6-K 1 ef20056796_6k.htm 6-K

SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
FORM 6-K
Report of Foreign Private Issuer
Pursuant to Rule 13a-16 or 15d-16 under the
Securities Exchange Act of 1934
For the month of October 2025
Commission File Number: 001-14014
CREDICORP LTD.
(Translation of registrant’s name into English)
Of our subsidiary
Banco de Credito del Peru:
Calle Centenario 156
La Molina 15026
Lima, Peru (Address of principal executive office)
Indicate by check mark whether the registrant files or will file annual reports under cover of Form 20-F or Form 40-F.
Form 20-F ☒ Form 40-F ☐

October 9, 2025
Securities and Exchange Commission - SEC
Re.: MATERIAL EVENT
Dear Sirs and Mesdames:
Credicorp Ltd. (the “Company” or “Credicorp”) notifies you that the attached PowerPoint is being presented today in New York at Credicorp’s Investor Day event.
The information in this Form 6-K (including any exhibit hereto) shall not be deemed “filed” for purposes of Section 18 of the Securities Exchange Act of 1934 (the “Exchange Act”) or otherwise subject to the liabilities of that section, nor shall it be deemed incorporated by reference in any filing under the Securities Act of 1933 or the Exchange Act.

Sincerely,
/s/ Milagros Cigüeñas
Authorized Representative
Credicorp Ltd.

SIGNATURE
Pursuant to the requirements of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned, thereunto duly authorized.
Date: October 9, 2025

| CREDICORP LTD. (Registrant) |
| By: | /s/ Milagros Cigüeñas |
|  | Milagros Cigüeñas |
|  | Authorized Representative |

Greater than the sum of its parts

Agenda Mr. Gianfranco Ferrari | CEO, Credicorp Mrs. Francesca Raffo | CINO, Credicorp Investor Day 2025 | Greater than the Sum of its Parts Panel Discussion Towards the 10x Opportunity Mr. Gianfranco Ferrari | CEO, Credicorp Welcome and Opening Remarks Three Decades of Growth, One Playbook for the Future Mr. Luis Romero | Executive Chairman, Credicorp Panel Discussion Scaling with Confidence: Tech-Enabled Data, AI, and Risk as Growth Engines Delivering Strong and Sustainable Value Q&A Closing Remarks Mr. Raimundo Morales | CEO, Yape Mrs. Mónica Rivas | Division Manager of Bancassurance and Credicorp Ecosystems, Pacifico Mr. Giovanni Terzano | Head of Products and Digital Channels, BCP Moderated by: Mrs. Francesca Raffo | CINO, Credicorp Mr. Cesar Ríos | CRO, Credicorp Mr. André Rezende | CTO, Credicorp Moderated by: Mr. Alejandro Pérez-Reyes | CFO, Credicorp Mr. Alejandro Pérez-Reyes | CFO, Credicorp

Safe Harbor Investor Day 2025 | Greater than the Sum of its Parts Cautionary Note – Forward Looking Statements The following presentation includes, and our officers and representatives may make, certain statements that are, or may be deemed to be, “forward-looking statements” within the meaning of Section 27A of the U.S. Securities Act of 1933 and Sec- tion 21E of the U.S. Securities Exchange Act of 1934, and are made in reliance upon the protections provided by such Acts for forward-looking statements. These forward-looking statements, such as when we describe what we “aim”, “anticipate”, “intend”, “plan”, “seek”, “believe”, “project”, “target”, “expect”, “forecast”, “could”, “would”, “may”, “should”, “will”, “see” or “estimate” will occur, and other similar statements about our “strategy”, “focus”, “goals”, and “future”, are not based on historical fact, but rather reflect our managementʼs current views, beliefs, expectations and assumptions regarding the future of our business, future plans and strategies, projections, anticipated events and trends, the economy and other future conditions. Examples of forward-looking statements include, among others, statements or estimates we make regarding our playbook for the future, strategic priorities and goals, our vision, the scaling and expansion of our business models, opportunities and ambitions for future growth, potential in various markets, improvements in sales and productivity, our risk management strategy, next steps, market position, income, revenues, returns and other financial results, the performance of our credit and investment portfolio, and the results of our innovation programs. Forward-looking statements are not assurances of future performance. We caution that the ultimate correctness of these forward-looking statements is dependent upon a number of known and unknown risks and uncertainties that could cause actual results, performance or achievements to differ materially from those that we expect or that are expressed or implied in the forward-looking statements, depending on the outcome of certain factors, including, without limitation: Political and socioeconomic conditions in Peru and in other countries in which we operate; Our ability to develop and scale new and enhanced products, services, and capabilities; Failure to achieve the goals contemplated in connection with our investments in digital transformation and disruptive initiatives; The adequacy of the dividends that our subsidiaries are able to pay to us, which may affect our ability to pay dividends to shareholders and corporate expenses; Performance of, and volatility in, financial markets, including Latin American and other markets; Our ability to attract and retain clients and grow those relationships; The frequency, severity and types of insured loss events; Fluctuations in interest rate levels and foreign currency exchange rates, including the Sol/US Dollar exchange rate; Deterioration in the quality of our loan portfolio; Inaccurate estimates underlying our underwriting and premiums; Increasing levels of competition in Peru and other markets in which we operate; Developments and changes in laws and regulations affecting the financial sector in the countries in which we operate and adoption of new international guidelines; Effectiveness of our risk management policies and of our operational and security systems; and Changes in Bermuda laws and regulations. We refer you to “Item 3. Key Information—3.D. Risk Factors” in our most recent Annual Report on Form 20-F filed with the U.S. Securities and Exchange Commission for other such factors. Any one or more of such risks and uncertainties could have a material adverse effect on Credicorpʼs performance or the value of its common stock. You are cautioned not to place undue reliance on these forward-looking statements, which speak only as of the date hereof and are based only on information currently available to us. Therefore, you should not rely on any of these forward-looking statements. We undertake no obligation to publicly update or revise these or any other forward-looking statements that may be made to reflect events or circumstances after the date hereof, whether as a result of changes in our business strategy or new information, to reflect the occurrence of unanticipated events or otherwise.
Agenda Mr. Gianfranco Ferrari | CEO, Credicorp Mrs. Francesca Raffo | CINO, Credicorp Investor Day 2025 | Greater than the Sum of its Parts Panel Discussion Towards the 10x Opportunity Mr. Gianfranco Ferrari | CEO, Credicorp Welcome and Opening Remarks Three Decades of Growth, One Playbook for the Future Mr. Luis Romero | Executive Chairman, Credicorp Panel Discussion Scaling with Confidence: Tech-Enabled Data, AI, and Risk as Growth Engines Delivering Strong and Sustainable Value Q&A Closing Remarks Mr. Raimundo Morales | CEO, Yape Mrs. Mónica Rivas | Division Manager of Bancassurance and Credicorp Ecosystems, Pacifico Mr. Giovanni Terzano | Head of Products and Digital Channels, BCP Moderated by: Mrs. Francesca Raffo | CINO, Credicorp Mr. Cesar Ríos | CRO, Credicorp Mr. André Rezende | CTO, Credicorp Moderated by: Mr. Alejandro Pérez-Reyes | CFO, Credicorp Mr. Alejandro Pérez-Reyes | CFO, Credicorp

Three Decades of Growth, One Playbook for the Future

Source: IMF GDP Growth 2004 - 2024 (CAGR) Inflation (%) 2004 – 2024 (average EoP % change) Public Debt 2004 – 2024 (as % GDP) Foreign Reserves 2004 – 2024 (as % GDP) Investor Day 2025 | Three Decades of Growth, One Playbook for the Future 3 4.2 2.5 44.7 32.1 19.1 26.8 3.6 3.1 10.3 42.0 7.9 15.2 3.1 3.8 41.5 61.3 11.6 14.8 2.2 5.2 68.0 87.3 20.7 13.4 2.1 6.2 66.3 120.8 Peruʼs Macro Strength: Outperforming LatAm and the US Since 2004

Source: IMF Per Capita GDP (PPP Current Prices, Index 1994=100) 1994 2024 453 413 359 310 308 From Growth to Prosperity: Peruʼs Leading 30-Year Transformation Investor Day 2025 | Three Decades of Growth, One Playbook for the Future 4

Less Poverty and Informality, More Employment and Financial Inclusion, with Room for Further Growth Financial Inclusion Social Indicators 2004-20241 Poverty (% of Population) Economic Active Population (Million people) 0.5x 1.4x 0.8x Informality (% of employed labor force) Financial System Loans2 2004 – 2024 (% of GDP) Adult Population with Bank Accounts3 2024 People Financially Included by Credicorp4 2024 Investor Day 2025 | Three Decades of Growth, One Playbook for the Future 5 2.1x 14.2M 5.7M (1) Source: INEI. (2) Source: SBS. (3) Includes accounts linked to digital wallets. (4) Number of financially included clients through BCP since 2020: (i) New clients with savings accounts or affiliated to Yape. (ii) New clients without debt in the financial system or BCP products in the last twelve months. (iii) Clients with three monthly average transactions in the last three months

Economic Prosperity Accelerated Access to Services and Infrastructure, as Well as the Pace of Financial Activity (1) Source: Management Figures. (2) Source: SBS, ASBANC Banking Industry2 Credicorp (BCP)1 2.0x 24.5x 4.2x Investor Day 2025 | Three Decades of Growth, One Playbook for the Future 6 1.4x 14.6x 3.0x # of Lending Clients Transaction Volume # of Transactions 2014-2024

Credicorp Captured and Multiplied the Value of Peruʼs Transformation Delivering Strong Total Shareholder Returns (TSR) Source: Bloomberg (1) As of September 30 30-Year Average TSR: 14.1%1 Annual Market Capitalization (USD in Millions) B A P 1995 Investor Day 2025 | Three Decades of Growth, One Playbook for the Future 7 1999 2005 2009 2012 2014 2017 2018 2019 2020 2021 2022 Sept 2025 1 Million Users 2.0 Innovation Governance

We Evolved from a Primarily Corporate Bank to a Universal Bank with a Powerful Retail Business Model Source: Management Figures BCP Loan Portfolio Structure Retail Wholesale 2004 Investor Day 2025 | Three Decades of Growth, One Playbook for the Future 8 2024 30% 70% 44% 56%

Digital Payments Evolved Favorably in the Past 5 Years with Substantial Opportunity for Future Growth 24% 84% 3.5x BCP Cashless Transactions2,3 (% of Total Monetary Transactions) 5.1 6.2 1.2x Digital Payments in Peru1 (Amount / GDP) BCP Digital Clients2,4 (%) 30% 74% 2.5x Investor Day 2025 | Three Decades of Growth, One Playbook for the Future 9 2019 2024 2019 2024 2019 2024 (1) Source: BCRP. (2) Management Figures. (3) BCP Cashless transactions indicator, measured as Monetary transactions through Mobile Banking, Internet Banking, Office Banking and Yape / Total monetary transactions. (4) BCP Digital Clients defined as Retail clients that made 70%, or more, of their transactions through digital channels in the last 6 months (including Yape)

Beyond a Transactional Relationship to a Long-Lasting Partnership With Clients, Capturing Lifetime Value Source: Management Figures. (1) Includes the direct expense of physical, alternative and digital service channels, annualized and allocated to consumers in the Consumer segment BCP Cost-to-Serve1 (S/ per client) -19% BCP Consumer NPS (points) +17 pts Health Insurance Wealth Management Products Acquiring Business SME Loan Credit Card and Consumer Loans Yape Pension Fund 2024 vs 2021 Savings Accounts 2004 2025 Investor Day 2025 | Three Decades of Growth, One Playbook for the Future

Strategic Priorities as Anchors Accelerating Digital Transformation and Innovation at Credicorp and Its Subsidiaries Integrating Sustainability, at the Core of Our Business Ensuring the Best Talent Through a Compelling Value Proposition Investor Day 2025 | Three Decades of Growth, One Playbook for the Future 11

Disciplined Innovation Portfolio Management Ensures it is Well-diversified, Aligned with Our Strategic Goals, and within Our Financial Limits (1) 1Q25 YoY Growth. (2) As of 1Q25. Includes initiatives in the Acceleration and Escalation stages. (3) LTM as of March 2025. (4) As of 1Q25. Includes most advanced initiatives in Seed stage, and all initiatives in Acceleration and Escalation stages. Source: Management Figures Strategic Performance Proper diversification in our prioritized innovation domains ~30% of our most advanced initiatives are based outside of Peru2 Activity Right initiative volume and speed, with healthy kill rates ~20% growth in number of portfolio initiatives1 Financial Performance Return and progress towards North Star, while complying with limits ~2x YoY growth in risk-adjusted revenues3 Measures the overall health of the portfolio based on past performances and future challenges +50% of initiatives with high probability of success in their respective stages4 Confidence Investor Day 2025 | Three Decades of Growth, One Playbook for the Future 12

Ensuring the Best Talent Through a Compelling Value Proposition (1) Employees in IT, D&A, Cybersecurity, Agility, Digital Marketing, CRM, Pricing, Innovation and Strategic Design Upskilling + Reskilling Developing Our Leaders Specialized Digital Capabilities +350% Increase in digital talent at BCP (2021-2024) Investor Day 2025 | Three Decades of Growth, One Playbook for the Future 13 +5,000 Digital Talent1 in our companies (As of August 2025) Learning Chapters: Data & Analytics 2023: 88% of participants significantly enhanced their knowledge Cybersecurity 2024: 66% of participants significantly enhanced their knowledge IA Artificial Intelligence 2025: 97% significantly enhaced their knowledge

Embedding Sustainability at the Core of Our Business Strategy Financial Education course attendees Sustainable finance Financial Inclusion Financially Included People (Millions) 2.9 People protected through inclusive insurance (Millions) 2.4 2.0 1.8 2023 2022 2024 2022 2023 2020 2021 0.5 1.5 2.5 3.8 5.7 6.1 2024 June 2025 June 2025 (1) Includes several training programs: BCP: ABC del BCPʼs online courses | Pacifico: Certificates from ABC de Pacífico, Comunidad Segura, Protege 365 | Mibanco: Academia del Progreso, Miconsultor, Mujeres Poderosas, and other training initiatives | Prima: ABC de la Cultura Previsional (2) Figures for 2024 People who received financial education1 (Thousands) Not exhaustive 2022 2023 2024 310 614 521 48 115 296 251 413 404 61 138 423 +US$ 1.5 billion2 in sustainable financing disbursements Investor Day 2025 | Three Decades of Growth, One Playbook for the Future 14

Our Vision is to Continue Generating Impact Through Three Strategic Pillars with an Overarching “Country Vision” Approach (1) MSMEs: Micro, Small and Medium Enterprises Financial Inclusion and Education Health insurance & quality healthcare Trust in Credicorp and its Subsidiaries Trust in the Private Sector Support to MSMEs1 Sustainable Finance Resilience Our Sustainability Strategy 2025-2030 Finance for the future Inclusion Country vision Trust Impact Plan Investor Day 2025 | Three Decades of Growth, One Playbook for the Future 15

Our Transformation Includes Investing in Corporate Capabilities to Operate as an Increasingly Open Ecosystem 1995 2025 Leveraging BAP ecosystem Attracting and Retaining Top-notch Talent Adoption of Best-in-class Digital Capabilities Investor Day 2025 | Three Decades of Growth, One Playbook for the Future 16 Robust Processes and Control B A P Customer Knowledge

One Playbook: Self-Disruption and Adaptability to Lead into the Future Financially Include More People to Expand the Formal, Cashless Economy. Provide a Customer-Driven, One-Stop-Shop Experience. Collaborate with Interoperability and Open Ecosystems. Evolve our Skillset and Foster Leadership Mindset. Investor Day 2025 | Three Decades of Growth, One Playbook for the Future 17 1. 2. 3. 4.

Towards the 10x Opportunity

Strengthening our Ecosystem Through the Virtuous Financial Inclusion Cycle (1) Number of financially included clients through BCP since 2020: (i) New clients with savings accounts or affiliated to Yape. (ii) New clients without debt in the financial system or BCP products in the last twelve months. (iii) Clients with three monthly average transactions in the last three months. Virtuous Cycle of Financial Inclusion MORE ACCESS & USAGE More clients, higher usage DIGITAL SERVICE MODEL MORE ENGAGEMENT Increases use HIGHER VALUE EXPERIENCE Deepens relationship LOWER COST-TO-SERVE Expand distribution with all Credicorp and third-party channels Financially Included Peruvians1 8.0M by 2028 6.1M as of June 2025 Investor Day 2025 | Towards the 10x Opportunity

Bancassurance: Leveraging Credicorp’s Ecosystem to Capture Growth Opportunities (1) As of Dec-24. Source: LatinoInsurance Opportunity Potential to Access +18M Clients Insurance Penetration1 2.2% 3.4% 4.9% Ambitions 2027 Bancassurance 10% of Credicorpʼs Net Income Mass Distribution leveraging the Credicorp ecosystem Product Factory Tailored Design Experimentation Mindset New Core Technologies 2030 Most Protected Country in Latam 2x # Clients Investor Day 2025 | Towards the 10x Opportunity

Yape: Building Long-Term Value Across the Ecosystem to Unlock Further Growth Opportunities Source: Management Figures Opportunity Ambition Providing Access to Credicorpʼs Ecosystem… To +18M Clients Mar-23 Sep-23 Mar-24 Sep-24 Mar-25 Aug-25 2028: Multiply Revenues 3x Payments: Monthly Revenue-Generating Transactions per MAU (#) 7.3 10%-60% TAM penetration of main Payments products Lending: Disbursed Clients (million) 3.3 +6 Million Pre-Approved Clients Mar-23 Investor Day 2025 | Towards the 10x Opportunity Sep-23 Mar-24 Sep-24 Mar-25 Aug-25

(1) Gross Payment Volume of the LTM up to June 2025. (2) Measure based on the number of transactions. (3) Gross Merchant Volume, includes the following functionalities: Yape Promos, Yape MarketPlace, Ticketing, Gaming, Gas, Bus Travel, Delivery and Insurances. Measure based on the number of transactions. 2026 Ambitions Set in 2024 June 2025 New 2028 Ambitions Solve the financial needs of Yaperos Disbursed Clients (Millions) 5 ~3 8 Main payments network in Peru Be present in the daily lives of Yaperos E-Commerce #1 GMV in Peru #5 Non-Food GMV in Peru2 ~42M monthly GMV3 #1 GMV in Peru MAU (Millions) Trx/Year (S/ Billions) +16.5 S/600 ~15 S/3651 +18 S/700 Yape: Anticipated Most 2026 Ambitions and Raised the Bar for 2028 Investor Day 2025 | Towards the 10x Opportunity

Supply Chain Finance: Capitalizing Our Parenting Advantage to Capture Business Opportunities Across Segments (1) Sources: CAVALI, ACHEF, Asociación Española de Factoring. Source: Management Figures Opportunity Ambition 2030 4% 14% Supply Chain Finance: Factoring Penetration, 20241 (% of GDP) 17% +6x Loan Portfolio Confirming + Factoring One-Stop-Shop solution SMEs Data capabilities Seamless digital platform ERP Integration Investor Day 2025 | Towards the 10x Opportunity

Bancassurance: Leveraging the Ecosystemʼs Tech and Distribution Enablers to Capture Growth Opportunities Product Factory Tailored Design Experimentation Mindset New Core Technologies Mass Distribution Leveraging the Credicorp Ecosystem APIs as Tech Enablers Investor Day 2025 | Towards the 10x Opportunity

Startup Technologies Fueling Supply Chain Finance Growth Supply Chain Finance Products Tech Partners Regulator Corporate Customer ERP Consolidated Balances Purchase Order Financing Payments (Suppliers, Salaries) Reconciliation Payments/Collections Embedded APIs APIs Investor Day 2025 | Towards the 10x Opportunity

Where We Are So Far (1) Loan Portfolio measured in average daily balances. | Source: Management Figures Bancassurance Pacifico Premiums (S/ millions) 578 378 2021 750 817 2024 3x 2028 956 1,567 Mandatory Optional 1.6x Supply Chain Finance Loan Portfolio1 (S/ millions) 2021 2024 3,215 4,006 1,433 306 3,520 5,440 1.5x 6x 2030 1,363 90 2023 1,406 332 2024 1,453 1,738 BCP Yape Yape + BCP Payments and Transactional Services Fee Income (S/ millions) 1.2x 3x 2028 Confirming + Other Factoring SME Factoring Investor Day 2025 | Towards the 10x Opportunity

Mibanco is Leveraging Credicorpʼs Ecosystem to Accelerate Revenue Diversification and Increase Resilience Source: Management Figures. Ambition 2028 Savings Deposits (% of Total Funding) 13% in 2024 Low Twenties Fee Income (% of Total Income) 5% in 2024 High Single Digits Customer Data Sharing with Distribution Leverage through Transactional Capabilities Selling Insurance Shared Branch Locations To improve: Risk models Customer segmentation Mibanco Loans disbursed through Yape Wardaʼs savings as low-cost funding Distributing insurance products Multi-insurer offering through partnership with Monokera Leveraging BCPʼs FX engine to improve service offering Optimizing infrastructure use and delivering full services in one location Investor Day 2025 | Towards the 10x Opportunity

GDP 20% Formal Employment 89% Informal Employment 82% Unbanked Micro Entrepreneurs 7M SMEs in Peru represent1 Unlocking the Potential for SMEs Through Collaboration (1) Figures for 2024. Source: Ministry of Production, INEI Investor Day 2025 | Towards the 10x Opportunity

Strengthening our Ecosystem Through the Virtuous Financial Inclusion Cycle Virtuous Cycle of Financial Inclusion MORE ACCESS & USAGE More clients, higher usage DIGITAL SERVICE MODEL MORE ENGAGEMENT Increases use HIGHER VALUE EXPERIENCE Deepens relationship LOWER COST-TO-SERVE Expand distribution with all Credicorp and third-party channels Financially Included Peruvians1 8.0M by 2028 6.1M as of June 2025 (1) Number of financially included clients through BCP since 2020: (i) New clients with savings accounts or affiliated to Yape. (ii) New clients without debt in the financial system or BCP products in the last twelve months. (iii) Clients with three monthly average transactions in the last three months. Investor Day 2025 | Towards the 10x Opportunity

Scaling with Confidence: Tech-Enabled Data, AI and Risk as Growth Drivers

New Opportunity Extending credit at the base of the pyramid powered by transactional data, innovative technologies, robust distribution, and strong risk management. BCP Clients (millions, August 2025) BCP Clients Yape Active Users BCP Loan Clients BCP Loan Clients (ex-Yape Disbursed Clients) 18.8 -3.5 15.3 2.7 1.9 -12.6 -0.8 Lending Represents a Significant Growth Opportunity for Credicorp Investor Day 2025 | Tech-Enabled Data, AI and Risk as Growth Drivers

0.42 94.6 0.12 99.6 0.03 99.9 BCP: Cost per transaction (in S/) BCP: Big 8 Uptime (%) 2017 1,454 2018 1,857 2019 2,626 3,905 2020 6,164 2021 12,037 2022 22,102 2023 41,674 2024 57,867 20251 36% 42% 52% 77% 72% 87% 92% 96% 97% BCP: % Digital Trx BCP: Million Trx -93% +22x -5.3 pp Change since 2019 BCP: #Transactions and % Digital +45 pp (1) Data as of June 25 for Cost per Transaction and Big 8. Annualized figures for Number of Transactions and digital transactions. Investor Day 2025 | Tech-Enabled Data, AI and Risk as Growth Drivers Further Opportunity Tied to Engagement and Transaction Growth Potential

(1) Starting in 2022, figures are expressed in IFRS17. (2) Annualized figures. (3) Jul-25 vs Jul-23. (4) Operating Income = Net interest, similar income and expenses + Fee Income+ Net gain on foreign exchange transactions + Net Gain From associates + Net gain on derivati- ves held for trading + Result on exchange differences + Insurance Underwriting Result + Results for Medical Services Operating Income and IT Opex (As % of Operating Income)1 2019 2018 2017 2020 2021 2022 13.7 14.5 15.6 14.7 16.7 16.8 19.1 21.7 21.0 3.9% 3.8% 4.4% 5.7% 6.2% 7.6% 7.8% 8.1% 8.4% 2023 2024 20252 Cybersecurity Risk (vulnerability exposure) -80% vs 20233 Operating Income (S/ Billions)4 IT OPEX (% of Operating Income) +4.4 pp Change since 2019 +1.4x Technology Investments Enabled Us to Handle Exponential Transactions and Boost Operating Income Investor Day 2025 | Tech-Enabled Data, AI and Risk as Growth Drivers

Reducing platforms and outdated systems. Migrating core systems to cloud-native solutions for standardized operations. Simplify and Modernize Standardizing tools, processes, and architectures, replicating proven solutions across the group. One Way of Working To accelerate regional expansion reusing the same platforms across countries. “Business-in-a-box” models Shared services for non-core functions at a corporate level to improve efficiency. Centralized Functions Partnering with startups via Krealo to integrate innovative technologies. Tapping into Start-up Technologies Strengthening Parenting Advantage Tech Capabilities to Accelerate Growth Investor Day 2025 | Tech-Enabled Data, AI and Risk as Growth Drivers

Data volume accelerates as more data powers our businesses Petabytes (PB) 2020 2021 2022 2023 2024 2025E 1.4 1.7 1.8 2.9 3.1 3.8 2026E 2027E 2028E In 2025, we deployed Credicorpʼs Data Marketplace — a single space where over 2,000 users from all of our businesses can share and consume data products. This is transforming how we understand our customers, enabling more tailored experiences and stronger value propositions. Credicorp Data Marketplace More Data and Shared Data Models are Powering Growth and Enhancing the Client Experience Investor Day 2025 | Tech-Enabled Data, AI and Risk as Growth Drivers

Customer Engagement Contact Center BCP: Voicebot and Chatbot automate 40% of customer inquiries. Pacífico Seguros E-Commerce: conversational AI increases auto insurance quote conversion by 3%. Mi Espacio Pacífico: Chatbot covers 32% of queries, mainly on policies and payments. Yape Chatbot: handles 50% of interactions and improves NPS. Content Generation Content Generation®: 10% increase in consumer loan sales conversion at BCP. GenIA®: Deployed at +3,400 commercial managers, this document query tool enabled a 3-5% sales increase. Creative Ads® at Pacífico Seguros (Auto): copilot for image creation that has improved lead conversion by 14%. Geninsurex®: responsible for 80% of communications for claims at Pacífico Seguros. Content Synthesis M365 Copilot: 10,000 licenses distributed to employees. Geninsurex®: Evaluates 100% of complex claims (Life and Auto) and serves 90% of customer inquiries regarding claims (Auto) via chatbot. Call Productivity Management® (CPM): Used by approximately 60 supervisors and collection managers, achieving a 5.8% increase in 30-day recoveries. Coding & Software Databricks Assistant: assists over 2,000 data and analytics professionals in creating data extraction scripts. Github Copilot: implemented for +2,400 developers at Credicorp, increasing productivity by 25-30%. AI Automates Customer Service, Improves Sales and Productivity Across all Our Businesses and Functions Investor Day 2025 | Tech-Enabled Data, AI and Risk as Growth Drivers

New data inputs like Yape transactions and utility payments enrich credit targeting, discrimination, and pricing strategies. Standardized data and AI tools enhance model accuracy, monitoring, and scalability. This alignment with modernization efforts allows risk practices to evolve efficiently, cutting model development time in half. Accuracy and Speed Alternative Data Sources Enhanced cloud vulnerability monitoring, DevSecOps practices, and stricter third-party governance—including continuous assessments and action plans—strengthen the organizationʼs security posture. Cybersecurity Reinforcement These improvements mitigate risks but more importantly also transform risk management into a competitive edge, enabling confident expansion into new market segments. Tech-Enabled Risk Management as a Strategic Tool for Growth Investor Day 2025 | Tech-Enabled Data, AI and Risk as Growth Drivers

Talent Distinctive talent, a “leadership academy” for Credicorp Culture Risk mindset, rapid execution and stature embedded in the organization Data & AI Superior data from various sources and AI use cases Tech Stack Designed for flexibility, speed, and accuracy 4. Organizational Structure and Governance Adoption of new ways of working with and within the Risk Function, strengthening corporate risk culture throughout Credicorp. Steer Risk Management as the “steward” of Credicorpʼs risk-adjusted profitability. Protect Risk Management as Credicorpʼs “nerve center”. Grow Risk Management as the “enabler” of Credicorpʼs expansion. 1. 3. 2. Enablers The Risk Function Empowers Credicorp Across Multiple Dimensions Investor Day 2025 | Tech-Enabled Data, AI and Risk as Growth Drivers

198 dec-24 356 jun-25 +80% Origination volumes for SME digital products up 80% (S/ millions) 1,381 1H24 742 1H25 -46% BCP provisions down 46% in one year (S/ millions) BCP consumer loan model TTM1 cut by 43% (weeks) 28 dec-24 16 aug-25 -43% (1) Time to Market. Improvement in Risk Capabilities Had Significant Positive Impact on Credit Decisions Investor Day 2025 | Tech-Enabled Data, AI and Risk as Growth Drivers

End-to-end integration between risk and business teams has already delivered financial value. New portfolio management capabilities will help mitigate unexpected credit losses, supporting expansion. Embedded risk practices across financial and non-financial domains, including: Cybersecurity ✓ Pricing ✓ Modeling Proactively managing Emerging Risks from new technologies like AI. Next Step: Expanding Risk Management Across Credicorp Investor Day 2025 | Tech-Enabled Data, AI and Risk as Growth Drivers

Delivering Strong and Sustainable Value

Source: Bloomberg. Colombian Peers includes Bancolombia & Grupo Aval, Chilean Peers includes Banco de Chile & Santander Chile, Mexican Peers includes Banorte & Gentera, Brazilian Peers includes Itau Unibanco & Bradesco Indexed Total Shareholder Return (100=Oct95 PE CO; Jan97 CH; Jun97 BR; Jun09 MX) Oct-95 Apr-99 Jul-04 Jan-08 Jul-11 Jan-15 Jul-18 Jan-22 Sep-25 5,103% 1,839% 1,149% 774% 554% 30 Years of Innovation, 30 Years of Strong Total Shareholder Return Credicorp Colombian Peers Chilean Peers Brazilian Peers Mexican Peers Credicorp Colombian Peers Chilean Peers Brazilian Peers Mexican Peers Average Annualized TSR Perfomance (%) 13.5% 10.2% 9.9% 11.7% 10.9% 10Y 20Y 15.0% 6.5% 9.5% 7.6% 14.1% 7.5% 30Y Investor Day 2025 | Delivering Strong and Sustainable Value

Credicorpʼs Outperforming TSR is the Result of Tech-Driven Growth and Engagement Data from 2022 onwards under IFRS 17 | (1) 2025 annualized. (2) Operating Income = Net interest, similar income and expenses + Fee Income+ Net gain on foreign exchange transactions + Net Gain From associates + Net gain on derivatives held for trading + Result on exchange differences + Insurance Underwriting Result + Results for Medical Services(3) Incudes System and Software expenses. (4) From December 2015 through June 2025. (5) Includes income of FX transactiones + Fees Low-Cost Deposits / Total Funding +57% +13pp since 20154 57,867 41,673 22,101 12,036 6,164 3,904 2,625 Million Trx End of Period Customers End of Period +150 +290 +750 1,857 2000 2006 2012 2018 2019 2020 2021 2022 2023 2024 20251 S/ 2.3 S/ 3.5 S/ 8.5 S/ 14.5 S/ 15.6 S/ 14.7 S/ 16.7 S/ 16.8 S/ 19.1 S/ 21.0 ~S/ 21.7 <1% 1.6% 3.4% 3.8% 4.4% 5.7% 6.2% 7.6% 7.8% 8.1% ~8.4% Operating Income2 (S/ Bn) Clients (Millions) IT3 (% of operating income) ~1 +4 +7 +15 +18 Other Core Income⁵ Investor Day 2025 | Delivering Strong and Sustainable Value +1.6x Since 2015

Data from 2022 onwards under IFRS 17 | (1) 2025 annualized. (2) Others include: Net Gain from Associates, Net Gain of Derivatives Held for Trading and Net Gain from Exchange Differences. In 2025 we add MedicalServices result Revenue Streams Evolution (S/ Millions) FX Income 17x 83 1,400 2000 20251 Fees 7x 547 4,000 2000 20251 Insurance 2x 814 2022 1,700 20251 Others2 Insurance FX Income Fees Risk-Adjusted NII 2000 20251 2024 2018 2006 2012 41% 23% 24% 48% 19.4 17.5 13.0 7.5 3.3 1.7 14x Strengthening our Risk-Adjusted Revenue Through Diversification Risk-Adjusted Revenue (S/ Billions) How did we do it? Synergies Data & Analytics Pricing Talent Disruption 25% Investor Day 2025 | Delivering Strong and Sustainable Value 6% 26% 43% 24% 54% 16% 6% 22% 61% 8% 7% 21% 62% 9% 7%

With Peruʼs Growth Moderating, We Turned Our Focus to Decoupling from the Macro Net Income (S/ Millions) Nominal GDP Growth 1,614 1,950 2,080 1,538 3,092 3,515 4,092 3,984 4,265 4,648 4,866 5,501 2010 2011 2012 2013 2014 2016 2017 347 2,388 2024 1H25 Anualized 2023 2022 2021 3,585 2015 2020 2019 2018 7,200 NI Growth Credicorp: 11.4% Nominal GDP Growth Perú: 7.0% Credicorp: 19.0% Perú: 5.9% 2010 - 2019 3.2x 1.6x 21.7% Investor Day 2025 | Delivering Strong and Sustainable Value 3.9% 5.4% 2021 - 2025

Capital Returns Exceeding Cost of Equity in all Our Business Lines ROAE Evolution by Line of Business Universal Banking Microfinance 18.5% 12.1% 5.5% 14.1% 2021 2023 Up to June 2025 2019 Insurance and Pensions 17.0% 0.5% 29.1% 21.9% 2021 2023 Up to June 2025 2019 19.5% 18.8% 26.9% 24.3% 2021 2023 Up to June 2025 2019 Asset and Wealth Management 12.3% 6.0% 6.3% 15.8% 2021 2023 Up to June 2025 2019 CoE 2025 Investor Day 2025 | Delivering Strong and Sustainable Value

Yapeʼs Strong Performance Positions Credicorp to Continue Excelling in the Underbanked Segment Lending 4.2 2.5 7.4 4.3 Disbursements for tickets < S/ 2,000 Disbursements for S/ 2,000 - S/ 10,000 tickets +2.9x Growth in the LTM 1.39 Million Monthly Disbursements August 2025 Yape Market Share Potential for Future Growth 2% Jun-23 Dec-23 Jun-24 Dec-24 Aug-25 Jun-25 Jan-23 15.3 14.9 14.9 12.3 10.7 9.0 8.0 56.8 54.5 51.0 40.2 35.3 24.6 18.6 MAU (Millions) Investor Day 2025 | Delivering Strong and Sustainable Value Trx per MAU (#) Expenses per MAU (S/) Revenue per MAU (S/) Jan-23 Jul-23 Jan-24 Jul-24 Jan-25 Jun-25 Aug-25

Clear Revenue Streams Leading to Sustainable Growth Growth Avenues Risk-Adjusted Revenue2 (1) 1H25 annualized. (2) Risk-Adjusted Revenue consist of: Risk-Adjusted NII, Fee Income, Net Gain from Associates, Net Gain of Derivatives Held for Trading and Net Gain from Exchange Differences, and Total Insurance Underwriting Result. In 2025 we add Total Medical Services Result Innovation Portfolio Fees Loans Other Income 2022 2023 2024 20251 2027 2028 2026 S/ 15.0 Bn S/ 19.4 Bn Investor Day 2025 | Delivering Strong and Sustainable Value

Innovation Portfolio as a Key Growth Avenue ~2026 Yape reaches maturity and exits the innovation portfolio Other relevant initiatives exit the innovation portfolio ~81% of portfolio net revenue by 2026 Emerging and new initiatives And other mid-stage initiatives Investment Appetite ROE ≤ -150 bps C/I ≤ +350 bps Innovation Portfolio Investor Day 2025 | Delivering Strong and Sustainable Value

Expanding Our Credit Portfolio While Reinforcing Fees and Other Income Growth Building Capabilities Risk Management Data Marketplace Artificial Intelligence AI Tech (1) Data as of June 2025. (2) Data as of December 2024 Payments Revenue /MAU (S/)2 Insurance1 Remittances2 SME Loans1 BCP Mass Consumer Loan Clients ~15% Consumer Loans1 BCP Mass 16 Million Consumers Anual Revenue Pool (TAM S/) Credicorp 2024 Revenues ~3% ~1,400 Million BCP+Mibanco Market Share ~26% SME S/ 26 Billion (<S/ 60K Loans) Balance BCP Individual Clients BCP Insured Clients ~12% +18 Million + Risk adjusted NIM + Fee income Growth Opportunity Loans Fees and Other Income 3.1 24.1 Investor Day 2025 | Delivering Strong and Sustainable Value

Sustainable ROE Driven by Capability Building and Innovation (1) Under IFRS4 COVID-19 Crisis Avg ROE: Avg C/I: Early Investments & Capability Building 2017 - 20191 ~18% ~44% (~47.5% under IFRS17) Capability Building & Scaling Adoption 2021-20221 ~15% ~45% (~48.5% under IFRS17) Scaling Adoption & Monetizing 2023-2024 ~16% ~46% Revenues Revenues without Innovation Portfolio Cost Cost without Innovation Portfolio 2017 2016 2015 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 Long-term Ambitions Innovation Portfolio Breakeven ~19.5% ~42% Investor Day 2025 | Delivering Strong and Sustainable Value

Key Financial Takeaways We delivered value through innovation We have built the key capabilities needed Investor Day 2025 | Delivering Strong and Sustainable Value Our future growth is based on clear opportunities

Greater than the Sum of its Parts