Itau Unibanco Holding S.A 6-K, filed Nov 4, 2026
Itau Unibanco Holding S.A. (ITUB)
6-K
2026-11-04
For: 2026-11-03
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Added on
November 04, 2026
About this 6-K
Itau Unibanco Holding S.A filed this 6-K on November 4, 2026.
Itaú Unibanco Holding S.A. reported a R$12.6 bn recurring managerial result in 3Q26, up 6.2% from 3Q25, with recurring ROE of 23.6%. AI summary
| UNITED STATES | |||||||||||
| SECURITIES AND EXCHANGE COMMISSION | |||||||||||
| Washington, D.C. 20549 | |||||||||||
| FORM 6-K | |||||||||||
| Report of Foreign Issuer Pursuant to Rule 13a-16 or 15d-16 of the Securities Exchange Act of 1934 | |||||||||||
| For the month of November, 2026 | |||||||||||
| Comission File Number: 001-15276 | |||||||||||
| Itaú Unibanco Holding S.A. | |||||||||||
| (Exact name of registrant as specified in its charter) | |||||||||||
| Itaú Unibanco Holding S.A. | |||||||||||
| (Translation of Registrant’s Name into English) | |||||||||||
| Praça Alfredo Egydio de Souza Aranha, 100 - Torre Conceição | |||||||||||
| CEP 04344-902 São Paulo, SP, Brazil (Address of principal executive office) | |||||||||||
| Indicate by check mark whether the registrant files or will file annual reports under cover Form 20-F or Form 40-F. | |||||||||||
| Form 20-F ☒ | Form 40-F ☐ | ||||||||||
| Indicate by check mark if the registrant is submitting the Form 6-K in paper as permitted by Regulation S-T Rule 101(b)(1): | |||||||||||
| Yes ☐ | No ☒ | ||||||||||
| Indicate by check mark if the registrant is submitting the Form 6-K in paper as permitted by Regulation S-T Rule 101(b)(7): | |||||||||||
| Yes ☐ | No ☒ | ||||||||||
| Indicate by check mark whether by furnishing the information contained in this Form, the registrant is also thereby furnishing information to the Commission pursuant to Rule 12g3-2(b) under the Securities Exchange Act of 1934. | |||||||||||
| Yes ☐ | No ☒ | ||||||||||
| If “Yes” is marked, indicate below the file number assigned to the registrant in connection with Rule 12g3-2(b): | |||||||||||
| 82– __________________ | |||||||||||
EXHIBIT INDEX
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| Pursuant to the requirements of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned, thereunto duly authorized. | ||||||||||||||
| Date: November 3, 2026. | ||||||||||||||
Itaú Unibanco Holding S.A. By: /s/ Gustavo Lopes Rodrigues Name: Gustavo Lopes Rodrigues Title: Investor Relations Officer. | ||||||||||||||
Institutional Presentation
With 102 years of history, we are the largest bank in Latin America* Market Value¹ USD 83 bn Total Assets² R$3,348 bn Loan Portfolio² R$1,544.4 bn Recurring ROE³ 23.6% Efficiency Ratio in Brazil5 35.6% Employees in Brazil and overseas² 89.6 k We are the only bank in Latin America making up the Dow Jones Sustainability Index since it was launched We are the most valuable brand4 in South America Recurring Managerial Result R$12.6 bn in 3Q26 93.8% Brazil | 6.2% Latin America³ USD 9.9 bn (1) Market value in October 30 2026. Source: Bloomberg; (2) On September 30,2026; (3) In the 3rd quarter of 2026; (4) Brand Finance – Global 500 2026; (5) Last 12 months ending in September, 2026. Note: Loan Portfolio considers financial guarantees provided and private securities *In market cap on October 30,2026. We are obstinate to delight clients, through physical and digital services. We seek to transform ourselves whenever needed for sustainable growth We are a universal bank present in 18 countries with retail operations in Latin America 2
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4 1924 Casa Moreira Salles (Unibanco) opens the banking division in 1924 and Banco Central de Crédito (Itaú) opens in 1943 1960 First credit and debit cards Our ability to adapt, innovate and change has enabled us to get where we are now 1970 1980 2000 200220072008201220142019 2020 2022 2023 2024 One of the four top data processing centers in Brazil is set up 1979 Itautec is created Banking automation begins Technical Operations Center (CTO) is set up First bank with no physical branches in Brazil, the Banco1.net Acquisition of BBA gives rise to the largest investment bank in Brazil Mobile Banking in Brasil New Brazilian Payment System is set up First iPhone is launched Merger of Banco Itaú and Unibanco creates Brazil’s largest private bank Itaú launches the first banking app Itaú announces a BRL11.1B investment in technology, innovation and client service Fintechs start to gain momentum Acquisition of ZUP speeds up digital transformation Change in regulation (PIX and Open Finance) • New product launched (Íon) • New client solutions developed • Checking account fees package optimization Itaú Shop is launched New Brand launching Made of Future Latest initiatives in the corporate development • Orbia • Avenue One Itaú Single login | 2 apps SuperApp + Íon 1990 First Internet providers 1983 First ATM in Brazil Beyond banking is launched (iPhone pra Sempre) Corporate development • Ideal • TOTVS Itaú 100 years 2025 ICTi (Itaú Science and Technology Institute) Launching of the New Ad Campaign “Feito” Click Here for more Info Itaú Emps 2026 Launch of the new generative AI experience in the SuperApp Acquisition of NeoSpace
We offer a complete ecosystem... Integrated systems enable the best and most complete experience allowing our customers full access to our solutions in a simple and tempestive manner. We work to offer a full digital operation delivering the best products and services for our clients with a very competitive cost to serve. 5 Individuals Corporate Income up to R$7 k Income from R$7 k to R$15 k Income over R$15 k or R$250 k in investments Over R$10 million in investments Microentrepreneurs Very small and small companies Middle and large companies Note: Itaú BBA also serves the Agro, Infrastructure and Energy, Tech, Real Estate, Multinational and Financial Institutions sectors. The values mentioned above for individuals refer to monthly income.
6 Acquiring (Laranjinha) Digital wallets, contactless payment and more than 50 brands. Loans 100% online through the app or at the branches. Mortgage Exclusive service and support throughout the process. And many more solutions for our customers! ... with the most complete portfolio of financial products and services Payments Payments and Receivables done fast and safe. A gente trabalha para o cliente Auto Loans Vehicle financing 100% online. Insurance Complete portfolio through own and third-party products (open platform), with physical or digital service. Pension Plans / Premium Bonds No loading fee Pension Plans / Premium Bonds prize draw twice a month, monthly, and annually. Asset Management Investment advisory and app connected to news, wallets, clients’ checking account and the support of the advisory team ((Ion). Investment Banking Specialized team dedicated to provide advisory in the capital markets. Derivatives We have the right solution for any scenario. Cash Management Complete cash management solution for institutional clients. Currency Exchange Complete platform to support clients’ travel needs, international payments and cash management. Payroll Loans Payment in fixed monthly installments, deducted directly from the paycheck. Credit Cards We have a card for each client profile. Bank Account Access to several services and benefits for Itaú customers. Fund Administration Complete portfolio through own and third-party products (open platform).
We serve clients how, when and where they want to be served 2.2 k Branches In-Person 11.4 k ATMs3 In Brazil and in our Other Latin American¹ operations WhatsApp E-mail Telephone Chat Click to human Bankline Mobile banking 100% of the features in the App Our footprint is constantly optimized by our clients’ behavior and needs Digital Interactions² in 3Q26 Corporate Remote Our clients choose how they want to be served... Individuals 98% (1) Chile, Paraguay and Uruguay. (2) It considers total financing contracts, transfers and payments made in all channels, except for cash. (3) Includes electronic service branches (ESBs) and service points at third-party locations. Do not consider Banco24Horas ATMs. 100% 7
Our commitment: to serve our clients where, when and how they want to be served The client is the focus of everything we do Access to the same type of service, independently of the channel Our team is obstinate in delighting clients... Robust innovation ecosystem based on clients needs ... and always pursue sustainable growth Broad coverage in measuring business NPS, as well as the experience of our products and services Structured feedback process focused on the evolution of our products and services Our clients' satisfaction is reflected in the high level of NPS from our digital application solutions ... that's why it's so important to listen to our clients Visits that connect leadership and frontliners in the whole country on a remote basis (1) Last 12 months. +67k¹ calls +640¹ Meetings between branch teams to improve the client experience +61k¹ Leaders calling to hear direct feedback from clients to understand their needs and potential improvement opportunities Products and Services The most complete product portfolio in the Brazilian financial sector, using data to provide the best offers Freedom to choose the type of relationship: we are a digital bank with the advantage of in-person service 8
9 Technology enables the best possible service to our customers 99% Quality 9M26 x 9M18 increase in the volume of change deployments and technology updates reduction in UX high- impact incidents reduction in the cost of single transactions 3,008% Speed 9M26 x 9M18 47% Cost 9M26 x 9M18 Quality Method Artificial Intelligence Hyper personalization Efficiency Speed Design experience as a discipline embedded in teams’ day-to-day activities Data fully integrated into our working and development methodology Products methodologies to develop products that customers love Technology modernization with a focus on fast problem resolution Clients + + AI-driven strategy that enhances efficiency and creates hyper- personalized journeys at scale 92% increase in the volume of generative AI initiatives in use at Itaú 9M26 x 9M25 Open innovation ecosystem for continuous evolution Methodology composed of integrated disciplines that leverage business competitiveness and the creation of the best experiences Itaú Intelligence Conversational Artificial Intelligence that interacts with clients across all products and services Pix on WhatsApp Wealth Specialist Itaú Emps Laranjinha+ Customer Service ia.i Conversational generative AI solutions focused on clients
10 We create value in a consistent way We are organized into multidisciplinary teams in the model of communities/tribes Team-work to understand our clients' needs and to offer what they need when they need them Digital and cultural transformation generates efficiency gains and competitiveness > 21k Employees > 2.9k Squads Process review, simplification and optimization, task automation, and data and analytics usage Ongoing activities and processes reviews to seek efficiency gains Strengthening culture The communities are made of employees from different areas such commercial departments, technology, operations, UX, among others
11 Our ESG strategy has evolved Our ESG Strategy is supported by a solid foundation of governance and conduct, focusing on three pillars of action: Diversity and development Promote diversity and inclusion, fostering the social and financial development of people and companies in favor of a fairer and more prosperous country. Sustainable finance Promote ESG integration into business strategies, through studies, advocacy, development of sustainable products and services and clients’ engagement, with a focus on opportunities for a sustainable economy. Climate transition Improve the resilience of our operations and deliver products and services that support clients in the transition to a low-carbon economy, with a focus on climate adaptation and mitigation. Governance and Conduct Our performance is underpinned by a solid foundation of management and business practices. We maintain a focus on material issues, ensuring transparency and accountability to the market and stakeholders.
12 A diverse team is essential... Women 53.6% of employees by the end of 2025 Black 30.4% of employees by the end of 2025 Leadership positions Goal: 35% to 40% Hiring flow Goal: >50% Full time employees¹ Goal: 27% to 30% Hiring flow Goal: >40% Notes: The indicators are included in our ESG 2025 Report and refer to December 2025. Considers only employees in Brazil. Information on employees from international units is available in each unit's reports. ¹Does not include apprentices and interns. ²Includes operations of Itaú Unibanco SA. ³Based on self-declaration in the Diversity Census. ESG strategic goals 36.1% In 2025 51.1% In 2025 29.5% In 2025 38.5% In 2025 5% people with disabilities² 10% LGBTI+³ Gender Race Age 31.4% Under 30 years old 62.3% Between 30 and 50 years old 6.3% Over 50 years old Retention 51.1% more than 5 years (8 years average) Workforce diversity profile
13 …to better understand and serve our clients Engage 100% of suppliers in ESG 1 List composed of 100 suppliers selected based on social, environmental, climate and governance risk criteria, in addition to the volume and relevance of contracts and the direct impact on the business. 2 Companies in which women hold more than 50% ownership of the share capital. By 2030, ensure the implementation of a Diversity and Inclusion census in the operations of 100% of audited suppliers. 47% achieved By 2026, to have the ESG questionnaire answered by 100% of our suppliers. 73% achieved By 2030, have 80% of our suppliers conducting emissions inventories of their operations. 56% achieved By 2030, conduct audits of 100% of our sensitive suppliers¹ for ESG criteria. 98% achieved By 2030, allocate R$34.7 billion in credit for women-led businesses² R$23 billion by the end of 2025 (66% achieved) By 2030, allocate R$15.0 billion in microcredit operations R$2.8 billion by the end of 2025 (19% achieved) By 2030, allocate R$67.1 billion in credit for Micro and Small businesses R$44.7 billion by the end of 2025 (67% achieved) ESG strategic goals
14 ¹ Scope 2 - By purchase choice.² Except for financed emissions and commuting (categories 15 and 7). Steel: 23% Aluminum 19% Coal: Phase-out Transportation: 44% Cement: 23% Electricity Generation: 63% Sectoral decarbonization goals Priority carbon-intensive sectors for aligning our portfolio with scenarios that limit climate change to 1.5°C. Reduce by 2030: Agriculture: 36% corn, 25% soy e 12% livestock Commitment Net Zero by 2050 We want to become a bank with net-zero carbon emissions By 2030, reduce 50% Our Scope 1 and 2¹ operational emissions 11.2% reduction 16,634 tCO2e (Baseline 2023: 18,738 tCO2e) By 2030, reduce 50% Our Scope 3² operational emissions Strategic Objectives 7.8% reduction 35,288 tCO2e (Baseline 2023: 38,263 tCO2e) We want to be the climate transition bank for our clients
15 The sustainability of our performance is reinforced by our commitments to positive impact... ESG strategic goals Financing in sectors with a positive impact of R$ 1 trillion by the end of 2030 Directed for credit operations and financing for the sustainable economy from 2020¹. 1 (1) As of Jan-25, new accounting criteria in line with advances in the sustainable finance taxonomy are considered. We allocated R$ 629.2 bn of resources to sustainable finance between Jan-20 e Aug-26 56.5% 44.6% 33.3% 62.9% Dec-23 Dec-24 Dec-25 Aug-26
16 ... and by the focus in sustainable value creation Average Cost of CapitalROE Recurring Managerial Result Value Creation Cost of Capital R$ billion 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 9M25 9M26 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 9M25 9M26 Increase of 19% in value creation 9M26 x 9M25
17 3Q26 R$33.3 bn Clients NII 2.2% 3Q26 vs. 2Q26 (R$ billion) 6.6% 3Q26 vs. 3Q25 We have been presenting higher revenue with a cost discipline... 23.4 25.6 28.2 31.2 3Q22 3Q23 3Q24 3Q25 3Q26 R$14.1 bn Commissions and insurance 0.2% 3Q26 vs. 2Q26 (R$ billion) 0.2% 3Q26 vs. 3Q25 3Q26 R$17.1 bn Non-interest expenses 2.4% 3Q26 vs. 2Q26 (R$ billion) 1.7% 3Q26 vs. 3Q25 3Q26 R$12.6 bn Recurring managerial result 1.7% 3Q26 vs. 2Q26 (R$ billion) 6.2% 3Q26 vs. 3Q25 3Q26 R$1.3 bn Market NII 42.3% 3Q26 vs. 2Q26 (R$ billion) 46.9% 3Q26 vs. 3Q25 3Q26 R$10.4 bn Cost of Credit 2.7% 3Q26 vs. 2Q26 (R$ billion) 10.2% 3Q26 vs. 3Q25 0.5 0.7 1.1 0.9 3Q22 3Q23 3Q24 3Q25 8.0 9.3 8.8 9.4 3Q22 3Q23 3Q24 3Q25 12.3 12.9 13.4 14.0 3Q22 3Q23 3Q24 3Q25 13.9 14.7 15.8 16.8 3Q22 3Q23 3Q24 3Q25 8.1 9.0 10.7 11.9 3Q22 3Q23 3Q24 3Q25 Note: The 2025 onwards results consider the application of Resolution 4,966. Figures up to 2023 do not reflect the reclassifications disclosed in 4Q25.
18 (1) Includes financial guarantees provided and private bonds; (2) Starting on 4Q24, 90 days NPL includes securities. Excluding the effect of credit sales (more details in the report “Management analysis of the operation and complete financial statements 3Q26”); (3) Considering the limit of 1.5% for AT1, according to CMN Res. No. 4,958. Without this limit, the Tier 1 Capital ratio would be 14.0% in Jun-26. (4) Deposits + Debentures + TVM Obligations + Loans and Transfers; From 4Q25, Repurchase Agreements involving third-party securities were incorporated. For better comparability, historical data has been reclassified. (5) LCR - Liquidity Coverage Ratio; (6) NSFR - Net Stable Funding Ratio. ...without overlooking risk management Credit Portfolio¹ 1,111 1,163 1,318 1,402 Sep-26 R$1,544 bn 1.4 % Sep-26 vs. Jun-26 10.2 % Sep-26 vs Sep-25 Sep-22 Sep-23 Sep-24 Sep-25 (R$ billion) 90 days NPL including securities 2.8 3.0 2.6 1.9 Sep-26² 2.0% 0.1 p.p. Sep-26 vs. Jun-26 Sep-22 Sep-23 Sep-24 Sep-25 (%) Funding4 1,216 1,328 1,441 1,570 Sep-26 R$1,779 bn 3.5 % Sep-26 vs. Jun-26 13.3 % Sep-26 vs Sep-25 Sep-22 Sep-23 Sep-24 Sep-25 (R$ billion) LCR5 158 188 225 219 Sep-26 205.8% 3.8 p.p. Sep-26 vs. Jun-26 12.9 p.p. Sep-26 vs Sep-25 Sep-22 Sep-23 Sep-24 Sep-25 (%) NSFR6 123 127 124 123 Sep-26 123.7% 1.6 p.p. Sep-26 vs. Jun-26 0.4 p.p. Sep-26 vs Sep-25 Sep-22 Sep-23 Sep-24 Sep-25 (%) Tier I capital ratio 13.2 14.6 15.2 14.8 Sep-26 14.2% 0.4 p.p. Sep-26 vs. Jun-26³ 0.6 p.p. Sep-26 vs Sep-25 Sep-22 Sep-23 Sep-24 Sep-25 (%) 0.1 p.p. Sep-26 vs Sep-25
19 One Itaú - one of the main levers in the short term to intensify relationships with our clients Individuals - More engagement and focus on being the clients’ primary bank Insurance More than 20 products and services offered at our open platform and more than 15 partners Potential growth in the sector and increase penetration in our individual and corporate client base throughout own and third-party products Continue growing with leadership in the large corporate business in both credit and capital market solutions CorporateItaú Shop Exploring possible growth paths in different businesses Corporate development – guarantee the most complete portfolio of products and services Beyond banking - Solutions platform that goes beyond the banking needs of our clients Corporate - Strength of client relationship Increase of client base, mainly for lower-revenue clients, through a new commercial proposal focused on delivering a digital operation with a specific value offer (Itaú Emps)
2026 Guidance 20(1) Includes financial guarantees provided and private securities; (2) Composed of expected loss expenses, discounts granted and recovery of loans written off as losses; (3) Commissions and fees (+) income from insurance, pension plan and premium bonds operations (+) expenses for claims. Previous Total credit portfolio¹ Credit portfolio - Brazil Financial margin with clients Cost of credit² Financial margin with the market Commissions and fees and results from insurance operations³ Non-interest expenses Effective tax rate Growth between 5.5% and 9.5% Growth between 6.5% and 10.5% Between 29.5% and 32.5% Growth between 1.5% and 5.5% Growth between 2.0% and 5.0% Between R$38.5 bn and R$43.5 bn Between R$2.5 bn and R$5.5 bn Growth between 5.0% and 9.0% New Maintained Maintained Maintained Maintained Maintained Maintained Between 28.0% and 29.0% Maintained
21 +55 (11) 2794-3547 | ri@itau-unibanco.com.br | www.itau.com.br/relacoes-com-investidores/en/ Investor Relations