Credicorp Ltd. · NYSE:BAP
Credicorp — Q2 2025 Earnings Presentation
79 slides from Credicorp's earnings presentation, August 2025
Slide 1: 2Q25 Corporate Presentation
2Q25 Corporate Presentation August 2025
Slide 2: Our Purpose and Our Vision
Corporate Presentation Our Purpose Contribute to improving lives by driving the changes that our countries need. Our Vision We are a leading team in Latin America that makes a significant impact on society, inspired by improving people's lives by providing innovative financial solutions
Slide 3: A Leading Financial Services Group in the Andean Region
A Leading Financial Services Group in the Andean Region, with Dominant Share in Each of its Businesses in Peru 1 Countries Market position in 2Q25 Net Income Lines of Business Subsidiaries Countries of Operations of Operations Peru Contribution 1 Universal Banking Bolivia #1 2 79.3% Microfinance Col
Slide 4: Strengthening Our Core While Building Our Own Disruptors
We are Strengthening and Consolidating Our Core While Building Our Own Disruptors Strengthening Leadership Position of Core Businesses Complementing Our Core Businesses With a and Operating as a Top Player Leveraging Innovation Disciplined Innovation Portfolio Reaching More Clients through a More Di
Slide 5: Maintaining Our North Stars in the Short-term Environment
Maintaining Our North Stars As We Navigate the Short-term Environment We Remain Focused on Achieving While We Adapt with Agility Our Long-Term Ambitions through Tactical Decisions to Secure Results Customer Experience Prudent Risk Management in Developing new solutions for an uncertain environment c
Slide 6: Why Invest in Credicorp?
Why Invest in Credicorp? 1. Prioritizing Leading Market Positions in 2. Diversified, Customer-centric Synergetic an Underpenetrated Region Organization, Leveraging Cross-sales 5. Sustainability at the Core of Our 4. Attractive Portfolio Return and Strategy 3. Leveraging Digital Talent & Data-Driven
Slide 7: Why Invest in Credicorp?
Why Invest in Credicorp? 1. Prioritizing Leading Market Positions in 2. Diversified, Customer-centric Synergetic an Underpenetrated Region Organization, Leveraging Cross-sales 5. Sustainability at the Core of Our 4. Attractive Portfolio Return and Strategy 3. Leveraging Digital Talent & Data-Driven
Slide 8: Diversified, Financially Solid & Sustainable Financial Services Group
Diversified, Financially Solid & Sustainable Financial Services Group in Peru with Significant Potential Across the Andean Region Operating in Markets with Leading Market Positions in Attractive Growth Potential Core Segments Domestic Loans as a %GDP1 [Data as of Jun 25] Universal Banking 2 Microfin
Slide 9: BCP is the #1 Bank in Peru
BCP is the #1 Bank in Peru with Unparalleled Customer Reach and Diversified Sources of Revenue 2Q25 Peru is an Attractive Market to Grow with Financial Products Assets 191,423 %Cashless2/GDP %Deposits/GDP (S/Millions) [ 2023 ] [ Jun-25] Loans1 120,999 (S/Millions) 32 39 Portfolio Mix 1 Wholesale 44%
Slide 10: Mibanco is the #1 Peruvian Microfinance
Mibanco is the #1 Peruvian Microfinance with a Replicable Business Model in an Untapped Region 2Q25 Significant Untapped Potential Peru Colombia Assets 17,287 2,391 (S/Millions) ~8 M M unbanked businesses ~7 M M unbanked businesses and individuals Loans1 12,785 1,976 and individuals (6MM served by i
Slide 11: Insurance and Pension Businesses Rank #2 in Peru
The Insurance and Pension Businesses Rank #2 in Premiums and AUMs in Peru, the Fastest Growing and Least Penetrated Market in LatAm 2Q25 2Q25 Peru is the highest growing & least penetrated seguros insurance market in Latin America AuMs 32,943 Assets 20,049 (S/Millions) (S/Millions) US$ Premium Insur
Slide 12: Reorganized Investment Management & Advisory Business
We have Reorganized Our Investment Management & Advisory Business to Efficiently Grow Core Profitable and Scalable Segments and Leverage Opportunities in Our Markets Focus on Recurring & 2Q25 Scalable Business Our Regional Presence WM AuMs 21,256 Wealth 36% Management (US$ Millions) AM AuMs 25,801 (
Slide 13: Why Invest in Credicorp?
Why Invest in Credicorp? 1. Prioritizing Leading Market Positions in 2. Diversified, Customer-centric Synergetic an Underpenetrated Region Organization, Leveraging Cross-sales 5. Sustainability at the Core of Our 4. Attractive Portfolio Return and Strategy 3. Leveraging Digital Talent & Data-Driven
Slide 14: Customer-Centric Approach Fuels Market Leadership and Cross-Selling
Our Customer-Centric Approach Fuels Market Leadership and Unlocks Cross-Selling Potential Day-to-day Cashless Digital acquisition Loans Savings WEB: APP: Cards Insurance Recaudación Virtual advice Tools to grow Con el respaldo del Con el respaldo del Con el respaldo del Con el respaldo del 2Q25 Corp
Slide 15: Parenting Advantage and Synergies
Why Invest in Credicorp? Parenting advantage Synergies Customer Knowledge Attracting and Retaining Top-notch Talent Talent Development IT Digital Profiles + Adoption of Best-in-class Digital Capabilities Cross-selling and Credicorp Channels Data & Analytics Agile Operating Model Artificial Intellige
Slide 16: Why Invest in Credicorp?
Why Invest in Credicorp? 1. Prioritizing Leading Market Positions in 2. Diversified, Customer-centric Synergetic an Underpenetrated Region Organization, Leveraging Cross-sales 5. Sustainability at the Core of Our 3. Leveraging Digital Talent & Data-Driven 4. Attractive Portfolio Return and Strategy
Slide 17: Strong Tech, Cybersecurity and Data Capabilities
Strong Tech, Cybersecurity and Data Capabilities, Enabled by Increasing Investment in Digital Talent and an Agile Management Model at BCP Information Expand scalability and flexibility Enhance through people, Data & Increase revenue, reduce risk, while achieving savings Cybersecurity processes and t
Slide 18: Mibanco's Hybrid Model
Mibanco’s Strategy has Concentrated On Consolidating Our Hybrid Model Over the Last Years Traditional Model Hybrid Model At Agencies In-Person Centralized Intelligence On the Field Partial processing Alternative Channels 100% Sales and Advisory on the Field Advisor Dependency Comercial High Level of
Slide 19: Pacifico's Talent Mix Has Evolved
Pacifico’s Talent Mix has Evolved to Support the Strategic Capabilities Needed to Achieve Our Goals Data-driven business powered by analytics with robust governance Tech capabilities for key enablers such as and tech platforms Pricing Data & Analytics IT Talent Modular and digital cloud architecture
Slide 20: Why Invest in Credicorp?
Why Invest in Credicorp? 1. Prioritizing Leading Market Positions in 2. Diversified, Customer-centric Synergetic an Underpenetrated Region Organization, Leveraging Cross-sales 5. Sustainability at the Core of Our 3. Leveraging Digital Talent & Data-Driven 4. Attractive Portfolio Return and Strategy
Slide 21: Our Innovation Strategy Has Clear Goals, Domains and Boundaries
Our Innovation Strategy Has Clear Goals, Domains and Boundaries North Star: 10% of BAP’s revenues after provisions by 2026 1 2 3 Gain and defend Expand Accelerate What market penetration our TAM adoption of key North Star and goals by disrupting ourselves and cover capabilities before other players
Slide 22: Centralized Portfolio Ambition and Decentralized Execution
Our Centralized Portfolio Ambition and Decentralized Idea Origination and Execution, Enable an Entrepreneurial Innovation System Innovation Committee Main strategic and portfolio decisions Innovation Working Group Collaboration Innovation Units Execution of disruptive innovation initiatives Labs Acc
Slide 23: Disciplined Portfolio Management Approach
Our Disciplined Portfolio Management Approach Ensures it is Well-diversified, Aligned with Our Strategic Goals, and within Our Financial Limits Activity Strategic Performance Financial Performance Confidence Right initiative volume Proper diversification Return and progress towards Measures the over
Slide 24: Measuring the Overall Health of Our Portfolio
We Measure the Overall Health of Our Portfolio by Evaluating Initiatives’ Performance and Setting Clear Stages and Objectives to Guide Our Efforts Stage Seed Acceleration Escalation Validate product market fit Grow rapidly with strong Generate a large, profitable and Objective in a large market unit
Slide 25: Why Invest in Credicorp?
Why Invest in Credicorp? 1. Prioritizing Leading Market Positions in 2. Diversified, Customer-centric Synergetic an Underpenetrated Region Organization, Leveraging Cross-sales 5. Sustainability at the Core of Our 3. Leveraging Digital Talent & Data-Driven 4. Attractive Portfolio Return and Strategy
Slide 26: Managing Through the Cycles
Managing Through the Cycles, We Consolidate Leadership in Tough Times and Thrive in Good Times Net Income vs. GDP Growth S/ millions Pandemic Net Earnings Attributable to Credicorp 5,501 Peru Nominal GDP Growth 4,866 21.7%4,648 4,265 4,092 3,984 14.9% 3,515 3,585 11.7% 11.0% 12.0% 3,092 8.0% 7.6% 2,
Slide 27: Disciplined Management Maintains Solid Capital Ratios
Disciplined Management Maintains Solid Capital Ratios Regulatory Capital Requirement CET1 IFRS Levels Breakdown Jun 25 remain within internal targets 12.7% BCP Stand-Alone CET1 IFRS Mibanco CET1 IFRS 12.1% 12.6% 16.7% 15.9% 16.7% BCP & Mibanco 11.6% Others 87.3% Jun 24 Mar 25 Jun 25 Jun 24 Mar 25 Ju
Slide 28: Why Invest in Credicorp?
Why Invest in Credicorp? 1. Prioritizing Leading Market Positions in 2. Diversified, Customer-centric Synergetic an Underpenetrated Region Organization, Leveraging Cross-sales 5. Sustainability at the Core of Our 3. Leveraging Digital Talent & Data-Driven 4. Attractive Portfolio Return and Strategy
Slide 29: Significant Progress in Our Sustainability Journey
Significant Progress in Our Sustainability Journey Financial Inclusion Portfolio Emissions Corporate Governance People financially included (1) In 2024, Credicorp joined PCAF, a global initiative to Board at a glance (million) standardize the measurement and disclosure of portfolio 5.7 3.8 emissions
Slide 30: 2025-2030 Sustainability Strategy
Focusing on the Most Relevant Fronts, We Developed Our 2025-2030 Sustainability Strategy Financial inclusion Health insurance & INCLUSION and education quality healthcare INCLUSION FINANCE FOR Support to MSMEs Resilience THE FUTURE IMPACT Sustainable Finance PLAN TRUST Trust in Credicorp and its Tru
Slide 31: 2Q25 Quarterly Results
2Q25 Quarterly Results August 2025
Slide 32: Peru: Domestic Demand Is Growing Faster Than GDP
Peru: Domestic Demand Is Growing Faster Than GDP GDP and Domestic Demand High-Frequency Economic Indicators 2Q25 (YoY % change, four-quarter moving average)1 (YoY %change)2,3 29 GDP Domestic Demand 21 16 17 14 14 6.0 5.1 5.0 4.0 Buying and Capital Terms Real Light-vehicle Heavy-duty 3.8 selling of r
Slide 33: Central Banks Continue To Assess Tariff Effects
Central Banks Continue To Assess Tariff Effects GDP (YoY %change)1 3.3 3.2 2.8 2.6 2.3 2.4 1.9 1.6 2024 2025F US Colombia Peru Chile Inflation CPI Rates Central Bank Policy Rates (YoY %change)2 (%)3 9.25 4.75 4.50 Peru 4.8 4.50 Colombia 4.1 2.7 Chile 1.7 U.S. Dec20 Jun21 Dec21 Jun22 Dec22 Jun23 Dec2
Slide 34: 2Q25 Key Financial Highlights
2Q25 Key Financial Highlights 1 2 3 4 Underlying Loan Portfolio Resilient NIM on Funding Growing Diversified Sources Diversified Business Expanded While Asset Tailwinds of Income and Solid Capital Base Quality Improved Total Underlying Loan NII Fee Income Earnings Contributions4 Loans1 Growth2 -4.1%
Slide 35: Universal Banking: Strong Profitability
Universal Banking: Strong Profitability Driven by Diversified Revenues and Low Levels of Cost of Risk 2Q24 1Q25 2Q25 Risk-Adjusted NIM and Cost of Risk (%) ROE1 23.7% 27.1% 30.9% 4.3% 4.7% 4.9% 5.0% 5.2% Risk-adjusted NIM 2.6% 1.8% 2.1% 1.2% BCPʼs Drivers 1.3% Cost of Risk 2Q24 3Q24 4Q24 1Q25 2Q25 2
Slide 36: BCP, Leading the Market Across Loan Products
BCP, Leading the Market Across Loan Products Total Loans 29% 30% 29% 29% 29% (%) Dec 19 Dec 22 Dec 23 Dec 24 Jun 25 36% 37% 38% 37% 36% Wholesale 20% 20% 18% 19% 19% 16% 20% 19% 15% 11% 12% 13% 14% 14% 14% 33% 32% 32% 32% 32% 26% 23% 24% 25% 25% 14% 14% 17% 15% 17% 15% 16% 15% 16% 15% Mortgage 35% 3
Slide 37: BCP Market Leader Across Deposits
BCP Continues to be the Undisputable Market Leader Across Deposits 30% 33% 32% 32% 32% Total Deposits (%) Dec 19 Dec 22 Dec 23 Dec 24 Jun 25 38% 39% 41% 41% 40% Savings 21% 20% 19% 19% 19% 16% Deposits 13% 14% 11% 11% 15% 9% 14% 9% 14% 42% 41% 40% 39% 36% Demand 22% 19% 22% 22% 23% 22% Deposits 12%
Slide 38: Yape: MAU Operating Leverage Continues to Expand
Yape¹: MAU Operating Leverage Continues to Expand, as Lending Rises to Represent 18%of Total Revenue Active Users and Engagement Financial Results Monthly Revenues/MAU MAU (millions) Monthly Expenditures/MAU # Monthly 6.2 6.5 54.5 Transactions/MAU 52.1 6.1 40.2 4.6 4.4 14.3 14.9 3.9 5.0 4.7 12.3 4.2
Slide 39: Diverse Features and Higher Engagement Boost Revenue
Diverse Features and Higher Engagement Boosts Revenue Under Strong Fee Generating Users Phone Card & Life Gas Insurances Insurances E-Commerce Features Brand Health Marketplace Gaming Ticketing Bus Travel Delivery Solutions Insurance Multi Installment Installments Financials Features Payments FX Yap
Slide 40: Mibanco Peru: 2Q25 Profit Growth
Mibanco Peruʼs: 2Q25 Profit Growth Fueled By Improved Risk Management and a Stronger NIM, Amid an Ongoing Economic Recovery 2Q24 1Q25 2Q25 Historical NPL Ratio (%) 8.1% ROE1 5.4% 14.7% 16.3% NPL Ratio 6.4% 6.1% 6.1% Mibanco Peru Drivers 4Q22 2Q24 1Q25 2Q25 2Q24 1Q25 2Q25 5.5% 7.5% 5.1% 5.4% Cost of
Slide 41: Mibanco, Regional Leader
Mibanco, Regional Leader Market share(1) Competitive Landscape(2) Other 1 2 14% 13% Colombia 23% 3 Mibanco 7% 4 BCP 21% 8% 7% 7% 5 ◼ Mibanco ◼ Caja Arequipa ◼ Caja Huancayo ◼ Caja Piura ◼ Caja Cusco ◼ Compartamos (1) Market shares on loans from Mibanco microfinance local market classification as of
Slide 42: Grupo Pacifico: Solid Insurance Underwriting Results
Grupo Pacifico: Solid Insurance Underwriting Results Supported Profitability Amid Reduced Impact of Credit Downgrades on a Couple of Assets in the Investment Portfolio 2Q24 1Q25 2Q25 Grupo Pacifico's Drivers ROE1 26.4% 19.3% 21.1% (% change) QoQ YoY YTD Insurance Underwriting +26.9% +22.5% +18.8% Re
Slide 43: Market Share Across Insurance and Pension Funds
We Maintain our Market Share Across P&C and Health Segments in the Insurance Business While Collections Decrease in Pension Funds Industry Dec 19 Dec 22 Dec 23 Dec 24 Jun 25 (1) 44% 41% 44% 44% 43% 42% 40% 37% 38% 39% 15% 17% 19% 19% 19% 42% 42% 42% 43% Pacifico 37% 38% 39% 40% 36% 35% Insurance Rim
Slide 44: IM&A: Strong Underlying Business Dynamics
IM &A: Strong Underlying Business Dynamics Help to Offset Higher Operating Expenses ROE1 and Income by Business2 (%, S/ millions) IM&Advisory Drivers (in US$ millions) Jun24 Jun25 Variation 17.9% 18.6% 15.9% 16.9%4 15.5% 13.7% 14.8% 10.9%4 WM AUMs2 18,783 21,256 +13.2% 7.8% AM AUMs2 21,691 25,801 +1
Slide 45: 2Q25 Consolidated Performance Metrics
2Q25 Consolidated Performance Metrics August 2025
Slide 46: Favorable Balance Sheet Trends
Favorable Balance Sheet Trends: Higher-Yielding Assets and Disciplined Funding Cost Management Assets: Slight Shift Toward Higher-Yielding Assets Resulted in Liabilities: Changes in Our Funding Structure Contributed to a Higher Yield on IEAs Sequentially Relatively Stable Funding Cost Interest Earni
Slide 47: Asset Quality Showed Slight Further Improvement
Asset Quality Showed Slight Further ImprovementQoQ Amid Economic Recovery and Risk Management Measures NPL YoY Contraction Across Segments Provisioning Materially Contracted Over the LTM Following Successful Risk Management Measures Total NPLs1 Total Provisions³ (S/ millions) (S/ millions) 8,786 1,0
Slide 48: Diversified Revenue Streams Boosted Core Income
Diversified Revenue Streams Boosted Core Income, While Expenses Increased as Anticipated Record Risk-Adjusted NIM on Low-Cost Funding and Strong Operating Expenses Increased YoY Driven by Core Business at Transactional Growth BCP and Innovation Portfolio Initiatives Core Income Accumulated Operating
Slide 49: Delivered Remarkable 1H25 Profitability
Delivered Remarkable 1H25 Profitability, Supported by Broad-Based Business Strength Net Income and ROE (S/ millions, %) Annual Results¹ First Half 20.0% ROE Excluding Results Extraordinary Income² 17.0% 16.8% 15.8% 16.5% 13.9% 5,501 20.9% 17.6% 4,866 4,648 4,265 3,600 1.4% 3,585 2,851 347 2019 2020
Slide 50: Our 2025 Guidance
Our 2025 Guidance 2025 Guidance 1H25 Results Updated 2025 Guidance Real GDP Growth around 3.0% +3.5% around 3.0% End-of-period Total Loan Balance -0.3% EOP² around 6.5% Portfolio Growth¹ Average Daily around 3.5% +1.1%ADB Balances Net Interest Margin (NIM) 6.2% – 6.5% 6.3% 6.2% – 6.5% Cost of Risk 2
Slide 51: Historical Consolidated Performance Metrics
Historical Consolidated Performance Metrics August 2025
Slide 52: Credicorp – Overview
Credicorp – Overview⁽1) Under IFRS 4 Under IFRS 17 and new Regulatory Capital Ratios Year Year Year As of As %ofChange % Change Summary Results 2019 2020 2022 2021 2023 20222024 2023 Jun 24 2024 Jun 25 Mar 24 Jun 25/Jun Mar24 25 Mar 25/Mar 24 Net income (S/ Millions) 4,352 334 4,760 3,672 4,960 4,76
Slide 53: Loan Mix Shift Towards Retail, Resilient Margins
Loan Mix Shift Towards Retail, Resilient Margins and Improvement in Risk Metrics 6.0% 6.3% 6.3% 6.3% 5.4% 6.0% 5.4% 5.9% Internal Overdue ratio 5.3% 5.3% 5.1% 4.4% 4.6% 5.0% 4.3% 4.8% Cost of Risk 4.3% 4.2% NIM 4.0% 4.2% 3.7% 3.6% 3.9% Risk Adjusted NIM 2.6% NPL 2.9% 2.4% 2.5% 1.6% 1.6% 1.2% 149 145
Slide 54: Growth in IEA's Share of Total Assets
Growth in IEA’s Share of Total Assets Positively Impacted Profitability Interest Earning Assets Structure Evolution of Assets Structure (S/millions) & ROAA (S/231,365 million as of June 2025) 350,000 345,000 2.3% 2.9% 0.0 340,000 -0.5 335,000 2.0% 2.3% 330,000 -1.0 325,000 2.2% -1.5 2.0% 320,000 14.
Slide 55: YoY Contraction in Loans
YoY Contraction in Loans Impacted by a Non-Cash Accounting Adjustment at BCP Bolivia and by Sol Appreciation Against the Dollar. Adjusting For These Effects, Loan Book Rose 2.6% YoY Total Loans by Segment1 (End of Period) TOTAL LOANS TOTAL LOANS % change % % CAGR % Part. in Total Loans Expressed in
Slide 56: Dollarization Fell 298 bps YoY
Dollarization Fell 298 bps YoY, Spurred Primarily by a Decrease in Total Loans in FC and Partially Offset by Growth in Total Loans in LC Evolution of the Dollarization Level of Total Loans1 (%) (1) Figures measured at End of Period. (2) The FC share of Credicorp’sloan portfolio is calculated includi
Slide 57: Low-cost Deposit Base Primary Funding Source
Our Low-cost Deposit Base Continues to be the Primary Funding Source Funding Structure Evolution of Funding Structure (millions) (S/189,056 millions as of June 2025) 2.91% 2.74% 2.86% 6.4% 2.36% 2.44% 1.83% 5.9% 2.1% 2.7% 0.5% 0.0% 198,926 27.4% 31.8% 190,236 189,254 185,932 184,747 141,995 Low-Cost
Slide 58: Funding Cost Declined
Funding Cost Declined Due to Lower Interest Rates and a Higher Share of Low-Cost Deposits Funding Cost by Subsidiaries Funding Cost by Currency 6.70% 3.34% 6.8 3.4 6.58% 6.6 6.6 3.3 2.94% 3.0 6.4 3.2 6.2 6.4 3.1 2.90% 2.9 6.2 6.0 6.0 3.0 2.91% 2.8 5.8 6.02% 5.8 2.9 2.80% 2.86% 2.7 5.6 5.4 5.6 2.8 2.
Slide 59: Low-Cost Deposits a Key Competitive Advantage
Significant Low-Cost Deposits’ Share of Total Funding Represents a Key Competitive Advantage Mix of Deposits Deposits by currency 103.22% 101.09% 96.69% 91.11% 98.15% 90.05% 112,005 147,021 147,705 161,842 147,857 157,619 2.6% 2.2% 0.8% 2.2% 2.1% 7.1% 46.8% 48.0% 45.2% 49.3% 49.8% 49.1% 26.5% 28.8%
Slide 60: Dollarization Fell in Low-Cost Deposits
Dollarization Fell in Low-Cost Deposits Due To Improvements in Our Transactional Offerings Breakdown by Deposit Type and currency 28% 27% 23% 44% 42% 39% 47% 55% 50% 53% 50% 54% 72% 73% 77% 56% 58% 61% 53% 45% 50% 47% 50% 46% Jun 23 Jun 24 Jun 25 Jun 23 Jun 24 Jun 25 Jun 23 Jun 24 Jun 25 Jun 23 Jun
Slide 61: More than 50% of Deposits Attributable to Individuals
More than 50% of Credicorp’s Total Deposits are Attributable to Individuals Total Deposits Demand Deposits 96,773 127,485 130,058 145,652 135,091 144,169 29,608 42,471 43,487 47,651 46,195 45,435 49.3% 47.3% 48.4% 47.5% 47.8% 47.0% 94.5% 90.2% 93.9% 91.4% 92.0% 93.1% 50.7% 52.7% 51.6% 52.5% 52.2% 53
Slide 62: Cost of Risk Improved Across Segments
Cost of Risk Improved Across Segments Driven Mainly Due to an Improvement in Payment Performance in Retail Banking at BCP, Supported by a Strengthening Economic Backdrop Evolution of Credicorp’s Cost of Risk by Subsidiary (Total Cost of Risk and Total Loans Coverage Ratio) 4.4% 5.3% 5.7% 5.5% 5.7% 5
Slide 63: NPL Ratio Improved Materially Across Segments
NPL Ratio Improved Materially Across Segments Amid Economic Recovery and Risk Management Measures Non-Performing Loans (NPL) Ratio by Segment 13.8% 14.0% 13.5% 12.5% 12.4% SME Mibanco Individuals 8.1% Credicorp BCP Bolivia 7.4% Wholesale 7.0% 6.0% 6.1% 6.1% 5.9% 5.4% 5.3% 5.0% 4.9% 5.5% 4.6% 3.9% 4.
Slide 64: NPL Ratio: Wholesale Banking
Lower NPL Ratio YoY Driven by Lower NPL Volumes Due to Debt Repayments Wholesale Banking Collateral level: 28%* *Collateral levels as of Jun 2025. 2Q25 Corporate Presentation 64
Slide 65: NPL Ratio: SME – Business
Lower NPL Ratio YoY Driven By Improvements in Debt Collection Management SME – Business Collateral level: 72%* *Collateral levels as of Jun 2025. 2Q25 Corporate Presentation 65
Slide 66: NPL Ratio: SME – Pyme
Lower NPL Ratio YoY Driven Mainly by Lower Overdue Loans Concentrated in the Medium-Sized, Lower-Risk Tickets SME – Pyme Collateral level: 39%* *Collateral levels as of Jun 2025. 2Q25 Corporate Presentation 66
Slide 67: NPL Ratio: Mortgage
NPL Ratio Improved YoY Driven Mainly by Higher Loan Disbursements Amid Improvements in the Economic Environment and Lower Interest Rates Mortgage Loan-to-Value: 71%* *Loan-to-Value as of Jun 2025. 2Q25 Corporate Presentation 67
Slide 68: NPL Ratio: Consumer
Lower NPL Ratio YoY Driven by Debt Repayments from Higher Liquidity and by Improvements in Origination and Debt Collections Management Consumer 2Q25 Corporate Presentation 68
Slide 69: NPL Ratio: Mibanco
NPL Ratio Decreased YoY Driven By Lower Overdue Loans On The Back of Efforts Instituted Last Year to Tighten Origination Guidelines and Improve Debt Collections Management Mibanco Collateral level: 5%* *Collateral levels as of Jun 2025. 2Q25 Corporate Presentation 69
Slide 70: BCP Bolivia NPL Ratio
BCP Bolivia’s NPL Ratio Remained Stable YoY Amid a Non-Cash Accounting Adjustment To Reflect Prevailing Market Conditions in that Country BCP Bolivia 2Q25 Corporate Presentation 70
Slide 71: Resilient NIM and Risk-Adjusted NIM
Resilient NIM Bolstered by Loan Mix Shift Towards Retail and Low-Cost Funding Structure Historical NIM & Risk-Adjusted NIM Historical NIM by subsidiaries 9.0 9.0 15 15 15 8.5 8.5 8.0 14.75% 14 14 14 14.38% 8.0 8.0 13.83% 7.5 13 13 13 7.5 7.5 13.24% 13.19% 13.61% 7.0 6.29% 7.0 6.32% 12 12 12 6.31% 7.
Slide 72: Strong Transactional Services Fuel Other Core Income
Strong Transactional Services Fuel Other Core Income, While Other Non-Core Income Registered Relevant Gains Driven by a Sovereign Bond Exchange at BCP (1) Other Income (S/ Millions) 6,112 5,656 16% 5,066 17% 4,902 7% 19% 22% 21% 16% (4) 15% Others 3,368 Net gain on foreign exchange transactions 2,98
Slide 73: Insurance: Life Results
In Insurance, Life Results Increased Due to Lower Expenses mainly in Disability and Survivorship (D&S) Income from Insurance Services Expenses from the Insurance Services – Life (S/ Millions) Business (S/ Millions) 1,211 2,033 77 1,076 261 0 1,819 1,737 329 41 214 910 101 215 446 164 310 12 210 Indi
Slide 74: Insurance: P&C Results
In Insurance, P&C Results Increased Due to a More Favorable Reinsurance Result and Higher Income Income from Insurance Services Expenses from Insurance Services (S/ Millions) (S/ Millions) 1,875 1,139 1,149 59 35 46 1,695 1,660 58 981 59 531 18 480 376 445 302 299 512 454 507 44 45 102 391 93 Person
Slide 75: Efficiency Deteriorated Driven by Higher Operating Expenses
Efficiency Deteriorated Driven Mainly by Higher Operating Expenses Operating Income and Expenses (S/ Million) 42.4% 47.5% 46.1% 43.5% 44.9% 43 42 44.9% 48 47 45 44 41 46 43 Fee income and other 40 45 42 39 44 41 43 40 38 42 39 37 20,727 41 38 36 40 operating income (1) 35 37 39 34 36 38 33 35 19,056
Slide 76: Efficiency by Subsidiary
Efficiency Deteriorated Driven Mainly by BCP Stand-alone and Pacifico Efficiency ratio by subsidiary (%) BCP Stand-alone BCP Bolivia Mibanco - Peru Pacifico 2019 40.7% 60.0% 53.0% 40.2% 2020 40.9% 87.8% 62.6% 39.0% 2021 43.4% 60.3% 55.4% 35.4% 2022 40.7% 60.9% 51.3% 34.3% 2023 38.8% 61.3% 52.7% 26.5
Slide 77: Capital Position Maintains a Significant Buffer
Credicorp’s Capital Position Maintains a Significant Buffer over Regulatory Requirements Capital Coverage Ratios Regulatory Capital Requirement Breakdown Jun 25 7.40% 6.53% 2.09 2.07 2.05 6.56% 1.71 1.71 1.69 1.33 1.38 1.35 Regulatory Common Equity Tier 1 Capital Ratio Regulatory Tier 1 Capital Rati
Slide 78: Contact Information Investor Relations
Contact Information Investor Relations E-mail: investorrelations@credicorpperu.com https://credicorp.gcs-web.com/ 2Q25 Corporate Presentation 78 Datos elaborados por Grupo Crédito para uso interno
Slide 79: 2Q25 Corporate Presentation
2Q25 Corporate Presentation August 2025