[PPT] - Southern Cone Conference Presentation Ita Corpbanca March 19 20, PowerPoint Presentation

SLIDE 1

Itaú Corpbanca

LarrainVial | 13th Andean & Southern Cone Conference Presentation

March 19 – 20, 2019 | Santiago

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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, statements regarding expected benefits and synergies from the merger of Banco Itaú Chile with and into CorpBanca, the integration process of both banks, 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, 2017, 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 Superintendencia de Bancos e Instituciones Financieras, or “SBIF.” Shares of our common stock are traded on the Bolsa de Comercio

de Santiago—Bolsa de Valores, or the Santiago Stock Exchange, the Bolsa Electrónica de Chile— Bolsa de Valores, or Electronic Stock Exchange, and the Bolsa de Corredores—Bolsa de Valores, or the Valparaiso 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 SBIF and the Comisión para el Mercado Financiero, the Chilean Commission for the Financial Market, or “CMF,” and provide copies of such reports and notices to the Chilean Stock Exchanges and the SEC. All such reports are available at www.sbif.cl, www.cmf.cl, www.sec.gov and ir.itau.cl. 2

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Agenda

1. Investment Case 2. Financials 3. Key Strategic Drivers 4. Appendix

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Itaú Corpbanca | Investment Case

1 As of December 31, 2018. Source: Economatica 2 – Rankings based on gross loans as reported to the Superintendencia de Bancos e Instituciones Financieras (SBIF), excluding loans from Itaú Corpbanca Colombia, and Superintendencia Financiera de Colombia (SFC). Source: Company financials.

Solid Macroeconomic Fundamentals and Expanding Banking Sector

Chile is one of the most developed economies in Latin America, sustained by solid macroeconomic fundamentals
Chile has one of the best sovereign ratings and among the lowest CDS spreads in Latin America
Colombia is also an attractive market with a diversify economy
The Chilean and the Colombian banking sectors have achieved high profitability and healthy assets quality with effective regulatory oversight
LatAm Banking Sector has potential to achieve further growth, particularly in the underpenetrated retail segments

Solid Macroeconomic Fundamentals

Unique control and support from a leading institution

Itaú Unibanco is the largest private financial institution in Brazil and a premier LatAm franchise
Itaú Corpbanca benefits from the strength of a ~US$88.3 BN1 market cap partner in its existing markets while enhancing
pportunities for growth abroad
Opportunity to leverage Itaú Unibanco’s strong global client relationships successful managing model
Itaú Corpbanca will be able to expand its banking products’ offering through segmentation and digitalization

Larger banking platform

Greater scale and resources to grow and compete more effectively in Chile and Colombia
Enhanced footprint in Chile and Colombia create a platform to expand in the region, particularly into Peru and Central America
5th largest private bank in Chile and 6th largest banking group in Colombia by total loans2

2 1 3 4

Itaú CorpBanca will have a stronger financial profile and greater earnings power

Estimated pre-tax cost synergies between US$88MM and US$107MM approximately per year on a fully phased-in basis and

total one-time pre-tax integration costs of approximately US$85MM to occur during the first 3 years

Improved funding profile and substantial potential for revenue synergies
Additional cross-selling opportunities
Improved capital position opens room for further loan growth

Unique Control and Support Banking Platform with Larger Scale Positive Impact to Itaú Corpbanca

SLIDE 5

Solid Macroeconomic Fundamentals and Expanding Banking Sector

Chile is one of the most developed economies in Latin America, sustained by solid macroeconomic fundamentals
Chile has one of the best sovereign ratings and among the lowest CDS spreads in Latin America
Colombia is also an attractive market with a diversify economy
The Chilean and the Colombian banking sectors have achieved high profitability and healthy assets quality with effective regulatory oversight
LatAm Banking Sector has potential to achieve further growth, particularly in the underpenetrated retail segments

Solid Macroeconomic Fundamentals

Unique control and support from a leading institution

Itaú Unibanco is the largest private financial institution in Brazil and a premier LatAm franchise
Itaú Corpbanca benefits from the strength of a ~US$88.3 BN1 market cap partner in its existing markets while enhancing
pportunities for growth abroad
Opportunity to leverage Itaú Unibanco’s strong global client relationships successful managing model
Itaú Corpbanca will be able to expand its banking products’ offering through segmentation and digitalization

Larger banking platform

Greater scale and resources to grow and compete more effectively in Chile and Colombia
Enhanced footprint in Chile and Colombia create a platform to expand in the region, particularly into Peru and Central America
5th largest private bank in Chile and 6th largest banking group in Colombia by total loans2

2 1 3 4

Itaú CorpBanca will have a stronger financial profile and greater earnings power

Estimated pre-tax cost synergies between US$88MM and US$107MM approximately per year on a fully phased-in basis and

total one-time pre-tax integration costs of approximately US$85MM to occur during the first 3 years

Improved funding profile and substantial potential for revenue synergies
Additional cross-selling opportunities
Improved capital position opens room for further loan growth

Unique Control and Support Banking Platform with Larger Scale Positive Impact to Itaú Corpbanca

Itaú Corpbanca | Investment Case

1 As of December 31, 2018. Source: Economatica 2 – Rankings based on gross loans as reported to the Superintendencia de Bancos e Instituciones Financieras (SBIF), excluding loans from Itaú Corpbanca Colombia, and Superintendencia Financiera de Colombia (SFC). Source: Company financials.

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GDP Growth (%) Interest Rates (EOP) - % Inflation (CPI) - %

Source: Central Bank of Chile and Central Bank of Colombia. Itaú CorpBanca’s projections

Exchange rates – CLP/USD & CLP/COP

0.20 0.21 0.22 0.23 0.24 0.25 0.26 0.27 580 600 620 640 660 680 700 720 740

CLP/USD CLP/COP

3.3 5.3 5.0 4.5 3.0 3.5 3.5 2.5 2.8 3.3 4.0 3.0 4.8 4.3 3.3 4.5 5.8 7.5 4.8 4.3 4.5 4.5

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019(e) 2020(e)

Chile Colombia 5.8 6.1 5.3 4.0 1.8 … 1.3 1.5 4.0 3.2 4.0 4.0 6.6 3.9 4.6 4.7 3.0 2.0 1.8 2.7 3.3 3.6

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019(e) 2020(e)

Chile Colombia 3.0 4.4 1.5 3.0 4.6 4.4 2.7 2.3 2.6 2.6 2.9 3.2 3.7 2.4 1.9 3.7 6.8 5.8 4.1 3.2 3.0 3.0

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019(e) 2020(e)

Chile Colombia

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Macroeconomic Backdrop 1

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Solid Macroeconomic Fundamentals and Expanding Banking Sector

Chile is one of the most developed economies in Latin America, sustained by solid macroeconomic fundamentals
Chile has one of the best sovereign ratings and among the lowest CDS spreads in Latin America
Colombia is also an attractive market with a diversify economy
The Chilean and the Colombian banking sectors have achieved high profitability and healthy assets quality with effective regulatory oversight
LatAm Banking Sector has potential to achieve further growth, particularly in the underpenetrated retail segments

Solid Macroeconomic Fundamentals

Unique control and support from a leading institution

Itaú Unibanco is the largest private financial institution in Brazil and a premier LatAm franchise
Itaú Corpbanca benefits from the strength of a ~US$88.3 BN1 market cap partner in its existing markets while enhancing
pportunities for growth abroad
Opportunity to leverage Itaú Unibanco’s strong global client relationships successful managing model
Itaú Corpbanca will be able to expand its banking products’ offering through segmentation and digitalization

Larger banking platform

Greater scale and resources to grow and compete more effectively in Chile and Colombia
Enhanced footprint in Chile and Colombia create a platform to expand in the region, particularly into Peru and Central America
5th largest private bank in Chile and 6th largest banking group in Colombia by total loans2

2 1 3 4

Itaú CorpBanca will have a stronger financial profile and greater earnings power

Estimated pre-tax cost synergies between US$88MM and US$107MM approximately per year on a fully phased-in basis and

total one-time pre-tax integration costs of approximately US$85MM to occur during the first 3 years

Improved funding profile and substantial potential for revenue synergies
Additional cross-selling opportunities
Improved capital position opens room for further loan growth

Unique Control and Support Banking Platform with Larger Scale Positive Impact to Itaú Corpbanca

Itaú Corpbanca | Investment Case

1 As of December 31, 2018. Source: Economatica 2 – Rankings based on gross loans as reported to the Superintendencia de Bancos e Instituciones Financieras (SBIF), excluding loans from Itaú Corpbanca Colombia, and Superintendencia Financiera de Colombia (SFC). Source: Company financials.

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Itaú Unibanco | At a Glance 2

Leading position in Brazil

US$ 88.3 billion market cap 1
100,335 employees in Brazil and abroad
4,940 branches and CSBs in Brazil and abroad
48,476 ATMs in Brazil and abroad
Around 49.7 million clients in the Retail Bank
Brazilian multinational bank
Major provider of finance for the expansion of Brazilian companies
In 2017 Itaú Unibanco was elected the The Best Company in People Management (by “Valor Carreira” magazine)

and also recognized as a pro-ethics company (Pró-Ética), an initiative between the Office of the Comptroller General 2 with the private sector, which encourages the voluntary adoption of integrity measures and corruption prevention in the business sector, being the only financial institution among the companies approved. Global Footprint of Brazil’s Top Private Sector Bank | as of December 31, 2018 Financial Highlights and Ratios

As of and for the quarter ended December 31, 2018

1 As of December 31, 2018. Source: Economatica; 2 Controladoria-Geral da União (CGU).

Highlights

Total Assets BRL 1,649.6 Bn Total Loans 1 BRL 636.9 Bn Stockholders’ Equity BRL 131.8 Bn Recurring Net Income 2018 2 BRL 25.7 Bn Recurring Net Income 4Q18 2 BRL 6.5 Bn Long Term Foreign Currency Moody´s: Ba3 (Itaú Unibanco Holding) Fitch: BB S&P: BB-

Financial Ratios

Recurring RoE 2018 3 21.9% Recurring RoE 4Q18 4 21.8% Efficiency Ratio 2018 5 47.6% Efficiency Ratio 4Q18 5 48.7% Liquidity Coverage Ratio 172% Tier I Capital 6 15.9%

(1) Includes financial guarantees provided and corporate securities. (2) Represents Net Income adjusted for certain non recurring events described in Itaú Unibanco’s 4Q18 MD&A – Executive Summary. (3) Calculated using Recurring Net Income / Average Equity. For annualized calculation method, please refer to Itaú Unibanco’s Historical Series Spreadsheet. (4) Calculated using Recurring Net Income / Average Equity. For annualized calculation method, please refer to Itaú Unibanco’s 4Q18 MD&A – Executive Summary. (5) See “Efficiency Ratio” slides in this presentation for criteria. (6) Includes impacts from schedule anticipation of deductions and does not consider the additional dividend and interest on own capital.

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SLIDE 9

Itaú Unibanco | Joint Ventures and Partnerships with Retailers 2

Highlights

JVs and Partnerships

Focus on credit card instruments
Long term agreements
Alignment of incentives
Brazilian market leader in credit card transactions.
Qualification of the client base: proprietary channel x partnerships
Credit card business comprises:
Issuance of cards
Acquiring: REDE
JVs and partnership with retailers
Own brand: Hiper
Approximately 60.5 million card accounts (4Q18)
32.4 million credit card accounts
28.1 million debit card accounts
R$ 131.7 billion in card transactions (4Q18)
R$ 97.6 billion in credit card transactions
R$ 34.1 billion in debit card transactions
High growth potential in credit card usage in Brazil.

Highlights

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SLIDE 10

Itaú Unibanco | Capital Ratios 2

1 Considers the payout of 89.2% and the average daily closing price in 2018; 2 Dividends and IOC net of taxes.

Full application of Basel III rules │ December 31, 2018

Assets deductions and RWA Tier I Dec-18 Tier I Dec-17 Net Income and other Equity changes Tier I – Dec-18 after additional dividends and IOC Aditional Tier 1 Capital Issued on Mar-18 and exchange rate variation Dividends, IOC and shares buyback Additional dividends and IOC Common Equity Tier I (CET I) Additional Tier I (AT1)

Payout and Shares Buyback Dividend Yield1

Shares Buyback Payout

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SLIDE 11

Itaú Unibanco | Efficiency Ratio and Risk-Adjusted Efficiency Ratio 2

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SLIDE 12

Itaú Unibanco | Information Technology: Digital Transformation 2

number of current account holders (in millions)

Individuals

1 Internet, mobile or SMS in the Retail Bank

Companies

Note: Share of digital channels in the total volumen (R$) of transactions in the Retail Bank segment

Share of Transactions

Through digital channels

New Accounts

Individuals accounts (in thousands)

Share of Digital Operations on the Retail Operating Revenues Efficiency Ratio 71% 26%

2018 Brick and Mortar Branches

vs

Digital Branches

Digital Branches Brick and Mortar Branches

Brick and Mortar Branches Abreconta App

Use of Digital Channels1

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SLIDE 13

Solid Macroeconomic Fundamentals and Expanding Banking Sector

Chile is one of the most developed economies in Latin America, sustained by solid macroeconomic fundamentals
Chile has one of the best sovereign ratings and among the lowest CDS spreads in Latin America
Colombia is also an attractive market with a diversify economy
The Chilean and the Colombian banking sectors have achieved high profitability and healthy assets quality with effective regulatory oversight
LatAm Banking Sector has potential to achieve further growth, particularly in the underpenetrated retail segments

Solid Macroeconomic Fundamentals

Unique control and support from a leading institution

Itaú Unibanco is the largest private financial institution in Brazil and a premier LatAm franchise
Itaú Corpbanca benefits from the strength of a ~US$88.3 BN1 market cap partner in its existing markets while enhancing
pportunities for growth abroad
Opportunity to leverage Itaú Unibanco’s strong global client relationships successful managing model
Itaú Corpbanca will be able to expand its banking products’ offering through segmentation and digitalization

Larger banking platform

Greater scale and resources to grow and compete more effectively in Chile and Colombia
Enhanced footprint in Chile and Colombia create a platform to expand in the region, particularly into Peru and Central America
5th largest private bank in Chile and 6th largest banking group in Colombia by total loans2

2 1 3 4

Itaú CorpBanca will have a stronger financial profile and greater earnings power

Estimated pre-tax cost synergies between US$88MM and US$107MM approximately per year on a fully phased-in basis and

total one-time pre-tax integration costs of approximately US$85MM to occur during the first 3 years

Improved funding profile and substantial potential for revenue synergies
Additional cross-selling opportunities
Improved capital position opens room for further loan growth

Unique Control and Support Banking Platform with Larger Scale Positive Impact to Itaú Corpbanca

Itaú Corpbanca | Investment Case

1 As of December 31, 2018. Source: Economatica 2 – Rankings based on gross loans as reported to the Superintendencia de Bancos e Instituciones Financieras (SBIF), excluding loans from Itaú Corpbanca Colombia, and Superintendencia Financiera de Colombia (SFC). Source: Company financials.

SLIDE 14

Itaú Corpbanca | Our Vision 3

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 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

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SLIDE 15

Itaú Corpbanca | Our Way 3

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 simplism.

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 are 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.

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SLIDE 16

Itaú Corpbanca | Highlights 3

Regional footprint & main indicators 2 3

10.2% 2 4.9% 4

Market Share

US$ 24.2 bn US$ 6.8 bn

Loans 2

US$ 31.0 bn

5,685 5 3,494 6

Headcount 2

9,179 202 161

Branches 2

363

US$ 32.8 bn US$ 9.6 bn

Assets 2

US$ 42.4 bn US$ 291 mn US$ 11 mn

Recurring Net Income 2018

US$ 302 mn

13.3% 1.9%

Recurring RoTAE 2018 7

11.0%

1 Ranking for assets and loans consider Grupo Aval as the combination of Banco de Bogotá, Occidente, Popular, AV Villas; 2 Consolidated information as of December 31, 2018; 3 Figures were converted at an exchange rate of 694.73 CLP/USD; 4 Consolidated

information as of November 30, 2018; 5 Includes headcount of our New York branch and since 1Q’18 also from our RepOffices in Lima and Madrid; 6 Includes headcount of Itaú (Panamá); 7 Tangible Equity: Shareholders equity net of goodwill, intangibles from business combination and related deferred tax liabilities. Sources: Itaú CorpBanca, SBIF and SFC.

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We are key part of Itaú Unibanco’s Internationalization Process

SLIDE 17

Itaú Corpbanca | Increases Relevance Across Latin America 3

(US$ Bn) US$ Bn US$ Bn

4 Caixa

7. BCI

Santander Bradesco3 9 Citibank Banco do Brasil 8 BBVA Scotiabank7 1 2 3 4 5 6 7 8 9 15 BCI Grupo Aval

5. BBVA

Santander Scotiabank7 Banco del Estado de Chile 1 2 3 5 6 7 Banco de Chile Bancolombia Itaú Corpbanca4 9 8

Itaú CorpBanca represents 23%

f Itaú Unibanco’s consolidated

loan portfolio8

Itaú Unibanco2 10 Itaú Corpbanca4 Itaú LatAm6

1  Data as of September 30, 2018. Includes Brasil, México, Colombia, Chile, Argentina, Paraguay, Perú and Uruguay; 2 Includes Brasil, México, Argentina, Perú, Uruguay, Paraguay, Chile y Colombia; 3 In September 30, 2016 Bradesco begins to consolidate HSBC Brasil in its publication; 4 Includes Chile y Colombia (Itaú Corpbanca Chile with ~US$35MMM in assets); 5 Data as of September 30, 2018. Includes Colombia, Chile, Argentina, Paraguay, Perú and Uruguay; 6 Includes Colombia, Chile, Argentina, Paraguay, Perú and Uruguay; 7 As of September 30, 2018 Scotiabank figures consolidates with BBVA Chile after the latter merged with and into Scotiabank Chile; 8– Considering the consolidated loan portfolios of Itaú Unibanco and Itaú Corpbanca reported in their respective 4Q’18 MD&As and a R$ 3.8773 / US$ and a Ch$ 694.73 / US$ foreign exchange rates as of 31.12.2018; 9– Since October 16, 2018, Itaú Unibanco holds a 38.14% equity stake in Itaú Corpbanca but as the controlling shareholder, fully consolidates Itaú Corpbanca’s Financial Statements. Source: Central Banks, local regulators, companies filings, Itaú Corpbanca.

Banks by Assets in Latin America1 Banks by Assets in South America (ex-Brazil)5 Loan portfolio as of Dec.18

363 398 316 102 341 76 319 161 60 45 53 54 57 53 45 76 78 60 55 50 17

Itaú Corpbanca is currently the 5th largest private bank in Chile and we contribute to position Itaú LatAm as the 10th and 6th largest bank in terms of assets within South America (ex-Brazil)

SLIDE 18

Itaú Corpbanca | Shareholders & Stock Market 3

10.92% 8.85% 5.37% 4.83% Securities Brokerage ADRs Holders and Foreign Investors Local Institutional Investors Other minority shareholders

US$ 4.8 Bn Market Cap. (Dic. 31, 2018)

Source: Sell-side reports.

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

Buy: 3 Hold: 6 Sell: 0

Sell-side rating:

Price-to-Book1

December 31, 2018

18

Average daily traded volumes 12 months ended December 31, 2018

3.60 0.49 4.08

Santiago NY Total (US$ million)

SLIDE 19

Itaú Corpbanca | Strong and Integrated Corporate Governance 3

Board Chile

Wholesale

Manuel Olivares

Treasury Marketing & Products IT Human Resources Retail CRO Legal

Álvaro Pimentel

Treasury Derek Sassoon CRO Juan Ignacio Castro

Credit Risk:

Frederico Quaggio IT Bernardo Alba Legal & General Secretary Dolly Murcia Human Resources María Lucía Ospina Wholesale Jorge Villa Communications & Institutional Relations Carolina Velasco Operations Liliana Suárez Retail Hernando Osorio

Chairman

Manuel Olivares

Matrix reporting to CEO Colombia and functional reporting to ITCB Functional reporting to CEO Colombia and matrix reporting to ITCB for coordination of specific themes

Board Colombia

Roberto Brigard Holguín Luis Fernando Martínez Lema Carmiña Ferro Iriarte Rafael Pardo Soto Juan Echeverría González Gabriel Moura Cristián Toro Mónica Aparicio Smith Chairman

Manuel Olivares

Colombia Pedro Silva Mauricio Baeza Luciana Hildebrandi Álvaro Pimentel Christian Tauber Julián Acuña Marcela Jiménez Cristián Toro Luis Rodrigues

Itaú CorpBanca Colombia CEO Itaú Corpbanca CEO

Board Chile1 2

Chairman

Jorge Andrés Saieh Guzmán

Ricardo Villela Marino Caio Ibrahim David Milton Maluhy Filho Andrés Bucher Cepeda Pedro Samhan Escandar Fernando Concha Ureta Jorge Selume Zaror Fernando Aguad Dagach Gustavo Arriagada Morales Bernard Pasquier

1  Itaú Unibanco and CorpGroup appoint the majority of the members of the board of directors; 2  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.

Audit Committee CAE Emerson Bastián Franchise, Products & Digital Marcos Aulicino Andrade CFO Gabriel Moura CFO Juan Pablo Michelsen Operations Jorge Novis

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SLIDE 20

Itaú Corpbanca | Competitive Environment 3

1 As of December 31, 2018; 2 As of November 30, 2018.

Sources: SBIF and SFC.

2.8% 8.3% 11.7% 13.1% 21.0% 15.9% 17.1% 3.2% 10.2% 13.8% 13.9% 14.50% 16.9% 18.3% Peer-F Itaú CorpBanca Peer-E Peer-C Estado Peer-A Peer-B Loans Total Deposits 2.4% 4.6% 5.6% 12.0% 13.4% 23.0% 26.6% 2.9% 4.9% 5.2% 10.5% 15.0% 25.6% 25.7% Peer-F Itaú CorpBanca Colombia Peer-E Peer-D Peer-C Peer-B Peer-A Loans Total Deposits

Market Share Colombia2 Market Share Chile1

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SLIDE 21

Solid Macroeconomic Fundamentals and Expanding Banking Sector

Chile is one of the most developed economies in Latin America, sustained by solid macroeconomic fundamentals
Chile has one of the best sovereign ratings and among the lowest CDS spreads in Latin America
Colombia is also an attractive market with a diversify economy
The Chilean and the Colombian banking sectors have achieved high profitability and healthy assets quality with effective regulatory oversight
LatAm Banking Sector has potential to achieve further growth, particularly in the underpenetrated retail segments

Solid Macroeconomic Fundamentals

Unique control and support from a leading institution

Itaú Unibanco is the largest private financial institution in Brazil and a premier LatAm franchise
Itaú Corpbanca benefits from the strength of a ~US$88.3 BN1 market cap partner in its existing markets while enhancing
pportunities for growth abroad
Opportunity to leverage Itaú Unibanco’s strong global client relationships successful managing model
Itaú Corpbanca will be able to expand its banking products’ offering through segmentation and digitalization

Larger banking platform

Greater scale and resources to grow and compete more effectively in Chile and Colombia
Enhanced footprint in Chile and Colombia create a platform to expand in the region, particularly into Peru and Central America
5th largest private bank in Chile and 6th largest banking group in Colombia by total loans2

2 1 3 4

Itaú CorpBanca will have a stronger financial profile and greater earnings power

Estimated pre-tax cost synergies between US$88MM and US$107MM approximately per year on a fully phased-in basis and

total one-time pre-tax integration costs of approximately US$85MM to occur during the first 3 years

Improved funding profile and substantial potential for revenue synergies
Additional cross-selling opportunities
Improved capital position opens room for further loan growth

Unique Control and Support Banking Platform with Larger Scale Positive Impact to Itaú Corpbanca

Itaú Corpbanca | Investment Case

1 As of December 31, 2018. Source: Economatica 2 – Rankings based on gross loans as reported to the Superintendencia de Bancos e Instituciones Financieras (SBIF), excluding loans from Itaú Corpbanca Colombia, and Superintendencia Financiera de Colombia (SFC). Source: Company financials.

SLIDE 22

Itaú Corpbanca | Current Scale Allows for Better Segmentation 4

Individuals

By monthly income

(CLP MM)

Companies

By annual sales

(USD MM) Investments > USD 1MM Over $2.5 From $0.6 to $2.5 Up to $0.6

Private Bank Personal Bank Itaú Branches Condell

Over $100 From $8 to $100 From $1 to $8 From $0.1 to $1

Corporate Large Middle Very Small and Small Wholesale Banking Retail Banking

22

SLIDE 23

Fully implemented segmentation model with well defined identity and value proposition, aimed at optimizing service level, satisfaction and profitability per client.

Branch profile in Chile 22 Itaú Personal Bank 123 Itaú Sucursales 56 Condell (Consumer Finance) Itaú Personal Bank Itaú Sucursales

Itaú Corpbanca | Individuals Segmentation Overview 4

23

SLIDE 24

Continuous improvement of the look and feel of our digital channels. Review and improvement of benefits and

ffers linked to stronger transactionality

and relationship. Advancing with roll-out of new digital services and offerings. Executing a well defined pipeline of digital solutions.

Itaú Corpbanca | Client Experience, Digital Banking and Value Offer 4

24

SLIDE 25

Increasing transactions Higher adoption of our App

143

more CLIENTS since Jan’17

# sales of retail installment loans

Itaú Corpbanca | Increasing Digital Transactions 4

91% 23%

9% 77%

Apr'16 Dec'18 Sales through traditional channels Sales through Digital Channels (Internet + App)

25

SLIDE 26

7.5%

DEC 2014

7.4%

MAR 2015

7.2%

MAR 2016

7.1%

JUN 2017

7.7%

DEC 2017

12-months installment loans growth: Itau vs. Financial System

Installment Loans market share Itaú Corpbanca | Business Growth in Retail 4

8.0%

MAR 2018 DEC 2018

7.9%

JUN 2018

8.0%

5.8% 10.4% 1.7% 14.9%

abr-16 jun-16 sep-16 dic-16 mar-17 jun-17 sep-17 dic-17 mar-18 jun-18 sep-18 dic-18

Financial System Itaú CorpBanca

SEP 2018

7.9%

26

SLIDE 27

Itaú Corpbanca | Business Mix 4

1 Yearly average gross loans; 2 Loan interests by segments; Source: SBIF; Itaú Corpbanca; Team Analysis.

Loans breakdown by segment¹

LTM Dec 2018, Ch$ Bn

13.4 7.0 13.8 7.0 Total 6.1 6.5 5.9 6.0

Itaú Corpbanca Average Top 3

Interest Rates

26,580

Consumer Commercial

15,848 27,463

Mortgage

29,233

∆ 10 bp 32 bp por mix

Peer-A Peer-B Peer-C

Current rate w/ top 3 mix Current Top 3 Top 3 rates w/ current mix

 Mix difference explains most es the Yield gap with the Top 3

100% =2

7.0 7.3 7.0 6.8

55.2% 51.2% 64.7% 29.0% 32.8% 24.3% 15.8% 16.0% 11.0% 65.8% 23.8% 10.4%

27

SLIDE 28

People Digital Transformation

Implementation of Itaú Unibanco’s management model for the Retail Bank Instrumentalization of relationship managers with cockpits and tools Development and reinforcement

f a client-centric culture

Focus on Client Satisfaction

Implementation of Itaú Unibanco’s meritocracy model Creation of talent attraction and development programmes Dress code flexibility for employees Salas digitales Advanced work methodologies and tools 150+ releases and new functionalities Back-end to front-end digitalization of

pening of digital accounts process

Itaú Corpbanca | Translating Strategy Into Action 4

28

SLIDE 29

Itaú Corpbanca | Funding Mix 4

Total Funding Breakdown

Interest Rates

31,237 19,753

Debt Issued

34,564

Others1

100%

34,986

Checking accounts and deposits

2.8 2.3 3.2 3.0 Total 0.3 0.3 4.9 5.4

Itaú Corpbanca

1.1 1.1

Average Top 3 ∆ 76 bp 51 bp por mix

Peer-A Peer-B Peer-C

Top 3 rates w/ current mix Current rate w/ top 3 mix

 Non-interest bearing liabilities are the main reason for the gap when compared to the 3 players

Time Deposits

1 Others: Repurchases contracts, financial derivatives, bank obligations, letters of credit, other financial obligations, taxes, differed taxes, provisions, other liabilities.

LTM Dec 2018, Ch$ Bn Top 3 Current 2.7 3.0 2.3 2.5

14.6% 17.0% 19.1% 20.9% 22.6% 22.9% 16.1% 27.1% 33.7% 36.6% 34.5% 39.8% 29.1% 23.6% 30.3% 12.2%

29

SLIDE 30

Itaú Corpbanca | Debt Spread Evolution 4

Itaú CorpBanca has presented a noticeable convergence to peers

Spread vs.Peers1: 30-day (annualized) Spread vs.Peers1: 5-year (annualized)

1 – Average of top 3 peers in Chile. As of March 18, 2019; 2 – As of December 31, 2018.

Bonds in CLP & UF (expressed in USD MM) Spread vs.Peers1

Bonds issued in Chile LTM2

0.25

0.00 0.25 0.50 0.75 1.00 1.25 1.50 1.75 2.00 2.25 2.50 2.75 jul-11

ct-11

ene-12 abr-12 jul-12

ct-12

ene-13 abr-13 jul-13

ct-13

ene-14 abr-14 jul-14

ct-14

ene-15 abr-15 jul-15

ct-15

ene-16 abr-16 jul-16

ct-16

ene-17 abr-17 jul-17

ct-17

ene-18 abr-18 jul-18

ct-18

ene-19

Chile Santander BCI Itaú Corpbanca

0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5

ct-11

ene-12 abr-12 jul-12

ct-12

ene-13 abr-13 jul-13

ct-13

ene-14 abr-14 jul-14

ct-14

ene-15 abr-15 jul-15

ct-15

ene-16 abr-16 jul-16

ct-16

ene-17 abr-17 jul-17

ct-17

ene-18 abr-18 jul-18

ct-18

ene-19

Chile Santander BCI Corpbanca Itaú 114 197 197 118 157 118 118 4 118 118 39 43 144 79 96 197 101 79

01-03-2017 01-05-2017 01-10-2017 01-16-2017 01-20-2017 01-25-2017 02-10-2017 02-16-2017 04-04-2017 04-04-2017 08-25-2017 09-25-2017 10-17-2017 02-06-2018 02-21-2018 03-14-2018 04-13-2018 06-05-2018

15 bp 10 bp 2 bp 11 bp 12 bp 10 bp 13 bp 7 bp 8 bp 7 bp 5 bp 5 bp 7 bp 5 bp 4 bp 9 bp 2 bp 6 bp 30

SLIDE 31

Itaú Corpbanca | Rating Upgrades in 2016 Contribute to Further Reduction in Cost of Funds 4

Current International Ratings Moody's S&P

Financial Capacity Rating Scale Rating Scale LT ST LT ST Extremely strong Aaa P-1 AAA A-1+ Very strong Aa1 AA+ Aa2 AA Aa3 AA- Strong A1 A+ A-1 A2 A A3 P-2 A- A-2 Adequate Baa1 BBB+ Baa2 P-3 BBB A-3 Baa3 BBB-

+3n +1n

Timeline S&P

A

A+

BBB+ A+ 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 A+ A+ A A A A A- A- A- BBB+ BBB BBB BBB+ 31

SLIDE 32

Agenda

1. Investment Case 2. Financials 3. Key Strategic Drivers 4. Appendix

SLIDE 33

Financials | Financial Information

The financial information included in this section is based in our managerial model that we adjust for non-recurring events, for the amortization of intangibles arising from business combination, and for the tax effect of the hedge of our investment in Colombia. At the same time, we adjust the Managerial Income Statement with additional reclassifications of P&L lines in order to provide a better clarity of our performance. Please refer to pages 9 and 10 of our Management Discussion & Analysis Report (“MD&A Report”) for further details, available at ir.itau.cl.

33

SLIDE 34

Highlights

Full Year 2018

Consolidated

Ch$ 209.6 bn

Recurring Net Income Recurring RoTE Loans NPL 90 days Net Interest Income Net Fees and Comissions Cost of Credit Operating Expenses

^241.0%

Chile

Ch$ 202.0 bn ^143.4%

2018 vs. 2017 2018 vs. 2017 2016 2017 2018

61.5 38.8 209.6

Consolidated

11.0%

^ 7.6p.p.

Chile

13.3%

^ 7.5p.p.

2018 vs. 2017 2018 vs. 2017 2016 2017 2018

3.4 2.2 11.0

Consolidated

Ch$ 21.5 tn

^ 5.4%

Chile

Ch$ 16.8 tn

^ 5.5%

2018 vs. 2017 2018 vs. 2017 2016 2017 2018

20.4 21.0 21.5

Consolidated

2.1%

^

0.2p.p.

Chile

1.8%

^

0.3p.p.

2018 vs. 2017 2018 vs. 2017 2016 2017 2018

2.3 1.7 2.1

Consolidated

Ch$ 847.0 bn ^14.2%

Chile

Ch$ 575.5 bn ^10.3%

2018 vs. 2017 2018 vs. 2017 2016 2017 2018

215.3 197.0 226.5

Consolidated

Ch$ 186.1

^ 4.8%

Chile

Ch$ 154.1

^ 9.9%

2018 vs. 2017 2018 vs. 2017 2016 2017 2018

43.4 45.8 49.7

Consolidated

Ch$ 231.3 bn

^

38.9%

Chile

Ch$ 133.0 bn

^

44.4%

2018 vs. 2017 2018 vs. 2017 2016 2017 2018

378.7 375.0 231.3

Consolidated

Ch$ 621.8 bn ^ 0.3%

Chile

Ch$ 428.0 bn ^ 2.2%

2018 vs. 2017 2018 vs. 2017 2016 2017 2018

620.0 579.1 621.8

34

SLIDE 35

2012 2013 2014 2015 2016 2017 2018

GDP Growth Inflation Loan Growth1

Forecast 2 Actual

GDP Loan Growth Inflation Interest Rate GDP Loan Growth Inflation Interest Rate3

3.3% 6 – 8% 2.5% 2.5% 2.5% 8 – 10% 3.3% 4.0% 4.0% 10.2% 2.6% 2.75% 2.7% 5.5% 3.2% 4.25%

12.3% 10.2% 10.7% 11.0% 5.6% 4.5% 10.2%

2 – Itaú CorpBanca’s forecast for 2018 on March 1st 2018; 3 – End of period. 1 – Pro Forma figures from 2015 to 2018 adjusted for the inclusion of loans from CMR and Walmart credit portfolios

5.3% 4.0% 1.8% 2.3% 1.3% 1.5% 4.0% 1.5% 3.0% 4.6% 4.4% 2.7% 2.3% 2.6%

35

Financials | Global Macroeconomic Backdrop

SLIDE 36

Financials | 2018 Forecast

Loan Growth Increase Retail in Loan Mix1 Cost of Credit Risk2 Expenses in line with Inflation3 Break even in Colombia4 Realized Expected

5.5%

6.0% 8.0% 0.7% 0.8%

0.8% 2.2%

Ch$ 7.6 bn +89 bp

Dic-17 Dic-18

32.5% 33.3% 2.6% Ch$ 0

1 – Retail loans refers to Mortgage and Consumer loan ; 2 – Net provision for credit & counterparty risks. ; 3 – Adjusted Non-Interest Expenses. ; 4 – Managerial Net Income Attributable to Shareholders.

36

SLIDE 37

Financials | Managerial Return on Tangible Equity

2.2% 3.4% 11.0%

0.1% 0.2% 0.8%

2016 2017 2018 6.2% 5.8% 13.3%

0.4% 0.4% 1.0%

2016 2017 2018

Itaú Corpbanca Itaú Corpbanca Chile

37

SLIDE 38

Financials | Loan Growth

Loan Growth (YoY ; %)

6.0% 8.0%

Forecast: Loan Growth

5.5%

Realized

Non-Core Portfolio

in billion of Chilean pesos

Dec-18 Legal Day One

Var ($) CAGR (%) CAGR (%) Financial System

Commercial (core) 10,975 9,803

1,172 4.2% 6.3%

Commercial (non-core) 225 1,916

(1,691)

54.1%

n.a.

Mortgage 3,853 3,289

563 5.9% 9.6%

Consumer 1,751 1,314

437 11.0% 9.1%

Total 16,804 16,323

481 1.1% 7.1% Total (ex non-core portfolio) 16,579 14,406 2,173 5.2% 9,803 10,975 1,916 225 3,289 3,853 1,314 1,751 16,323 16,804 Legal Day One Dec-18 Commercial (core) Commercial (non-core) Mortgage Consumer

5.5%

4.2% 6.0% 13.4%

10%
5%

0% 5% 10% 15% 20%

Total Loans Commercial Mortgage Consumer

38

SLIDE 39

Financials | Portfolio Mix

Forecast: Increase Retail in Loan Mix

89 bp

Realized

Portfolio Mix (%)

67.5% 22.8% 9.7%

2017 Retail: 32.5% Retail: 33.3% Market Share (Dec.2018)

7.1%

Commercial Mortgage Consumer

8.0% 12.2%

Total Loans

10.0%

+22 bp

26 bp
71 bp
43 bp

Share

 12- months

+89 bp

66.7% 22.9% 10.4%

2018

39

SLIDE 40

Financials | Cost of Credit Risk and Credit Quality

0.7% 0.8%

Forecast: Cost of Credit Risk

0.8%

Realized

Cost of Credit Coverage Non Perfoming Loans (90+ days)

70.3 108.2 30.4 26.0 28.6 48.1

3Q'17 4Q'17 1Q'18 2Q'18 3Q'18 4Q'18

239.4 133.0

2017 2018

1.8% 2.7% 0.8% 0.6% 0.7% 1.2% 1.5% 0.8%

In Ch$ Billion Cost of Credit Risk 108% 102% 100% 105% 124% 127% 2.0% 2.1% 2.1% 2.2% 2.1% 2.1%

Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 NPL90 Coverage Provisions / Loans

Commercial (exStudent Loans) Mortgage Consumer

1.4% 1.8% 1.8% 1.8% 1.6% 1.4%

Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18

2.0% 1.9% 1.8% 1.5% 1.8% 1.7%

Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18

2.4% 2.1% 1.9% 1.8% 1.7% 1.7%

Sep-17 Dec-17 Mar-18 Jun-18 Sep-18 Dec-18 40

SLIDE 41

Financials | Compared Evolution of Total Expenses

15.6% 7.4% 19.1% 8.1% 16.1% 5.3% 1.4% 3.0% 2.2% 18.9% 3.0% 8.1% 8.4% 16.3% 8.3% 4.5% 5.4% 8.1%

2010 2011 2012 2013 2014 2015 2016 2017 2018 Itaú CorpBanca Chile Chilean Financial System

Average: 11.9% ; 10.5% Average: 2.2% ; 6.0%

Adjusted Non-Interest Expenses annualized growth (%) Forecast: Expenses in line with Inflation

2.2%

Realized

2.6%

In millon of Chilean Pesos

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Total Non-Interest Expenses - Itaú CorpBanca1 220 255 275 402 545 732 736 801 766 791 (-) Itaú CorpBanca Colombia

(74)

(191) (290) (253) (253) (274) (273) Total Non-Interest Expenses - Itaú CorpBanca Chile 220 255 275 328 354 441 483 548 492 518 (-) Credit risk related provisions2 (3) (4) (4) (6) (4) (4) (2) (11) (9) (16) (-) Non-recurring expenses

(32)

(54) (101) (31) (39) (-) Depreciation y amortization3 (10) (12) (14) (16) (20) (22) (24) (26) (29) (32) Adjusted Non-Interest Expenses - Itaú CorpBanca Chile 207 239 257 306 331 384 404 410 422 432 Annual growth rate 15.6% 7.4% 19.1% 8.1% 16.1% 5.3% 1.4% 3.0% 2.2% Adjusted Non-Interest Expenses - Chilean Financial System 2,254 2,680 2,761 2,983 3,233 3,760 4,073 4,255 4,484 4,848 Annual growth rate 18.9% 3.0% 8.1% 8.4% 16.3% 8.3% 4.5% 5.4% 8.1%

1 – Includes commissions expenses, personnel expenses, administrative expenses, depreciation and amortization, impairment charges and other operational expenses. All data is Proforma 2 – Consisting of provisions for assets received in lieau of payment and provisions for Country risk. 3 – Does not include amortization of intangibles generated through business combination, already considered as a non-recurring expense.

41

SLIDE 42

Financials | Estimated Synergies Captured to Date

207 239 257 306 331 384 404 410 422 432 6 12 9

2009 2010 2011 2012 2013 2014 2015 aumento 2016 aumento 2017 aumento 2018

207 239 257 306 331 384 404 422 445 481 18 23 36

2009 2010 2011 2012 2013 2014 2015 aumento 2016 aumento 2017 aumento 2018

≠

12 10

Ch$ 49 billion or US$ 76 million1 in synergies captured in the first three years Adjusted Total Expenses evolution – actual1 (Ch$ Bln) Adjusted Total Expenses evolution – System growth rates1 (Ch$ Bln)

≠

+1.4% +3.5% +4.6% +5.6%

27

≠

+2.2% +8.1%

Forecast: Expenses in line with Inflation

2.2%

Realized

2.6%

1 – Exchange rate of Ch$ 651.79 / 1 US$, as of February 28th, 2019 As presented in our April 21st, 2016 Investor Update Conference Call to discuss different topics of the merger.

42

SLIDE 43

Financials | Liquidity Risk

Regulatory Liquidity: Mismatch vs. Peers in Chile

Ch$ Bn Límit Capital Básico¹ Total gap - 30 days Total gap - 90 days Total gap - 30 days Total gap - 90 days Peer-A 100% 3,304 1,421 2,032 43% 31% Peer-B 100% 3,187 885 2,605 28% 41% Peer-C 100% 3,407 707 1,801 21% 26% Estado 100% 1,693 1,151 2,384 68% 70% Itaú CorpBanca (Chile only) 100% 3,325 1,109 1,349 33% 20%

a

Adjusted liquidity gap Use of limit

Itaú CorpBanca has lowest maturity mismatches compared with peers

Liquidity: high liquidity standards are an important driver of
ur balance

sheet management both in Chile and in Colombia. BIS III Liquidity Framework – LCR2

1 – According to SBIF BIS I definitions. 2 – LCR: Liquidity Coverage Ratio calculated according to BIS III rules. Regulatory LCR ratios are still under construction in Chile. Source: Quarterly liquidity status report as of December 31, 2018 for each bank available in the corresponding websites.

20% 31% 41% 26% 70% Itaú CorpBanca (Chile only) Peer -A Peer -B Peer-C Estado 139.2% 145.0% 70% 90% 110% 130% 150% 170% 190% 210%

04-2016 05-2016 06-2016 07-2016 08-2016 09-2016 10-2016 11-2016 12-2016 01-2017 02-2017 03-2017 04-2017 05-2017 06-2017 07-2017 08-2017 09-2017 10-2017 11-2017 12-2017 01-2018 02-2018 03-2018 04-2018 05-2018 06-2018 07-2018 08-2018 09-2018 10-2018 11-2018 12-2018 01-2019 LCR CH Límite LCR

43

SLIDE 44

Financials | Regulatory Capital Composition Under Current Ley General de Bancos

Notes: 1  Capital Básico = Core Capital, according to SBIF BIS I definitions; includes corresponding adjustments from merger effects of the business combination 2  Patrimonio efectivo = Regulatory Capital, according to SBIF BIS I definitions 3  BIS ratio = Patrimonio efectivo / RWA, according to SBIF BIS I definitions

Ch$ Tn*

1.04

Capital Básico1 Subord. Bond Minority Interest Patrimonio Efectivo2 Goodwill

*Data as of December 31, 2018 Source: Itaú Corpbanca consolidated balance sheet

3.32 0.22 3.42

14.7% BIS Ratio3

1.18

44

SLIDE 45

Financials | Current Regulatory Capital Ratio & Estimated BIS III Capital Ratio

Current regulatory capital ratio evolution (LGB) Estimated1 BIS III capital ratio (new LGB)

Tier I Tier II

1 – Reflects our best estimate for the impact of the implementation of the new Banking Law in Chile. The actual impact depends on definitions still to be set by the Comision para el Mercado Financiero (CMF).

14.4% 14.7% 11 bp 6 bp 6 bp 4 bp

Sep.18 Capital Basico Subordinated Bonds RWA Other Dec.18

10.2% 7.8%

2.4%

+ / -

Regulatory Capital Ratio (Dec.18) Other Intangible Assets / Net Deferred Taxes Net effect of changes in RWA Estimated Fully Loaded BIS III Capital

4.5% 3.9%

0.6%

14.7% 11.1%

45

SLIDE 46

Financials | Results in Colombia

Forecast: Break-even in Colombia

Ch$ 7.6 bn

Realized

Ch$ 0

40.9 (39.6) (21.5) 7.6

2015 2016 2017 2018

Managerial Net Income NIM Cost of Credit Efficiency Ratio

4.0% 3.3% 3.7% 4.4%

2015 2016 2017 2018 45.2% 56.5% 62.4% 60.1% 2015 2016 2017 2018 2.3% 2.9% 2.7% 2.0% 2015 2016 2017 2018 In Ch$ Billion

46

SLIDE 47

Financials | 2019 Macroeconomic Outlook

2016

GDP Loan Growth Inflation Interest Rate

2017 2018 2019 2016 2017 2018 2019

1.3% 1.5% 4.0% 3.2% 2.1% 1.4% 2.7% 3.3% 5.6% 4.5% 10.2% 8-10% 12.2% 6.1% 5.8% 8-10% 2.7% 2.3% 2.6% 2.6% 5.8% 4.1% 3.2% 3.0% 3.50% 2.50% 2.75% 3.25% 7.50 4.75% 4.25% 4.50%

47

SLIDE 48

Financials | Perspectives for 2019

Loan Growth Loan Mix1 Cost of Credit Risk2 Adjusted Non-Interest Expenses Results from Colombia3 Expected

8.0% 10.0%

1 – Retail loans refers to Mortgage and Consumer loan. ; 2 – Net provision for credit & counterparty risks. ; 3 – Managerial Net Income Attributable to Shareholders.

0.7% 0.8%

Continued recovery in profitability In line with inflation Continued increasing retail in loan mix

48

SLIDE 49

Agenda

1. Investment Case 2. Financials 3. Key Strategic Drivers 4. Appendix

SLIDE 50

Key Strategic Drivers 2019

Growth

Culture of innovation and transformation
Efficiency and improvement of user

experience

Seamless integration from back-office to

front-office

Segmentation model with well defined

identity and value proposition

Development of products and a “service

culture” focused on client satisfaction and long-term relationships

2 1 3

Digital Transformation Client Centricity Efficiency

5 6

Capital Generation Colombia

Expand our presence and client base in

all business segments

Special focus on growing our Retail Bank
Further increase transactionality and

relationship within our client base

Efficiently managing capital allocation

through adequate cost of equity

Value creation and RAROC metrics and

tools as a driver throughout the organization

Continued and sustainable rebound in

results

Resume expansion in business volumes
Advance with the implementation of retail

and wholesale strategies

Continuously increase the efficiency of our
perations
Drill down of the full cost allocation model to

product level

Continued focus and discipline in identifying

cost saving opportunities throughout the institution

4

50

SLIDE 51

Agenda

1. Investment Case 2. Financials 3. Key Strategic Drivers 4. Appendix

SLIDE 52

Financials | Average Tangible Equity Breakdown

All other Assets: Ch$ 28,057 Ch$ 21,581 Ch $6,476 All other Liabilities: Ch$ 25,897 Ch$ 20,005 Ch$ 5,892 Asociado a Intangibles PPA: Ch$ 40 Minority Interest ex GW and PPA Intangibles: Ch$ 190 Assets: 29,513 Liabilities: 25,980 Minority Interest: 222

4Q’18 Average Balance (Ch$ Tn)

Managerial Tangible Equity: Ch$ 1,969 Ch$ 1,574 Ch$ 395 Shareholders’ Equity: 3,311

Managerial Tang. Equity: Recurring Results: Recurring RoTE: Ch$ 1,969 Ch$ 1,574 Ch$ 395 Ch$ 43.8 Ch$ 37.1 Ch$ 6.6

÷ ÷ ÷

8.9% 9.4% 6.7%

= = =

Goodwill: Ch$ 1,180 Ch$ 942 Ch$ 237 Intangibles from PPA: Ch$ 276 Ch$ 134 Ch$ 142 Deferred taxes asociated with intangibles from PPA: Ch$ 83 Ch$ 36 Ch$ 47 Asociated w/ PPA Intangibles: Ch$ 32 GW and PPA Intangibles: Ch$ 1,341 Ch$ 1,041 Ch$ 300

52

SLIDE 53

Itaú Corpbanca | Transaction in Colombia

Itaú Corpbanca Colombia acquired assets and liabilities of Itaú BBA Colombia

Current Structure in Colombia

Itaú Corpbanca

Itaú Corpbanca Colombia

On June 16, 2017 Itaú Corpbanca Colombia acquired Itaú BBA

Colombia assets and liabilities1

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) ‐ Itaú Corpbanca will carry out commercially reasonable efforts to register an listing Itaú Corpbanca Colombia in the Colombian Stock Exchange (CSE) ‐ The rational is to create a liquidity mechanism for minorities to sell the stake in the company

Itaú Corpbanca to buy Helm stake in Itaú Corpbanca Colombia

‐ On February 28, 2019, a three-member Tribunal of the ICC ordered Helm to sell its shares of Itaú Corpbanca Colombia, which represents 19.44% of the equity of Itaú Corpbanca Colombia at approximately US$299 million (which includes interest at LIBOR plus 2.7% per year running from April 1, 2016) ‐ This price of US$299 million implies a valuation multiple of 1.36 times book value of Itaú Corpbanca Colombia as of December 31, 2018, and is consistent with the valuations of Itaú Corpbanca Colombia in Itaú Corpbanca’s financial statements ‐ The acquisition, when completed, will result in an estimated impact of 0.82% on Itaú Corpbanca’s Common Equity Tier 1 capital, on a fully loaded basis, under the Basel III standards (using exchange rates as of February 28, 2019) ‐ The purchase of shares of Itaú Corpbanca Colombia by Itaú Corpbanca will be subject to regulatory approvals in Colombia, Chile and Brazil CorpGroup Helm Corporation Other Minorities Itaú BBA Colombia (asset and liabilities)

66.28% 12.36% 20.82% 0.54%

Acquisition

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%.

53

SLIDE 54

Our Bank | Itaú Corpbanca History

54

SLIDE 55

Itaú Corpbanca

LarrainVial | 13th Andean & Southern Cone Conference Presentation

March 19 – 20, 2019 | Santiago