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Itaú Corpbanca Colombia Institutional Presentation- December 2020 – Individual Statements 1

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Itaú Corpbanca Colombia Institutional Presentation- December 2020 – Individual Statements 1 Itaú Corpbanca Colombia Institutional presentation- December 2020 – Individual statements 1. About Us DGA | Informação de Uso Interno Itaú Colombia - December 2020 Our regional presence reinforces the local value Universal bank | 95 years of history | Largest bank in Latin America1 Market value3 Total Assets3 Credit portfolio3 ROE4 Net income4 Tier I capital3 Brazil’s most valuable² brand US$45,9 bn US$379,8 bn US$148,5 bn 13,5% US$0,8 bn 12,1% US$6,1 bn Present in 18 countries Universal banking Other operations Approximately, 56 million Retail clients 349 k Rest of the world direct shareholders 1 2 3 4,5 k Alemania branches and PABs Bahamas Latam Cayman 95 k Argentina España employees Brasil EEUU Chile Francia 46 k Colombia Portugal ATMs México 1 Reino Unido Panama Suiza Paraguay Perú 1 Corporate & Private Uruguay 1 2 Asset Management 3 Investment Banking Banking 3 Source: Itaú Unibanco Exchange rate of USDBRL 5,21. 1- Largest bank in market value. 2- 2019 Interbrand Ranking. 3-June 2020. 4- In 2Q20 Itaú Colombia - December 2020 Highlights Itaú Colombia .Seventh bank, ranked by assets .4,0% market share in loans as of November 2020 .2.695 employees .112 branches .+7.000 non-bank correspondents .142 ATMs .395 thousand clients .Geographic presence in 28 domestic locations1, and in Panama Financial Ratios Highlights Coverage 90+ 209,95% Total Assets COP 8,01 billones Total Loans COP 5,29 billones NPL 90 days 2 3,66% Stockholders’ Equity COP 0,77 billones IRL 30 days 269% Net Income 2019 USD 28,4 million Tier I 9,00% Net Income 2Q20 USD 6,3 million Total capital ratio 13,40% Risk Ratings AAA (local - BRC S&P) 4 Source: Superintendencia Financiera & Itaú Colombia 1- Includes cities and municipalities. *Individual statement Itaú Colombia - December 2020 Group Structure in Colombia We maintain the group’s structure with Itaú CorpBanca in Chile as our parent company and Itaú Unibanco in Brazil as controlling shareholder Itaú CorpBanca Colombia Itaú Saieh Family 2 IFC Others Unibanco 1 39.2% 3 27.6% 3.3% 29.9% 94.0% Itaú Fiduciaria 94.5% Itaú Securities Services Itaú CorpBanca CorpGroup Minority 95.0% Itaú Comisionista 87.1% 12.4% 0.5% de Bolsa 100% Itaú (Panama)4 Itaú Corredor de Itaú CorpBanca Seguros 5 Colombia Source: Itaú Chile, Itaú Colombia 5 1-Includes 3.651.550.022 shares owned by Saga III SpA that are under custody. 2- Includes 508.725.981 shares owned by Cía. Inmobiliaria y de Inversiones Saga SpA that are under custody. 3- Since April 2016 Itaú Unibanco increased it´s participation by 4.56%, percentage sold by the Saieh Family according to what was established in the Shareholder´s Agreement; 4- Itaú (Panama) has international license. Itaú Colombia - December 2020 Our way │ Sustainability Strategy We have defined a corporate culture made of seven attitudes that drive all of our activities 1 Ethics are non-negotiable Our sustainability strategy is oriented towards value creation, culture, and innovation, by means of three work fronts; sustainable financing, responsible environmental management, and financial education. 2 It’s only good for us if it’s good for the client 3 We’re passionate about performance 4 We think and act like owners 5 People mean everything to us 6 Simple. Always At the base of this scheme, the Management and Sustainability report is our channel 7 The best argument is the one that matters to be accountable, and through volunteering we mobilize the socio-environmental impact with our employees 6 Itaú Colombia - December 2020 Strong Corporate Governance supports the strategy Board Chile Audit Committee Itaú CorpBanca CEO CAE Emerson Bastián Gabriel Moura CFO CRO Treasury Marketing & Products Colombia Wholesale Retail Human Resources Legal & IT Operations Rodrigo Compliance Mauricio Pedro Luciana Hildebrandi Baruc Saez Christian Julián Marcela Jiménez Luis Jorge Novis Couto Baeza Silva Tauber Acuña Cristián Toro Rodrigues BoardColombia Itaú CorpBanca Colombia CEO Baruc Saez CFO CRO Treasury Franchise, Products & Compliance Wholesale Retail Human Resources Legal & General IT Operations Digital Secretary Juan Pablo Juan Ignacio Daniel Carlos Jorge Hernando María L. Ospina Bernardo Liliana Suárez Michelsen Castro Brasil Ignacio Giraldo Díaz Villa Osorio Dolly Murcia Alba Board Colombia Audit Committee Matrix reporting to CEO Chairman: Gabriel Moura Mónica Aparicio Colombia and functional reporting to ITCB Cristián Toro Roberto Brigard Holguín Juan Echeverría González Juan Echeverría González Functional reporting to Mónica Aparicio Smith1 Diego Fresco CEO Colombia and matrix reporting to ITCB for Roberto Brigard Holguín1 coordination of specific topics 7 1- Independent Directors according to Law 964 of 2005. 2. About the business DGA | Informação de Uso Interno Itaú Colombia - December 2020 Milestones The bank successfully completed the milestones set since 2016 and continues following the strategic plan People And Corporate Digital Technology Brand Risk Management . Governance . Bank digitalization . Introduction of the Itaú brand Implementation of new auditing model . Itaú model for risk management . Introduction of Itaú culture . Investment in digital channels . End in use of brands Helm and Corpbanca . Contingency and crisis management . Implementation of performance model . Offer of digital products model . Investment in awareness . Consolidation of headquarters . Wholesale and Retail plans . Implementation of DRP . Appropiation of Itaú culture and values . New strategy for technological merger . Cybersecurity . Incorporation of Itaú BBA . Migration of Corpbanca towards Itaú . AML/CFT . New Corporate Governance model . End of data processing with third party . Wholesale and Retail credit policies . End of arbitration between . Relocation of data centers shareholders Sustainable performance in the long term 9 Itaú Colombia - December 2020 Customer segmentation Simplified, with a differentiated value offer Individuals Companies Corporate and Private Bank Institutional Enterprises Personal Bank SME Itaú Branch Offices Microenterprises 10 3. Financial Highlights DGA | Informação de Uso Interno Itaú Colombia - December 2020 P&L – Net result Our P&L reflects the current macroeconomic conditions impacted by COVID-19 and non recurrent ítems. Net Income (COP Bn) Variación 12M -12% -22% +67% -29% 165 77 -897 346 -697 1.786 -1.122 -8% +2% -929 -570 -401 384 Net income from IngresosInterest Carteraincome y Gasto intereses y Ingreso neto Comisiones netas Otros ingresos Provisiones netas DeterioroNon financial Otrosasset GastosAdministrative generales Gastos personal Impuesto de Renta Resultado Neto Interest expenses investments and Fees Other income Cost of credit Pay-roll expenses Income tax Net Income / Loss (LoansLeasing and Leasing) otros pasivos inversiones y operacionales de recuperación ActivosImpairment no expenses derivadosderivatives Financieros 12 Itaú Colombia - December 2020 Goodwill and other intangibles impairment Itaú is redirecting it’s income generation towards recurring sources and more profitable businesses, aligned with it’s strategy of sustainable profitability in the long term. (COP MMM, %) During June 2020 a non recurring item was recorded with the impairment of goodwill and other intangibles for business merger , based on the -724 impact of the pandemic on the macro forecast -749 -311 305 -5 -14 Goodwill Other intangibles Current Other Deferred income tax Net Income Tax taxes No material impact on Does not affect liquidity No change in credit solvency rating Same commitment from Itaú in Colombia 13 Additional provisions related to COVID -19 COP 308 Bn As determined by the Superintendencia Financiera de Colombia, “Banks will have to constitute an additional general provision based on an estimate of the potential deterioration of the loan portfolio, associated to the current economic situation and as an added coverage mechanism”. Circular 022 - SFC COP 308 Bn 8% of the loan Portafolio Proactive provision accounting Itau will continue to work Additional provision expense renegotiated under the Debtor allow to reach a coverage close towards generating value and (COVID-19) accounted during relief program (Plan de apoyo to 200% over PDL – 90 days, in supporting our clients during October 2020 al deudor - PAD) line with the sector. the time of the pandemic through the debtor relief program (PAD). Itaú Colombia - December 2020 Liquidity Management under International Standards A strong liquidity management complying with Basel III principles leads to a domestic ratio above 200% Liquidity-Risk index IRL 30 days (%) 503% 467% 473% 445% 435% 437% 430% 414% 409% 395% 388% 386% 356% 350% 323% 324% 281% 278% 276% 269% 254% 230% 234% 232% 237% 100% Regulatorylimit 12 2018 01 2019 02 2019 03 2019 04 2019 05 2019 06 2019 07 2019 08 2019 09 2019 10 2019 11 2019 12 2019 01 2020 02 2020 03 2020 04 2020 05 2020 06 2020 07 2020 08 2020 09 2020 10 2020 11 2020 12 2020 15 Itaú Colombia - December 2020 Asset structure Focus is to increase the relative size of retail banking to reach a mix closer to the industry average. 9,00 50,00% Asset Structure (COP Tn, %) Dec-19 Dec-20 YoY -1% 8,00 8,12 8,01 0,00% 7,00 Mix gross loan portfolio by type(%) 6,00 -4% Commercial Consumer Mortgage -50,00% 15% 5,50 5,00 5,29 4,00 -100,00% 3,00 20% 29% 2,00 -150,00% 1,86 -3% -40% 1,44 66% 1,00 0,75 0,43 0,41 0,45 0,00 -200,00% Total Assets Loan Portfolio (Net) Investments and derivatives Cash and Equivalent Other assets 16 1.335.201 Cartera con PAD 1(7% cartera) Saldo de la cartera con PAD. Mayorista Personas Pyme Redefiniciones
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