% 3.8%

Other transactions1 93,935 21.9% 12.0%

Expanded portfolio 491,319 20.2% 5.3%

CREDIT PORTFOLIO (R$ billion)

20%

4%

INDIVIDUALS

COLLATERALIZED LOAN

PORTFOLIO+ PAYROLL

LOANS/ INDIVIDUALS LOAN

PORTFOLIO

44.6% 41.0% 41.5%

16.6%14.8% 14.6%

27.3% 32.0% 30.5%

11.4% 12.2% 13.4%

331.6 382.9 397,4

Sep-19 Jun-20 Sep-20

CorporateConsumerFinance

SMEsIndividuals

68%

38

¹ Based on Brazilian Central Bank’s criteria

R$ 46.7 Bi

>50%COLLATERALS

73%

27%

PORTFOLIO BREAKDOWN

5.1%NPL FROM 15 TO 90 DAYS

90%RATED¹ AA-C

PORTFOLIO SEP-20

DEFERRED LOAN PORTFOLIO IMPROVING EXPECTATIONS

IndividualsCorporate & SMEs

INDIVIDUALS

R$ 3.2 Bi AMORTIZED3Q20 VS 2Q20

39

¹ Including debentures, real estate credit notes (LCI), agricultural credit notes (LCA), secured real estate notes (LIG) and structured transaction certificates (COE)

FUNDINGSHOWS GROWTH IN DEPOSITS

(R$ million) Sep/20 % 12M % 3M

Demand deposits 43,414 95.6% 9.9%

Savings deposits 59,443 25.6% 6.6%

Time deposits 275,249 48.5% 7.2%

Financial Bills 17,915 -48.3% -20.2%

Others¹ 55,037 3.4% -5.3%

Funding from customers 451,058 31.6% 4.3%

- Reserve requirement -56,379 -20.9% -1.3%

Others 92,036 10.2% 0.5%

Total Funding - balance 486,715 37.1% 4.6%

Assets under management

(AuM)380,899 11.6% 4.7%

Total Funding + AuM 867,614 24.6% 4.6%

342.8

432.3 451.1


FUNDING FROM CUSTOMERS (R$ billion)

32%

4%

40

FEESSUPPORTED BY HIGHER TRANSACTIONALITY

(R$ million) 9M20 % 12M % 3M

Cards 4,080 -12.2% 17.6%

Current account 2,908 1.8% 8.4%

Insurance 2,210 -3.3% 4.2%

Asset management 740 -8.3% 15.6%

Lending operations 1,049 3.2% 23.1%

Collection services 1,086 -4.2% 7.6%

Securities brokerage and

placement 838 8.3% 65.4%

Others 420 15.7% 36.2%

Total 13,331 -4.0% 15.7%

4,730

4,102

4,746

3Q19 2Q20 3Q20

13,882 13,331

9M19 9M20

FEES (R$ million)

0% -4%

16%

41

5.7%5.2%

6.0%

4.2%4.6%

4.1% 3.9% 4.1%

2.7%3.1%

1.7% 1.9% 1.6% 1.1% 1.2%

Sep-19 Dec-19 Mar-20 Jun-20 Sep-20

181%

272%

307%


1.5%1.3%

1.6%1.2%

0.9%

4.1% 4.0% 4.0%

3.5%3.0%3.0% 2.9% 3.0%

2.4%2.1%


NPL INDICATORS COVERAGE RATIO

FROM 15 TO 90 DAYS OVER 90 DAYS OVER 90 DAYS

Individuals Total Coporate & SMEs

LOAN PORTFOLIO QUALITYINDICATORS UNDER CONTROL

42

ALLOWANCE FOR LOAN LOSSES (R$ million) | COST OF CREDIT

LOAN PORTFOLIO QUALITYINDICATORS UNDER CONTROL

Provisions for loan losses Recovery of written-off loans Cost of credit Cost of credit w/o extraordinary provision

(571) (711) (837)

3,723 4,045 3,754

3,152 2,916

3Q19 2Q20 3Q20

3,200

6,534

(1,607) (2,061)

10,723 11,735

9M19 9M20

3.3% 4.0%

3.0%

3,200

12,874

9,116

3.4%6.0%

2.6%

3.1%

43

DILIGENT COST MANAGEMENT UNDERPINS EFFICIENCY

4,652 4,540 4,692

606 651 683

5,258 5,191 5,375

3Q19 2Q20 3Q20

13,781 13,899

1,779 1,959

15,561 15,858

9M19 9M20

2,308 2,436

2,232 2,256

4,540 4,692

2Q20 3Q20

38.4%

35.7%36.6%

3Q19 2Q20 3Q20

2%

4%

2%

GENERAL EXPENSES (R$ million)

Administratives

Expenses

Personnel

Expenses

ADMINISTRATIVES AND PERSONNEL

EXPENSES COMPOSITION (R$ million)

3% 1%

EFFICIENCY RATIO EVOLUTION

Administratives and Personnel Expenses

Depreciation and amortization

6,734 7,058

7,047 6,841

13,781 13,899

9M19 9M20

44

SOLID

BALANCE SHEET

LOAN PORTFOLIO/ FUNDING FROM CUSTOMERS BIS RATIO

96.7%88.6% 88.1%


16.2%

14.4% 14.9%

14.0%11.9% 12.3%


BIS ratio CET1

45

1.8%

1.6% 1.6%

3Q19 2Q20 3Q20

21.1%

21.9%21.2%

3Q19 2Q20 3Q20

INDICATORS

w/o extraordinary provision

0.9%

12.0%

EFFICIENCY RATIO

ROAA ROAE

-1.8 ppYoY

-0.2 ppYoY

-1.7 ppYoY

+0.1 ppYoY

RECORRENCE RATIO

38.4%

35.7%36.6%

3Q19 2Q20 3Q20

90.0%

79.0%88.3%

3Q19 2Q20 3Q20

46

OUR CULTURE OF SPEED AND INNOVATION ENABLES US TO SUPPORT CUSTOMERS, EMPLOYEES AND SOCIETY, WHILE

DELIVERING VALUE TO SHAREHOLDERS

• OUR EFFECTIVE PERCEPTION OF CYCLES GIVES US THE ABILITY TO

CAPTURE MARKET OPPORTUNITIES IN ADVANCE

• STRONG COMMERCIAL ACTIVITY DRIVEN BY THE ENGAGEMENT OF OUR

EMPLOYEES AND UNPARALLELED SOLUTIONS

• PERPETUAL EVOLUTION OF OUR RISK MANAGEMENT ALLOWS US TO

MAINTAIN LOAN QUALITY INDICATORS AT OUTSTANDING LEVELS

• CONTINUOUS RELENTLESS QUEST FOR OPERATIONAL EFFICIENCY AND

PROFITABILITY

AGENDA


2 SANTANDER BRASIL

PROFILE

4 OUR

BUSINESSES

5 FINANCIAL

HIGHLIGHTS

3 CORPORATE

STRATEGY6

APPENDICES

48

Type of DepositsAllocation

RateMandatory Allocation Remuneration

(maximum rates)Before 2008

Financial Crisis

During

the CrisisCurrent

Demand Deposit

Reserve Requirement 45% 42% 21% Cash deposit in Bacen -

Reserve Requirement - Additional 8% 5% 0% - -

Rural Loan 25% 30% 27.5% Allocate 27.5% for Rural Loan 8% p.a.

Microcredit 2% 2% 2% Allocate 2% for microcredit 4% p.m.

Free Funding 20% 21% 49.5%

Savings Deposit

Real Estate Financing 65% 65% 65% Allocate 65% for real estate financing TR +12%¹ p.a.

Reserve Requirement 20% 20% 20% Cash deposit in Bacen TR + 6.17% p.a. or 70%² of Selic

Reserve Requirement - Additional 10% 10% - Mandatory allocation was extinguished -

Free Funding 5% 5% 15%

Time Deposit

Reserve Requirement 15% 14% 17% Cash deposit in Bacen Selic

Reserve Requirement – Additional 8% 4% - Mandatory allocation was extinguished -

Free Funding 77% 82% 83%

RESERVE REQUIREMENT

1 Referring to the maximum effective cost regulated in Severance Indemnity Fund for Employees (FGTS) operations. 2 If the Selic rate target is equal or less than 8.5%, remuneration

will be TR (Brazilian Reference Rate) +70% of the current Selic Rate

49

CARDS GETNETMORTGAGES

¹ Source: ABECS – Monitor Bandeiras

ORIGINATION BY DISTRIBUTION

60% 61% 58% 51% 53%

13% 11% 8% 10% 9%

14% 17% 20% 28% 25%

13% 12% 14% 12% 13%

3Q19 4Q19 1Q20 2Q20 3Q20

Digital Brokers

Transfers to Homebuilders Branches

LOAN TO VALUE

49% 49% 50% 51% 51%

63% 63% 63% 68% 65%


Origination (quartely average)

Loan Portfolio

TURNOVERR$ billion

TRANSACTIONSmillion

40.1 44.3 38.2 31.740.6

18.322.3

19.215.6

21.2

58.466.6

57.447.3

61.7

3Q19 4Q19 1Q20 2Q20 3Q20

Debit Credit

377 386 325 274 330

324 323292

267347

700.8 708.4617.4

541.1

677.7

3Q19 4Q19 1Q20 2Q20 3Q20

Debit Credit

TRANSACTIONSmillion

TURNOVER R$ billion

279 312 308 249 301

354 418 375

289 392

632.7730.0 683.4

538.4692.9

3Q19 4Q19 1Q20 2Q20 3Q20

Debit Credit

11.3% 11.5%12.5%

13.1%

Market Share in Turnover¹

32.0 36.5 36.7 34.1 42.0

19.9 24.6 22.5

18.4

26.7 51.9

61.1 59.252.5

68.7

3Q19 4Q19 1Q20 2Q20 3Q20

Debit Credit

Simple | Personal | Fair

Our purpose is to help people and

businesses prosper

Investor Relations (Brazil)

Av. Juscelino Kubitschek, 2,235, 26th floor

São Paulo | SP | Brasil | 04543-011

Telefone: 55 11 3553 3300

E-mails: [email protected]

[email protected]

Our culture is based on the belief that everything we do should be:

Documents

Institutional Presentation 3rd QUARTER OF 2020