institutional presentation 2nd quarter of 2020

Institutional Presentation

2nd 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

1

2

3

4

5

6

INDUSTRY OVERVIEW: MACROECONOMY AND FINANCIAL SYSTEM

SANTANDER BRASIL PROFILE

CORPORATE STRATEGY

OUR BUSINESSES

FINANCIAL HIGHLIGHTS

APPENDICES

-8.97

0.56

-12.04

-30

-20

-10

0

10

20

Industrial production Retail sales Volume of services

-3.55

0.90

3.905.20

10.67

2.31

K E Y A S P E C T S O F T H E BRAZILIAN MARKET

GDP (%)

SELIC RATE (%)

INFLATION (%)

FX (BRL/USD)

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

LOWEST LEVEL IN HISTORY

ANCHORED EXPECTATIONS

FREE FLOATING EXCHANGE RATE

2015 2Q201 ECONOMIC ACTIVITY PERFORMANCE

SOCIAL INDICATORS

+210MM

2Q20 BRAZILIAN

POPULATION

ESTIMATE

13.3%

2Q20

UNEMPLOYMENT

RATE

14.25

2.00

+110 bps2Q20 vs. 1Q20

+130 bps2Q20 vs. 2Q19

4Sources: Brazilian Central Bank and IBGE. ¹ Latest available data

17.815.7

C H A R A C T E R I S T I C S O F T H E

BRAZILIAN MARKET

PUBLIC PENSION REFORM AT THE STATE AND

MUNICIPAL LEVEL;

DECOUPLE AND DE-INDEX PUBLIC SPENDING;

RESTRUCTURE SOCIAL WELFARE BY REFINING

THE “BOLSA FAMÍLIA” PROGRAM;

CURB MANDATORY SPENDING;

TAX REFORM;

CREATION OF INCENTIVES TO INCREASE

NATIONAL SAVINGS;

TEMPORARY MEASURES TO COUNTER THE

ECONOMIC IMPACT OF COVID-19;PRIMARY BALANCE AND GROSS DEBT (% of GDP)

L A Y I N G T H E G R O U N D W O R K F O R

T H E E C O N O M I C R E B O U N D

TOTAL INVESTMENT (% of GDP)

2006 2019

BRAZIL RISK (CDS 5 years, bps)

CONTINUED LIQUIDITY IN THE GLOBAL

ECONOMY

5

2006 2019

Sources: Brazilian Central Bank and Santander

50

55

60

65

70

75

80

-4

-2

0

2

4

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

Primary balance Gross debt

102100

339 371 407 407 414309

19.2% 19.6% 19.4%17.2% 16.0%

9.5%

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

Reserve Requirement (R$ Billion)

Reserve Requirement/Total Deposit⁴

Deposits4;

37.5%

AuM

(Anbima);

53.4%

Other5;

9.2%

SOLID N A T I O N A L F I N A N C I A L S Y S T E M

BRAZILIANMARKET PROFILE

Concentrated

5 LARGEST BANKS

74% 72%

BIS RATIO²: 17.1%,

ABOVE THE 10.25%

REQUIRED BY THE

BRAZILIAN CENTRAL

BANK

COVERAGE RATIO³:

239.6%

TOTAL LOAN

+1.1%

R$ 3,625 bi

+7.8%

R$ 8,690 bi

TOTAL FUNDINGSolid

¹ As disclosed by each institution, as of June 2020. ² Brazilian Central Bank, as of December 2019. ³ Brazilian Central Bank, as of June 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)6

Q o Q

Q o Q

J U N - 2 0

J U N - 2 0

TOTAL LOAN SHARE

Loans¹ Deposits¹

56%

47%44%

53%

Public banks Private banks

Dec-15 Jun-20

87.5

78.8

Jun

-16

Oct

-16

Feb

-17

Jun

-17

Oct

-17

Feb

-18

Jun

-18

Oct

-18

Feb

-19

Jun

-19

Oct

-19

Feb

-20

Jun

-20

Business Confidence Index Consumer Confidence Index

46.5

27.3

19.2

Jun

-16

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

Household debt ratio Without mortgage loans Mortgage loans

2.9%

3.6%

2.0%

1%

2%

3%

4%

5%

Jun

-16

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

Total Individuals Corporate

B R A Z I L I A N F I N A N C I A L S Y S T E M PROFILE

PROVISION FOR LOAN LOSSES RATE – BY SEGMENT | BY INSTITUTION

HOUSEHOLD DEBT (%)

CONFIDENCE INDICES (points)

7¹ Sources: Brazilian Central Bank and FGV/IBRE

2.9%2.6%

3.1%

1%

2%

3%

4%

5%

Jun

-16

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

Total Public Private

1

2

3

4

5

6



CORPORATE STRATEGY

OUR BUSINESSES


APPENDICES

SANTANDER BRASIL’S C O N S O L I D A T E D F O O T P R I N T I N T H E B R A Z I L I A N M A R K E T

SANTANDER GROUP STARTS OPERATING IN

BRAZIL¹ THROUGH A

REPRESENTATIVE OFFICE

ACQUISITION OF BANCO GERAL DO COMÉRCIO

ACQUISITION OF BANCO

REAL


NORDESTE S.A.

ACQUISITION OF THE MERIDIONAL CONGLOMERATE

ACQUISITION OF BANESPA

(PRIVATIZATION)89% ACQUISITION

OF GETNET


BONSUCESSO CONSIGNADO

70% ACQUISITION OF RETURN

51% ACQUISITION OF LOOP

100% ACQUISITION OF GETNET

100% ACQUISITION OF RETURN

ACQUISITION OF SUPERDIGITAL

1970 1997 1998 2000 2007 2014 2016 2017 2018 2019

ACQUISITION OF OLÉ

CONSIGNADO

2020

INITIAL PUBLIC OFFERING

(IPO)

2009

VOLUNTARY EXCHANGE TENDER OFFER (“OPA”)

COMMERCIAL TRANSFORMATION NPS

PROFITABILITY AMONG THE BEST IN THE INDUSTRY

A NEW WAY OF DOING BUSINESS

INTEGRATION OF PLATFORMS

CONSOLIDATION OF DIFFERENT

BRANDS

9¹ In 1982 opened its first branch

BANK W I T H STRONG PRESENCE I N B R A Z I L

10

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 As of

December 2019. Source: 2016 GDP by Geographical Region – IBGE

Jun-20

26.8MM

Active customers

• 5.7MM loyal

customers (+5%)

• 14.5MM digital

customers (+14%) Loan Portfolio

R$ 383BI

• R$ 157Bi Individuals

• R$ 57Bi Consumer Finance

• R$ 47Bi SMEs

• R$ 123Bi Corporate

88.6%Loan portfolio/ Funding

from customers

~ 105BI

Market Capitalization

• Operating in all Brazilian

states

• 9.85% free float

• 46.3k employees

+ 7.9BI

Socio-environmental

business made viable¹

Southeast

South

Northeast

Mid-West + North

9.1% of Santander

branches

70.1% of Santander

branches

7.1% of Santander branches

13.9% of GDP2

54.9% of GDP2

16.4% of GDP2

14.7% of GDP2

26 Agri branches

13.7% of Santander branches

9 Agri branches

3 Agri branches

8 Prospera branches

2 Prospera branches

12 Prospera branches

2 Agri branches

77 Prospera

branches

C O R P O R A T E GOVERNANCE

SHAREHOLDERS MEETING

BOARD OFDIRECTORS (BOD)

ADVISORY COMMITTEES TO THE BOARD

EXECUTIVE COMMITTEE

FISCAL COMMITTEE

STRUCTURE

• EXECUTIVE COMMITTEE: COMPOSED OF CEO AND EXECUTIVE VICE-PRESIDENTS

• EXECUTIVE OFFICERS

ABOUT THE BOARD OF DIRECTORS (“BOD”)

FIVE OF THE NINE MEMBERS OF THE BOARD OF DIRECTORS ARE INDEPENDENT

THE POSITIONS OF CHAIRMAN OF THE BOARD OF DIRECTORS AND CHIEF EXECUTIVEOFFICER MAY NOT BE HELD BY THE SAME PERSON

BALANCE OF KNOWLEDGE AND RELEVANT EXPERIENCE

33% WOMEN ON THE BOARD OF DIRECTORS

COMPOSITION OF THE BOARD OF DIRECTORS (“BOD”) AND COMMITTEES

BOD

Advisory Committees to the Board

AuditNomination and

GovernanceCompensation

Risks and

ComplianceSustainability

# Members 9 3 3 3 4 5

Independent

Directors 5 1 2 2 2 1

Non-independent

Directors4 - - - 1 -

Independent

Members- 2 1 1 1 1

Non-independent

Members- - - - - 3

11

TECHNOLOGY A N D DIGITAL TRANSFORMATION S U P P O R T I N G O U R F U T U R E

SIMPLIFICATION OF PROCESSES AND TOOLS

BROADER RANGE OF PRODUCTS AND SERVICES 86% of total transactions

+ LAUNCHES

+ FUNCTIONALITIES

+ BUSINESS

DIGITAL CHANNELS

SECURE AND EFFICIENT SALES PLATFORMSONGOING IMPROVEMENT IN CUSTOMER

SERVICE

BETTER SALES INDICATORS “GENTE” LAUNCH

35% OF BANK SALES TAKE PLACE IN THE

DIGITAL ENVIRONMENT

ONLINE PURCHASE CARD ACCOUNTS

FOR 36% OF ALL BANK CARD

TRANSACTIONS

OUR ARTIFICIAL INTELLIGENCE, AVAILABLE FOR

OUR CUSTOMERS

17% OF MOBILE USERS HAVE ALREADY

INTERACTED WITH “GENTE”

NPS IN MOBILE BANKING AMONG INDIVIDUALS

WHO HAVE USED “GENTE” REACHED 76POINTS

12

S O L I D RISK C U L T U R E

G R O U P

GLOBAL RISK

CONTROL

PLATFORMS

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

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

ALL BUSINESS UNITS AND SUPPORT AREAS

PART OF SANTANDER´S DAILY BUSINESS

GENERATED, OWNED AND MANAGED BY THE BUSINESS

1st

LINE OF DEFENSE

RISKS 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

LOAN CONCENTRATION

RISKJUN-20

131%

7%11%

18%24%

LARGEST DEBTOR

10 LARGEST

20 LARGEST

50 LARGEST

100 LARGEST

W E A R E PA R T O F A LARGE GROUP

14

DIVERSIFIED PRESENCE ACROSS THREE

REGIONS ALLOWS FOR BETTER AND FASTER

EXECUTION

NORTH

AMERICA

U.S. AND

MEXICOSOUTH 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 | 1H20

SUBSIDIARY MODEL WITH LIQUIDITY AND

CAPITAL AUTONOMY LIMITS THE POSSIBILITY

OF CONTAGION BETWEEN GROUP UNITS,

REDUCING SYSTEMIC RISK

Europe,

35%

South

America,

45%

North

America,

20%

BRAZIL CONTRIBUTED TO 32%OF GROUP’S 1H20 RESULTS

1H20

ASSETS 1,572, 881

CUSTOMERS LOAN(NET)

934,796

TOTAL EQUITY 91,859

UNDERLYING ATTRIBUTABLE PROFIT

1,908

BRANCHES 11,847

EMPLOYEES 194,284

LOYAL CUSTOMERS (MILLION) 21.5

EUR million

1

2

3

4

5

6



CORPORATE STRATEGY

OUR BUSINESSES


APPENDICES

O U R STRATEGIC PRIORITIES A R E B A S E D O N 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

RECURRENCE AND CAPITAL DISCIPLINE |

CREATING SHAREHOLDER VALUE

BUILDING A SUSTAINABLE BUSINESS |

RESPONSIBLE BANKING

DOING BUSINESS WHILE

CONTRIBUTING TO THE

ECONOMIC AND

SOCIAL PROGRESS OF

COMMUNITIES

MAINTAIN LIQUIDITY

AND CAPITAL

DISCIPLINE TO

GENERATE

SUSTAINABLE AND

PROFITABLE RESULTS,

WITH SOLID RISK

MANAGEMENT AND

RIGOROUS COST

CONTROL

OUR PURPOSE IS TO HELP PEOPLE AND BUSINESSES PROSPER

PREFERENCE AND LOYALTY |

CUSTOMER-FOCUSED

PROVIDE SUITABLE

OFFERS TO MEET

CUSTOMERS’ NEEDS,

WHILE DELIVERING A

STATE-OF-THE-ART

CUSTOMER SERVICE

EXPERIENCE

OURCOMMUNITIES

OURSHAREHOLDERS

OURCUSTOMERS

OURPEOPLE

16

NEW WAY OF WORKING

ADAPTING TO PROTOCOLS

A CULTURE THAT SUPPORTS

OUR PEOPLE

17

25%BLACK EMPLOYEES

13TH SALARY PAID IN APRIL AND PROFIT-SHARING PAYMENT ADVANCE

33%WOMEN IN THE BOARD

OF DIRECTORS

WE VALUE DIVERSITY

FINANCIAL SUPPORT

WE ARE ONE OF THE BEST COMPANIES TO

WORK FOR

WOMANETHNIC-RACIAL

HIGHLIGHT FOR THE 2ND

CONSECUTIVE YEAR

ETHNIC-RACIALBEST COMPANY IN THE

FINANCIAL SECTOR

OURPEOPLE

CUSTOMER-FOCUSED B U S I N E S S M O D E L

CONTINUOUS BUSINESS

IMPROVEMENTSERVICE

CUSTOMER JOURNEYDIGITALIZATION

SATISFACTION

SERVICE SPECIALIZATION

SPECIALTY STORES

SIMPLIFYING PROCESSES AND SERVICES

-28% LEAD TIME TO ORIGINATE MORTGAGE LOANS (YoY)

APPROPRIATE OFFERS FOR CUSTOMER PROFILE

INNOVATION

PIONEERS IN PUBLICLY DISCLOSING THE NPS

61 POINTS (+3 POINTS YoY)

~2MM REQUESTS PER MONTH

LEADERS IN SATISFACTION,

ACCORDING TO IBOPE¹

RAPID ADAPTATION TO A NEW WAY OF WORKING

DIGITAL CHANNELS

PRODUCTIVITY CULTURE OF BRANCHESCLUSTERS

IMPLEMENTATION OF DISRUPTIVE TECHNOLOGIES

ONE PAY-FX BLOCKCHAIN

COMMERCIAL STRATEGY REALIGNMENT

+18% IN TOTAL LOAN AGREEMENTS IN THE QUARTER

NPS

PART OF THE ORGANIZATION’S KPIS

EXECUTIVE EXPERIENCE IN BUILDING HIGH SATISFACTION LEVELS

1INCREASE CUSTOMER SATISFACTION

SUSTAINABLE EXPANSION OF OUR CUSTOMER BASE

2

MARKET SHARE GROWTH IN STRATEGIC PRODUCTS AND SERVICES

3

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

18

C R E A T I N G SHAREHOLDER VALUE

ROBUST ECOSYSTEM AS A VALUE GENERATION TOOL

•CROSS-SELLECOSYSTEMS: (i) AUTO

(ii) PAYMENTS

•NEW INITIATIVES

•WHOLESALE ENHANCEMENT

(i) CAPITAL MARKETS(ii) ENERGY AND COMMODITIES

DESKS

SOLID BALANCE SHEET AND ASSET QUALITY

PREDICTIVE RISK MODELS THAT ENABLE FAST ADJUSTMENT TO DIFFERENT CIRCUMSTANCES

•FOCUS ON LOWER RISK PRODUCTS

• INDIVIDUALS COLLATERALIZED LOAN PORTFOLIO+ PAYROLL LOANS/ INDIVIDUALS LOAN

PORTFOLIO

% +437bps QoQ

OPERATIONAL EXCELLENCE BY INDUSTRIALIZING THE VALUE

CHAIN

•LOWER UNIT COST PER SERVICE

•DIGITAL TRANSFORMATION

%REWORK IN BUSINESS

ACCOUNT OPENINGS AT OUR BRANCHES

SUSTAINABLE RESULTS AND SOLID PROFITABIL IT Y19

OURSHAREHOLDERS

RESPONSIBLE BANKING A M I D A N E W B U S I N E S S E N V I R O N M E N T

CONTRIBUTING TO BUILD A SOCIETYWITH INCLUSIVE AND SUSTAINABLEGROWTH IS PART OF OUR DNA

R$ 7.9Bi Socio-

environmental business made

viable in the year2

R$1.2Bi credit for

microentrepreneurs (Prospera Santander

Microfinance)

30K Scholarships

granted3

68KParticipations

in financialeducation programs

Committed to TOMORROW

As of June 2020. 1Local Goal. 2Considers 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). 3Since 2015

Green

and

Transition

Bonds

37%

Project Finance

34%

Microfinance

17%

Renewable energy

6%

Others 6%

20

GOAL

ACHIEVEMENT

OURCOMMUNITIES

100% of renewable energy

consumptionby 2025

Elimination of single-use plastic of our

operations by 2020

30% of Womenin executive

leadership roles by 20211(1st stage: administrative

centers; 2nd stage: branches)

34% 27%100%

1st stage: administrative

centers

1ST CBIOS DEAL

SUSTAINABLE BUSINESS INITIATIVES

1ST GREEN BOND ISSUANCE

IN THE TRANSPORTATION AND LOGISTICS INDUSTRY

LAUNCH OF THE “SANTANDER GO”

FUND

21

OURCOMMUNITIES

1ST ESG-LINKED LOAN

PIONEERS IN

STRUCTURING THE

ISSUANCE OF

DESCARBONIZATION CREDITS

(“CBIOs”) – A BIOFUEL-

INDUSTRY FINANCIAL

PRODUCT TRADED ON THE

EXCHANGE

1ST LOAN IN THE

BRAZILIAN MARKET

WITH INTEREST RATES

PEGGED TO

SUSTAINABLE GOALS

LEADERSHIP AS GLOBAL

COORDINATOR AND

SUSTAINABILITY

ADVISOR FOR THE

ISSUANCE OF GREEN BONDS

ESG-FOCUSED FUND IN

PARTNERSHIP WITH THE

ASSET MANAGER ROBECO,

FOCUSING ON COMPANIES

THAT HAVE SOLID

SUSTAINABILITY CRITERIA

“PLANO AMAZÔNIA “10 MEASURES AIMED AT SUSTAINABLE

DEVELOPMENT OF THE AMAZON

REGION

PLAN TO PROMOTE SUSTAINABLE

DEVELOPMENT OF THE AMAZON BY THE THREE

LARGEST PRIVATE BANKS IN THE COUNTRY

1

2

3

4

5

6



CORPORATE STRATEGY

OUR BUSINESSES


APPENDICES

SCALABLE A N D D I V E R S I F I E D BUSINESS MODEL A C R O S S A L L O P E R A T I N G U N I T S

COMMERCIAL BANKING WHOLESALE BANKING

INDIVIDUALS“SANTANDER

FINANCIAMENTOS”SMEs CORPORATE SCIB

CONSUMER FINANCE

CORPORATE

SMEs

CONSUMER FINANCE

INDIVIDUALS

TOTAL CREDIT PORTFOLIO

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

PRODUCT AND SEGMENT BREAKDOWN (share in total loans)

INDIVIDUALS CONSUMER FINANCE

CORPORATE

23

JUN-20R$ billion

Leasing/Vehicles; 2%

Credit Card;

19%

Payroll Loans;

29%Mortgage loans;

24%

Agricultural

loans; 4%

Personal Loans

and Others; 22%

Vehicles; 91%

Others; 9%Leasing/Vehicles; 2% Agricultural Loans; 4%

Foreign Trade;

25%

Onlending; 6%

Mortgage Loans;

1%

Working

Capital and

Others; 62%

45% 41%

17% 15%

12% 12%

27% 32%

317.6 382.9

Jun-19 Jun-20

M O R E T H A N 26.8 M M A C T I V E CUSTOMERS S E R V E D B Y O U R B U S I N E S S

5.7MMLoyal

customers

14.5MMDigital

customers

///

REMOTE

PHYSICALDIGITAL

COMPLETE SERVICE INFRASTRUCTURE

24

+40% E-COMMERCE

SALES YoY²

3.5MM CALLS

MADE TO THE CALL

CENTER / MONTH

7% CHANNEL

SALES

35% CHANNEL SALES

56% CHANNEL

SALES

1.3MM CURRENT

ACCOUNT HOLDERS

AT OUR STORES

DURING PEAK DAY1

As of June 2020. ¹Average 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 1H20 vs. 1H19

CREDIT AND DEBIT CARDSOLÉ CONSIGNADO (PAYROLL LOANS)

CONSUMER FINANCE PAYROLL AND SAVINGS

ACCOUNTS LENDING PRODUCTS

INVESTMENT“CONSÓRCIO”

CAPITALIZATIONINSURANCE

GETNET AND SUPERDIGITAL CUSTOMIZED PRODUCTS

CAPITAL MARKETS ADVISORY

PRODUCT PORTFOLIO

+5% YoY

+14% YoY

S E G M E N TA T I O N TA I L O R E D T O T H E R E A L I T Y O F

O U R CUSTOMERS

Santander | Private Banking

Santander | Select

Santander | Van Gogh

Santander

Investments above R$ 5MM

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

RELATIONSHIP | SEGMENT-ORIENTED VALUE PROPOSITIONS FOR INDIVIDUALS

RELATIONSHIP | SEGMENT-ORIENTED VALUE PROPOSITIONS FOR BUSINESSES

SCIB(Santander Corporate &

Investment Banking)

Negócios Agência

Empresas PoloEmpresas Núcleos

Corporate

Negócios MEI

WHOLESALE

SMEs

(up to R$ 81k in revenue)

(up to R$ 3MM in revenue)



25¹ It includes R$ 30,000 in investments

26

MARKET SHARE¹

F U N D I N G

11.1%

L O A N

10.6%

PROJECT FINANCE³

WHOLESALELEADERSHIP POSITION

1ST

FOREIGN EXCHANGE41ST

DERIVATIVES52ND

FINANCIAL ADVISOR

2020: Latam7

M&A LATAM62ND

SPEED TO INNOVATE AND REINVENT

AUTO ECOSYSTEM

“TROCA + TROCO” CAR DELIVERY

CUSTOMER SELLS THE

CURRENT FINANCED VEHICLE,

FINANCES THE PURCHASE OF

A CHEAPER ONE, AND

POCKETS THE DIFFERENCE

CUSTOMER PURCHASES

THE VEHICLE AT A

PARTNER STORE, AND IT

GETS DELIVERED TO

HIS/HER HOME

6.99% p.a.

JUL-20

ORIGINATION

MoM

+46%

MORTGAGE “USECASA”

(HOME EQUITY)

R$ 2.0BiLOAN BOOK

(JUN-20)

VEHICLES ORIGINATION²

JUL-20 MoM+16%INTEREST RATE

JUN-20

MORTGAGEVEHICLES

INDIVIDUALSSMEsPAYROLL LOANS

5.8%

+11bps YoY

25.3%

+7bps YoY

11.4%

+79bps YoY

9.4%

+101bps YoY

¹ Source: Brazilian Central Bank, as of June 2020. It refers to portfolio book. ² It includes Individuals and Corporate. ³ According to Dealogic as Global Financial Advisor for deals announced

in Brazil and in the international market, and according to ANBIMA as Financing Advisor for transaction amounts and number of deals. 4 Brazilian Central Bank, as of 5M20. 5 B3, as of

5M20. 6 Deal announced. 7 LatinFinance

WELL POSITIONED TO CAPTURE NEW OPPORTUNITIES

W I T H I N T E G R A T E D

S O L U T I O N S F O R

O U R C U S T O M E R S E-COMMERCE

1.6MM POS DEVICES

18% YoY

TURNOVER

22% YoY

PRE-PAYMENT

13% YoY

ACTIVE BASE

GETNET A S A B U S I N E S S P L A T F O R M

+45% YoY

PHYSICAL

PRICING TECHNOLOGY BANKING ADDED VALUE LOWER COST PER

TRANSACTION

27

ONLINE STORE

QR CODE FOR EMERGENCY AID

ADDITIONAL POS DEVICES FOR DELIVERY SALES

15%MARKET SHAREAMBITION TO ACHIEVE A TURNOVER OF UP TO IN 2020

Consulting

Conciliation

Bank Slip

Debit/Credit

Recurrence

Safe

Antifraud

Checkout

MarketplaceSolution

Digital Platform for SMEs

LEVERAGING O U R E C O S Y S T E M T H R O U G H

NEW BUSINESSES

DEBT RENEGOTIATION PLATFORM

AUTO INSURANCE CORPORATE BENEFITS

MARKETPLACE OFFERING VOUCHERS AND

FORGING PARTNERSHIPS

CREDIT PLATFORM WITH CUSTOMIZED OFFERS

FOR INDIVIDUALS

LAUNCH: 2019

CUSTOMERS: +2MM

LOAN PORTFOLIO

VOLUME: R$ 400MM

LAUNCH: 2019 LAUNCH: 2019 LAUNCH: 2020

CUSTOMERS: 2MM PARTNER ESTABLISHMENTS: 300K

FULLY DIGITAL BUSINESSES | BREAKEVEN IN 2020

VOLUME: R$ 187MM

CONSUMER FINANCE PENETRATION: 15.3%

CARDS ISSUED: 140kRENEGOTIATIONS

28As of June 2020

1

2

3

4

5

6



CORPORATE STRATEGY

OUR BUSINESSES

OUR HIGHLIGHTS

APPENDICES

(R$ million) 6M20 6M19 % 12M 2Q20 1Q20 % 3M

Net Interest Income 26,275 23,300 12.8% 13,620 12,655 7.6%

Fees 8,584 9,152 -6.2% 4,102 4,482 -8.5%

Total Revenues 34,859 32,451 7.4% 17,722 17,138 3.4%

Allowance for Loan Losses -6,758 -5,964 13.3% -3,334 -3,424 -2.6%

General Expenses -10,483 -10,303 1.7% -5,191 -5,293 -1.9%

Others -5,997 -5,838 2.7% -3,142 -2,856 10.0%

Profit Before Taxes 11,621 10,346 12.3% 6,055 5,566 8.8%

Taxes and Minority Interest -3,872 -3,226 20.0% -2,159 -1,713 26.1%

Net Income w/o extraordinary provision 7,749 7,120 8.8% 3,896 3,853 1.1%

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

Taxes 1,440 - - 1,440 - -

Net Income 5,989 7,120 -15.9% 2,136 3,853 -44.6%

30

2Q20 RESULTS HIGHLIGHTS

RESULT

(R$ million) 6M20 % 12M % 3M

Customers 21,862 3.1% 1.8%

Product NII 20,909 5.4% 4.4%

Volume 377,755 20.4% 7.8%

Spread 11.1% -1.7 p.p -0.4 p.p

Working Capital 953 -29.5% -41.7%

Market activities 4,413 109.8% 42.1%

Net Interest Income 26,275 12.8% 7.6%

21,196 21,862

2,104 4,413

23,300

26,275

1H19 1H20

NIIGROWING IN CUSTOMERS AND MARKET ACTIVITIES

13%8%

CUSTOMERS NII


13%

10,868 10,833 11,029

1,147 1,823 2,591

12,015 12,655

13,620

2Q19 1Q20 2Q20

NET INTEREST INCOME (R$ million)

MARKET NII

31

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

Individuals 157,002 11.0% -0.2%

Consumer finance 56,732 6.7% -4.1%

SMEs 46,556 27.3% 5.6%

Corporate 122,587 41.8% 3.9%

Total 382,877 20.5% 1.2%

Other transactions1 83,872 9.6% -1.2%

Expanded portfolio 466,749 18.4% 0.7%

CREDIT PORTFOLIO (R$ billion)

¹ Includes debentures, FIDC, CRI, international distribution promissory notes, promissory notes, acquiring activity-related assets, as well as sureties and guarantees

PORTFOLIOHIGHLIGHTED BY CORPORATE AND SME LOANS

INDIVIDUALS COLLATERALIZED LOAN PORTFOLIO+

PAYROLL LOANS/ INDIVIDUALS LOAN PORTFOLIO

YoY QoQ+437bps+636bps


21%1%

44.5% 41.6% 41.0%

16.7%15.6% 14.8%

27.2% 31.2% 32.0%

11.5% 11.7% 12.2%

317.6 378.5 382.9

Jun/19 Mar/20 Jun/20

Individuals Consumer finance

Corporate SMEs

DESTINATION OF

GOVERNMENT PROGRAMS

FOR SMEsBi

%

32

LOAN PAYMENT DEFERRAL

13% OF OUR TOTAL LOAN

PORTFOLIO

R$ 49.8PORTFOLIO

ACCOUNTS FOR

DEFERRAL PORTFOLIO PROFILE

83%OF CUSTOMERS WHO HAVE

JOINED THE PROGRAM EXTENDED

THEIR LOANS BY ONLY 60 DAYS

91%RATED AA-C

52% COLLATERALIZED

A D D R E S S I N G T H E NEEDS OF OUR CUSTOMERS

77%

23%

Individuals

Corporate & SMEs

33

57%

42%

1%

Mortgage

Consumer Finance/Vehicles

Others

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

Demand deposits 39,497 92.5% 16.1%

Savings deposits 55,756 19.7% 11.1%

Time deposits 256,866 30.2% 19.6%

Financial Bills 22,443 -33.2% -20.7%

Others¹ 57,734 7.9% -0.7%

Funding from customers 432,294 23.0% 12.2%

- Reserve requirement -57,132 -23.7% 18.6%

Others 90,184 17.0% -1.5%

Total Funding - balance 465,347 31.6% 8.5%

Assets under management

(AuM)363,862 15.5% 4.7%

Total Funding + AuM 829,209 24.0% 6.8%

FUNDINGSTRONG INVESTMENT MOVEMENT

FUNDING FROM CUSTOMERS (R$ billion)

23% 12%


351.5

385.4

432.3


1 Including debentures, real estate credit notes (LCI), agricultural credit notes (LCA), secured real estate notes (LIG) and structured transaction certificates (COE)34

(R$ million) 6M20 % 12M % 3M

Cards 2,632 -16.5% -12.1%

Current account 1,886 1.4% -0.2%

Insurance 1,464 -3.3% -4.6%

Asset management 478 -7.4% -10.0%

Lending operations 670 0.7% -15.5%

Collection services 718 -4.6% -8.7%

Securities brokerage and

placement 477 0.0% -15.8%

Others 258 20.8% -14.5%

Total 8,584 -6.2% -8.5%

FEESIMPACTED BY TRANSACTIONALITY IN THE PERIOD

FEES (R$ million)


-11% -8% -6%

4,623 4,482

4,102

2Q19 1Q20 2Q20

9,152 8,584

1H19 1H20

35

FROM 15 TO 90 DAYS

5.8% 5.7%5.2%

6.0%

4.2%4.2% 4.1% 3.9% 4.1%

2.7%

1.9% 1.7% 1.9% 1.6% 1.1%

Jun/19 Sep/19 Dec/19 Mar/20 Jun/20

191% 194%

272%


LOAN PORTFOLIO QUALITY

NPL INDICATORS COVERAGE RATIO

OVER 90 DAYS OVER 90 DAYS


CONTINUOUS FINE-TUNING OF OUR RISK MODELS

Individuals Total Corporate & SMEs

1.8% 1.5% 1.3%1.6%

1.2%

3.9% 4.1% 4.0% 4.0%3.5%

3.0% 3.0% 2.9% 3.0%2.4%

Jun/19 Sep/19 Dec/19 Mar/20 Jun/20

36

3.4% 3.2% 3.1%

6.0%

INDICATORS UNDER CONTROL TO FACE THE PRESENT SCENARIO2Q20 RESULTS

HIGHLIGHTS

3.3%3.2%4.7%

LOAN PORTFOLIO QUALITY

(590) (513) (711)

3,682 3,936 4,045

3,092 3,424

2Q19 1Q20 2Q20

(1,036) (1,223)

6,9997,981

5,964

1H19 1H20

3,200

3,200

9,958

6,534

Provisions for loan losses Recovery of written-off loans Cost of credit

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

Cost of credit w/o extraordinary provision

37

38.1%37.2%

35.7%

2Q19 1Q20 2Q20

GENERAL EXPENSES (R$ million)

ADMINISTRATIVES AND PERSONNEL EXPENSES COMPOSITION (R$ million)

EFFICIENCY RATIO EVOLUTION


0%-2%

2%

DILIGENT COST MANAGEMENT LEADS TO THE BEST EFFICIENCY RATIO IN OUR HISTORY

4,607 4,667 4,540

594 626 651

5,201 5,293 5,191

2Q19 1Q20 2Q20

9,130 9,207

1,1741,277

10,303 10,483

1H19 1H20

Personnel Expenses Administratives Expenses

4,467 4,621

4,663 4,585

9,130 9,207

1H19 1H20

2,314 2,308

2,353 2,232

4,667 4,540

1Q20 2Q20

Depreciation and amortization

Administratives and Personnel Expenses

1%-3%

38

90.4%98.2%

88.6%


LOAN PORTFOLIO/ FUNDING FROM CUSTOMERS


BIS RATIO

BALANCE SHEET STRENGTH

16.2%

13.8%14.4%

14.0%

11.4%11.9%


BIS ratio CET1

39

INDICATORSEFFICIENCY RATIO


RECURRENCE RATIO

38.1%37.2%

35.7%

2Q19 1Q20 2Q20

-2.4 pp

YoY

-9.9 pp

YoY

w/o extraordinary provision

1.8% 1.7% 1.6%

2Q19 1Q20 2Q20

-0.9 pp

YoY

ROAA ROAE

21.3% 22.3% 21.9%

2Q19 1Q20 2Q20

-9.3 pp

YoY12.0%0.9%

88.9% 84.7%79.0%

2Q19 1Q20 2Q20

40

1

2

3

4

5

6



CORPORATE STRATEGY

OUR BUSINESSES


APPENDICES

10.8%11.3% 11.5%

12.5%

Market Share in Turnover¹

CARDSTURNOVERR$ billion

GETNET

TRANSACTIONSmillion

MORTGAGES

LOAN TO VALUE

ORIGINATION BY DISTRIBUTION CHANNEL

TURNOVERR$ billion

TRANSACTIONSmillion

39.7 40.1 44.3 38.231.7

17.5 18.322.3

19.2

15.6

57.3 58.466.6

57.4

47.3

2Q19 3Q19 4Q19 1Q20 2Q20

Debit Credit

361.9 377.3 385.7 325.3 274.4

319.3 323.5 322.7292.1

266.7

681.2 700.8 708.4617.4

541.1

2Q19 3Q19 4Q19 1Q20 2Q20

Debit Credit

29.0 32.0 36.5 36.7 34.1

17.9 19.9

24.6 22.5 18.4

46.951.9

61.1 59.252.5

2Q19 3Q19 4Q19 1Q20 2Q20

Debit Credit

247.6 279.0 311.8 308.0 249.4

322.8353.7

418.2 375.4289.1

570.4632.7

730.0683.4

538.4

2Q19 3Q19 4Q19 1Q20 2Q20

Debit Credit

¹ Source: ABECS – Monitor Bandeiras

49% 49% 49% 50% 51%

62% 63% 63% 63% 68%

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

Origination (quartely average)

Loan Portfolio

60% 60% 61% 58% 51%

20% 13% 11% 8%10%

12%14% 17% 20% 28%

8% 13% 12% 14% 12%

2Q19 3Q19 4Q19 1Q20 2Q20

Digital Brokers Transfers to Homebuilders Branches

42

R E S E R V E R E Q U I R E M E N T

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%

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 Rate43

Our purpose is to help people and

businesses prosper

Investor Relations (Brazil)

Av. Presidente Juscelino Kubitschek, 2,235,

26th floor

São Paulo | SP | Brasil | 04543-011

Phone: 55 11 3553 3300

E-mails: [email protected]

[email protected]

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

Simple | Personal | Fair

institutional presentation 2nd quarter of 2020

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