Slide 1: Banking Segment CJ Interbank August 2025
Banking Segment CJ Interbank August 2025
Slide 2: Interbank at a glance
Interbank at a glance
Slide 3: Interbank at a glance
Source: Superintendencia de Banca, Seguros y AFP (SBS) and Interbank as of June 30, 2025 1) Figure converted to US dollars using an end of period exchange rate (Sol / US dollar) of 3.542 2 2) Ranking among four largest Peruvian banks 3) Information as of Jun25
Slide 4: Interbank market position
US$ 7.8 S/50 bn S/1,056 MM bn System Life 3 Source: Company information and SBS as of June 2025 1) Figure converted to US dollars using an end of period exchange rate (Sol / US dollar) of 3.542 2) Excluding private annuities
Slide 5: IFS is part of Intercorp Group
IFS is part of Intercorp Group Financials DOIFS CJ Interbank Ginterseguro C1 Interfondos iC INTELIGO GROUP izipay
Slide 6: Clear strategic vision
Clear strategic vision Best bank © Leading key segments with the best digital experience 2 Profitable Iw" Developing businesses to achieve a sustainable ROE through continuous innovation growth 3 Customer's Ss 2 Being the primary bank for our customers with preference a world-class NPS, anticipating
Slide 7: Key investment highlights
Key investment highlights Robust capital base ahead of Peruvian Economy Balanced portfolio 1 among the strongest 2 supporting growth in the region and profitability afi requirements Digital bank with distinctive leadership in Peru
Slide 8: Peruvian economy among the strongest in the region
1 Peruvian economy among the strongest in the region
Slide 9: Peruvian economy: persistent positive macro indicators
Peruvian economy: persistent positive macro indicators . a ~ 7 oe —\ C Improved economic activity +) C Better employment ) 4 Decreasinginterest rates ) GDP growth YoY (%) Lima Metropolitana Reference rate (%) ae ” we 91 : : . 5.75 5.25 4.2% 9 3.8% 3.9% , 5.6% 3.0% 55 5.50 475 450 ° 5.00 14 -03 450 4
Slide 10: Balanced portfolio supporting growth and profitability
2 Balanced portfolio supporting growth and profitability
Slide 11: Loan portfolio mix
30% 33% 48% 46% 22% 21% 21% 21% 19% 60% 19% 60% Source: SBS as of June 2025 10 Note: Under Peruvian SBS GAAP 1) Consumer loans do not include mortgage loans
Slide 12: Asset quality: PDL and coverage ratios
BBVA 4.2% 2.2% BBVA 3.4% BCP 3.7% 3.1% BCP 3.4% Scotiabank 4.9% 2.8%Scotiabank 4.0% Interbank 1.8% 3.3% Interbank 2.6% 177% 164% 4.3% 4.4% 152% 149% 145% 153% 156% 151% 141% 3.8% 139% 3.7% 3.6% 3.4% 2.7% 2.6% 2.7% 2.6% Source: SBS and Company information as of June 2025 1) Defined as allowance for l
Slide 13: Funding structure
Bonds Other Demand 9% 3% Due to banks 23% 11% 39% Savings 80% Deposits 35% Time 12 Source: SBS and Company information as of June 2025 Note: Under Peruvian SBS GAAP
Slide 14: Improvement in funding mix
Improvement in funding mix Low-cost funding (%) “) Low-cost funding (S/bn) 4Q19 4aQ19 28% $/12.5 bn 34% 22.1 32% 19.7 6.7 12.6 2Q24 2Q25 2Q24 2Q25 W@W Retail mg Commercial Institutional gg Other 1) Low cost fundingas a % of total funding Low-cost funding includes retail deposits (excluding term depo
Slide 15: Stable NIM
Stable NIM Interest-earning assets (s/bn) 65,8 70,1 50,2 2019 2023 2024 1™) Cash and due from banks Hl Investments Il Loans Funding breakdown (S/ bn) 67,8 Jun24 2019 2023 2024 m Retail deposits mi Commercial deposits Jun24 - im Due to banks 72,4 Jun25 64,7 Jun25 @ Bonds Evolution of yield on assets
Slide 16: Efficiency and expenses
Source: Company information as of June 2025 1) Correspondent agents includes external network 2) Total expenses are defined as Administrative expenses + Depreciation + Amortization
Slide 17: Quarterly net profit recovery
Quarterly net profit recovery Net profit (S/ mn) Quarterly net profit (S/ mn) ROE 22.0% 17.6% 12.4% 11.9% i 15.5% 6.6% 8.7% 15.4% 16.5% 15.1% 1,222 172 341 327 341 i 304 901 934 | 1 669 i 164 2019 2022 2023 2024 i 1H25, 2Q24 3Q24 4Q24 1Q25 2Q25 16
Slide 18: Robust capital base ahead of Basel III requirements
3 Robust capital base ahead of Basel Ill requirements
Slide 19: Solid capitalization levels
Solid capitalization levels CETI ratio Banking Banking System 13.2% 13.7% 1.7% 13.1%* System cen TCR 12.3% 11.8% 11.2% 1.7% -- 78% regulatory minimum 2023 2024 Jun24 Jun25 () As of Apr-25 Total capital ratio (TCR) 16.5% 15.5% 2023 17.4% 15.9% 2024 15.9% 15.0% Jun24 17.6% * 16.9% Jun25 _-. 13.0% regu
Slide 20: ~270bps capital surplus
~270bps capital surplus ~270bps capital surplus CET1 actual CET1 required AT1 Conservation buffer Systemic buffer Total capital actual Conservation buffer Additional requirements Total capital required Systemic buffer 19 Source: SBS and company information as of Jun25
Slide 21: Digital bank with distinctive leadership in Peru
4 Digital bank with distinctive leadership in Peru
Slide 22: World-class digital experience
Through a world-class digital experience oo 71 74 Digital self-service NPS Retail (% of digital self-service) (Points - Retail Banking ) Jun24 Jun25 Digital sales (% of products sold digitally) } 6 | Hola £Qué haremos hoy?
Slide 23: Digital metrics
Source: Company information as of Jun25
Slide 24: Our payments ecosystem continues to grow
Our payments ecosystem continues to grow Merchants Businesses +] 7x af ' } Az } ¥ = +20. YoY IzipayY. y 3 YoY Sales weno =—— / j — Financeloans 3 % fey t 2 O % 9 % YoY Small IBK shareof businessesdeposit: Izipay flows
Slide 25: Strong culture and corporate governance, with clear focus on ESG
2) Strong culture and corporate governance, with clear focus on ESG eo meee
Slide 26: Governance committees
Relevant committees: - Audit - Executive - Integral Risk Committee - Corporate governance - Credit directive Highly supervised related party exposure, well below regulatory limits
Slide 27: IFS Sustainability update
IFS Sustainability update Environmental Social +uspb4O01mnn > Great PlacéTo Work Sustainable loans L 4 2m 7028 e 203 = 2s Entrepreneurs actively using IzipayYA Interbank #2 Interbank #3 33 Financial stores obtained iREC certificates for Governance renewable energy use 1 O O Equator % Principles Repo
Slide 28: Definitions
Definitions Concept Total revenues Efficiency ratio NIM NIM after provisions Interest earning assets Loan to deposit ratio Coverage ratio PDL ratio CETI ratio TCR ratio Cost of risk ROA ROE 27 De n Gross financial margin + fee income from financial services, net + gain on financial transactions (Adm
Slide 29: Slide 29
Slide 30: Appendix
Appendix 29
Slide 31: Maintaining leadership in strategic areas
Maintaining leadership in strategic areas -80bps QoQ -90bps QoQ -50bps QoQ 21.8 20.5 197 18.8 18.2 7.9 141 14.0 [| | | [| 7 a | | : Jun24 Mar25 Jun25 Jun24 Mar25 Jun25 Jun24 Mar25 Jun25 MS Consumer loans (%) MS Retail loans (%) MS Payroll inflow (%) Obps QoQ +20bps QoQ +190bps QoQ 15.0 14. 14.5 18.4
Slide 32: Retail customers reached 5.3 million
Retail customers reached 5.3 million +4% voy 51 53 5.3 2Q24 1Q25 2Q25 Banking - retail customers (mn) ( (1) New methodology 411% vor 28 3.0 3.1 2Q24 1Q25 2Q25 Banking — digital customers (mn) +1 2% YoY 109 135 L i 2Q24 1Q25 2Q25 Banking — commercial customers (th)
Slide 33: Loans and funding tables
%chg %chg %chg %chg 2Q24 1Q25 2Q25 QoQ YoY 2Q24 1Q25 2Q25 QoQ YoY Consumer loans Deposits 48,503.4 50,706.3 52,069.1 2.7% 7.4% Credit cards & other loans 8,871.5 8,497.7 8,544.0 0.5% -3.7% (1) Retail 25,304.0 26,029.9 26,017.6 0.0% 2.8% Payroll deduction loans 5,759.3 5,632.8 5,666.3 0.6% -1.6% (2)
Slide 34: Improving risk-adjusted NIM amidst a lower yield on loans
33 Improving risk-adjusted NIM admist a lower yield on loans Interest-earning assets (s/bn) 72,4 16% 50,2 18% 9 1% 68% 67% 69% 2019 2023 2024 Jun-24 Jun-25 §) Cash and due from banks [lj Investments [lj Loans Evolution of yield on assets (%) -eNIM -@NIM on loans. —@-Risk-Adjusted NIM e 2- Om ~e Oo 8
Slide 35: Decrease YoY in cost of funds
40 bps decrease YoY in cost of funds % of low- cost funding Funding breakdown (S/ mn) 28% 33% 35% 59,096 62,777 2019 2023 2024 @ Retail deposits Commercial deposits im Due to banks 34% Jun25 Bonds Cost of funds and deposits (%) Ref. rate YoY -125bps (S/) ~100bps (USS) 9 3.6% 3.5% 3.2% 3.2% 3.2% Pi)
Slide 36: Manageable dollarization levels
Manageable dollarization levels 35 Gross Loans by segment & percentage in S/ 39% 92% «92% 93% 94% 94% 94% 95% 96% 96% oo 7% 73% = 74% 73% yam 78% = 76% oI 74% 73% %75% 74% 52% 52% 52% 51% 2015 2016 «2017 «2018, o-Total Loans % in S/ 58% 49% 2019 2020 2021 ~o- Retail % in S/ Deposits by segment & per
Slide 37: Manageable dollarization levels
Manageable dollarization levels Totalloans Retail loans Commercial loans = @ © o 8° © c¢ 93% 96% 74% 74% B 2a19 2Q25 2a19 2Q25 2a19 2Q25 Retail loans breakdown Commercial loans breakdown Consumer Mortgages Corporate Medium Small & Micro 99% 99% 87% 95% 969694 47% 45%) 51% dhs 2a19 2Q25 2a19 2Q25 2Q1
Slide 38: Commercial and retail metrics
351 351 355 363 10,325 9,082 9,226 286 7,072 214 213 217 217 181 4,405 105 137 138 137 145 2019 2023 2024 1H24 1H25 2019 2023 2024 1H24 1H25 Commercial Retail 17.8% 3.8% 16.4% 15.9% 3.5% 14.6% 14.4% 2.9% 2.0% 2.2% 2019 2022 2023 Jun24 May25 * 2019 2023 2024 1H24 1H25 37