June 2010 Agenda

Macroeconomic Environment Summary Solid Macroeconomic Environment

Peruvian GDP growth rate is Latin's American second highest this year, accompanied by solid indicators…

Peruvian Real GDP Growth (%) Real GDP Growth in LatAm (%) 12 12 9.8 10 8.9 10 7.7 8 8 6.8 6 5.0 5.0 4.9 6 4.0 4 3.0 4 2 0.9 2 0.2 0

0 -2

2002 2003 2004 2005 2006 2007 2008 2009

-4 2001

2010/F

2001 2002 2003 2004 2005 2006 2007 2008 2009

2000 -6 2010/F -8 Per. Bra. Chi. Col. Mex.

Real Exchange Rate: LatAm currencies/US$ Peruvian Annual Inflation (%) 200 140 120 150 100 100 80 60 50 40 0 20

0

00 01 02 03 04 05 06 07 08 09

01 00 02 03 04 05 06 07 08 09 10

------

------

Jul Jul Jul Jul Jul Jul Jul Jul Jul Jul

Ene Ene Ene Ene Ene Ene Ene Ene Ene Ene Ene

1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009

Brazil Mexico Peru 2010/F 3 Continuous growth across different Governments

Macroeconomic model has been maintained throughout political changes…

Peruvian GDP Index and Net International Reserves across recent Governments1,2

250 (1994=100) 40 35 200 Real GDP NIR 30 150 25 20 100 15

10 US$ Billion NIR, 50

5 Real GDP Index GDP Real Index 1994 = 100

0 0

2007 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2008 2009

Alberto Fujimori : Valentín Paniagua: Alejandro Toledo: Alan García: Jull 1990 – November 2000 Nov. 2000 – July 2001 July 2001 – July 2006 July 2006 – July 2011

1. Real GDP growth rate. 2. Mr. Paniagua’s Administration was a transitory Government after Alberto Fujimori’s renounce Source: Central Bank 4 A strong and healthy banking system …

…which is expanding with a solid funding structure and maintaining good asset quality…

Performing Loans (US$ billion) ROE (%) & Net Income (US$ MM)

30 CAGR 2,000 28.2% 31.0% 40% 25 23.9% 24.5% 62% 1,750 22.2% 30% 20 1,500 10.9% 11.3% 20% 15 1,250 10% 1,000 0% 10 750 1,124 -10% 814 1,047 5 76% 37% 500 -20% 559 250 458 -30% 24% 211 249 0 0 -40% 2002 2003 2004 2005 2006 2007 2008 2009 2003 2004 2005 2006 2007 2008 2009 Other loans Retail loans Net income ROE (%)

Funding Mix (Mar. 10) Non Performing Loans Ratios and Reserves/PDL

Others 3% 300% 278% Securities, 7.4% 259% Demand 251% 3.5% 242% 260% Deposits, 235% 22.5% 2% Due to 220% banks, 13.5% 180% 1% 2.1% 1.6% 1.6% Saving 1.3% 1.3% 140% Deposit, 17.2% 0% 100% Time Deposits, 2005 2006 2007 2008 2009 74.4% funded by deposits 34.7% PDL/Loans (%) Reserves/PDL (%) 5 … with high growth potential

As Peru has among the lowest banking penetration indicators within the region…

Banking penetration (1) Retail loan penetration (2) 53% 85% Total Loans / GDP (%) Consumer Loans / GDP (%) 34% Mortgage Loans / GDP (%) 51%

19% 27% 25% 15% 13% 14% 16% 14% 9% 8% 2% 2% 4%3% 3%2%

Chile Brasil Mexico Colombia Peru Argentina Spain U.S. Brazil Chile Colombia Mexico Perú

Credit cards per inhabitant Branches per 100,000 inhabitants 1.1 1.0 0.9 Bolivia 3.8 Perú 4.9 México 8.1 0.3 0.2 Colombia 8.6 0.1 Brazil 9.6 Chile 10.8 Spain Chile Brazil Mexico Perú Colombia Venezuela 11.2 Sources: SBS, FMI, Felaban, Euromonitor y Swiss Re. As of December 2008 (1) As of December 2009 (2) Loans only from banking institutions.

6 Peruvian capital markets continue growing …

Providing a significant source of financing for the country’s economic growth and industrialization…

Private Pension Funds (US$ MM) Mutual Funds (US$ MM)

4,858 28,000 23,975 5,000 18 24,000 4,000 20,000 15 16,000 12 3,000 9 12,000 2,000 8,000 6 1,000 4,000 3

0 0 0 00 01 02 03 04 05 06 07 08 09 00 01 02 03 04 05 06 07 08 09

Funds % GDP

An important disintermediation of the banking system has taken place.

Private Pension funds and Mutual Funds dropped in 2008 and recovered in 2009 as a consequence of global market values, though real growth in 2009 is also evident.

7 High growth potential for the pension funds system...

Given the low percentage of the EA Population which already contributes to the pension fund system…

Distribution of Economically Active EAP and Pension Fund System Population

9.8 9.42 10 9 80% Dependents Private Sector 8.48 8.73 Educatio 22.0% n 8 70% 5.4% Dependents SME 22.4% 6 60% 51% 52%

% 49% 47%

4 46% 50% 13.9 Health Others 3.1% Independents SME 2 40% 30.1% AA.FF. 0.4% 0 30% Rest Independents Professionals 2004 2005 2006 2007 2008 0.8% 1.9% EAP (Millions) Pension fund system/EAP Total EAP 2008: 9.8 Millions

Source: ENAHO 2008, SBS, ONP

8 High growth potential also in the Insurance Sector…

Since market penetration of insurance products is extremely low…

Total Assets (US$ MM) Life Insurance Premiums in Peru (S/. MM)

Pension Group life 1,832 Individual life 4,740 1,587 1,597 Annuities 1,470 328 4,061 1,366 252 282 3,662 223 3,073 219 535 359 382 2,562 223 301 187 220 209 351 374

759 756 716 583 595

2005 2006 2007 2008 2009 2004 2005 2006 2007 2008

Life insurance Premium / GDP (%) Non-Life insurance Premium / GDP (%)

2.0% 1.7% USA: 4.7% UK: 15.3% UK: 3.0% USA: 4.2% 1.1% 1.1% 1.1% 1.0% 0.9% 0.9% 0.8% 0.6% 0.5% 0.4%

Chile Brazil Colombia Mexico Peru Argentina Argentina Colombia Mexico Chile Brazil Peru

Source: Sigma – El Seguro mundial en el 2007 and SBS 9 Agenda

Macroeconomic Environment Credicorp Summary 121 years of experience

… as the leading bank in the Peruvian financial system

Prima AFP is created

BCP acquires Banco Acquisition of Popular de Bolivia Release of the new Financiera Edyficar corporate identity NEW Nationalization and CHALLENGES selling of shares to employees Founded as Banco Italiano Creation of Pacifico Vida

1889 1920 1941 1974 1987 1993 1995 1997 1998 1999 2002 2003 2005 2006 2009 2010

Latin-American pioneers in providing Crisis and restructure It becomes Peru’s services through a interconnected and of the financial system. AFP Unión main financial decentralized network Reduction of number of Vida is institution banks. acquired Creation of Pacifico Health (EPS) BCP acquires BSCH Perú Leadership Consolidation

Changes its name to Credicorp is created and Banco de Crédito del listed in NYSE (BAP) Perú 11 The strongest Financial Holding in the country

with a diversified business portfolio ….

Assets: US$ 23.5 billion * Net Income 2009: US$ 469.8 million Net income 1Q 2010: US$ 123.9 million Employees: 16,813

100% 97.41% 100% 75.98%

** ***

Assets: US$ 20.7 billion AuM: US$ 2.4 billion Assets: US$ 1.3 billion NII: US$ 219.2 million Deposits: US$ 1.1 billion Net Premiums Earned: US$ Employees: 13,409 Employees: 10 102 million 100% Employees: 2,580 86.47% Banco de Crédito BCP 62.00% Bolivia FuM: US$ 7.7 billion 99.79% Contributions: US$ 221million Employees: 784 99.99%

* The structure chart shows the main subsidiaries of Credicorp ** Banco de Crédito BCP Bolivia is one of the main subsidiaries of Banco de Crédito BCP *** Prima AFP is Grupo Crédito’s main subsidiary Source: CONASEV Data as of March 2010 12 Diversified shareholder structure

With a wide base of private and institutional investors…

AFP Integra 8.32%

AFP Prima 7.09%

Romero family 17.76% Private and institutional investors 66.83%

Percentages calculated without Treasury shares Percentages estimated as of February 2010

13 Credicorp results reaffirm strong performance…

With a recent history of strong asset expansion and growing income generation…

Total Assets &Total Loans (US$MM) Net Income (US$ MM) & ROAE

25,000 22,146 600 24.10% 25% 20,000 470 500 20% 400 351 358 15,000 11,595 15% 300 230 10,000 181.9 10% 200 130.7 5% 5,000 100 0 0% 0 2004 2005 2006 2007 2008 2009 2004 2005 2006 2007 2008 2009 Net Income ROAE Total Assets Total Loans

Market Capitalization (US$ Million) Stock performance price (US$) US$ 89.47 7,136 As of June 1st 100 6,639 2010 6,143 80 3,985 60 3,265 40 1,716 20

0 2006 2007 2008 2009 2010 2005 2006 2007 2008 2009 01-Jun 14 With a solid and extremely healthy position

compared to its regional peers…

Loans/Deposits Non-Performing Loans and Coverage Ratios 192% 8.0% 188% 200% 7.0% 155% 138% 6.0% 150% 4.9% 122% 5.0% 97% 128% 4.2% 82% 85% 82% 4.0% 100% 2.7% 3.0% 2.5% 2.0% 1.6% 50% 1.0% 0.0% 0% Credicorp Santander Itau Credicorp Santander Bancolombia Itau Banorte Chile Chile

PDL ratio Coverage BIS ratio 17.3% 16.8% 14.5% 14.7% 12.7%

As of March 2010. Credicorp* Santander Bancolombia Itau Banorte * BCP figures. Chile

15 Our Goal: Sustainable ROE

Key drivers for Credicorp’s sustainable growth and ROE…

•High penetration potential

•Strategies to boost growth

•Banking Business - BCP

•Improve efficiency

•Maintain healthy asset quality

•Sustainable ROE •Lead Insurance Penetration

•Insurance Business - PPS

•Lower Risk Retention

•Prima AFP – Reinforce market share and incorporate Independent Workers

•Asset Management Business

•ASHC – improve Private Banking Services – product sophistication

16 Our Goal: Sustainable ROE

Key drivers for Credicorp’s sustainable growth and ROE…

•High penetration potential

•Strategies to boost growth

•Banking Business - BCP

•Improve efficiency

•Maintain healthy asset quality

•Sustainable ROE •Lead Insurance Penetration

•Insurance Business - PPS

•Lower Risk Retention

•Prima AFP – Reinforce market share and incorporate Independent Workers

•Asset Management Business

•ASHC – improve Private Banking Services – product sophistication

17 High growth potential

… Retail banking segment : only 50% of EAP Employed is banked

Total Population 28.54 million Evolution of Employed EAP (million)

2008 9.80

2006 9.00

Other 2004 8.48 cities in Peru Banked Population by 11.97 % Banked Population within million socioeconomic segment 4.9 million (50%) each socioeconomic segment Urban EAP Employed 21.3 million 9.80 million 62% are D + E: 30% D: 25% BCP Clients Lima 9.33 million

52% are C: 38% C: 44% EAP Unemployed BCP Clients 0.76 million Rural Rural 7.2 million 7.23 million 69% are B: 63% BCP Clients B: 25%

80% are BCP Clients Source: ENAHO, October – December 2008 A: 7% A: 81% 18 Our Goal: Sustainable ROE

Key drivers for Credicorp’s sustainable growth and ROE…

•High penetration potential

•Strategies to boost growth

•Banking Business - BCP

•Improve efficiency

•Maintain healthy asset quality

•Sustainable ROE •Lead Insurance Penetration

•Insurance Business - PPS

•Lower Risk Retention

•Prima AFP – Reinforce market share and incorporate Independent Workers

•Asset Management Business

•ASHC – improve Private Banking Services – product sophistication

19 Wholesale Segment

Wholesale banking followed economic growth trend experienced the last five years...

Wholesale Banking Loan Portfolio* (MM US$)

8,000 90% 80% 76% 76% 7,000 73% 73% 80%

5,881 70% 6,000 5,430 60% 5,000 3,978 50% 4,000 2,976 40% 3,000 2,547 30% 2,000 20%

1,000 10%

0 0% 2005 2006 2007 2008 2009

Wholesale Banking Loan Portfolio Foreign currency portfolio

* Average daily balance

20 Strong franchise in the wholesale segment

…where we hold remarkable market shares in every product…

Comercial Loans Trade

50% 50% 41% 43% 40% 40%

30% 23% 30% 16% 18% 20% 20% 13% 9% 9% 10% 10% 0% 0% BCP BBVA SBK IBK BCP BBVA SBK IBK

Leasing Issue of equity and bonds 40% 36% 50% 45% 30% 40% 21% 18% 30% 22% 20% 19% 11% 20% 10% 10% 4% 0% 0% BCP BBVA SBK IBK BCP Citi BBVA SBK

As of February 2010 21 Strong franchise in the wholesale segment

…and high market shares in services to our Wholesale franchise clients

Cash Collections (Cobranzas) Receivables* (Recaudaciones) 80% 60% 53% 67% 50% 60% 40% 30% 22% 40% 20% 9% 18% 6% 20% 10% 8% 5% 0% 0% BCP BBVA SBK IBK BCP BBVA SBK IBK

Payable (Proveedores) Payrolls (Remuneraciones)

60% 50% 60% 51% 50% 50% 40% 40% 25% 30% 30% 25% 18% 20% 20% 12% 9% 10% 4% 10% 0% 0% BCP SBK BBVA CITI BCP BBVA SBK IBK

(*) Does not include SUNAT and AFP receivables As of January 2010 22 Strategy focused on defending our franchise

Focus on all aspects to maintain our positioning and optimize ROE…

Optimization of ROE

Financial results

Maximize net interest Increase fees and margin commission

Client

Increase Loan market Improve client Grow in core deposits share satisfaction

Processes

Improve commercial efficiency

Strategic resources

Identification, Ensure reliable Ensure in-time system development and information, processes development retention of talents and tools

23 Retail Segment

The retail segment recently experienced high growth due to low banking penetration and economic growth...

Retail Banking Loan Portfolio* (MM US$)

4,500 90% 78% 3,984 4,000 73% 80% 3,391 3,500 70% 61%

3,000 52% 60% 2,372 2,500 45% 50%

2,000 1,711 40%

1,500 1,329 30%

1,000 20%

500 10%

0 0% 2005 2006 2007 2008 2009

Retail Banking Loan Portfolio Foreign currency portfolio

* Average daily balance

24 And focuses on expanding its leadership

… despite strong competition

BBVA Scotia Fallabell Mi Liability BBVA Scotia BCP Intbk BCP Intbk Loans Peru Peru a Banco products Peru Peru

40.9 40.6 40.0 39.5 23.5 23.2 Saving 21.3 16.5 15.5 19.8 15.0 Wholesale 8.0 8.8 Deposits 13.7 13.2 13.1

44.1 42.2

18.4 20.3 19.9 18.2 21.5 21.4 22.4 23.1 14.1 13.8 17.2 14.9 Credit card 7.4 7.1 Demand 7.4 9.0 Deposits

51.6 50.1 20.0 20.8 16.9 17.6 12.6 12 12.8 11.6 19.8 19.0 Consumer /1 CTS 10.6 9.3 5.7 6.4

45.2 41.6

20 18.3 18.1 Mutual 21.1 21.5 16.0 15.6 15.5 16.4 16.5 14.0 16.6 SME /1 Funds

35.4 34.9 30.6 29.7 Time 27.0 25.9 20.4 13.0 13.5 9.9 10.4 Deposits 19.6 17.5 15.3 Mortgage 11.5 9.5

1/ BCP includes Edyficar, Scotiabank includes Crediscotia Mar-09 Mar-10 25 Retail Segment - Strategies

Continue expanding with strategies to boost growth…

BCP has delineated a detailed strategy by product and segment for the retail banking business…

SME: Acquisition of a successful Micro- lending model : Edyficar.

Credit Card & Consumer: Alliances, client retention., better cross Optimization selling, +commercial effectiveness. of ROE

Mortgage: Financing to developers.

Reinforce our distribution network

26 Network expansion through different channels

… network expansion continued throughout last years but introducing a unique cost efficient model….

Network Expansion

4,500

4,000

3,500

3,000 2801 2,500 1851 2,000

1,500 1221 551 1,000 61 890 996 748 500 551 655 330 334 0 218 237 273 Dec-05 Dec-06 Dec-07 Dec-08 Dec-09

Branches ATM´s Agentes

27 Our Goal: Sustainable ROE

Key drivers for Credicorp’s sustainable growth and ROE…

•High penetration potential

•Strategies to boost growth

•Banking Business - BCP

•Improve efficiency

•Maintain healthy asset quality

•Sustainable ROE

•Lead Insurance Penetration

•Insurance Business - PPS

•Lower Risk Retention

•Prima AFP – Reinforce market share and incorporate Independent Workers

•Asset Management Business

•ASHC – improve Private Banking Services – product sophistication

28 Strategies to improve Commercial Effectiveness

More extensive Data Mining and the development of models for different applications are main tools …

BCP Clients (Assets) Define target Sales clients by Campaigns & product leads BCP clients (Liabilities) Developing + Collection +Commercial behavior effectiveness Effectiveness models SBS and Credit Bureau Developing Preapproved scoring

More effective DATA MINING effective DATA More products models + Cross Selling Statistics

Automatic Payroll Proactive preapproval accounts Sales Credit Cards

29 Sustained approaches for improving efficiency

Multiple projects aimed at improving efficiency are being implemented…

Lean Project: redesigning our process to improve client satisfaction by increasing efficiency, reducing costs and simplifying processes

Wave 1: Wave 2: Wave 3: New Agency Models Post sales management and cash Commercial loans, mortgage loans and management: leasing

Waiting time: reduced 48%. Claim response: down from 9 to 2 days. Loan Renewal cycle time: reduced 47% in Productivity of teller promoters: Productivity in responding applications: Corporate, 14% in Middle market, 15% in increased 20%. increased 160% in average. Business.. 6% of the transactions at tellers Expenses in cash logistics management: Mortgage loan approval cycle time: down from 47 migrated to electronic channels . reduced 29%. to 14 days in 75% of the cases . Leasing operation disbursement time: down from 21 to 15 days in 83% of the cases.

MAS Program: System Action Enhancement Purchase Program

To establish priorities among IT requirements. Reduce purchase’s expenses through a Optimize the use of resources. centralized and a better negotiation Improve monitoring progress of our projects and their measurement. Understand needs of users in order to generate added value.

30 Our Goal: Sustainable ROE

Key drivers for Credicorp’s sustainable growth and ROE…

•High penetration potential

•Strategies to boost growth

•Banking Business - BCP

•Improve efficiency

•Maintain healthy asset quality

•Sustainable ROE

•Lead Insurance Penetration

•Insurance Business - PPS

•Lower Risk Retention

•Prima AFP – Reinforce market share and incorporate Independent Workers

•Asset Management Business

•ASHC – improve Private Banking Services – product sophistication 31 Healthy Asset Quality

Drivers of high asset quality: 1- Existing low debt level in banked population

Retail Loans Banked Population Average Loans per Average Annual US$ 10,701M 4,906 Thousands Banked Population Family Income (consumer+CC+mortgage) (US$ M) (US$ M)

6.25% 6% 0.40.9 6.4 1.4 5.7 15.7% 30% 15% 12.0 11.6% 16%

38%

19.6 49.4 63% 39.6%

25% Average Loans 7% /Average Annual Income D +E C B A

*Estimated

32 Healthy Asset Quality

2- A Financial System with free and positive information of debt supports low PDLs…

Information

International Effect of 3.35% 3.37% 3.81% studies confirm including PDL (%) benefits of free positive and positive information 1.90% 1.84% 2.98% information on PDL

United Brazil Argentina States International Effect of studies confirm including 74.8% Credit benefits of free positive and positive information on Approval (%) information credit approval 39.8%

Regulator providing fluent information

Peruvian Positive and Free debt negative debt information Financial System information Source: International Finance Corporation (IFC) 33 Our Goal: Sustainable ROE

Key drivers for Credicorp’s sustainable growth and ROE…

•High penetration potential

•Strategies to boost growth

•Banking Business - BCP

•Improve efficiency

•Maintain healthy asset quality

•Sustainable ROE

•Lead Insurance Penetration

•Insurance Business - PPS

•Lower Risk Retention

•Prima AFP – Reinforce market share and incorporate Independent Workers

•Asset Management Business

•ASHC – improve Private Banking Services – product sophistication 34 Insurance Business – Pacifico Peruano Suiza

After its return to profitability, PPS strategy focuses in increasing insurance penetration…

Net income (US$ MM) Strategy

53.3 49.2 Positioning •Achieve the highest standard in customer service •Lead insurance penetration focusing in the Retail Sector 12.5

2006 2007 2008 2009 Actions -15.0

Market share (Dec-09) •Educate target clients about responsibilities and benefits of insurance products PPS •Product innovation and transparency Rimac 30% •Continuous benchmarking and monitoring 38% •Loyalty programs

Others Mapfre 12% 10% Positiva 10% 35 Our Goal: Sustainable ROE

Key drivers for Credicorp’s sustainable growth and ROE…

•High penetration potential

•Strategies to boost growth

•Banking Business - BCP

•Improve efficiency

•Maintain healthy asset quality

•Sustainable ROE •Lead Insurance Penetration

•Insurance Business - PPS

•Lower Risk Retention

•Prima AFP – Reinforce market share and incorporate Independent Workers

•Asset Management Business

•ASHC – improve Private Banking Services – product sophistication 36 Insurance Business – Pacifico Peruano Suiza

Risk strategy leads to lower risk retention in lines of high risk, while growing the retail segment...

Fire portfolio profile by type of risk (Retained insurance amounts)

Dec. 2008 Dec. 2009 Mar. 2010

21% 16% 15% 33% 41% 41%

43% 44% 46%

High Medium Low

Business lines growth (US$ million of premiums)

100 70%

80 59% 60% 60 50% 47% 50% 40 38% 40% 40% 20

0 30% 1Q-06 2Q-06 3Q-06 4Q-06 1Q-07 2Q-07 3Q-07 4Q-07 1Q-08 2Q-08 3Q-08 4Q-08 1Q-09 2Q-09 3Q-09 4Q-09 1Q-10 Retail Corporate Retail Average (%) 37 Our Goal: Sustainable ROE

Key drivers for Credicorp’s sustainable growth and ROE…

•High penetration potential

•Strategies to boost growth

•Banking Business - BCP

•Improve efficiency

•Maintain healthy asset quality

•Sustainable ROE

•Lead Insurance Penetration

•Insurance Business - PPS

•Lower Risk Retention

•Prima AFP – Reinforce market share and incorporate Independent Workers

•Asset Management Business

•ASHC – improve Private Banking Services – product sophistication

38 Asset Management Business – Prima AFP

Use good service & profitability of funds to attract more voluntary members into the system…

Affiliates* Funds under management* Collections*

Profuturo, Profuturo Prima, Profuturo, 14.6% , 22.8% 24.2% 17.3% Prima, Prima, 30.6% 32.2%

Horizonte, 23.4% Horizonte, 23.4%

Horizonte Integra, , 27.1% 25.9% Integra, Integra, 31.4% 27.1% * As of December 2009

Net income (US$ Million) Strategy

Growth Efficiency Risk management  Expand the market  Cost structure  Investment risk 20.8  Create incentives optimization  Operational risk 11.2 for independent  Improve processes  Business continuity 3.0 professionals and  Promote regulatory  Prima’s employees workers changes with Risk  Increase client certification 2006 2007 2008 2009 loyalty -20.7

39 Our Goal: Sustainable ROE

Key drivers for Credicorp’s sustainable growth and ROE…

•High penetration potential

•Strategies to boost growth

•Banking Business - BCP

•Improve efficiency

•Maintain healthy asset quality

•Sustainable ROE •Lead Insurance Penetration

•Insurance Business - PPS

•Lower Risk Retention

•Prima AFP – Reinforce market share and incorporate Independent Workers

•Asset Management Business

•ASHC – improve Private Banking Services – product sophistication 40 Asset Management Business - ASHC

Seek to capture increasing wealth that requires asset management products and services.

GDP per capita Savings – financial system, AFP, mutual funds, GDP per capita has and stock market (% GDP) doubled its value, in 5,000 the last seven years Market Capitalization 4,500 Mutual Funds 4,000 3,500 AFP Microbusiness Deposits 3,000 2,500 Banking System 2,000 1,500 1,000 500

0

1984 1998 1980 1982 1986 1988 1990 1992 1994 1996 2000 2002 2004 2006 2008

Strategies AuM & Deposits (US$ Million)

3,625 •Establishing best practices and fee structure 3,390 2,909 according to international standards 2,541 2,242 2,169 •Improving processes and technology 1,639 1,375 1,383 •Efficient risk management with high standard 1,166 1,270 1,221 due diligence • Designing more innovative and attractive products

2006 2007 2008 2009

Deposits Investments Total 41 Agenda

Macroeconomic Environment Credicorp Summary Credicorp : moving towards healthy growth

Strategies of the different subs aligned to focus on achieving sustainable growth and profitability…

Contribution to Credicorp (US$ MM) CAGR: 21.8% 323 411 389 177 239

2005 2006 2007 2008 2009

Prima Contribution to Credicorp (US$ MM) CAGR (2007 – 2009): 20.8 163.3% 11.2 3.0

2005 2006 2007 2008 2009 -7.6 -20.7 Return Optimization through tailored Pacifico Contribution to Credicorp Sustainable (US$ MM) strategies for each Growth and ROE business segment CAGR: 60.6% 37.4 14.5 5.6 9.4

2005 2006 2007 2008 2009 -15.9 Contribution to Credicorp (US$ MM) CAGR: 21.8% 29.7 13.5 15.7 20.5

2005 2006 2007 2008 2009

-50.4 43 Safe Harbor for Forward-Looking Statements

This material includes “forward-looking statements” within the meaning of Section 21E of the Securities Exchange Act of 1934. All statement other than statements of historical information provided herein are forward-looking and may contain information about financial results, economic conditions, trends and known uncertainties.

The Company cautions readers that actual results could differ materially from those expected by the Company, depending on the outcome of certain factors, including, without limitation: (1) adverse changes in the Peruvian economy with respect to the rates of inflation, economic growth, currency devaluation, and other factors, (2) adverse changes in the Peruvian political situation, including, without limitation, the reversal of market-oriented reforms and economic recovery measures, or the failure of such measures and reforms to achieve their goals, and (3) adverse changes in the markets in which the Company operates, including increased competition, decreased demand for financial services, and other factors. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of the date hereof.

The Company undertakes no obligation to release publicly the result of any revisions to these forward- looking statements which may be made to reflect events or circumstances after the date hereof, including, without limitation, changes in the Company’s business strategy or planned capital expenditures, or to reflect the occurrence of unanticipated events.

44 June 2010 Latest Financial Data - Credicorp

1Q10 results continue in line with growth expectations…

2009 / Summary of Results (US$MM) 1Q09 4Q09 1Q10 QoQ 2008 2009 2008 Net Interest Income 205.9 238.0 245.6 3.2% 822.9 891.9 8.4%

Total provisions, net of recoveries (26.4) (44.0) (43.2) -2.0% (47.8) (163.4) 241.8%

Non financial income 173.7 174.1 167.8 -3.6% 592.5 690.7 16.6%

Insurance premiums and claims 28.5 45.0 32.5 -27.9% 52.0 138.2 165.8%

Operating expenses (221.2) (260.1) (237.7) -8.6% (810.5) (898.6) 10.9% Income before non-recuring items, translation results, employees´ profit sharing and income 160.4 153.0 165.0 7.8% 609.1 658.8 8.2% taxes Translation result (4.7) 1.1 12.1 1021.8% (17.7) 12.4 -170.1%

Employees' profit sharing and income taxes (38.2) (21.1) (44.9) 112.7% (124.4) (156.9) 26.1%

Net income 117.5 133.0 132.2 -0.6% 373.3 504.4 35.1%

Minority interest (6.9) (10.7) (8.2) -22.9% (15.6) (34.7) 122.4%

NET INCOME ATTRIBUTED TO CREDICORP 110.6 122.3 123.9 1.3% 357.8 469.8 31.3%

EPS (US$) 1.39 1.53 1.55 1.3% 4.49 5.89 31.2%

ROAE (%) 26.35% 22.00% 21.50% 22.30% 24.10%

Total Assets 21,072 22,028 23,481 6.6% 21,063 22,028 4.6% Total Loans 10,120 11,586 11,923 2.9% 10,546 11,586 9.9% 46 Latest Financial Data – BCP

Operating income up 13.2%, but net income drops 5.1% vs. 4Q due to uneven tax payments...

2009 / Key Income Figures for BCP (US$MM) 1Q09 4Q09 1Q10 QoQ 2008 2009 2008 Net Interest Income 186.2 211.2 219.2 3.8% 728.6 798.2 9.6% Interest and dividend income 302.4 301.3 305.9 1.5% 1,266.0 1,204.9 -4.8% Interest expense (116.2) (90.1) (86.7) -3.7% -537.4 -406.7 -24.3% Provisions, net (27.2) (44.9) (43.4) -3.2% (51.3) (165.1) 221.8% Non interest income 148.2 145.0 137.8 -4.9% 501.7 577.9 15.2% Banking services commissions 77.6 109.5 107.2 -2.1% 336.8 368.1 9.3%

Net gain on FX 20.3 23.4 25.5 9.0% 109.0 93.5 -14.2%

Other 50.4 12.0 5.1 -57.4% 55.8 116.4 108.6%

Operating expenses (173.1) (198.0) (185.3) -6.4% (618.2) (692.4) 12.0% Net income before worker's profit sharing 134.1 113.3 128.2 13.2% 560.8 518.6 -7.5% and income taxes Employees' profit sharing and Minority interest -4.1 -2.4 -5.1 115.8% -17.0 -17.7 4.1% Income taxes (25.8) (16.2) (32.9) 103.6% (108.0) (111.4) 3.1% Translation results (4.3) 12.6 11.7 -7.4% (12.2) 7.8 -163.9% Net Income 100.0 107.4 101.9 -5.1% 423.5 397.4 -6.2% Contribution to Credicorp 98.9 104.5 99.3 -5.0% 410.9 388.5 -5.5%

Total Assets 18,524 19,563 20,654 5.6% 18,507 19,563 5.7% Total Loans 10,031 11,577 11,853 2.4% 10,445 11,577 10.8% 47 Banking Business – Interest Earning Assets

Interest Earnings Assets include an important component of liquid assets and a well diversified loan portfolio…

Interest Earnings Assets (Mar. 10) Loans by economic sector (Mar. 10)

Financial BCRP and Intermed (2), Other Banks, 5.1% 14.2% Utilities, 5.9% Mining, 6.1% Others (3), 30.1% Securities [CDs], 13.9% Construction, Current Loans, 10.8% net, 62.8% Securities [Others], 7.9% Manufacture , 18.7% Consumer (1), 23.2%

(1) Consumer includes typical consumer loans, mortgage and credit card. (2) Includes Banks, Insurance companies and Pension fund managers.

(3) Includes education, public management, international organizations, social service, others.

48 Banking Business – Funding Mix

BCP’s funding structure shifted towards less costly deposit structure reducing also international financing…

Funding mix (Mar. 10) Bonds breakdown (Mar. 10)

CTS Deposits, Local Leasing 5.3% Hybrid Bonds, Bonds , 6.9% 10.5% Time Deposits, Local 20.6% Subordinated Savings Bonds*, 6.7% Deposits, 20.2% Local Corporate Bonds , 13.9%

Local Mortgage Bonds, 0.4% Bonds, 12.6% Foreign Corporate Bonds, 4.5% Demand Due to banks, Foreign Deposits, Remmitances 9.6% Foreign 25.9% Securitization, Other liabilities, 44.8% Subordinated 5.8% Bonds**, 12.2%

Cost of deposits: * Local bonds issued in local currency: 60.6% 72% funded by deposits Dic-09: 2.16% ** Foreign bonds issued in local currency: 26.3% Mar-10: 1.98%

49 Banking Business – Loan Portfolio

BCP’s average loan balances grow a strong 6.7% for the Q, mainly in the wholesale and mortgage books…

Total Loans (US$ millions)

12,000

11,500

11,000

10,500

10,000

9,500

Average daily balance Quarter-end balance

Foreign currency loans (US$ millions) Domestic currency loans (S/. millions) 14,000 7,250 13,000 7,000 12,000 6,750 11,000 6,500 10,000 6,250 9,000

Average daily balance Quarter-end balance Average daily balance Quarter-end balance 50 Banking Business – Margins

NIM slightly affected by the nature of interest income growth and high cost of LT funding …

YTD Net Interest Income (US$ MM) Net Interest Margin

1.2%

350

300 Other interest 7.5% 7.9% 7.8% expense 4.5% 5.0% 4.9% 250 Interest on 200 borrowed fund 1Q09 4Q09 1Q10

150 NIM NIM (loans) Interest on 100 deposits 50 Other Interest 0 Income 4.5% 13.6% -50 12.1% 3.1% 10.9% Interest on -100 trading 1.1% securities -150 1Q09 4Q09 1Q10 Interest on 1Q09 4Q09 1Q10 Loans Retail Banking NIM Wholesale Banking NIM

-25.4%

51 Banking Business – Non Financial Income

Non financial income generation is strong, but exceptional gains on securities in previous Qs hide this performance…

Non Financial Income (US$ millions)

148.2 -2% 144.9 -5% 4.1 137.8 2.8 5.0 20.3 23.4 25.5 Other income 9.2 0.2 46.3 Net gain on foreign exchange transactions

Net gain on sales of securities 109.5 107.2 Fee income 77.6

1Q09 4Q09 1Q10

52 Banking Business – Operating Expenses

Operating Expenses show the results of the efficiency initiatives, cost controls and personnel cuts…

Operating Expenses (US$ MM) -6.4% 198.0 185.3 173.1 12.7 16.2 16.4 16.4 Other expenses 13.8 -17.4% 79.6 65.8 Depreciation and amortization 63.6 Administrative, general and tax expenses +10.0% Salaries and employee 98.4 benefits 79.3 89.5

1Q09 4Q09 1Q10

Efficiency ratio 55.20% 53.80% 51.30%

53 Banking Business – Loan book quality

Further loan book deterioration was mainly reported in the SME segment …

Portfolio Class* PDL and reserves 4Q09 1Q10

Total SME** Total SME** 1Q09 4Q09 1Q10 Normal 94.1% 82.4% 94.0% 78.0% Past due loans as a percentage of 1.16% 1.59% 1.81% Potential Problem 3.3% 4.5% 3.2% 4.7% total loans Deficient 0.8% 3.1% 0.9% 5.0% Reserves for loan losses as a 206.6% 192.3% 176.9% percentage of total past due loans Doubtful 1.0% 4.0% 1.0% 4.7% Loss 0.7% 6.0% 0.9% 7.6% *As percentage of total BCP Consolidated portfolio

**Only BCP Peru PDL ratio by segment 8.6% Total provisions 6.9% 6.0% 80 5.2% 4.5% 40 4.2% 4.3% 3.9% 3.8% 3.8% 4.3% - 2.0% 2.3% 2.2% 1.6% 1.2% -40 1Q09 4Q09 1Q10 1.0% 1.1% 1.0% 0.3% 0.4% 0.5% 0.3% -80

Jun-09 Jul-09 Aug-09 Sep-09 Oct-09 Nov-09 Dec-09 Jan-10 Feb-10 Mar-10 -120

Wholesale Banking SME Mortgage -160

Credit Card Consume Edyficar Gross Provisions Reversals Recoveries Net Provisions

Source: BCP *SME does not include Edyficar 54 Overview

This earnings contributions chart reflects the continuing profitable operating results of all subsidiaries…

Earnings Contributions (US$MM)

1Q09 4Q09 1Q10 QoQ YoY 2008 2009 2009 / 2008 Banco de Crédito BCP(1) 98.9 104.5 99.3 -5.0% 0.4% 410.9 388.5 -5.4% BCB 8.5 9.5 5.6 -41.1% -34.1% 42.9 30.4 -29.2% Atlantic 3.0 14.9 13.4 -10.1% 346.7% (50.4) 29.7 -159.0% PPS 5.2 12.4 8.5 -31.5% -63.5% (15.9) 37.4 -335.0% Grupo Crédito (2) 6.9 5.5 7.9 43.6% 14.5% 18.3 26.6 45.3% Prima 6.2 4.2 5.9 40.5% -4.8% 11.2 20.8 85.6% Credicorp Ltd. (3) (3.4) (15.0) (5.2) 65.3% -52.9% (7.5) (13.8) 83.4% Net Income attributable to 110.6 122.3 123.9 1.3% 12.0% 357.8 469.8 31.3% Credicorp

(1) Includes Banco de Credito de Bolivia (2) Includes Grupo Crédito, Servicorp (3) Includes taxes on BCP´s and PPS´s dividends, and other expenses at the holding company level

55 Banking Business – Capital

BCP’s BIS ratio above our internal limit ….

Raise of capital + $ 31 MM capitaliz. + $ 38 MM capitaliz. + $ 98 MM capitaliz. + $ 114MM capitaliz. + $ 120 MM Sub. bonds + $ 160 MM Sub Bonds + $ 140 MM retention + $ 114 MM retention + $ 77 MM retention + $ 250 MM hibrid bonds

16.0% 4,500 14.52%

4,000 14.0% 11.82% 11.84% 3,500 11.52% 10.97% Oct. 07: 11.5% 12.0% 3,000 10.0% BCP’s limit: 10.5% 2,500 Jul. 09: 9.5% 2,875 8.0% 2,000 Legal limit 9.1% 4,132 6.0% 1,500 3,233 4.0% 1,000 1,888 1,501 1,303 1,054 2.0% 500 807 543 731 0 0.0% 2005 2006 2007 2008 2009

Loan Growth* Regulatory Capital BIS ratio

(*) Includes direct and indirect loans Source: Risk - weighted assets and regulatory capital report. 56 Micro - Lending Business – Edyficar

Edyficar’s strong presence in the market, reinforces BCP’s SME segment business…

Financial Ratios 2007 2008 2009 1Q10* NPL ratio 2.8% 2.7% 3.9% 4.3% Coverage 134.0% 153.7% 154.3% 150.0% ROAE 33.1% 33.3% 21.6% 39.8% ROAA 5.5% 5.2% 3.3% 5.3% Trained Efficiency Ratio** 46.7% 58.4% 58.0% 43.3% personal Net Income (US$ thousands) 6,765 9,182 8,158 6,990 with specific targets Total Assets (MM US$) 153 228 277 339 Total Loans (MM US$) 128 185 250 277 Clients (thousands) 137 181 213 231 Employees 756 960 1,319 1,524

**Operating Expenses/Interest income * IFRS Daily Edyficar’s Lower collections Source: SBS (www.sbs.gob.pe) Business charge-offs efforts Model Micro-Lending Market Share (Mar-10)

Edyficar, CMAC 4.7% Arequipa, Mi Banco, Personal 5.6% focus on new 18.1% clients, Crediscotia, increase 6.1% loans and reduce PDL BCP, 15.3%

Others, Scotiabank, 40.8% 9.4% 57