3Q20 Institutional Presentation

Itaú Corpbanca Disclaimers

• This presentation is not an offer for sale of securities. This material has been prepared solely for informational purposes and is not to be construed as a solicitation or an offer to buy or sell any securities and should not be treated as giving investment advice. No representation or warranty, either express or implied, is provided in relation to the accuracy, completeness or reliability of the information contained herein. Any opinions expressed in this material are subject to change without notice and neither Itaú Corpbanca (the “Bank”) nor any other person is under obligation to update or keep current the information contained herein. The information contained herein does not purport to be complete and is subject to qualifications and assumptions, and neither the Bank nor any agent can give any representations as to the accuracy thereof. The Bank and its respective affiliates, agents, directors, partners and employees accept no liability whatsoever for any loss or damage of any kind arising out of the use of all or any part of this material • Certain statements in this presentation may be considered forward-looking statements. Forward-looking information is often, but not always, identified by the use of words such as “anticipate,” “believe,” “expect,” “plan,” “intend,” “forecast,” “target,” “project,” “may,” “will,” “should,” “could,” “estimate,” “predict” or similar words suggesting future outcomes or language suggesting an outlook. These forward-looking statements include, but are not limited to, anticipated future financial and operating performance and results, including estimates for growth, as well as risks and benefits of changes in the laws of the countries we operate • These statements are based on the current expectations of the Bank’s management. There are risks and uncertainties that could cause actual results to differ materially from the forward-looking statements included in this communication. For example, (1) problems that may arise in successfully integrating the businesses of Banco Itaú Chile and Corpbanca, which may result in the combined company not operating as effectively and efficiently as expected; (2) the combined company may be unable to achieve cost-cutting synergies or it may take longer than expected to achieve those synergies; (3) the credit ratings of the combined company or its subsidiaries may be different from what the Bank or its controlling shareholders expect; (4) the industry may be subject to future regulatory or legislative actions that could adversely affect the Bank; and (5) the Bank may be adversely affected by other economic, business, and/or competitive factors • Forward-looking statements and information are based on current beliefs as well as assumptions made by and information currently available to the Bank’s management. Although management considers these assumptions to be reasonable based on information currently available to it, they may prove to be incorrect. By their very nature, forward-looking statements involve inherent risks and uncertainties, both general and specific, and risks that predictions, forecasts, projections and other forward-looking statements will not be achieved • We caution readers not to place undue reliance on these statements as a number of important factors could cause the actual results to differ materially from the beliefs, plans, objectives, expectations and anticipations, estimates and intentions expressed in such forward-looking statements. More information on potential factors that could affect Itaú Corpbanca’s financial results is included from time to time in the “Risk Factors” section of Itaú Corpbanca’s Annual Report on Form 20-F for the fiscal year ended December 31, 2019 filed with the U.S. Securities and Exchange Commission (the “SEC”). Furthermore, any forward-looking statement contained in this presentation speaks only as of the date hereof and Itaú Corpbanca does not undertake any obligation to update publicly or to revise any of the included forward-looking statements, whether as a result of new information, future events or otherwise. The forward-looking statements contained in this presentation are expressly qualified by this cautionary statement • This presentation may not be reproduced in any manner whatsoever. Any reproduction of this document in whole or in part is unauthorized. Failure to comply with this directive may result in a violation of the U.S. Securities Act of 1933, as amended, or the applicable laws of other jurisdiction • The information contained herein should not be relied upon by any person. Furthermore, you should consult with own legal, regulatory, tax, business, investment, financial and accounting advisers to the extent that you deem it necessary, and make your own investment, hedging and trading decision based upon your own judgment and advice from such advisers as you deem necessary and not upon any view expressed in this material • The Bank is an issuer in Chile of securities registered and regulated by the Financial Market Commission, or “CMF”. Shares of our common stock are traded on the Bolsa de Comercio de Santiago—Bolsa de Valores, or the Santiago Stock Exchange and the Bolsa Electrónica de Chile— Bolsa de Valores, or Electronic Stock Exchange, which we jointly refer to as the “Chilean Stock Exchanges,” under the symbol “ITAUCORP.” The Bank’s American Depositary Shares are traded on the New York Stock Exchange under the symbol “ITCB.” Accordingly, we are currently required to file quarterly and annual reports in Spanish and issue hechos esenciales o relevantes (notices of essential or material events) to the CMF and provide copies of such reports and notices to the Chilean Stock Exchanges and the SEC. All such reports are available at www.cmf.cl, www.sec.gov and ir.itau.cl.

2 Agenda

Economic context 04 Corporate 06 profile Our business 15 Corporate 22 governance Strategic initiatives 25 42 Financial highlights 46 Additional 56 information 3 Economic context Our expectations

GDP Growth ‒ % Interest Rates (EOP) ‒ % 6.0 4.8 5.0 4.3 4.3 3.9 3.3 3.2 3.5 2.5 3.5 1.2 1.4 1.1 2.8 2.5

1.8 1.8 1.8 1.3

0.5 0.5 -6.0 -7.0 2017 2018 2019 2020(e) 2021(e) 2022(e) 2017 2018 2019 2020 2021(e) 2022(e) Chile Colombia Chile Colombia

Inflation (CPI) ‒ % Exchange rates ‒ CLP/USD & CLP/COP 880 4.1 0.27 3.8 830 0.26 3.2 3.0 3.0 3.0 3.0 3.0 0.25 2.8 780 2.6 0.24 2.3 730 0.23 1.6 680 0.22

630 0.21

580 0.20

2017 2018 2019 2020 2021(e) 2022(e) Chile Colombia CLP/USD CLP/COP

Source: Central Bank of Chile, Central Bank of Colombia and Itaú’s projections (updated as of January 15, 2021). 4 Agenda

Economic context 04 Corporate 06 profile Our business 15 Corporate 22 governance Strategic initiatives 25 42 Colombia Financial highlights 46 Additional 56 information 5 Corporate profile At a glance

We are key part of Itaú Unibanco’s internationalization strategy

Regional footprint & main indicators 1 2

Assets US$ 38.9 bn US$ 7.7 bn US$ 46.7 bn

Loans US$ 24.0 bn US$ 5.7 bn US$ 29.7 bn

Market Share 10.0% 4.1% 3

Headcount 4 5,331 3,115 8,446

Branches 5 184 111 295

Recurring Net Income 3Q20 US$ -1 mn US$ 6 mn US$ 6 mn

Recurring RoTAE 3Q20 6 -4.0% 2.6% -2.1%

1− Information as of September 30, 2020; 2− Figures were converted at an exchange rate of 786.96 CLP/USD; 3− Information as of August 31, 2020; 4− Headcount for Chile includes employees of our New York branch and for Colombia includes headcount of Itaú (); 5− Branches for Chile include one branch in New York and for Colombia include one office in Panama; 6− Tangible Equity: Shareholders equity net of goodwill, intangibles from business combination and related deferred tax liabilities. Sources: Itaú Corpbanca, CMF and SFC. 6 Corporate profile Relevance across Latin America

Itaú Corpbanca is currently the 5th largest private bank in Chile and we contribute to position Itaú LatAm as the 10th and 5th largest bank in terms of assets within South America (ex-Brazil) Banks by Assets in Latin America1 Banks by Assets in South America (ex-Brazil)4 US$ Bn US$ Bn 1 Itaú Unibanco2 380 1 Santander 95 2 Santander 359 2 Scotiabank 86 3 313 3 BBVA 60 4 Bradesco 279 4 Bci 59 5 Caixa 261 5 Itaú Latam5 58 6 BBVA 168 6 Banco Estado de Chile 57 7 Scotiabank 115 7 56 8 Bci 74 8 52 9 Citibank 71 9 51 15 Itaú Corpbanca3 47 10 Itaú Corpbanca3 47

Loan portfolio as of Sep. 30, 2020 (US$ Bn)

Itaú Corpbanca represents 24% of Itaú Unibanco’s consolidated loan portfolio6

1 − Data as of June 30, 2020. Includes Brasil, México, Colombia, Chile, Argentina, Paraguay, Peru and Uruguay; 2− Includes Brasil, México, Argentina, Peru, Uruguay, Paraguay, Chile and Colombia; 3− Includes Chile and Colombia (Itaú Corpbanca Chile with ~US$39MMM in assets); 4− Data as of June 30, 2020. Includes Colombia, Chile, Argentina, Paraguay, Peru and Uruguay; 5− Includes Colombia, Chile, Argentina, Paraguay, Peru and Uruguay; 6– Considering the consolidated loan portfolios of Itaú Unibanco and Itaú Corpbanca reported in their respective 3Q’20 MD&As at a R$ 5.6389 / US$ and a Ch$ 786.96 / US$ foreign exchange rates as of 30.09.2020. Source: Central Banks, local regulators, companies filings, Itaú Corpbanca. 7 Corporate profile How we have evolved?

8 Corporate profile Integration milestones

2016 2017 2018 2019 2020

Merger Transition Construction Consolidation Our Purpose • Team building: senior and middle • Completion of retail migration and • Full focus on client satisfaction • Continue to deepen Itaú’s • Continue to deepen on client centricity, management client segmentation in Chile designing products and services and, • Focus on increasing and sustainable management model (commercial developing a “service culture” • Corporate Governance, risk • Initial roll out of Digital initiatives results growth; people management; risk management framework and other management) • Accelerate our digital transformation • Resuming business growth in retail • Completing technological policies • process we will continuously increasing the integration and advancing with Resume growth in commercial loans • Introduction of Itaú Brand in the productivity of our technology area and • Balance sheet and liquidity digital agenda • Advance in the process of digital Colombian retail Market disseminating a digital mentality across strengthening transformation • Strengthening our culture the entire bank throughout the organization • Client centricity adapting Itaú • On people management, to enhance our experience, listening and engaging incentive models and our assessment tools customers we will consider the new dynamics of cooperative working

… 2020 / 2021 Additional synergies by eliminated duplicities of products systems

9 Corporate profile Our vision

To be the leading bank in sustainable performance and customer satisfaction

1. Implement a customer satisfaction-oriented culture, that is business-driven, through a simplified operational structure

2. Maximize sustainable shareholder returns, aiming at firm-wide growth

3. We aspire to be the preferred bank for top talents at every level

• Attract and retain committed professionals with high ethical standards and strong organizational pride • Shared leadership, conquered through talent and commitment to excellence, focused on meritocracy

4. Create an atmosphere that inspires creativity, entrepreneurialism and the exchange of ideas

5. Pursue a cutting-edge technology, striving to best serve our client needs, ultimately creating value

6. Uphold the highest ethical standards in the relationship with clients, employees, regulators, society and the markets

10 Corporate profile Our way

We seek to create a culture based on seven attitudes that define our identity and identify us in the way we do business Each one of them represents the core of what we focus on as institution

1. It´s only good for us if it’s good for the client We are people providing service to people, with passion and excellence. We work with the client and for the client –because they are the main reason behind why we do what we do 2. We’re passionate about performance Generating sustainable results is in our DNA. The continuous challenge of seeking leadership in performance has brought us to where we are –and will continue guiding our company towards our objectives 3. People mean everything to us Everything we do is carried out by people. Talented people who enjoy working in a collaborative atmosphere, based on meritocracy and high performance. 4. The best argument is the one that matters We encourage a challenging work environment, which is open to questioning and constructive discussion. For us, the hierarchy which counts is the hierarchy of the best idea 5. Simple. Always We believe that simplicity is the best path to efficiency. That’s why we strive not to mistake depth for complexity, and simplicity for simpleness 6. We think and act like owners We always think like business owners, leading by example and putting collective objectives before personal ambition 7. Ethics is non-negotiable We do what is right, without using shortcuts or devious ways to do business. We exercise leadership in a transparent and responsible way, fully committed to society and the best governance and management practices

11 Corporate profile A responsible bank | ESG

June August November 2016 2017 First Sustainability First Foundations and Itaú Corpbanca Report Sustainability Sustainability Meeting Itaú Merger Committee Latam in Paraguay (Officers level)

August May April January 2018 Foundations and Launch of Business Launch of volunteers Launch of Itaú Sustainability Meeting Itaú Advising Program for program: Lee para un #BiciEscuelita initiative Latam in Chile SMEs clients Niño

January March April September November December 2019 Diversity and First Annual Launch of the program For the first time an Itaú AGF awarded as ABIF commitment with Inclusion Policy Integrated "Build your Future" index component the "ALAS 20 the Green Agreement for Report for employees of the DJSI MILA Institution" the financial sector

November October September June April 2020 For the second consecutive year, an Integrated Report: Renewal of the Santa Ana / Sename Project: Launch of "Vision of Leaders“, a index component of the DJSI MILA we scored 7 places higher in agreement with supporting Chilean female live streaming with leaders of the the 2020 Reporta Survey Fundación entrepreneurs to make masks most important sectors Itaú AGF awarded by "ALAS 20 ", Chilenter for staff working with Telethon campaign, tripling the leading all categories vulnerable children value of donations from employees 12 Corporate profile A responsible bank | We want to be part of the solution

World Giving Index (%)

Itaú Corpbanca joins the Emergency Private Fund for Health in Chile with a contribution to the “Confederación de la 37% Itaú Corpbanca tripled the Itaú Corpbanca Producción y del 35% Comercio” to collaborate value of donations made by supported Chilean with the country in this employees, totaling female entrepreneurs fight against COVID-19 US$ 810,000 with US$ 41,000 to make masks for staff working Clients with vulnerable children US$ 570,000 28% US$ 1.9 million Employees US$ 60,000

Bank US$ 180,000 0% 20% 40% 60%

13 Agenda

Economic context 04 Corporate 06 profile Our business 15 Corporate 22 governance Strategic initiatives 25 42 Colombia Financial highlights 46 Additional 56 information 14 Our business Who are our clients?

Through our Retail and Wholesale Banking segments we offer a wide range of products and services tailored to each client profile

Client profile by segment in Chile Individuals Companies by monthly income by annual sales (CLP mn) (USD mn)

Private Bank Corporate over $8.0 over $100

Large Personal Bank Banking Wholesale from $8 to $100 from $2.5 to $8.0

Itaú Branches Middle from $0.6 to $2.5 from $1 to $8

Condell Very Small and Small

up to $0.6 Banking Retail from $0.1 to $1

15 Our business Retail banking

Our distribution network is based on segmentation model with well defined identity and value proposition, aimed at optimizing service level, satisfaction and profitability per client

184 branches Branches in Chile our distribution network in Chile comprises 12% 17% 54% 17% North Mid Santiago South

brick and mortar branches digital branches Itaú Personal Bank1 23 Itaú Personal Bank 1 Itaú Sucursales 107 Itaú Sucursales 1 Condell (Consumer Finance) 51 New York Branch 1 Digital Account Approach Load

Multi- 406 ATMs Channel in Chile

Extended First Call 1− Additionally, 34 Personal Bank Corners Hours Resolution 16 Our business Growth

Business mix an opportunity for retail growth

Loans breakdown by segment¹ Interest Rates2 LTM Sep 2020, Ch$ Bn Average Itaú Top 3 Corpbanca 30,428 33,974 25,757 18,123 100% = Current 5.9 12.3 12.4 10.2% Consumer3 14.2% 15.6% 12.8%

Top 3 rates w/ current mix 5.7 24.0% 5.4 5.3 Mortgage 30.1% 34.1% 36.4% Current rate w/ top 3 mix 6.2

Top 3 6.1

65.9% 4.8 5.1

Commercial 55.7% 50.3% 50.8% ❑ Mix difference explains most of the Yield gap with the Top 3

Total Peer-A Peer-B Peer-D 6.1 5.9

Branches4 335 365 145 184 ∆ -21 bp 1− 12-month average gross loans; 2− Interest rate by segments; 3− Where appropriate, data is pro forma with -32 bp by mix Santander Consumer for 2019; 4− As reported by each bank as of Sep.20, except for Peer-D which number is Source: CMF; Itaú Corpbanca; Team Analysis. according to CMF as of the same date. 17 Our business Growth

Portfolio Mix (%) Market Share (Sep'20) Jun'16 Share  12-month

Consumer 7.4% 21 bp Retail: 28.3% 7.9% Consumer Mortgage 20.4%

Commercial 72.2% 8.0% 24 bp

Mortgage

456 bp Sep'20

Mortgage growth 11.6% 51 bp 3Q20 vs. 3Q19 Consumer Commercial Retail: 32.8% 9.0% 1.4x Market Mortgage 23.8% 10.0% 8 bp Commercial 67.2% Total Loans

18 Our business Growth

Loan portfolio growth rate by segment

Total Loans Commercial Loans1

14.8% 7.1% 8.1% 6.2% below the market in line with the market

Mortgage Loans Consumer Loans

11.9% above the market 8.6%

above the market

-9.9% -12.5%

Itaú Corpbanca Financial System (1) Ex Student loans portfolio 19 Our business Growth

Funding mix an opportunity to increase profitability LTM Sep 2020, Ch$ Bn Total funding breakdown Interest Rates Average Itaú 40,205 51,907 35,577 26,986 Top 3 Corpbanca 100% Current 2.0 0.2 0.2 15.4% 11.4% Checking accounts 21.9% 29.9% and deposits Top 3 rates w/ current mix 1.7

38.1% 1.8 2.1 31.1% Current rate w/ top 3 mix 1.8 Time Deposits 26.1% 25.7% Top 3 1.5

18.1% 19.0% 4.3 5.5 Debt Issued 18.4% 22.4% ❑ Non-interest bearing liabilities are the main reason for the gap when compared to the 3 players 35.4% Others1 31.5% 0.5 0.4 22.0% 33.7%

Total Peer-A Peer-B Peer-D 1.5 2.0

Branches2 335 365 145 184 ∆ 46 bp 1− Others: Repurchases contracts, financial derivatives, bank obligations, letters of credit, other 18 bp by mix financial obligations, taxes, differed taxes, provisions, other liabilities; 2− As reported by each bank Source: CMF; Itaú Corpbanca; Team Analysis. as of Sep.20, except for Peer-D which number is according to CMF as of the same date. 20 Agenda

Economic context 04 Corporate 06 profile Our business 15 Corporate 22 governance Strategic initiatives 25 42 Colombia Financial highlights 46 Additional 56 information 21 Corporate governance Shareholders & Stock market

% Total share capital as of October 31, 2020

Market Cap. (Nov. 13, 2020) US$ 1.4 Bn

Sell-side rating: Buy: 1 Hold: 7 Sell: 2

Source: Sell-side reports.

Price-to-Book1 Average daily traded volumes 12- month ended September 30, 2020 (U$ million)

1 – For Itaú Corpbanca and BCI consider shareholders equity net of goodwill and intangibles from business combination.

22 Corporate governance Experienced senior management to implement strategy

Board Chile Audit Committee

Itaú Corpbanca CEO CAE Gabriel Moura Emerson Bastián

CFO CRO Treasury Marketing & Colombia Wholesale Retail People Mgmt & Legal IT Operations Products Performance Rodrigo Mauricio Pedro Luciana Baruc Christian Julián Marcela Cristián Luis Jorge Couto1 Baeza Silva Hildebrandi Sáez2 Tauber Acuña Jiménez Toro Rodrigues Novis

Board Colombia Chairman Gabriel Moura

Itaú Corpbanca Colombia CEO Baruc Sáez2

CFO CRO Treasury Communications & Franchise, Wholesale Retail Human Legal & General Secretary IT Operations Institutional Relations Products & Digital Resources Dolly Juan Pablo Juan Ignacio Daniel Carolina Jorge Andre Jorge Hernando María Lucía Murcia Bernardo Liliana Michelsen Castro Brasil Velasco Rocha Villa Osorio Ospina Alba Suárez • Credit Risk: Frederico Quaggio

Board Chile 3 4 Board Colombia Chairman Chairman Matrix reporting to CEO Colombia and Jorge Andrés Saieh Guzmán Gabriel Amado de Moura functional reporting to ITCB Ricardo Villela Marino Fernando Concha Ureta Mónica Aparicio Smith Cristián Toro Cañas Functional reporting to CEO Colombia and Caio Ibrahim David Jorge Selume Zaror Roberto Brigard Holguín Juan Echeverría González matrix reporting to ITCB for coordination Milton Maluhy Filho Fernando Aguad Dagach of specific themes Rogério Braga Gustavo Arriagada Morales Pedro Samhan Escandar Bernard Pasquier

1− Rodrigo Couto became Chief Financial Officer on August 1, 2020; 2− On June 30, 2020, Baruc Sáez was appointed as new CEO in Itaú Corpbanca Colombia as replacement of Alvaro Pimentel, effective November 1, 2020; 3 − Itaú Unibanco and CorpGroup appoint the majority of the members of the board of directors; 4 − Pursuant to the Shareholders Agreement, the Directors appointed by Itaú Unibanco and CorpGroup shall vote together as a single block according to Itaú Unibanco’s recommendation. 23 Agenda

Economic context 04 Corporate 06 profile Our business 15 Corporate 22 governance Strategic initiatives 25 42 Colombia Financial highlights 46 Additional 56 information 24 Strategic initiatives Transformation plan

We started the implementation of a transformation plan that seeks to change our agenda from a crisis management vision to build the bank of the future

easy and in an agile working convenient offer model to accelerate 02. 04. delivery

Client Digital Simplification Talent Sustainable Centricity Experience development Results

Customer experience driving customer To deliver a recurring and 01. as a source of 03. satisfaction and 05. sustainable result of RoTE competitive advantage efficiency of 16% by 2025

25 Strategic initiatives Transformation plan

We started the implementation of a transformation plan that seeks to change our agenda from a crisis management vision to build the bank of the future

easy and in an agile working convenient offer model to accelerate 02. 04. delivery

Client Digital Simplification Talent Sustainable Centricity Experience development Results

Customer experience driving customer To deliver a recurring and 01. as a source of 03. satisfaction and 05. sustainable result of RoTE competitive advantage efficiency of 16% by 2025

26 Strategic initiatives Client centricity

Financial portability: a differentiated offer

Digital Open Loyalty Channels Program

Digital Open Investment Payments Platform

Mixed-rate Account data mortgage loans aggregation

27 Strategic initiatives Client centricity

Open investment platform A differentiated offer

Launch of 10 funds from different managers we want our clients to have freedom of choice, independent advice with the best investment options available in the market Local Asset Managers in September 2020 we launched an Open Investment Offer, and then have an Open Investment Platform for all segments

ALAS20 Institution Itaú Asset Management Global Asset Managers awarded by 'ALAS20 Institution', leading all categories in 2020 Responsible Investments Corporate Governance Sustainability Research 28 Strategic initiatives Transformation plan

We started the implementation of a transformation plan that seeks to change our agenda from a crisis management vision to build the bank of the future

easy and in an agile working convenient offer model to accelerate 02. 04. delivery

Client Digital Simplification Talent Sustainable Centricity Experience development Results

Customer experience driving customer To deliver a recurring and 01. as a source of 03. satisfaction and 05. sustainable result of RoTE competitive advantage efficiency of 16% by 2025

29 Strategic initiatives Digital experience

Opportunity to increase our pace given Chile’s relative lower digital evolution in the region

Chile has historically been a regional banking industry leader …. …. however, Chile is not leading the digital transformation process in the region 1 Historical RoE above the region (RoE: 19-20%) An opportunity for Itaú Higher banking penetration (Loans/GDP: 93% vs. 25- Corpbanca, leveraging 2 50% peers ) from Itaú Unibanco’s

Mature banking products, many not available in other digital experience in the 3 emerging countries (i.e. mortgage loans 40 years tenor) region

Note: Level of digital evolution considers: (i) Digital E2E Journeys; (ii) Marketing and digital communication; (iii) Data management and advanced analytics; (iv) IT infrastructure and architecture; and (v) capabilities and digital culture. 30 Strategic initiatives Digital experience

Leveraging synergies with Brazil

Digitalization Analytics 360 New App ▪ Building our strategy leveraging from ▪ Implementing Google Analytics 360 (Web / ▪ Joint digital experience definition LatAm units' experience, taking advantage App) along with LatAm units ▪ Sharing know-how implementation and use of best practices from other countries ▪ Training teams and encouraging market of open source tools ▪ Remote and in site support throughout the innovations to increase business results and ▪ Using LatAm units development process improve customer experience environment

31 Strategic initiatives Digital experience

Digital Channels Availability New App New Website Digital access has significantly increased; of our digital We have developed new applications with the We redesigned our website to maximize despite this trend, our digital channels channels aim of improving the customer experience convenience and transactionality availability maintains at its highest level ever (Sep-20) clients daily 54% Individuals 80k clicks clients App 99.4% 180k migrated App New site LTM changes (Sep'20/Sep'19) Login 74% Transfers 115% First in the market to have Deposits 143% digital token for Companies Website Companies and not only for Individuals

LTM changes (Sep'20/Sep'19) Transfers 32% Deposits 281%

32 Strategic initiatives Transformation plan

We started the implementation of a transformation plan that seeks to change our agenda from a crisis management vision to build the bank of the future

easy and in an agile working convenient offer model to accelerate 02. 04. delivery

Client Digital Simplification Talent Sustainable Centricity Experience development Results

Customer experience driving customer To deliver a recurring and 01. as a source of 03. satisfaction and 05. sustainable result of RoTE competitive advantage efficiency of 16% by 2025

33 Strategic initiatives Simplification

Robotic automation & Mgmt Restructuring

76 RPA projects Staff Headcount reduction in 3Q’20 61 delivered HC net changes Top level 15 in progress -12% reduction YTD 2020 -329

Payback lower than 1 year FY 2019 -25

FY 2018 -163 US$4.3 mn additional annual savings -0.5% of expenses in 2020 FY 2017 -84

FY 2016 -312 Onboarding [Unit cost] -59% Most significant reduction in headcount Delivery of since the merger certificates 5 days 1 hour [33 thd requests/year] 34 Strategic initiatives Transformation plan

We started the implementation of a transformation plan that seeks to change our agenda from a crisis management vision to build the bank of the future

easy and in an agile working convenient offer model to accelerate 02. 04. delivery

Client Digital Simplification Talent Sustainable Centricity Experience development Results

Customer experience driving customer To deliver a recurring and 01. as a source of 03. satisfaction and 05. sustainable result of RoTE competitive advantage efficiency of 16% by 2025

35 Strategic initiatives Talent development1

By age bracket By region Approximately 0.4% 1.4% 1.9% Arica y Parinacota Maule thousand Tarapaca Ñuble 5 0,9 k people 0.8% 15.4% Antofagasta Bío-Bío > 50 years 1.6% 2 5.0% 76.7% Atacama Araucanía Employees 3,9 k people 1.3% 1.9% 69.8% 0.8% Coquimbo Los ríos 30-50 years 4.2% 1.3% Valparaíso 0.6% Los lagos in Chile and New York 0,8 k people 1.4% 14.7% Metropolitana Aysén up to 30 years O’higgins Magallanes y Antartica 0.1%

0.6%

By gender By hierarchical level Inclusion and diversity

0.2% Corporate managers 83% 17% 75 25 People with Women 4.5% Managers and deputy managers % % disabilities 50 50 53% Professionals 52.9% % % 1% 47 53 Foreigners Men Technicians 19.5% % % 47% 47 53 5% 22.9% Administrative staff % %

1 – December 31, 2019; 2 – September 30, 2020. 36 Strategic initiatives Talent development | Home office

Infrastructure capable of supporting our operations in a remote environment ensuring business continuity

Active Meetings accounts 2 participation 5,437 34,700 2,980 Calls Chat participation Teams messages 103,542 1,980,685 Employees in home office1

Laptops VDIs VPNs 3,389 2,459 2,763 +1,300 +2,700 1,366 +3,300 2,420 700 0 200

1,259

14-jul

29-jul

14-jun

15-abr 29-jun

30-abr Mar.20 Apr.20 Aug.20

Mar.20 Apr.20 Aug.2013-ago 31-mar

Mar.20 Apr.20 Aug.20 16-mar

01-mar

15-may

30-may

14-jul

29-jul

14-jun

15-abr

29-jun

30-abr

13-ago

31-mar

16-mar

01-mar

15-may 30-may Capacity for 10,000 remote Deploying Office 365 cloud All employees with access to accesses through VPN solutions videoconferences through Teams

1− Information as of July 31, 2020; 2− Information as of August 21, 2020. 37 Strategic initiatives Talent development

Remote first

Do you think home 93% 79% office is feasible for +3 days? How feasible do you think home office is for you?

[Home office – Bank’s survey results]

We will not return We will seek the 1 in-person before 2 remote work solution February 2021 as permanent and preferential

Competitive Flexible working model will be a advantage competitive advantage in talent acquisition/retention as well as efficiency 38 Strategic initiatives Transformation plan

We started the implementation of a transformation plan that seeks to change our agenda from a crisis management vision to build the bank of the future

easy and in an agile working convenient offer model to accelerate 02. 04. delivery

Client Digital Simplification Talent Sustainable Centricity Experience development Results

Customer experience driving customer To deliver a recurring and 01. as a source of 03. satisfaction and 05. sustainable result of RoTE competitive advantage efficiency of 16% by 2025

39 Strategic fronts Sustainable results

New clients opening The opportunity from financial portability We grew more than New digital opening channel 14k new digital customers in 4 months the market High % of financial products cross-sell 80,000 Bank in accounts 2.5x nd 1 31,865 estimate in 2 openings in 2020 next 12 months new clients LTM 2.0 x Market (LTM) 1 Total requests (#) ▲ 1.6x In the last 12 months we grew: 2x the market in Individuals1 12,147 (7,775)

1 4x the market in Companies 3,203

Inflow Outflow Net

from and to Itaú (until November 6, 2020)2

1− Source: CMF number of checking accounts from Individuals as of August 31, 2020 (latest available information); 2 − Source: Redbanc. 40 Agenda

Economic context 04 Corporate 06 profile Our business 15 Corporate 22 governance Strategic initiatives 25 42 Colombia Financial highlights 46 Additional 56 information 41 Colombia At a glance

We are key part of Itaú Unibanco’s internationalization strategy

Regional footprint & main indicators 1 2

Assets US$ 38.9 bn US$ 7.7 bn US$ 46.7 bn

Loans US$ 24.0 bn US$ 5.7 bn US$ 29.7 bn

Market Share 10.0% 4.1% 3

Headcount 4 5,331 3,115 8,446

Branches 5 184 111 295

Recurring Net Income 3Q20 US$ -1 mn US$ 6 mn US$ 6 mn

Recurring RoTAE 3Q20 6 -4.0% 2.6% -2.1%

1− Information as of September 30, 2020; 2− Figures were converted at an exchange rate of 786.96 CLP/USD; 3− Information as of August 31, 2020; 4− Headcount for Chile includes employees of our New York branch and for Colombia includes headcount of Itaú (Panama); 5− Branches for Chile include one branch in New York and for Colombia include one office in Panama; 6− Tangible Equity: Shareholders equity net of goodwill, intangibles from business combination and related deferred tax liabilities. Sources: Itaú Corpbanca, CMF and SFC. 42 Colombia Advance with the implementation of retail and wholesale strategies

Segmentation model with well defined identity and value proposition

Client profile by segment in Colombia

Individuals Companies by monthly income by annual sales (COP mn) (COP mn)

Corporate Private Bank Over $120,000 Wealth over > $1,000

Large From $30,000 to $120,000

Personal Bank

Over $8.0 Banking Wholesale

Middle From $5,000 to $30,000

Itaú Branches Up to $8.0 Very Small and Small

Up to $5,000 Retail Banking Retail

43 Colombia 3Q20 Highlights

Recurring net income and RoTE evolution About 3Q 2020 In billion COP RoTE In COP 5.7% 3Q20 2Q20 3.8% 1.0% 0.7% -4.9% Net Income 5.4 bn 7.0 bn -22.5%

36.0 Non-interest expenses 215.3 bn 219.0 bn -1.7% 24.3 7.0 5.4 Loan Portfolio 20.2 tn 20.8 tn -3.3% -30.7 Total Assets 27.9 tn 28.3 tn -1.4% 3Q19 4Q19 1Q20 2Q20 3Q20

Focus on efficiency 5.5% 16 headcount branches (443.1) closed in 3Q20, reduction adding up to in 3Q20 3.42 153 -42 yoy ( 27.5%) 3.33 127 128 127 ( 8.8%) 3.31 3.30 111 -302 3.12 employees yoy

sep-19 dec-19 mar-20 jun-20 sep-20 sep-19 dec-19 mar-20 jun-20 sep-20

44 Agenda

Economic context 04 Corporate 06 profile Our business 15 Corporate 22 governance Strategic initiatives 25 42 Colombia Financial highlights 46 Additional 56 information 45 Financial highlights Financial information

The financial information included in this Management Discussion & Analysis presentation is based on our managerial model which is based on our managerial model that we adjust for non-recurring events and we apply managerial criteria to disclose our income statements. Starting in the first quarter of 2019, we have been disclosing our income statement in the same manner as we do internally, incorporating additional P&L reclassifications, fully converging to the format presented by Itaú Unibanco. This managerial financial model reflects how we measure, analyze and discuss financial results by segregating: (i) commercial performance; (ii) financial risk management; (iii) credit risk management; and (iv) costs efficiency. We believe this form of communicating our results will give you a clearer and better view of how we fare under these different perspectives. Please refer to pages 9 to 12 of our Management Discussion & Analysis Report (“MD&A Report”) for further details, available at ir.itau.cl.

46 Financial highlights 3Q20 | About our quarter

Recurring Consolidated Ch$(10.1) billion 148.0% Recurring Consolidated -2.1 % 6.4 p.p. Net Return on Income Chile Ch$(13.7) billion 160.3% Tangible Chile -4.0 % 10.5 p.p. Equity (RoTE)

lower revenues cost control: cost of credit increased in Chile headcount reduction in Chile in Chile

mainly due to lower revenues from costs flat qoq adjusting for mainly driven by additional provision derivatives and financial margin with the one-time increase in in Chile in the consumer, mortgage and market, which was impacted severance costs due to restructuring commercial portfolios due to possible by lower inflation COVID-19 impacts

6.7% 4.5% Ch$45 bi (yoy) (headcount reduction qoq) additional provision

47 Financial highlights 3Q20 | Financial margin with clients

Financial margin with clients Annualized average rate Ch$ billlion -2.3% 3.3% 3.0% 3.0% -7.7% 2.8% 3.0% 2.8% 2.6% 2.5% 2.9% 2.9% 161.3 2.7% 2.4% 2.2% 152.5 2.5% 144.0 146.9 1.8% 140.8 1.6%

0.5% 0.5%

3Q'18 4Q'18 1Q'19 2Q'19 3Q'19 4Q'19 1Q'20 2Q'20 3Q'20 3Q'19 4Q'19 1Q'20 2Q'20 3Q'20 Financial margin with clients Average MPR

Change in Financial margin with clients Ch$ billlion Assets financial margin Liabilities financial margin Capital financial margin 0.7 2.5 0.7 1.1 (4.2) (0.8) (6.0) (5.7)

152.5 140.8

2Q'20 Portfolio mix Volume Spreads Portfolio mix Volume Spreads Commercial spreads Capital financial 3Q'20 on derivatives and FX margin transactions with clients

48 Highlights of the results 3Q20 | Financial margin with the market

Quarterly evolution UF1 net exposure (Ch$ trillion) In Ch$ billion

2.7 2.9 2.5 2.2 1.9

80.0 30.0 25.5 25.9 25.3

70.0 24.5

25.0

60.0

17.1 49.1 20.0 50.0 sept-19 dec-19 mar-20 jun-20 sept-20

40.0 15.0 30.0 30.0 UF – Unidad de Fomento1 ( value) 21.1 10.0

20.0

5.0 10.0 3.3 18.8

- - 1.0% 0.9% 3Q'19 4Q'19 1Q'20 2Q'20 3Q´20

Financial Margin with the Market 1-year moving average 0.5% 0.3%

0.1%

3Q'19 4Q'19 1Q'20 2Q'20 3Q'20

1 – UF (Unidad de Fomento) is an official unit of account in Chile that is constantly adjusted for inflation and widely used in Chile for pricing several loans and contracts.

49 Financial highlights 3Q20 | Non-interest expenses

Focus on efficiency 4.5% 4 headcount branches closed in 3Q20, reduction adding up to in 3Q20 yoy ( 5.2%) 5.54 5.66 5.60 5.58 194 194 193 188 184 -10 -207 ( 3.7%) 5.33 employees yoy sep-19 dec-19 mar-20 jun-20 sep-20 sep-19 dec-19 mar-20 jun-20 sep-20

In Ch$ billion

one-time cost impact 3Q20 2Q20 3Q19 9M20 9M19 of Ch$5 billion (qoq) Personnel (53.9) (51.4) 4.9% (50.2) 7.3% (153.1) (152.6) 0.3% due to severance costs Administrative (51.4) (50.3) 2.3% (49.0) 5.0% (153.0) (151.9) 0.7%

costs flat (qoq) adjusting Total Personnel and (105.3) (101.7) 3.6% (99.2) 6.2% (306.1) (304.5) 0.5% for severance costs due to Administrative restructuring Depreciation, Amortization (11.7) (10.2) 14.7% (11.6) 1.2% (32.0) (30.0) 6.5% and Impairment

Non-Interest Expenses (117.1) (111.9) 4.6% (110.8) 5.7% (338.1) (334.5) 1.1%

50 Financial highlights 3Q20 | Liquidity

Strong liquidity position LCR and NSFR ratios at historically high levels

LCR1 NSFR2 170% 102% 160% 164.2% 101.8% 150% 97% 140% 130% 92% 120% 110% 100% 87% 90% 80% 82% Sep.19 Dec.19 Mar.20 Apr.20 May.20 Jun.20 Jul.20 Aug.20 Sep.20 Jun.19 Sep.19 Dec.19 Mar.20 Apr.20 May.20 Jun.20 Jul.20 Aug.20 Sep.20

1 – LCR: Liquidity Coverage Ratio calculated according to BIS III rules. Regulatory LCR ratios are still under construction in Chile. 2 – NSFR: Net Stable Funding Ratio, the methodology used to estimate NSFR consist of liquidity ratio proposed by the “Basel III Committee on Banking Supervision” (“BIS III”) that was adopted by the CMF. Source: Quarterly Liquidity Status Report as of September 30, 2020. 51 Financial highlights October 2020 | Early release results

Increase of allowances for loan losses

We have increased our allowances for loan losses to protect our loan portfolio from possible impacts due to the pandemic that might materialize in the future, taking into account macroeconomic prospects both in Chile and Colombia as well as sector, product and client-specific aspects As a result, our cost of credit for October 2020 was Ch$234 billion: o Chile: Ch$170<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<< billion, including ▪ Ch$86 billion for Corporate and SME clients of sectors most impacted by the pandemic ▪ Ch$33 billion in additional provisions for our retail portfolio ▪ Ch$17 billion for the deductible of FOGAPE-COVID loans o Colombia: Ch$64 billion, of which Ch$44 billion are additional provisions

Considering these provisions, net income for October 2020 was negative Ch$156 billion

52 Financial highlights Credit quality | Coverage ratios

We have increased our allowances for loan losses for the current credit cycle, therefore we expect a normalization of cost of credit going forward

Comparison of Coverage ratio1 (90+ days NPL ‒ %) Cost of credit risk / Average loans

Total 2.5% 330 1.5% 1.3% 1.3% 1.3% 0.8% 214 198 1.0% 179 165 FY 2016 FY 2017 FY 2018 FY 2019 10M20 3 FY 2021(e) 146

1.0% ‒ 1.3% ITCB 2 Peer-A Peer-B Peer-C Peer-D Peer-E forecast for 2021 cost of credit

Source: CMF and Itaú Corpbanca as of September 30, 2020. 1− Includes additional provisions; 2 − As of October 31, 2020; 3 − Annualized. 53 Financial highlights BIS III | Capital ratios estimates

Estimated Fully Loaded BIS III Capital Evolution

Improvement in 7.0% 7.0% 30 bp CET 1 6.7% capital ratio 6.5% 6.4% Fully loaded CET1 ratio improved 30 bp in 3Q’20 mainly as a result of efficiency gains in treasury and in Colombia

even with the impact of October 2020 provisions, CET1 is higher than levels posted in 1Q’20 and 2Q’20

Dec.19 Mar.20 Jun.20 Sep.20 Oct.20 Estimated

54 Agenda

Economic context 04 Corporate 06 profile Our business 15 Corporate 22 governance Strategic initiatives 25 42 Colombia Financial highlights 46 Additional 56 information 55 Additional information Current international ratings

Moody's S&P Timeline S&P

Rating Scale Rating Scale Financial Capacity LT ST LT ST A+ A+ A+ A+

Extremely Aaa AAA strong

A A Aa1 AA+ A-1+ A A Very A Aa2 AA strong P-1 A- A- A- Aa3 AA-

A1 A+ A-1 BBB+

Strong A2 A BBB+ BBB+ A3 A- P-2 A-2

Baa1 BBB+ BBB BBB +3n +1n Adequate Baa2 BBB P-3 A-3 Baa3 BBB- 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

56 Additional information Average tangible equity breakdown

3Q'20 Average balance (Ch$ Tn)

Deferred taxes asociated with intangibles from PPA: Ch$ 25 On June 30, 2020 a non-cash impairment charge of Ch$448,273,346,586 was recognized as a result of a goodwill impairment of our estimated fair value Goodwill: Ch$ 493 Ch$ 25 of the cash generating units for Chile; and of Ch$315,750,827,325 as a result Ch$ 261 Ch$ - of goodwill and intangible assets from business combination impairment of Ch$ 231 our estimated fair value of the cash generating unit for Colombia.

Liabilities: 35,260 Intangibles from PPA: Ch$ 95 Ch$ 95 All other Liabilities: Ch$ 35,235 Ch$ - Ch$ 29,537 Ch$ 5,698 Managerial Tang. Equity: Ch$ 1,944 Ch$ 1,378 Ch$ 567 ÷ ÷ ÷ Assets: 37,844 Recurring Results: Ch$ -10.1 Ch$ -13.7 Ch$ 3.6 = = = Recurring RoTE: -2.1% -4.0% 2.6% AssociatedAsociado a w/ Intangibles PPA Intangibles: PPA: Ch Ch$$ 40 - Minority Interest: 78 Minority Interest ex GW and PPA All other Assets: Ch$ 37,257 Intangibles: Ch$ 78 Ch$ 30,915 Ch $6,342 GW and PPA Intangibles: Ch$ 562 Ch$ 331 Ch$ 231 Shareholders’ Equity: 2,506 Managerial Tangible Equity: Ch$ 1,944 Ch$ 1,378 Ch$ 567

57 Additional information Transactions in Colombia

Itaú Corpbanca acquired shares of Itaú Corpbanca Colombia from Helm LLC

▪ On June 16, 2017 Itaú Corpbanca Colombia acquired Itaú BBA Colombia assets and liabilities1

Structure in Colombia ▪ Postponement of the date for Itaú Corpbanca to purchase the 12.36% stake of CorpGroup in Itaú Corpbanca Colombia: ‐ The postponement date to purchase is until January 28, 2022 ‐ The purchase price has not changed (US$ 3.5367 per share2) Other Itaú Corpbanca CorpGroup Minorities ‐ Itaú Corpbanca will carry out commercially reasonable efforts to register an listing Itaú Corpbanca Colombia in the Colombian Stock Exchange (CSE) 87.10% 12.36% 0.54% ‐ The rational is to create a liquidity mechanism for minorities to sell the stake in the company ▪ Itaú Corpbanca acquired shares of Itaú Corpbanca Colombia from Helm LLC and Kresge Stock Holding Company Itaú Corpbanca Colombia ‐ On December 3, 2019, following receipt of regulatory approvals from the banking (754,806,213 total shares) supervisors in Chile, Colombia and Brazil, Itaú Corpbanca completed its previously announced acquisition of shares of Itaú Corpbanca Colombia from Helm LLC and Kresge Stock Holding Company

Acquisition in 2017 ‐ Itaú Corpbanca acquired shares representing approximately 20.82% of Itaú Corpbanca Colombia’s outstanding equity for aggregate consideration of approximately US$334 million which implies a valuation multiple of 1.37 times book value as of October 31, 2019. Itaú BBA Colombia This valuation is consistent with the valuation of Itaú Corpbanca Colombia in Itaú (asset and liabilities)) Corpbanca’s financial statements ‐ The acquisition resulted in an estimated impact of 0.94% on Itaú Corpbanca’s CET1 ratio, on a fully loaded basis under the Basel III standards (using exchange rates as of November 30, 2019). In this context, Itaú Corpbanca estimated that its CET1 ratio would be 7.0%, considering the preliminary analysis of the capital effects of the regulations under public consultation recently announced by the CMF

1 − Itaú Corpbanca Colombia S.A. paid Ch$33,205 million to Itaú BBA Colombia S.A Corporación Financiera; 2 − This amount accrues interest from (and including) August 4, 2015 until (but excluding) the payment date at an annual interest rate equal to Libor plus 2.7%.

58 Additional information Global macroeconomic outlook

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020F 2021F 2022F GDP Growth (%) - World Economy World 4.2 3.5 3.5 3.6 3.5 3.3 3.7 3.7 3.0 -3.3 6.6 4.0 USA 1.6 2.2 1.8 2.5 2.9 1.6 2.4 2.9 2.4 -3.4 5.5 3.0 Euro Zone 1.7 -0.8 -0.2 1.4 2.0 1.9 2.7 1.9 1.3 -7.1 5.0 4.0 China 9.5 7.9 7.9 7.4 7.0 6.8 6.9 6.6 6.1 2.1 8.5 5.0 Japan -0.1 1.5 2.0 0.0 1.3 0.5 2.2 0.3 0.8 -4.0 2.2 0.5 GDP Growth (%) - Latam Brazil 4.0 1.9 3.0 0.5 -3.5 -3.3 1.3 1.8 1.4 -4.1 4.0 2.5 Chile 6.1 5.3 4.0 1.8 2.3 1.7 1.2 3.9 1.1 -6.0 6.0 3.2 Colombia 7.4 3.9 4.6 4.7 3.0 2.1 1.4 2.5 3.3 -7.0 5.0 3.5 Mexico 4.0 3.6 1.4 2.8 3.3 2.9 2.1 2.2 -0.1 -8.5 5.0 3.0 Peru 6.5 6.0 5.8 2.4 3.3 4.0 2.5 4.0 2.2 -11.7 11.2 4.0 Inflation (eop, %) Brazil (IPCA) 6.5 5.8 5.9 6.4 10.7 6.3 2.9 3.7 4.3 4.5 3.6 3.3 Chile 4.4 1.5 3.0 4.6 4.4 2.7 2.3 2.6 3.0 3.0 3.0 3.0 Colombia 3.7 2.4 1.9 3.7 6.8 5.8 4.1 3.2 3.8 1.6 2.8 3.0 Mexico 3.8 3.6 4.0 4.1 2.1 3.4 6.8 4.8 2.8 3.2 3.2 3.3 Peru 4.7 2.6 2.9 3.2 4.4 3.2 1.4 2.2 1.9 2.0 2.5 2.3 Monetary Policy Rate (eop, %) Brazil 11.00 7.25 10.00 11.75 14.25 13.75 7.00 6.50 4.50 2.00 3.50 3.50 Chile 5.25 5.00 4.50 3.00 3.50 3.50 2.50 2.75 1.75 0.50 0.50 1.25 Colombia 4.75 4.25 3.25 4.50 5.75 7.50 4.75 4.25 4.25 1.75 1.75 3.50 Mexico 4.50 4.50 3.50 3.00 3.25 5.75 7.25 8.25 7.25 4.25 3.50 3.50 Peru 4.25 4.25 4.00 3.50 3.75 4.25 3.25 2.75 2.25 0.25 0.25 1.00 Unemployment Rate (avg, %) Brazil - 7.4 7.1 6.8 8.5 11.5 12.7 12.3 11.9 13.5 14.2 13.3 Chile 7.1 6.4 5.9 6.4 6.2 6.5 7.0 7.4 7.2 10.4 8.7 7.5 Colombia 10.8 10.4 9.6 9.1 8.9 9.2 9.4 9.7 10.5 16.0 14.0 11.0 Mexico 5.2 4.9 4.9 4.8 4.4 3.9 3.4 3.3 3.5 4.8 4.6 4.1 Peru 7.7 7.0 5.9 6.0 6.4 6.7 6.9 6.6 6.6 11.0 9.0 7.0 59 Itaú´s projections updated on January 15, 2021. Additional information Macroeconomic outlook

GDP Growth ‒ % (YoY) Per Capita GDP ‒ US$ Thousand

8 7.0 18 15.9 7 6.2 5.8 6.1 6.0 15.3 15.6 14.8 5.7 5.3 15.1 6 5.1 5.2 16 14.2 14.5 14.0 14.5 14.2 13.3 5 3.8 4.0 3.9 14 12.9 3.3 3.5 3.2 12.4 4 2.7 2.3 10.7 3 1.8 1.7 12 10.5 10.6 1.2 9.5 2 1.1 10 1 7.6 0 8 6.2 -1 5.1 -2 Dec-00 Dec-05 Dec-10 Dec-15 Dec-20 6 4.6 4.5 4.8 -3 -1.6 4 -4 -5 2 -6 0 -7 -6.0 -8 Dec-00 Dec-05 Dec-10 Dec-15 Dec-20

Unemployment rate ‒ % Inflation and Policy Rate ‒ %

12 10 10.8 11 10.4 7.8 7.1 10.0 8 9.7 9.9 9.8 10 9.5 9.3 8.7 6 4.5 9 8.3 4.6 8.0 4.4 4.4 7.8 7.5 3.7 8 7.2 7.4 7.0 7.0 7.2 4 2.8 3.0 3.0 2.7 3.0 3.0 3.0 3.0 6.7 2.6 2.4 2.6 2.3 2.6 7 6.5 6.3 6.3 6.0 2 1.5 6 1.1 5 0 4 Dec-00 Dec-05 Dec-10 Dec-15 Dec-20 -2 Dec-00 Dec-05 Dec-10 Dec-15 Dec-20 -1.4 Inflation Policy Rate Itaú´s projections updated on January 15, 2021. 60 Additional information Macroeconomic outlook

International Reserves ‒ % of GDP Current Account Balance ‒ % of GDP

25 4.6 21.9 5 4.1 20.2 20.8 19.4 4 20 17.5 3 2.6 17.1 16.2 17.5 16.1 15.6 15.7 15.9 16.2 2 1.5 1.7 14.6 1.3 1.0 13.8 14.2 14.9 13.9 15 12.6 13.2 12.6 13.4 1 0 9.8 10 -1 -1.2 -0.8 -1.1 -1.1 -2 -1.5 -1.7 -1.7 -2.0 -3 -2.4 -2.3 -2.4 5 -3.2 -4 -3.6 -3.9 -4.1 -3.9 0 -5 Dec-00 Dec-05 Dec-10 Dec-15 Dec-20 Dec-00 Dec-05 Dec-10 Dec-15 Dec-20

Central Government Fiscal Balance ‒ % of GDP External Debt ‒ % of GDP

7.8 Private Public 60.3 7.3 70 62.9 59.6 56.7 54.5 7 55.2 4.4 3.9 49.8 5 60 46.1 3 2.1 39.0 42.9 1.3 50 0.6 38.8 38.2 1 33.2 36.4 40 29.5 29.7 34.5 -1 -0.5 -0.4 -0.5 -0.6 -3 -0.6 -1.2 -1.6 -1.6 30 -2.1 -2.7 -2.8 -2.8 -5 -4.4 -4.4 -4.2 20 -7 10 -9 10.8 -8.4 6.8 7.8 8.4 -11 0 5.3 3.7 3.0 2.3 1.9 2.3 2.5 3.0 3.0 3.4 3.9 4.3 5.2 Dec-00 Dec-05 Dec-10 Dec-15 Dec-20 Dec-03 Dec-09 Dec-15 Dec-21

Itaú´s projections updated on January 15, 2021. 61 Additional information Macroeconomic outlook

GDP Growth ‒ % (YoY) Per Capita GDP ‒ US$ Thousand

7.4 8 6.8 6.8 9 7 8.0 8.1 8.0 5.3 6 4.7 4.6 4.7 5.0 8 7.3 3.9 4.3 3.9 6.7 6.6 5 3.5 7 6.3 6.3 6.4 4 2.9 3.3 3.0 3.3 6.1 6.0 2.5 2.1 2.5 5.8 3 1.7 1.4 6 5.3 5.2 5.4 2 1.2 4.7 1 5 3.7 0 4 3.4 -1 Dec-00 Dec-05 Dec-10 Dec-15 Dec-20 2.8 -2 3 2.5 2.4 2.4 2.3 -3 -4 2 -5 -6 1 -7 -7.0 0 Dec-00 Dec-05 Dec-10 Dec-15 Dec-20

Unemployment rate ‒ % Inflation and Policy Rate ‒ %

15 17 16.0 15.6 15.0 15 14.1 13.7 14.0 13.3 13 10 8.7 11.812.0 12.011.8 7.6 11.211.3 7.7 10.8 11.0 7.0 11 10.4 10.5 6.5 6.8 9.6 9.7 5.7 9.1 9.2 9.4 5.5 5.8 4.1 8.9 4.9 4.5 3.7 3.7 9 5 3.2 3.8 3.0 3.2 2.8 2.0 2.4 7 1.9 1.6

5 0 Dec-00 Dec-05 Dec-10 Dec-15 Dec-20 Dec-00 Dec-05 Dec-10 Dec-15 Dec-20 Inflation Policy Rate Itaú´s projections updated on January 15, 2021. 62 Additional information Macroeconomic outlook

International Reserves ‒ % of GDP Current Account Balance ‒ % of GDP

21.9 2 22 20.0 20 17.9 18 16.6 16.4 0 15.9 15.3 16 14.5 0.9 -1.0 -0.7 14 12.4 -1.1 -1.3 -1.3 11.111.511.6 11.4 -2 -1.8 12 10.4 10.2 10.210.8 -2.0 9.5 10.1 9.9 9.6 10.1 10 -2.9 -2.9 -3.0 -2.9 -4 -3.1-3.3 -3.3 8 -3.8 -3.4 -3.4 -4.3 -4.3 -3.3 6 -5.2 4 -6 -6.3 2 0 -8 Dec-01 Dec-06 Dec-11 Dec-16 Dec-21 Dec-00 Dec-05 Dec-10 Dec-15 Dec-20

Central Government Fiscal Balance ‒ % of GDP External Debt ‒ % of GDP

Private Public 50 20.0 -1 45 17.4 14.2 16.9 17.7 40 15.5 11.6 -3 -2.3 -2.3-2.3 -2.4 35 -2.8 -2.5 9.9 -3.0 -3.0 11.0 -3.1 30 8.5 9.9 -3.7 -3.9 -3.6 8.8 8.8 10.4 -4.0 -4.0 25 7.6 7.1 -5 -4.3 -4.1 7.0 -4.7 20 -5.0 -4.9 -5.5 15 -5.7 26.0 25.1 -7 -6.5 10 22.0 22.5 23.1 22.0 23.2 16.6 16.3 15.8 15.7 5 14.0 12.1 13.8 12.7 12.4 13.7 -9 -8.9 0 Dec-00 Dec-05 Dec-10 Dec-15 Dec-20 Dec-03 Dec-09 Dec-15 Dec-21

Itaú´s projections updated on January 15, 2021. 63 3Q20 Institutional Presentation

Itaú Corpbanca