#1RESULTS Santander 1ST QUARTER 2022 (BR GAAP) 33333 1923 3333#2. Disclaimer • 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. 2#3Our ability to anticipate trends Reassessing higher risk portfolios since 4Q21, due to macro conditions: -Higher inflation and rates; -Weak GDP; -Impact on disposable income Loan Portfolio (Total) 4Q21 vs 3Q21 1Q22 vs 4Q21 -1.6% -0.6% +2.8% -2.6p.p. Financial system +5.4% ex- FX Solid business performance Growth-oriented culture: ● capacity to react to signals risk management culture Keep expanding 67% our secured businesses collateralized individuals loan portfolio Home Equity 23.4% Auto finance 46% market share LTV Feb/22 +28% YoY credit cards fees IC CI.K. 701 3#4sustaining our ambition to be the Best Financial Services Consumer Company in Brazil VO ԲԱՆԱԱՐԴՇԻ RECE SANTANDER M TA 8 T B IINA PU W NA ONL W HE H T T 7 TH B B N H To 4#5Focus on four interconnected pillars: £☆ Customer centricity Custo mer We will incorporate the customer-advocacy mindset into everything we do Client experience throughout the entire consumer cycle Designing strong and more integrated sales channels Improving our customer's ability to self-serve IIIIII Developing dynamic and personalized pricing models based on more intelligent CRM data and segmentation Shifting our orientation, from the typical banking classic 'product push' to 'consumer pull', customer experience Culture People ture A truly horizontal culture Key pillars: Empowerment Meritocracy Diversity All areas 'think and act' as business units • 1st financial services platform to launch NPS on a full scale All employees are salespersons to understand and serve our customers 5#6Focus on four interconnected pillars: 00 Sales channels Distribution Chan nels Aim to build the best sales platform in Brazil Integrated sale and post-sale offering Customers served 24x7 however they want Omni-channel approach Digital channel key pillar for our integrated, multi- channel offering Physical channel competitive advantage versus digital peers; redesigning our store of the future; bank-to-go Remote sales channel from "customer support" to powerful cost-efficient sales channel External channel exponential growth into several new regions in Brazil Innovation Capital Capitano vation 1 Among the private-sector banks TransferNowPay Later "Divide Pix" Pioneering the launch of installment credit 90% of "Divide Pix" users are new borrowers Home-Equity Market leaders¹ 23.4% total market share SMES SX integra: digital channel for supply-chain financing Capital: solid shareholders returns and payouts One of the best ROE globally 6#7Agenda 2 3 Strategic Update 1Q22 Results Highlights Takeaways Bereny COURSA ESPANC Santander 7#8" BE THE 00 ୦୯୬ Loan Portfolio R$ 455Bi +7% YoY Revenues R$ 19Bi +4% YOY Consistently high profitability, generating benchmark shareholder returns Efficiency 36.0% +1.8 p.p. YoY al Net Profit R$ 4.0Bi +1.3% YoY IIIIII Shareholders Customers People Communities B 2 10 BO ROAE 21.3% 20.6% 20.7% 2.4% R$ " " " " " E 4 " " " IN " " " " B " IN " " B " " " " " " " " " " " T " " " " " " B 1T20 Dividend Yield 8.0% 5.6% 1T21 1T22 0.24 0.80 Div/Share 0.45 1T20 1Q20 1T21 1Q21 1T22 1Q22 8#9IIIIII Shareholders Customers People Communities IIIIII Consistently adding more clients Customers (million) 5.8million YOY 53.4 Revenues per Customer YoY 54.8 accelerating our client acquisition Thousands/month iiiiiiiiii 49.0 6.6 Mar/21 Total iiii +7% YoY 940.6 +69% YoY 632.4 556.8 +133% YoY 8.3 271.3 7.9 +12% YoY Dec/21 Mar/22 Customers with 6 or more products Customer base growth YoY +12% +8% Total Active +17% +27% Digital with 6 or more products Mar/21 Mar/22 -Total -Digital Through 67% digital channels 9#10Enhanced customer experience boosts loyalty and profitability per customer B 10 B + active customers B ☐ IN 70%+ become active customers within four months Revenue generated from active customers grows by 15% YoY +33% sales on the digital channel YoY Shareholders Customers People Communities + loyalty Customers with 6 or more products Account for 27% of all active customers (+4 p.p. YoY) 25% of newly-acquired customers are loyal¹ Revenue from loyal customers is 5.6x higher than from non-loyal customers strengthened by a complete integration of our platforms 1 Based on the last six-month average 10#11Serving our customers whenever and wherever they want Physical channel our stores Digital channel our apps 15million flow of people in our stores/month 517million visits/month1 Sales channels Shareholders Customers People Communities (8)) Remote channel sales and post-sales hubs 20million visits/month External channel our expanded footprint Available in 2,020 regions 50% are non-customers Bank to Go 22k contracts in Mar/22 Ambition of more than 200k contracts in 2022 17% of newly-acquired customers are unbanked 92% of Bank transactions occur via digital channels +3million sales/month From call center to sales channel ~800k product sales/month 49% of the services are made out of 9a.m. until 4p.m. representing 36% of Brazilian municipalities 22k active promoters +R$ 1 billion contracts/month 1 Website, IB and APP visit 11#12T $3 Innovation and capital Shareholders Customers People Communities Offerings targeting each customer profile, as evidenced by the commercial activity Products sold in retail #Amount millions +25% 8.2 10.3 1Q21 1Q22 Cards R$82Bi 1Q22 Total turnover 95% of new card customers are account holders 1Q22 Toro +90k customers Desendivida Addressing our customers' needs in 1Q22 +227% YoY active accounts Adhesion of more than 250k customers " 10 1 " TT " " B " " ESG Social and environmental businesses R$ 5.2Bi¹ Agro ecosystem Gira R$ 2.0Bi (+47% YoY) Prospera portfolio WayCarbon Commodities CBIOS 56% market share Considering origination in low-carbon agribusiness lines, renewable energy (from photovoltaic panels to large infrastructure projects), sanitation, microcredit, sustainable wholesale financing, and sustainable green bond issuances I 12#13Improved end-to-end journey focus on productivity and speed Capacity Cloud 76% of our operations Volume 10Bi transactions/month +13% YoY 196-09 SA-THE 1BETMH-PH 9:41 $3 Innovation and capital Shareholders Customers People Communities 33333 >>> Process Simplification Quick Delivery Digital origination Lead time -20% YoY 74% of personal loan sales (from 22 to 18 business days) Issuance of mortgage loans EX Cost to serve GRIENCE Digital customer R$/month 42.6 -25% YoY 39.8 33.9 30.1 22.6 13 Mar/18 Mar/19 Mar/20 Mar/21 Feb/22#14IIIIII Customer centricity as a foundation for our growth Customer centricity B N Shareholders Customers People Communities NPS 57 points 11 million annual rating requests daily measurements all sales channels all products Conversion from detractor to promoter +78% Revenue growth Revenue from a loyal and promoter customer 08 +7x higher than the Bank's total average revenue per customer NPS 1Q22 Mortgage: 80 points Credit cards: 85 points Ambition to reach NPS +60 points in 2022 + 4 + + +4 14#15་་་ Unique culture, represented by our people and recognized by the market Diversity & Inclusion Ambition 31.1% Women in 27.8% 27.3% Black 40% leadership roles employees Dec/25 Empowered by a new set of corporate behaviors Think customer Culture Shareholders Customers People Communities & E 10 " " " " B AT Culture & Leadership 68 186 Women in board of directors +2.9k (+13% YoY) courses held within 12 months 72.6% administered by our own employees Move together Speak up Embrace change Act now Santander " " B T T 15 H 4#16Transforming society through our people " " " " " E T " " " T T " " " " B T " " B " " B " " " B " " " B B T " " " " " で ESG Shareholders Customers People Communities T 4 " " E S G Carbon neutral since 2010 Largest urban photovoltaic generation plant R$280 million + of loans granted to sustainable cultures in the Amazon since 2021 +77k higher education scholarships awarded since 2015 2021 GPTW, featured in: national ranking, women, LGBTQI+, financial institution, ethnic-racial and 50+ Ambitions Eradication of single-use plastic consumption 100% of internal energy usage from renewable sources Net Zero scope 3 Progress Target 78% 2025 2050 Accolades The most profitable bank in Brazil and 3rd most profitable in the world, according to Economática FORTUNE IIIIII ISE B3 2021 ICO2 B3 CHANGE THE WORLD 2021 EUROMONEY AWARDS FOR EXCELLENCE CDP CHING NGENT AT GH ao Prêmio Eco Brasil NEGOCHS MELHORES 360 do ESG 2021 exame GREAT PLACE ΤΟ WORKⓇ 16#17Agenda FIESE 2 3 Strategic Update 1Q22 Results Highlights Takeaways Santander SUNTKAD 17#18Results recurring RE SUL TS " " " " " " " " " " " " " " " T T >>>>> " 111 " " " wwwwwwww " " (R$ million) 1Q22 1Q21 1Q22 x 1Q21 4Q21 1Q22 x 4Q21 Net Interest Income 13,938 13,426 3.8% 14,150 -1.5% Fees 4,617 4,367 5.7% 4,980 -7.3% Total Revenues 18,555 17,793 4.3% 19,131 -3.0% Allowance for Loan Losses -4,612 -3,161 45.9% -3,693 24.9% General Expenses -5,534 -5,008 10.5% -5,618 -1.5% Others -2,829 -3,157 -10.4% -4,172 -32.2% Profit Before Taxes 5,581 6,467 -13.7% 5,648 -1.2% Taxes and Minority Interest -1,576 -2,512 -37.3% -1,767 -10.8% NET PROFIT 4,005 3,955 1.3% 3,880 3.2% IIIIII O= 1Q22 Efficiency Recurrence Ratio ROA 36.0% +1.8 p.p. YoY 83.4% 1.7% -3.8 p.p. YoY -1.4 p.p. QoQ -5.2 p.p. QoQ +0.1 p.p. YoY +0.1 p.p. QoQ ROAE 20.7% +0.1 p.p. YoY +0.6 p.p. QoQ BIS Ratio 14.7% CET1 11.7% 18#19NII Driven by customers NII on both yearly and quarterly basis 0 Net interest income (R$ million) 0 4 E 4 B N 4 E E ++ 4 - - + + - - - + + + + + + + 4 - + " - B P 4 " NO B + - 4 " +++ ㄓ 生 + + (R$ million) 1Q22 1Q22 x 1Q21 1Q22 x 4Q21 Customers 13,854 29.6% 12.9% Product NII 13,161 24.8% 8.7% Volume 471,153 10.6% 0.5% Spread (p.a.) 11.3% 1.29 p.p 1.09 p.p Market activities Net Interest Income 84 -96.9% -95.5% 13,938 3.8% -1.5% |||||| 11.3% 10.0% 10.2% Spread (p.a.) O= 84 + 1,875 2,738 Market 30% + + Activities 13% Customers 4 NII 10,687 12,275 13,854 中中 E 1Q21 4Q21 1Q22 19#20Portfolio (R$ billion) 5% Aligned with our reading of the macro scenario -3% Mar/22 x Mar/22 x (R$ million) Mar/22 462.7 455.2 Mar/21 Dec/21 424.8 13.3% Individuals 13.6% 212,347 19.0% 1.0% 13.0% Consumer finance 64,826 6.0% -0.7% 27.2% 25.5% 67% 30.6% SMEs² 61,890 12.2% 0.7% 14.1% 14.2% 14.4% Corporate² 116,103 -10.8% -7.7% Total¹ 455,166 7.2% -1.6% 45.4% 46.7% 42.0% Portfolio mar/22 Collateralized individuals loan portfolio + Payroll loans/ overall individuals loan portfolio Other transactions³ 66,762 -8.3% -9.4% Expanded portfolio 521,929 4.9% -2.7% Mar-21 Individuals Dec-21 Consumer Finance Mar-22 Corporate SMEs Liquidity/funding Steadily improving (R$ billion) +11% 0% 446.7 493.5 40.5 494.6 42.2 39.8 293.2 283.8 274.0 Loan to deposit 92.0% 65.2 63.7 69.3 94.5 62.9 105.7 -3p.p. YoY Mar-21 Dec-21 Mar-22 Saving Time Deposits Deposits Financial bills and Others4 Capital 15.2% 14.9% 14.7% 12.6% 11.7% 11.6% Mar-21 Dec-21 BIS Ratio Mar-22 CET1 1 3 Disregarding exchange rate fluctuations, the total loan portfolio would have increased by 8.5% YoY and decreased by -0.6% QoQ. Meanwhile, the corporate portfolio would have declined by -6.9% YoY and -4.2% QoQ 2 Customers in the SMEs and corporate loan books have shifted segments, causing loan balances in these portfolios to change. Accordingly, we have reclassified the 2021 information for comparability purposes ³ Including debentures, credit rights investment funds ("FIDC"), real estate receivables certificates ("CRI"), promissory notes, international distribution promissory notes and guarantees 4 Including debentures, real estate credit notes ("LCI"), agribusiness credit notes ("LCA"), secured real estate notes ("LIG") and structured transaction certificates (COE) Demand Deposits 20 20#21Fees Higher transactionality YoY and seasonal effect QoQ. Cards were the highlight Costs Impacted by inflation and 1% decrease QoQ General expenses (R$ million) 12-Month Inflation at 11.3% (R$ million) 1Q22 1Q22 x 1Q21 1Q22 x 4Q21 Cards 1,329 27.7% -13.7% Current account 958 -0.2% 5.0% +11% Insurance 744 0.1% -25.7% -1% Asset management and 322 -2.9% -0.8% "Consórcios" 5,618 Lending operations 334 -11.7% -8.4% 5,008 637 5,534 654 612 Collection services 362 -2.7% -10.2% 2,442 2,493 Securities brokerage and 2,188 372 1.0% 90.7% placement Others 197 13.2% -17.8% 2,208 2,539 2,388 Total 4,617 5.7% -7.3% Revenues Fees (R$ million) +6% -7% 4,980 4,367 0 4,617 1Q21 4Q21 1Q22 1Q21 4Q21 1Q22 Personnel Administratives Efficiency Ratio Depreciation and Amortization 36.0% 34.3% 1Q21 1Q22 221 21#22Portfolio quality under control, with a previously anticipated deterioration in NPL due to the macroeconomic backdrop and mix NPL Ratios Allowance for loan losses (R$ million) and Cost of credit 15-90 Days 6.0% 5.9% 5.7% 5.2% 5.0% 4.8% 5.0% 2.6% 3.5% 2.8% 3,693 4,612 3,161 4.1% 4.1% 4.2% 3.6% 3.3% 3.4% 3.5% 5,352 3,914 4,494 1.8% 1.6% 1.7% 1.9% 1.5% 1.2% 1.4% -753 -801 1Q19 1Q20 1Q21 2Q21 3Q21 4Q21 1Q22 1Q21 4Q21 Provisions for loan losses Recovery of written-of loans -740 1Q22 Cost of Credit 90 Days 3.9% 4.0% 4.0% 3.6% 3.1% 3.2% 3.3% 3.1% 3.0% 2.1% 2.2% 2.4% 2.7% 2.9% 1.9% 1.6% 1.0% 1.1% 1.3% 1.3% 1.4% 1Q19 1Q20 1Q21 2Q21 3Q21 4Q21 1Q22 Individuals - Total - Corporate & SMEs Coverage Ratio Over 90 days 283% IIIIII 220% 215% 1Q21 4Q21 1Q22 O= 22 22#23Agenda OPTE PENAKE 14 Strategic Update PISE AQUE 2 1Q22 Results Highlights AR Parada Santander ميتين வி Takeaways 23#24Takeaways 1 To be the Best Financial Services Consumer Company in Brazil Focus on four interconnected pillars: T 10 B Santander Customer centricity incorporate the customer-advocacy mindset into everything we do. (i) Focusing on the client experience, (ii) designing strong and more integrated sales channels, (iii) improving our customer's ability to self- serve, (iv) developing dynamic and personalized pricing models, and (v) shifting our orientation Culture a truly horizontal culture, where empowerment, meritocracy and diversity represent key pillars, and all pieces of the engine 'think and act' as business units Integrated sales channels aim to build the best sales platform in Brazil. Integrated sale and post-sale offering. Customers served 24x7 however they want. Omni-channel approach: digital, remote sales, physical and external channels Innovation and capital a continuous focus on organic innovation, such as "Transfer NowPayLater" ('DividePIX'), UseCasa home-equity product, SX Integra. And innovating on "legacy products. All that capital deployment has been centered around delivering solid shareholders returns and payouts, one of the best ROE global 10 E " I ..........*** *****...***** + *********+ + + + ****----** + - - - + 4 2 Consistently high profitability, generating benchmark shareholder returns, which reached 20.7% of ROAE 3 Consistently adding more clients and strong loyalty pace drive revenue growth, supported by commercial activity A Loan quality under control, with an already anticipated deterioration in NPL due to the macroeconomic backdrop and mix. Ability to anticipate >>>> 5 Responsible growth and intense country development agenda 24 24