Interim report
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a Management Commentary Earnings Report 2Q 2026 June 30, 2026 Banco de Crédito e Inversiones Dare to make a difference 1
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Table of Contents Executive summary 3 Consolidated results 7 Results by segment 16 Financial position 23 Corporate governance 25 Strategic report 26 Stock market information 49 Appendix 50 Bci profile With a diversified presence in America, Banco de Crédito e Inversiones (Bci) is one of the leading financial groups in the region. Founded in Chile in 1937, it is currently the largest bank in the country with total assets of Ch$86,114 billion as of June 30, 2026. Its expansion includes operations in the United States, where its subsidiary City National Bank of Florida (CNB) is one of the top-tier local banks in the state of Florida, and in Peru where it has operated with a banking license since 2022. About this report Bci’s financial report as of June 30, 2026 has been prepared in accordance with Practice Statement 1: Management Commentary, of the IFRS Accounting Standards issued by the International Accounting Standards Board (IASB). Its objective is to provide context to help interpret the Bank's financial position, financial performance, and cash flows. This report complements the quarterly and annual consolidated financial statements, complying with the regulations set forth by the Financial Market Commission (CMF, according to the Spanish acronym) in the Compendium of Accounting Standards for Banks. This financial report was approved by Bci’s Board of Directors on July 30, 2026. Differences between the accounting standards United States and Chile The financial information of Bci’s subsidiaries in the United States is originally prepared in accordance with US GAAP, which differ from the accounting standards and instructions of the CMF in Chile. The main differences between US GAAP and the accounting standards of the CMF are: a) the determination of credit risk provisions for loan portfolios; b) the valuation and provisions of financial instruments under IFRS 9; and c) the valuation and impairment criteria regarding goodwill. Peru and Chile The financial information of Bci’s subsidiary in Peru is prepared in accordance with the accounting standards of the banking regulator in Peru, which differ from the accounting standards and instructions of the CMF in Chile. The instructions and criteria contained in the Peruvian and Chilean accounting standards mainly differ regarding the constitution of credit risk provisions, the recognition and measurement of financial instruments, and the recording of lease contracts. The financial information included in this report is presented in accordance with the standards and instructions of the CMF, unless indicated otherwise. Bci | Earnings Report as of June 30, 2026 2
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Executive summary Key figures and highlights ROAE NIM Efficiency Total Loans (HoH growth ) 14.80% 3.67% 45.57% +6.13% 1H 2026 highlights Figures as of June 30, 2026 ● Creation of Bci Group as part of Bci’s corporate structure evolution process (p. 27) ● First neuroscience-based financial product (Bci Premier Plan) (p. 47) ● Opening of Bci Nace MUT, Chile’s first Entrepreneurship Hub (p. 47) ● Launch of artificial intelligence assistants in Retail Banking (p. 49) Bci Net Promoter Score (NPS) performance Contribution to 1H 2026 net income Global sustainability indices S&P Global ESG Scores 2025 CSA Score: 70 MSCI World Selection Category: A Bci | Earnings Report as of June 30, 2026 3
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Financial performance Bci Consolidated (Ch$ million) 2Q25 1Q26 2Q26 2Q26/ 1Q26 2Q26/ 2Q25 1H25 1H26 YoY Income Statement Interest and indexation margin 586,008 568,253 672,598 18.36% 14.78% 1,200,615 1,240,851 3.35% Net fees 122,445 130,062 129,728 -0.26% 5.95% 236,193 259,790 9.99% Net financial income 36,089 43,324 71,704 65.51% 98.69% 81,716 115,028 40.77% Income from investments in companies 5,279 2,909 4,499 54.66% -14.78% 9,527 7,408 -22.24% Other operating income 9,294 6,653 30,412 357.12% 227.22% 20,908 37,065 77.28% Total operating income 759,115 751,201 908,941 21.00% 19.74% 1,548,959 1,660,142 7.18% Total operating expenses -370,401 -349,482 -407,107 16.49% 9.91% -775,937 -756,589 -2.49% Income before credit losses 388,714 401,719 501,834 24.92% 29.10% 773,022 903,553 16.89% Credit loss expense -79,294 -70,411 -77,990 10.76% -1.64% -172,657 -148,401 -14.05% Income before tax 309,420 331,308 423,844 27.93% 36.98% 600,365 755,152 25.78% Tax -50,095 -43,268 -67,175 55.25% 34.10% -67,602 -110,443 63.37% Net income 259,325 288,040 356,669 23.83% 37.54% 532,763 644,709 21.01% Balance sheet Total assets (1) 82,278,444 85,653,004 86,114,045 0.54% 4.66% 82,278,444 86,114,045 4.66% Total loans (2) 55,917,759 58,784,619 59,347,385 0.96% 6.13% 55,917,759 59,347,385 6.13% Total deposits 47,615,683 49,576,436 48,984,734 -1.19% 2.88% 47,615,683 48,984,734 2.88% Total shareholders’ equity 7,160,101 7,574,163 7,883,481 4.08% 10.10% 7,160,101 7,883,481 10.10% (1) For presentation purposes, current tax is stated as tax payable in liabilities. (2) Include interbank loans. Note 1: As of June 30, 2026 and December 31, 2025, the Bank’s assets and liabilities in foreign currency are stated at their equivalent value in Chilean pesos, calculated at an accounting exchange rate of Ch$920.80 at June 30, 2026, Ch$927.63 at March 31, 2026, Ch$931.60 at June 30 2025, and Ch$899.33 at December 31, 2025. Note 2: As of June 30, 2026 and December 31, 2025, the assets and liabilities in the Bank’s currency are stated at their equivalent value in Chilean pesos, calculated using the Unidad de Fomento (UF) value of Ch$40,820.31 at June 30, 2026, Ch$39,841.72 at March 31, 2026, Ch$39,267.07 at June 30, 2025, and Ch$39,727.96 at December 31, 2025. Total loans (Ch$ million) Total deposits (Ch$ million) Bci | Earnings Report as of June 30, 2026 4
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Main indicators (Ch$ million) 2Q25 1Q26 2Q26 2Q26/ 1Q26 2Q26/ 2Q25 1H25 1H26 YoY Profitability and efficiency (%) ROAE (1) 13.27% 13.76% 0.148 1.04pp 1.53pp 13.27% 14.80% 1.53pp ROAA (1) 1.12% 1.22% 0.0132 0.10pp 0.20pp 1.12% 1.32% 0.20pp Efficiency ratio 50.09% 46.52% 0.4557 -0.95pp -4.52pp 50.09% 45.57% -4.52pp NIM 3.64% 3.44% 0.0367 0.23pp 0.03pp 3.64% 3.67% 0.03pp Credit risk management Cost of Risk (Expense for credit losses on average placements) (2) 0.58% 0.50% 0.0054 0.04pp -0.04pp 0.58% 0.54% -0.04pp Credit risk provisions on total loans 1.66% 1.60% 0.0149 -0.11pp -0.17pp 1.66% 1.49% -0.17pp Coverage ratio (credit risk provisions and additional on NPLs of 90 days or more) 151.36% 140.83% 1.3943 -1.40pp -11.93pp 151.36% 139.43% -11.93pp Asset quality Portfolio with NPLs of 90 days or more (% of the total portfolio with NPLs of over 90 days) 1.39% 1.43% 0.0136 -0.07pp -0.03pp 1.39% 1.36% -0.03pp Commercial loan portfolio NPL ratio 1.10% 1.14% 0.0104 -0.10pp -0.06pp 1.10% 1.04% -0.06pp Mortgage loan portfolio NPL ratio 1.88% 1.88% 0.0191 0.03pp 0.03pp 1.88% 1.91% 0.03pp Consumer loan portfolio NPL ratio 2.42% 2.55% 0.0231 -0.24pp -0.11pp 2.42% 2.31% -0.11pp Funding sources Total loans to total deposits ratio (%) 117.44% 118.57% 1.2115 2.58pp 3.72pp 117.44% 121.15% 3.71pp Risk profile and capital structure Capital and reserves (Ch$ million) 6,109,748 6,109,748 6,578,646 7.67% 7.67% 6,109,748 6,578,646 7.67% Risk-weighted assets (Ch$ million) 59,926,997 64,268,536 63,771,853 -0.77% 6.42% 59,926,997 63,771,853 6.42% Basic capital ratio (CET1) % 11.10% 10.81% 0.1127 0.46pp 0.16pp 11.10% 11.27% 0.16pp Leverage ratio (%) 7.87% 7.91% 0.081 0.19pp 0.23pp 7.87% 8.10% 0.23pp Capital adequacy ratio (CAR) % 15.42% 14.81% 0.1532 0.51pp -0.10pp 15.42% 15.32% -0.10pp (1) ROAE and ROAA are calculated using cumulative net income for a rolling 12-month period in the numerator, and the 13-month average of closing balances for total equity and total assets, respectively, in the denominator. (2) Cost of Risk is calculated as the credit loss expense in the numerator, and total loans in the denominator (excluding average interbank loans). Return on average equity (ROAE) and return on average assets (ROAA) Net interest and indexation margin (NIM) Bci | Earnings Report as of June 30, 2026 5
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Commentary Figures as of June 30, 2026 Profitability ROAE 14.80% 1H 2025: 13.27% Efficiency Efficiency Ratio 45.57% 1H 2025: 50.09% Risk Coverage Ratio 139.43% 1H 2025: 151.36% Capital Capital Adequacy Ratio 15.32% 1H 2025: 15.42% Customer Experience NPS 77 1H 2025: 71 Employee Engagement Engagement 93% 1H 2025: 93% Sustainable Finance Sustainable Operations 3,571 1H 2025: 3,498 During the first half of 2026, Bci performed strongly, evident in higher profitability, a significant improvement of efficiency, and favorable trends of credit risk indicators. These results reflect the strength of the business model and sound strategic execution in a challenging economic environment. Net income was Ch$644,709 million, up 21.01% YoY (Ch$532,763 million). As a result, ROAE stood at 14.80%, increasing 153 basis points. This performance was underpinned by a diversified revenue structure and prudent balance sheet management. Efficiency continued to improve, with an efficiency ratio of 45.57% —down 452 basis points year-over-year—accompanied by a 2.49% reduction in the expense base. At the same time, net interest income grew 3.35%, driven by higher indexation income from increased inflation that offset the impact of a more volatile market environment on interest income and treasury results. In addition, net fee income rose 9.99%, driven by greater transaction volumes, growth in the card business, and higher assets under management by Bci Asset Management. Balance sheet growth remained robust. Total loans increased 6.13%, led by the commercial portfolio, while funding continued to be underpinned by a sound and diversified deposit base, with particular momentum in demand deposits. Asset quality continued to strengthen. The credit loss expense decreased 14.05% year-over-year, reflecting an improvement of the portfolio's risk profile. Non-performing loans over 90 days dropped to 1.36%, and the provision coverage ratio for past-due loans remained robust at 139.43%. International operations continued to make a significant contribution to the Group’s results . City National Bank of Florida posted net income of USD182 million under Chilean accounting standards, underpinned by a higher net interest margin and a portfolio with low delinquency levels. Meanwhile, marking its fourth year of operations in the country, Bci Perú had net income of USD11.4 million—a 63% year-over-year increase—driven by a higher margin and a lower cost of risk. At segment level, Personal Banking strengthened fee income , mortgage margins, and customer engagement, while MACHBANK reached 1.4 million checking account customers. SME Banking increased operating income , bolstered by higher fees, a favorable inflationary environment, and sound risk management. Wholesale Banking maintained solid momentum in growth, profitability, and market share due to the execution of its commercial strategy. In Finance, a less favorable environment for trading portfolios was partially offset by investment portfolio management and the strong performance of Sales & Trading, driven by higher demand for foreign exchange and interest rate hedges. At the close of 1H 2026, the Common Equity Tier 1 (CET1) capital ratio reached 11.26% , up 16 basis points year-over-year and maintaining a 226 basis point buffer above regulatory requirements, reaffirming Bci's robust solvency position. Bci | Earnings Report as of June 30, 2026 6
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Outlook GDP growth in Chile (YoY %) For Chile, Bci Research projects gross domestic product (GDP) growth of 1.0% in 2026. This forecast reflects an economic slowdown tied to lower production, along with weaker domestic demand due to a deteriorating labor market. Inflation is estimated to be 3.7%, driven primarily by volatile components such as energy costs and global oil price fluctuations. Given the transitory nature of these price pressures and the clear fragility of economic activity, Bci Research forecasts that the Central Bank of Chile will most likely cut interest rates by 25 basis points, bringing them to 4.25% by year-end. GDP growth in the USA (YoY %) According to Bci Research forecasts, the U.S. economy will close the year with GDP growth of 2.1%, driven by AI investment, though partially offset by weaker consumer spending. Headline inflation is expected to be 3.4% by year-end, pressured by energy prices. In this context, a 25 basis point interest rate hike is anticipated in response to stickier inflation and a labor market that no longer shows clear signs of weakness. Meanwhile, Florida continues to develop as a favorable operating environment, holding its position as the 4th largest U.S. economy with a GDP close to USD1.9 trillion. This dynamism is underpinned by a diversified economy—spanning services, trade, tourism, construction, and finance—national leadership in business creation, and strong net migration driven by a competitive regulatory and fiscal framework. Although unemployment is slightly above the national average, the labor market remains resilient in terms of labor force growth. GDP growth in Peru (YoY %) For 2026, Bci Research projects GDP growth of 3.0%, reflecting remarkable resilience in the face of persistent political uncertainty in Peru. On the pricing front, it expects inflation to close the year at 3.6%, finishing above the target range due to transitory energy shocks and weather-related impacts. Against this backdrop, the Central Reserve Bank of Peru could hike interest rates by 25 basis points to 4.5%, driven by a dynamic economy with slight inflation persistence. Bci | Earnings Report as of June 30, 2026 7
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Consolidated results Business activity As of 1H 2026, total loans grew 6.14% YoY, driven by the performance of the commercial and consumer loan segments. This growth was primarily funded by demand deposits, which increased 10.21% YoY. (Ch$ million) 2Q25 1Q26 2Q26 2Q26/ 1Q26 2Q26/ 2Q25 1H25 1H26 YoY Total loans at amortized cost 55,859,378 58,724,891 59,287,570 0.96% 6.14% 55,859,378 59,287,570 6.14% Interbank loans (*) 999,747 967,469 905,754 -6.38% -9.40% 999,747 905,754 -9.40% Commercial loans of clients 36,241,129 38,245,144 38,479,835 0.61% 6.18% 36,241,129 38,479,835 6.18% Mortgage loans of clients 15,378,348 16,045,517 16,387,402 2.13% 6.56% 15,378,348 16,387,402 6.56% Consumer loans of clients 3,240,154 3,466,761 3,514,579 1.38% 8.47% 3,240,154 3,514,579 8.47% Demand deposits and other obligations 26,242,595 28,107,874 28,922,878 2.90% 10.21% 26,242,595 28,922,878 10.21% Time deposits and other deposits 21,373,088 21,468,562 20,061,856 -6.55% -6.13% 21,373,088 20,061,856 -6.13% Total loans to total deposits ratio (%) 117.44% 118.57% 121.15% 2.58pp 3.72pp 117.44% 121.15% 3.72pp N° of credit cards N° of Bci credit cards 667,080 698,711 712,152 1.92% 6.76% 667,080 712,152 6.76% N° of Lider Bci credit cards 542,834 562,782 578,520 2.80% 6.57% 542,834 578,520 6.57% N° of MACHBANK digital cards 4,409,930 4,818,924 4,922,599 2.15% 11.63% 4,409,930 4,922,599 11.63% N° of Chilean checking accounts 1,187,372 1,251,280 1,287,874 2.92% 8.46% 1,187,372 1,287,874 8.46% * This amount excludes the provisions for interbank loans. 2Q 2026 vs. 1Q 2026 Total loans increased 0.96% QoQ , primarily driven by changes in inflation and the exchange rate. Mortgage loan growth is explained by the higher UF (2.46% from March to June). Meanwhile, commercial loans were bolstered by the appreciation of the exchange rate, which rose Ch$9 during the quarter. Consumer loans grew by 1.38% QoQ, primarily driven by the credit card business, which increased by 1.42%. The highlights were a higher transaction volume in the affluent segment as measured by the gross merchandise value (GMV), which rose 3.5%, and the performance of Lider Bci with loans increasing 1.97%, in line with the growth of its card base (+2.8% in 2Q 2026). Total deposits dipped 1.2% QoQ , driven by a 6.55% drop in time deposits and largely due to lower wholesale segment deposits. In contrast, consolidated demand deposits increased 2.9% in the second quarter, bolstered by 3.8% growth at CNB, in line with its funding strategy. 1H 2026 vs. 1H 2025 Total loans increased 6.14% year-over-year , primarily driven by growth in the commercial loan portfolio: ● Commercial loans: Loans grew 6.18% (+6.9% excluding exchange rate effects), driven by Chilean peso and foreign currency loans, along with strong growth in the factoring business. Bci Chile generated 37% of total growth, while international operations accounted for the remaining 63%: CNB (40%), Bci Miami (16%), and Bci Perú (7%). As of May 2026, the market share of commercial loans was 17.73% (excluding foreign assets), maintaining industry leadership with a 96-basis-point increase over twelve months. ● Consumer loans : Loans rose 8.47%, driven by a higher credit card transaction volume and acquisition strategies targeted at the affluent segment, underpinned by a value proposition and differentiated rewards programs. ● Mortgages : Loans increased 6.56%. Excluding the impact of inflation, growth was more moderate, in line with banking sector trends and the macroeconomic environment. Total deposits grew 2.88% year-over-year, underpinning a sound and diversified funding structure: ● Demand deposits increased 10.21%, driven by both Chilean and international operations. ● Time deposits decreased 6.13%, primarily due to lower wholesale deposits. Bci | Earnings Report as of June 30, 2026 8
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Consolidated loan portfolio QoQ growth by portfolio distribution by segment (mix) Net interest and indexation income In 1H 2026, the financial margin increased 3.35% year-over-year, boosted by a 31.92% increase in net indexation income driven by higher-than-expected inflation, which partially offset the drop in interest income. (Ch$ million) 2Q25 1Q26 2Q26 2Q26/ 1Q26 2Q26/ 2Q25 1H25 1H26 YoY Interest income 982,636 952,635 951,503 -0.12% -3.17% 1,966,908 1,904,138 -3.19% Financial assets at amortized cost 883,615 880,741 898,586 2.03% 1.69% 1,766,197 1,779,327 0.74% Financial assets at fair value through other comprehensive income 82,107 68,911 82,415 19.60% 0.38% 160,481 151,326 -5.70% Income from hedge accounting of interest rate risk 16,914 2,983 -29,498 -1088.87% -274.40% 40,230 -26,515 -165.91% Interest expenses -500,608 -459,626 -485,454 5.62% -3.03% -979,908 -945,080 -3.55% Financial liabilities at amortized cost -484,495 -441,782 -469,223 6.21% -3.15% -969,554 -911,005 -6.04% Leasing contract obligations -510 -407 -256 -37.10% -49.80% -1,082 -663 -38.72% Regulatory capital financial instruments -13,584 -13,506 -13,773 1.98% 1.39% -26,912 -27,279 1.36% Income from hedge accounting of interest rate risk -2,019 -3,931 -2,202 -43.98% 9.06% 17,640 -6,133 -134.77% Net interest income 482,028 493,009 466,049 -5.47% -3.31% 987,000 959,058 -2.83% Indexation income 168,205 103,507 358,189 246.05% 112.95% 357,757 461,696 29.05% Indexation expenses -64,225 -28,263 -151,640 436.53% 136.11% -144,142 -179,903 24.81% Net indexation income 103,980 75,244 206,549 174.51% 98.64% 213,615 281,793 31.92% Net interest and indexation income 586,008 568,253 672,598 18.36% 14.78% 1,200,615 1,240,851 3.35% 2Q 2026 vs. 1Q 2026 The net interest and indexation margin grew 18.36% in the second quarter, driven by higher indexation income in an environment of accelerating inflation, as reflected by a +2.46% UF variation compared to 0.29% in 1Q26. ● Conversely, net interest income contracted 5.47%, primarily driven by the following factors: ○ The net result of interest rate accounting hedges hit the second-quarter yield due to sharp yield curve fluctuations stemming from the geopolitical situation. ○ Interest income from financial assets at amortized cost increased 2.03% during the period, driven by commercial pricing strategies and higher sector activity reflected in volume growth, which partially offset the negative impact of hedges. ● Net indexation income surged 174.51%, benefiting from higher inflation compared to the previous quarter. 1H 2026 vs. 1H 2025 In 1H 2026, the net interest and indexation margin rose 3.35% year-over-year , mainly driven by higher inflation, which boosted indexation income. The UF variation increased from +2.21% in June 2025 to +2.75% in June 2026. ● Net interest income dropped 2.83% year-over-year , primarily due to a 165.91% decrease in income from interest rate risk accounting hedges, which were affected by liquidity conditions stemming from the geopolitical environment. This effect was partially offset by higher financial assets at amortized cost and a 6.04% reduction in expenses related to liabilities at amortized cost, mainly driven by a 6.13% Bci | Earnings Report as of June 30, 2026 9
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decrease in time deposits. ● Net indexation income amounted to Ch$281,793 million, up 31.92% year-over-year , boosted by a higher UF variation. Meanwhile, CNB continued its upward trend in NIM, closing at 3.0% as of June—its highest level in four years. This milestone was driven by a reduction in funding costs, underpinned by 10.4% growth of demand deposits, as well as effective pricing management and the successful execution of its funding strategy. Net financial income Net financial income surged 40.77% year-over-year, driven by gains from sales of investment portfolio instruments at fair value through other comprehensive income (FVOCI). (Ch$ million) 2Q25 1Q26 2Q26 2Q26/ 1Q26 2Q26/ 2Q25 1H25 1H26 YoY Net financial income 36,089 43,324 71,704 65.51% 98.69% 81,716 115,028 40.77% Financial assets and liabilities for trading 61,695 79,823 61,093 -23.46% -0.98% 106,109 140,916 32.80% Financial assets not held for trading mandatorily valued at fair value through profit or loss 1,050 574 520 -9.41% -50.48% 1,847 1,094 -40.77% Financial assets and liabilities designated at fair value through profit or loss - - - - - - - - Income from derecognizing financial assets and liabilities measured at amortized cost and financial assets measured at fair value through other comprehensive income -30,534 29,381 7,159 -75.63% -123.45% -39,202 36,540 -193.21% Foreign currency exchange. adjustments and hedge accounting 3,878 -66,454 2,932 -104.41% -24.39% 12,962 -63,522 -590.06% Other financial income - - - - - - - - 2Q 2026 vs. 1Q 2026 Net financial income increased 65.51% quarter-over-quarter , primarily driven by normalization of the performance of trading portfolios and the foreign currency position alongside its hedges, ● In 2Q26, a more stable exchange rate and a partial recovery in directional positions during April and May helped reverse the first-quarter negative earnings impact caused by the depreciation of the Chilean peso and rising inflation expectations, which adversely impacted directional positions in the trading portfolio. This result was partially offset by lower gains on the sale of investment portfolio instruments (FVOCI) 1 . ● Trading operations aimed at capturing market opportunities were concentrated primarily in the early months of the year. Consequently, securities sales continued in 2Q26, but at a slower pace than in the first quarter. 1H 2026 vs. 1H 2025 Net financial income increased 40.77% year-over-year , primarily driven by gains on the sale of instruments (FVOCI). ● Gains from these transactions amounted to Ch$36,540 million, compared to a loss of Ch$39,202 million in 1H25. This performance was driven by capitalizing on market opportunities in a highly volatile environment, with sales mainly concentrated in the early months of the year. This result was partially offset by the weaker performance of trading portfolios and the foreign currency position, compared to a favorable base of comparison in 1H25. ● This reflects the impact of upward adjustments to inflation expectations for certain positions within the trading portfolio. 1 FVOCI (Fair Value Through Other Comprehensive Income) corresponds to financial instruments measured at fair value, whose changes in value are recognized in other comprehensive income (OCI) rather than directly in profit or loss, until realized or sold, in accordance with IFRS 9. Bci | Earnings Report as of June 30, 2026 10
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Fee income Net fee income increased by 9.99% year-over-year, driven by a favorable scissor effect resulting from a 4.58% increase in fee income alongside a 9.73% decrease in fee and service expenses. (Ch$ million) 2Q25 1Q26 2Q26 2Q26/ 1Q26 2Q26/ 2Q25 1H25 1H26 YoY Fee income 166,697 166,513 173,823 4.39% 4.27% 325,420 340,336 4.58% Prepaid loan fees 1,783 1,569 2,091 33.27% 17.27% 3,422 3,660 6.95% Fees for checking account lines of credit and overdrafts 2,133 1,869 2,247 20.22% 5.34% 4,275 4,116 -3.72% Fees for letters of credit and guarantees 10,433 10,743 10,430 -2.91% -0.03% 20,650 21,173 2.53% Feed for credit card services 30,918 38,626 38,248 -0.98% 23.71% 61,954 76,874 24.08% Fees for account administration 20,430 21,128 21,009 -0.56% 2.83% 40,116 42,137 5.04% Fees for collection. receipts and payments 25,874 26,355 26,903 2.08% 3.98% 57,087 53,258 -6.71% Fees for security intermediation and management 2,217 2,895 2,703 -6.63% 21.92% 3,959 5,598 41.40% Fees for the management of mutual funds. investment funds or others 21,942 23,869 25,718 7.75% 17.21% 42,872 49,587 15.66% Fees for insurance brokerage and advisory services 18,191 16,351 18,780 14.86% 3.24% 33,977 35,131 3.40% Fees for factoring operation services 1,238 1,241 1,265 1.93% 2.18% 2,499 2,506 0.28% Fees for financial advisory services 18,314 8,602 11,016 28.06% -39.85% 28,733 19,618 -31.72% Securitization fees 81 109 111 1.83% 37.04% 146 220 50.68% Other fees earned 13,143 13,156 13,302 1.11% 1.21% 25,730 26,458 2.83% Expenses for fees and services received -44,252 -36,451 -44,095 20.97% -0.35% -89,227 -80,546 -9.73% Fees for credit card operation -15,102 -12,977 -12,573 -3.11% -16.75% -29,681 -25,550 -13.92% Fees for licenses to use credit card brands -2,551 -1,652 -2,127 28.75% -16.62% -5,112 -3,779 -26.08% Expenses for obligations related to customer loyalty programs and cardholder rewards -6,937 -5,374 -8,756 62.93% 26.22% -16,046 -14,130 -11.94% Fees for securities transactions -8,347 -6,964 -7,535 8.20% -9.73% -16,665 -14,499 -13.00% Other fees for services received -11,315 -9,484 -13,104 38.17% 15.81% -21,723 -22,588 3.98% Total net fee income 122,445 130,062 129,728 -0.26% 5.95% 236,193 259,790 9.99% 2Q 2026 vs. 1Q 2026 Net fee income dipped 0.26% QoQ, primarily due to an increase in fee and service expenses. Fee income increased by 4.39% QoQ , driven by: ● A 7.75% increase in mutual fund and investment fund management fees at Bci Asset Management, driven by higher assets under management (AUM). ● A 28.06% increase in fees at Bci Finanzas Corporativas, related to the successful closing of a transaction in May, along with the positive performance of insurance brokerage and advisory services. Fee expenses increased 20.97% QoQ , driven by: ● A 62.93% (Ch$3,382 million) increase resulting from a methodological change in the accounting recognition of cashback under our credit card loyalty program. This transition created an asymmetrical base of comparison between the first and second quarters, accounting for the increase. 1H 2026 vs. 1H 2025 Net fee income increased 9.99% year-over-year , driven by higher revenue related to cards, mutual fund and investment management, along with a decrease in expenses related to rewards programs. ● Fee income increased 4.58% , primarily driven by: ○ A 24.46% increase in card service fees, boosted by a higher transaction volume stemming from growth of our total retail ecosystem card base (+10.56% YoY), with notable performance from Lider Bci. ○ A higher contribution from Bci Asset Management, whose mutual fund and investment fund Bci | Earnings Report as of June 30, 2026 11
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management fees benefited from a Ch$256 billion increase in assets under management (AUM) as of June 2026, primarily driven by new contributions. As a result, market share reached 11.78%. ● Fee expenses decreased across key categories , highlighting: ○ An 11.94% decrease in expenses associated with card loyalty programs, due to the phaseout of the Pesos Sonrisas program in 2Q25 and its replacement with a new rewards scheme in 2026. ○ A 13.92% drop in card transaction fees, benefiting from commercial agreements reached with card brands. Operating expenses In 2Q26, there was an increase driven by personnel cost optimizations as well as other expenses. However, as of the end of June , the expense base was reduced by 2.49% YoY , with a year-to-date efficiency ratio of 45.57% (-452 basis points) . (Ch$ million) 2Q25 1Q26 2Q26 2Q26/ 1Q26 2Q26/ 2Q25 1H25 1H26 YoY Total operating expenses -370,401 -349,482 -407,107 16.49% 9.91% -775,937 -756,589 -2.49% Personnel expenses -193,264 -193,806 -217,897 12.43% 12.75% -385,835 -411,703 6.70% Administration expenses -141,348 -130,888 -133,459 1.96% -5.58% -275,973 -264,347 -4.21% Depreciation and amortization -28,269 -28,188 -29,664 5.24% 4.93% -55,120 -57,852 4.96% Impairment of non-financial assets -54 -3 2 -166.67% -103.70% -80 -1 -98.75% Other operating expenses -7,466 3,403 -26,089 -866.65% 249.44% -58,929 -22,686 -61.50% 2Q 2026 vs. 1Q 2026 During the second quarter of 2026, operating expenses increased by 16.49% QoQ, mainly driven by: ● Higher personnel expenses (+12.43% QoQ): ○ Non-recurring expenses associated with organizational structure initiatives in Chile, as part of the efficiency and productivity plan. ○ Compensation increases at CNB related to provisions for achieving annual targets. ● Contained administration expenses (+1.96% QoQ): ○ Increase aligned with inflation in the period, reflecting disciplined cost management. ○ Higher expenditure on IT and communications, advertising, and technical reports, partially offset by a decrease in non-income taxes. ○ Investments aimed at corporate technology integration and the simplification of operational architecture. ● Other operating expenses: ○ Expenditures related to the progress of strategic initiatives were incurred during the quarter. ○ Although these expenses impacted results for the period, they remain within the goals defined in the efficiency plan. 1H 2026 vs. 1H 2025 At the end of the first half of 2026, the cost base decreased by 2.49% year-over-year, reflecting efficient management and effective cost containment. The primary drivers were: ● Personnel expenses (+6.7% YoY): ○ Increase in strategic capabilities at CNB under Project Win, resulting in the addition of 53 full-time equivalents (FTEs) compared to June 2025. ○ Compensation increases aimed at strengthening talent and supporting the sustainable growth of operations. ● Administration expenses (-4.21% YoY): ○ Decrease driven primarily by efficiencies in technical reports and lower non-income taxes. ○ These savings partially offset higher recurring technology expenses aimed at enhancing the organization's digital and technological capabilities. ● Other operating expenses (-61.5% YoY): ○ Optimization of this line item significantly benefited the year-over-year comparison. ○ Excluding this effect, consolidated expenses increased at a rate below inflation. Bci | Earnings Report as of June 30, 2026 12
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Performance by subsidiaries ● CNB: Total expenses decreased 0.2% year-over-year. The increase in personnel expenses—driven by headcount growth and incentives related to Project Win—was offset by lower spending on external consulting services, litigation reimbursements, and credit process efficiencies. ● Lider Bci: Expenses decreased by Ch$4,908 million (-12%) YoY. The reduction was primarily driven by lower fraud losses and efficiencies resulting from process improvements and the implementation of artificial intelligence tools. ● Other subsidiaries: Overall, they achieved an aggregate cost containment of 2.91% year-over-year. Investment was strategically focused on growing or consolidating businesses, such as Bci Perú (higher headcount), Corredora de Bolsa (commercial performance incentives), and Bci Miami. Meanwhile, cost reduction was underpinned by administrative savings and technology infrastructure efficiencies. Efficiency ratio (operating expenses/operating revenue) Bci | Earnings Report as of June 30, 2026 13
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Credit risk The credit loss expense decreased 14.05% in 1H 2026 YoY, reflecting proactive management that contained the deterioration of the commercial and consumer loan portfolios. Consequently, the 90+ day NPL ratio fell to 1.36%, maintaining a prudent provisioning structure along with a cumulative cost of risk of 0.54%. (Ch$ million) 2Q25 1Q26 2Q26 2Q26/ 1Q26 2Q26/ 2Q25 1H25 1H26 YoY Provisions constituted for credit risk of loans at amortized cost -106,040 -105,140 -107,333 2.09% 1.22% -253,165 -212,473 -16.07% Credit risk special provisions 1,045 -537 3,077 -673.00% 194.45% 25,189 2,540 -89.92% Recoveries of written-off loans 27,924 26,603 25,878 -2.73% -7.33% 57,364 52,481 -8.51% Impairment due to credit risk of other financial assets at amortized cost -2,223 8,663 388 -95.52% -117.45% -2,045 9,051 -542.59% Total credit loss expenses -79,294 -70,411 -77,990 10.76% -1.64% -172,657 -148,401 -14.05% Cost of Risk (Expense for credit losses on average placements) (1) 0.58% 0.50% 0.0054 0.04pp -0.04pp 0.58% 0.54% -0.04pp Provisions for credit risk on total loans (2) 1.66% 1.60% 0.0149 -0.11pp -0.17pp 1.66% 1.49% -0.17pp Provisions for commercial credit risk on commercial loans 1.51% 1.41% 0.0127 -0.14pp -0.24pp 1.51% 1.27% -0.24pp Provisions for mortgage credit risk on mortgage loans 0.77% 0.83% 0.008 -0.03pp 0.03pp 0.77% 0.80% 0.03pp Provisions for consumer credit risk on consumer loans 8.10% 7.72% 0.0757 -0.15pp -0.54pp 8.10% 7.57% -0.54pp NPLs coverage (3) 151.36% 140.83% 1.3943 -1.40pp -11.93pp 151.36% 139.43% -11.93pp NPLs coverage (4) 121.42% 113.79% 1.1163 -2.16pp -9.79pp 121.42% 111.63% -9.79pp Commercial NPL coverage (4) 137.71% 123.42% 1.226 -0.82pp -15.11pp 137.71% 122.60% -15.11pp Mortgage NPL coverage (4) 41.02% 44.42% 0.4181 -2.61pp 0.79pp 41.02% 41.81% 0.79pp Consumer NPL coverage (4) 334.51% 302.59% 3.2772 25.13pp -6.79pp 334.51% 327.72% -6.79pp 90-day or more delinquency ratio (% of the total portfolio with delinquency of more than 90 days over customer loans) 1.39% 1.43% 0.0136 -0.07pp -0.03pp 1.39% 1.36% -0.03pp Commercial portfolio 90-day or more delinquency ratio 1.10% 1.14% 0.0104 -0.11pp -0.06pp 1.10% 1.04% -0.06pp Mortgage portfolio 90-day or more delinquency ratio 1.88% 1.88% 0.0191 0.04pp 0.04pp 1.88% 1.91% 0.04pp Consumer portfolio 90-day or more delinquency ratio 2.42% 2.55% 0.0231 -0.24pp -0.11pp 2.42% 2.31% -0.11pp (1) Cost of Risk is calculated as the credit loss expense in the numerator, and total loans in the denominator (excluding average interbank loans). (2) Stock of provisions for credit risk, excluding additional provisions, as a percentage of loans in the respective segment. (3) NPLs coverage with additional = stock of provisions + additional (consolidated balance)/+90 days delinquent loan portfolio (consolidated balance). (4) NPLs coverage = stock of provisions (consolidated balance)/+90 days delinquent loan portfolio (consolidated balance). 2Q 2026 vs. 1Q 2026 On a quarter-over-quarter basis, the total credit loss expenses amounted to Ch$77,990 million (+10.76%), reflecting the continuation of a conservative risk policy. While required provisions and recoveries remained within ranges similar to the previous quarter, in the second quarter there was a larger release of special provisions (CNB regulatory adjustments) and lower credit impairment of other financial assets, which account for the variance. ● The highlight was the proactive credit risk management, as evident by a 7 bp improvement of the 90+ day NPL ratio, which dropped to 1.36% while the total loan portfolio had resilient growth relative to the banking sector. This positive performance was driven by progress in the consumer loan portfolio quality (-24 bp to 2.31%). ● Given the lower volume of the impaired loan portfolio, the total coverage ratio adjusted slightly by 1.40 percentage points to 139.43% (backed by voluntary provisions), in line with a structure that enables us to withstand unforeseen future scenarios of greater pressure. Bci | Earnings Report as of June 30, 2026 14
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1H 2026 vs. 1H 2025 The 14.05% year-over-year decrease in total credit loss expenses was driven by a favorable and consistent trend in the portfolio's risk indicators. ● Along these lines, credit risk provisions decreased by 16.07% year-over-year. This outcome was driven by lower impairment across performing, substandard, and defaulted loans in the commercial portfolio within the wholesale and SME segments, which reduced commercial segment provisions by 24 bp (to 1.27%). Meanwhile, the 54 bp drop in the consumer portfolio risk ratio (allowance for credit losses to total loans)—standing at 7.57%—was driven by the recent adjustment to calculation parameters for contingent loans, resulting in a lower provision expense. ● Regarding delinquency (NPLs ≥ 90 days), the dynamics were as follows: ● In the commercial loan portfolio, NPLs improved by 6 bp YoY to 1.04%. ● In the consumer loan portfolio, despite increasing by +8.47%, NPLs dropped 11 bp YoY to 2.31%, reversing the upward trend seen across the banking sector in the second half of 2025. ● In the mortgage loan portfolio, the NPL ratio rose marginally by 4 bp to 1.91%, in line with the industry trend. Tax The accrued tax expense in 1H 2026 increased by 63.37% YoY and 55.25% QoQ, both driven by higher pre-tax income. (Ch$ million) 2Q25 1Q26 2Q26 2Q26/ 1Q26 2Q26/ 2Q25 1H25 1H26 YoY Income before tax 309,420 331,308 423,844 27.93% 36.98% 600,365 755,152 25.78% Tax -50,095 -43,268 -67,175 55.25% 34.10% -67,602 -110,443 63.37% Net income 259,325 288,040 356,669 23.83% 37.54% 532,763 644,709 21.01% 2Q 2026 vs. 1Q 2026 The tax expense increased by 55.25% during the second quarter of this year. In addition to a 27.93% increase in pre-tax income, this was driven by: ● A higher exchange rate and its impact on the tax valuation of the investment in the United States (mainly CNB), as well as on the valuation and earnings of bonds covered under Article 104 of the Income Tax Law. ● This was partially offset by a lower tax expense associated with the restatement of tax equity due to a higher CPI (+2.2%). 1H 2026 vs. 1H 2025 On a YoY basis, the increase in the tax expense—in addition to higher pre-tax income—was driven by: ● The year-over-year increase in the exchange rate (+Ch$29.33) and its effect on the tax valuation of the investment in CNB, along with the impacts associated with bonds under Article 104 of the Income Tax Law. ● A lower tax expense resulting from a higher change in the CPI, which positively impacted the tax indexation of equity and partially offset the aforementioned effects. Bci | Earnings Report as of June 30, 2026 15
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Results by segment Personal Banking In 1H 2026, operating income increased by 28% YoY, driven by higher fee income, an improved mortgage margin, and a real decrease of 5.4% in operating expenses. The return on regulatory capital (RORC) was 16.15%, up 307 bp YoY. Amounts in millions of Chilean pesos (Ch$) Accumulated as of Variation (%) Income Statement June 2025 June 2026 YoY Net interest and indexation income 326,323 340,362 4.30% Net fee income 87,188 113,605 30.30% Other net operating income 2,624 4,215 60.63% Total operating income 416,135 458,182 10.10% Provisions for credit risk -60,335 -80,847 34.00% Net operating income 355,800 377,335 6.05% Total operating expenses -263,481 -259,176 -1.63% Operating Income 92,319 118,159 27.99% Balance Sheet Assets 15,879,964 16,877,343 6.28% Liabilities 8,022,518 8,286,405 3.29% Loans and accounts receivable from customers (1) 15,362,199 16,271,560 5.92% Demand and time deposits (2) 7,040,093 7,136,499 1.37% (1) These are loans receivable from customers, plus the interbank loan balance, without deducting the respective provisions. (2) These comprise demand deposits and other demand obligations, and time deposits and other time obligations. Personal Banking results reflect the execution of the strategic initiative acceleration plan, with progress in recurring revenue, growth in target segments, enhanced client engagement, and the optimization of service models, which increased the return on assets by 24 basis points YoY. ● Recurring revenue was 43.8%, up 1,074 basis points YoY , driven by a 5x increase in net payment method fees associated with an expanding credit card base and higher purchase volumes (+10.0% YoY). Additionally, mutual fund management fees grew 21% YoY, primarily in medium- and long-term funds. ● Account management fees increased 5.7% YoY , driven by growth of Chilean peso checking account clients. This progress enabled us to reach a market share of 16.8% as of April, a 126-basis-point increase. Within this context, we highlight the expansion of our customer base in the affluent segment, an outcome aligned with our strategy for this segment. Meanwhile, insurance brokerage income rose 4.0% YoY, boosted by higher cross-selling of standalone and credit-linked policies. This sound performance is reflected across protection products, consolidating Bci's market leadership in the auto insurance category. ● Another highlight was the increase in demand deposits of our clients, reflected by a reciprocity ratio (demand deposits to total loans) of 19.1%. This result was underpinned by 6.2% YoY growth of demand deposits and other demand obligations, along with an equivalent increase in consumer loans. Credit card loans also stood out, growing 14.3% YoY—outpacing the banking industry—and accompanied by a 19-basis-point gain in market share as of April. ● Operating expenses decreased 5.4% YoY in real terms, primarily due to adjustments in service models aimed at migrating mass-market clients to digital channels. As a result, the efficiency ratio improved by 675 basis points YoY. Net interest and indexation income rose 14.4% YoY, mainly driven by higher inflation in the second quarter, which boosted the indexation income of the mortgage loan portfolio. Meanwhile, the net risk expense increased 34% YoY, explained by a lower base of comparison—given the impact of voluntary provisions in the first half of 2025 following changes to the consumer provisioning model—as well as the growth of mortgage loans. Nevertheless, the Risk Rate 2 (RR2) excluding voluntary provisions was 0.95%, improving 29 basis points YoY. Bci | Earnings Report as of June 30, 2026 16
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MACHBANK maintained a strong growth trajectory during the period, driven by the growth of its payment methods, deposit intake, and the development of its credit card business. ● Payment methods had 39.0% year-over-year growth , along with a 14% year-over-year increase in the high-engagement and high-value segments. ● Deposit intake increased by 241% year-over-year in demand and savings deposits , primarily driven by the “24/7” savings product, whose balance grew 585% YoY. This performance continued to strengthen customer engagement and product adoption. ● The credit card business consolidated its expansion , reaching a total of 56,253 active cards—a 574% year-over-year increase, more than 6.7 times higher than the previous year. SME Banking RORC was 36.5%, up 380 basis points YoY, driven by 6.6% growth of operating income and a 3% real decrease in operating expenses. Amounts in millions of Chilean pesos (Ch$) Accumulated as of Variation (%) Income Statement June 2025 June 2026 YoY Net interest and indexation income 106,065 109,944 3.66% Net fee income 21,760 27,135 24.70% Other net operating income 7,578 7,308 -3.56% Total operating income 135,403 144,387 6.64% Provisions for credit risk -13,406 -15,132 12.87% Net operating income 121,997 129,255 5.95% Total operating expenses -73,456 -73,967 0.70% Operating Income 48,541 55,288 13.90% Balance Sheet Assets 2,519,879 2,606,151 3.42% Liabilities 2,462,481 2,567,254 4.25% Loans and accounts receivable from customers (1) 2,503,021 2,579,139 3.04% Demand and time deposits (2) 2,312,126 2,406,733 4.09% (1) These are loans receivable from customers, plus the interbank loan balance, without deducting the respective provisions. (2) These comprise demand deposits and other demand obligations, and time deposits and other time obligations. SME Banking’s strategic priorities are to strengthen primary banking relations with its clients and expand its customer base. During the first half of the year, large progress was made with both objectives: ● Demand deposit reciprocity was 66.6% , up 191 basis points year-over-year, driven by 6.1% growth of demand deposits and other demand obligations and a 4.0% increase in commercial loans. This performance reflects a higher level of customer engagement. ● New customer acquisition continued to accelerate . Excluding digital models, checking account customer onboarding grew 26% year-over-year, driven by the focus on small businesses. ● Net fees rose 24.7% year-over-year, bolstered by customer base growth and higher value capture in strategic business lines. Notable highlights were a 43% increase in credit card fees and a 15% increase in mutual fund management fees. Interest and indexation income increased 7.6% year-over-year , primarily driven by higher inflation in the second quarter, which benefited the UF-indexed loan portfolio. The Bank consolidated its leadership in leasing, with growth of 2.8% as of May—five times the growth of the market—achieving an 18.3% market share, up 40 basis points year-over-year. On the risk front, net risk charges decreased , while the risk rate 2 (RR2)—excluding voluntary provisions—was 1.04%, improving by 4 basis points year-over-year. This performance reflects sound portfolio management and growth focused on business SMEs backed by collateral. Bci | Earnings Report as of June 30, 2026 17
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Wholesale Banking Despite fierce competition, pricing pressure, and a challenging risk environment, this segment achieved a 24.5% return on regulatory capital (RORC). Amounts in millions of Chilean pesos (Ch$) Accumulated as of Variation (%) Income Statement June 2025 June 2026 YoY Net interest and indexation income 300,859 324,413 7.83% Net fee income 76,307 67,825 -11.12% Other net operating income 43,764 57,360 31.07% Total operating income 420,930 449,598 6.81% Provisions for credit risk -35,935 -8,721 -75.73% Net operating income 384,995 440,877 14.51% Total operating expenses -96,093 -97,240 1.19% Operating Income 288,902 343,637 18.95% Balance Sheet Assets 14,536,659 15,282,705 5.13% Liabilities 13,389,669 12,196,756 -8.91% Loans and accounts receivable from customers (1) 14,113,017 14,833,192 5.10% Demand and time deposits (2) 12,565,738 11,305,709 -10.03% (1) These are loans receivable from customers, plus the interbank loan balance, without deducting the respective provisions. (2) These comprise demand deposits and other demand obligations, and time deposits and other time obligations. The Wholesale Banking division achieved excellent results in terms of growth, profitability, and market share, due to the disciplined execution of its commercial and operational strategy. Bci consolidated its leadership in the commercial segment , posting 5.1% year-over-year growth of loans, driven by a value proposition based on operational excellence, technological innovation, and long-term customer relationships. ● Wholesale Banking reached a 17.2% market share of commercial loans as of May 2026, outpacing industry growth by 4.1 times. ● In foreign trade, it achieved a 20.2% market share, boosted by growth of financing in Chile and Miami (+37% year-over-year) and higher volumes of international payments. ● In Factoring, it maintained its leading position with a 25.0% share, while in Leasing it reached a 19.6% share, with the highest growth in the industry. Financial performance was driven by loan growth , sound pricing management, contributions from subsidiaries, and a significant improvement of the cost of risk . ● The cost of risk decreased compared to the previous year, bolstered by proactive management and the resolution of specific customer situations. ● Net interest and indexation income increased, driven by higher inflation in the UF-indexed portfolio, disciplined pricing management, and the resolution of specific cases. During the first half of the year, Sales & Trading and Corporate Finance made significant contributions to the business. ● Sales & Trading stood out for developing solutions for financial institutions in Chile and Peru. ● Corporate Finance excelled through its participation in infrastructure, concession, and mining transactions, as well as its leadership in capital markets. In financial innovation, 360 Connect was recognized by Global Finance as Latin America's best digital banking platform for businesses , ● The new “Balances from Other Banks” feature onboarded more than 500 new companies during the first half of the year, bringing the total to over 1,700 companies using this new value-added solution for clients. Bci | Earnings Report as of June 30, 2026 18
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Finance The segment’s results reflected an adverse market environment for trading portfolios during the first half of the year, offset by investment portfolio management and the strong performance of Sales. Amounts in millions of Chilean pesos (Ch$) Accumulated as of Variation (%) Income Statement June 2025 June 2026 YoY Net interest and indexation income 93,739 53,874 -42.53% Net fee income 9,463 3,823 -59.60% Other net operating income 32,839 48,373 47.30% Total operating income 136,041 106,070 -22.03% Provisions for credit risk -3,514 -1,133 -67.76% Net operating income 132,527 104,937 -20.82% Total operating expenses -48,199 -55,094 14.31% Operating Income 84,328 49,843 -40.89% Balance Sheet Assets 25,696,817 27,479,786 6.94% Liabilities 29,733,593 33,392,684 12.31% Loans and accounts receivable from customers (1) 4,895,697 5,740,968 17.27% Demand and time deposits (2) 5,752,745 6,880,704 19.61% (1) These are loans receivable from customers, plus the interbank loan balance, without deducting the respective provisions. (2) These comprise demand deposits and other demand obligations, and time deposits and other time obligations. The segment’s operating income decreased YoY , primarily due to lower net interest and indexation income amid lower interest rates. Furthermore, trading portfolios were impacted during the first quarter by an upward adjustment of inflation expectations, partially recovering in the second quarter. This effect was partly offset by higher other operating income, related to gains on the sale of instruments by taking advantage of market opportunities. The Sales area performed strongly in 1H 2026 , driven by increased customer demand for hedging amid volatility in foreign exchange and interest rate markets. Its results are reflected across the various business segments it serves. Bci | Earnings Report as of June 30, 2026 19
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Lider Bci Total loans increased by 18% YoY. Amounts in millions of Chilean pesos (Ch$) Accumulated as of Variation (%) Income Statement June 2025 June 2026 YoY Net interest and indexation income 47,538 54,551 14.75% Net fee income 16,239 16,700 2.84% Other net operating income 6,045 3,125 -48.30% Total operating income 69,822 74,376 6.52% Provisions for credit risk -25,081 -29,195 16.40% Net operating income 44,741 45,181 0.98% Total operating expenses -47,869 -41,994 -12.27% Operating Income -3,128 3,187 -201.89% Balance Sheet Assets 553,516 638,220 15.30% Liabilities 457,034 537,988 17.71% Loans and accounts receivable from customers (1) 500,722 588,638 17.56% Demand and time deposits (2) 3,226 3,763 16.65% (1) These are loans receivable from customers, plus the interbank loan balance, without deducting the respective provisions. (2) These comprise demand deposits and other demand obligations, and time deposits and other time obligations. At the close of 1H 2026, Lider Bci reported operating income of Ch$3,187 million, driven by the consolidation of its value proposition implemented in mid-2025, as well as the execution of operational efficiency initiatives backed by artificial intelligence tools. Growth was underpinned by higher loan volumes with controlled risk levels and improvements of portfolio quality. ● Total loans increased 17.56% to Ch$588,638 million, with a focus on lower-risk segments, maintaining sound credit quality indicators. Furthermore, new customers grew 45% year-over-year, boosting interest income growth. ● Net interest and indexation income increased 14.75%, primarily driven by higher interest income from a pricing strategy aligned with risk and profitability targets. ● Risk indicators improved considerably, with a 6 basis point reduction in 90+ day non-performing loans (NPLs) compared to 2025 and a performing loan portfolio that remained at 88%. ● Operating expenses decreased 12.27%, mainly due to lower fraud-related costs, the implementation of operational efficiencies and artificial intelligence tools, and reduced depreciation expenses resulting from more efficient CAPEX investment management. Bci | Earnings Report as of June 30, 2026 20
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City National Bank of Florida (CNB) NIM expansion and fee income growth in 1H 2026 reflect CNB's progress with executing its Project Win strategic plan. Table 1: CNB’s results under US GAAP and Chilean GAAP Amounts in millions of Chilean pesos (Ch$) Accumulated as of Variation (%) Income Statement under US GAAP June 2025 June 2026 YoY Net interest income* $313,724 $359,268 14.52% Net fee income $31,005 $35,728 15.23% Other operating income $25,861 $24,888 -3.76% Total operating income $370,591 $419,884 13.30% Credit loss expenses -$27,252 -$15,541 -42.97% Net operating income $343,339 $404,343 17.77% Total operating expenses -$179,853 -$180,350 0.28% Other revenue/non-operating expenses** -$9,274 -$10,584 14.13% Operating income under US GAAP $154,212 $213,409 38.39% Tax -$38,431 -$54,615 42.11% Net Income under US GAAP $115,781 $158,795 37.15% Chilean GAAP Recoveries $1,976 $1,964 -0.61% Write-offs -$7,550 -$10,052 33.14% B-1 provision $1,630 -$3,934 -341.35% Impairment of investments -$4,017 $7,950 -297.91% Others** $8,932 $8,059 -9.77% Net Income under Chilean GAAP $116,752 $162,781 39.42% (*) Considers the income from investments in companies. (**) Include amortization of intangibles and goodwill; effects which, on a net basis, tend toward zero. Note: The reasoned analysis for the CNB segment note is presented under US GAAP, aiming to describe the business's performance in the United States excluding the effects of its consolidation in Chile. On the following page, Table 2 presents the results under Chilean regulations, consistent with the other business segments. City National Bank of Florida (CNB) is in the second year of executing its five-year Project Win strategy, aimed at driving profitable and diversified growth, underpinned by scalability and digital efficiency. The implementation of this strategy is reflected in the evolution of the balance sheet and sustained improvements of operational efficiency. Total assets exceeded USD29.1 billion, while loans grew 7.7% year-over-year, reaching USD20.3 billion. Regarding portfolio diversification, new originations have strengthened the portfolio mix, with an increasing share of commercial and industrial (C&I) loans, which now account for 31% of the total. Likewise, the commercial real estate (CRE) portfolio remains under prudent management, with a loan-to-value (LTV) of 51%. In terms of funding, CNB consolidated its deposit base and optimized its financing structure. Customer deposits increased by 10.6% year-over-year, amounting to USD20.9 billion. This rate of growth outpaces the banking industry by nearly 1.9 times, consolidating CNB's leadership as the top bank for attracting deposits in the state of Florida Revenue diversification continued to progress, with fee income reaching USD68 million year-to-date, driven by the expansion of new capabilities such as the Treasury Distribution Desk, Capital Market solutions, and Wealth Management. This performance is complemented by strict and healthy credit quality, reflected in a non-performing loan (NPL) ratio of 0.81% and net charge-offs of 0.09%, both below peer averages. This strategic progress led to highly favorable financial results. The net interest margin ( NIM ) expanded to 3.00%, marking ten consecutive quarters of growth. Under US GAAP, net income after tax was USD93 million in Bci | Earnings Report as of June 30, 2026 21
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2Q 2026 (+11.1% QoQ), while year-to-date net income reached USD178 million (CLP159 billion), an outstanding increase of 46.4% YoY. Return on equity (ROE), excluding goodwill amortization, reached a robust 12.66% year-to-date. Under Chilean accounting standards (CMF), net income in 1H 2026 reached USD182 million (CLP163 billion). The variance compared to US GAAP is mainly explained by lower impairment of financial assets measured at amortized cost and financial assets measured at fair value through other comprehensive income, as well as a strong recovery performance, partially offset by higher charge-offs and increased credit risk associated with loan portfolio growth. CNB maintains a strong solvency and liquidity position. The Total Risk-Based Capital Ratio closed at 15.67%, while the Tier 1 Leverage Ratio was 11.38%. This capital strength is backed by more than USD10 billion in available liquidity and an excess capital of USD1.3 billion above the regulatory threshold required for banks classified as “well capitalized.” Table 2: BCI Financial Group (CNB) results by business segment under Chilean GAAP Amounts in millions of Chilean pesos (Ch$) Accumulated as of Variation (%) Income Statement June 2025 June 2026 YoY Net interest and indexation income 310,312 354,275 14.17% Net fee income 31,217 32,182 3.09% Other net operating income 12,370 16,707 35.06% Total operating income 353,899 403,164 13.92% Provisions for credit risk -35,213 -19,549 -44.48% Net operating income 318,686 383,615 20.37% Total operating expenses -169,356 -172,165 1.66% Operating Income 149,330 211,450 41.60% Balance Sheet Assets 25,424,657 27,078,741 6.51% Liabilities 22,802,077 24,092,504 5.66% Loans and accounts receivable from customers (1) 17,994,997 19,199,120 6.69% Demand and time deposits (2) 20,093,229 20,365,462 1.35% Bci | Earnings Report as of June 30, 2026 22
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Financial position Solvency The Common Equity Tier 1 (CET1) capital ratio increased by 16 basis points year-over-year, reaching 11.26% as of June 2026, providing a significant buffer above the regulatory requirement (226 bp). Ch$ million 1H25 1Q26 1H26 Q/Q 1H26/1H25 Available capital Capital and reserves 6,109,748 6,109,748 6,578,646 7.67% 7.67% Valuation accounts 455,343 393,310 497,591 26.51% 9.28% Retained earnings in the period 532,673 287,980 644,584 123.83% 21.01% Provisions for dividends. payment of interest and re-appreciation of regulatory capital financial instruments issued -182,376 -391,218 -214,931 -45.06% 17.85% Non-controlling interest 2,033 2,261 2,313 2.30% 13.77% Goodwill -165,777 -165,079 -163,879 -0.73% -1.14% Retained earnings/losses from prior years 242,680 1,172,082 375,278 -67.98% 54.64% CET1 deductions -341,124 -464,708 -535,984 15.34% 57.12% Tier 1 basic capital (CET1) 6,653,200 6,944,376 7,183,618 3.45% 7.97% Common equity tier 1 (CET1) capital 7,573,736 7,863,094 8,096,241 2.97% 6.90% Effective equity 9,237,696 9,518,537 9,769,405 2.64% 5.76% Risk-weighted assets Market risk-weighted assets 5,740,843 6,984,993 6,098,219 -12.70% 6.23% Operational risk-weighted assets 4,440,368 4,268,799 4,367,432 2.31% -1.64% Credit risk-weighted assets 49,745,786 53,014,744 53,306,202 0.55% 7.16% Total risk-weighted assets (RWA) 59,926,997 64,268,536 63,771,853 -0.77% 6.42% Risk-based capital ratios (% of RWA) CET1 ratio (%) 11.10% 10.81% 11.27% 0.46pp 0.17pp Tier 1 capital ratio (%) 12.64% 12.23% 12.70% 0.47pp 0.06pp Capital adequacy ratio (CAR) 15.42% 14.81% 15.32% 0.51pp -0.10pp Additional basic capital (% of RWA) Conservation buffer requirement (%) 2.50% 2.50% 2.50% 0.00pp 0.00pp Countercyclical buffer requirement (%) 0.50% 0.50% 0.50% 0.00pp 0.00pp Additional requirements for D-SIB 2 (%) 1.31% 1.50% 1.50% 0.00pp 0.19pp Additional capital requirement for the effective capital adequacy assessment (Pillar 2) 0.00% 0.00% 0.00% 0.00pp 0.00pp Total additional basic capital requirements (%) 4.31% 4.50% 4.50% 0.00pp 0.19pp Leverage ratio Leverage ratio (%) 7.87% 7.91% 8.10% 0.19pp 0.23pp For its part, the Capital Adequacy Ratio (CAR) reached 15.32% . The Bank’s solvency position remains sound, maintaining a comfortable buffer above regulatory requirements. The main factors driving this performance are: ● Business growth and capital generation : The improvement in the ratio reflects that the growth of risk-weighted assets (RWA) (+3.41% year-over-year) was lower than the increase in CET1 capital (+7.96% year-over-year), strengthening the solvency position. However, capital growth was partially offset by higher regulatory deductions resulting from the phase-out of Basel III transitional provisions. ● Regulatory and accounting impacts : The phased-in implementation of Basel III continued to impact capital ratios through higher regulatory deductions. In particular, deductions applied to 2 D-SIB: Domestic Systemically Important Bank, an additional capital requirement applied to systemically important financial institutions. Bci | Earnings Report as of June 30, 2026 23
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CET1 increased by 57.12% compared to June 2025. ● Performance of the CAR and CET1 : While the CET1 ratio increased by 16 bp year-over-year, the Capital Adequacy Ratio (CAR) decreased by 10 bp. No new hybrid capital instruments (AT1) were issued during the period; as a result, capital strengthening was primarily driven by organic generation. ● Earnings generation : Regulatory capital continued to strengthen, growing 5.76% year-over-year to Ch$9,769,405 million, driven by profit retention and a 21.01% increase in retained earnings from prior years. Funding sources and liquidity Time deposits decreased by 6.13%, while demand deposits increased by 10.21% year-over-year. (Ch$ million) 1H25 1Q26 1H26 Q/Q 1H26/1H25 Customer financing Time deposits 21,373,088 21,468,562 20,061,856 -6.55% -6.13% Demand deposits 26,242,595 28,107,874 28,922,878 2.90% 10.21% Other sources of financing Current bonds 8,072,227 8,809,905 8,955,413 1.65% 10.94% Letters of credit 178 33 30 -9.09% -83.15% (Ch$ million) 1H25 1Q26 1H26 Q/Q 1H26/1H25 Liquidity coverage ratio (LCR) High-quality liquid assets (HQLA - local) 4,637,260 5,653,036 5,788,939 2.40% 24.84% Net expenses local 2,725,805 2,470,498 2,273,036 -7.99% -16.61% LCR local (%) (HQLA/Net expenses) 170.12% 228.82% 254.68% 25.86pp 84.55pp High-quality liquid assets (HQLA - global) 10,535,430 11,805,363 12,386,644 4.92% 17.57% Net expenses global 8,386,547 8,777,587 8,890,006 1.28% 6.00% LCR global (%) (HQLA/Net expenses) 125.62% 134.49% 139.33% 4.84pp 13.71pp Net stable funding ratio (NSFR) Available stable funding (ASF - local) 32,351,682 35,127,975 35,477,730 1.00% 9.66% Required stable funding (RSF - local) 30,944,222 33,652,078 31,247,459 -7.15% 0.98% NSFR local (%) (ASF/RSF) 104.55% 104.39% 113.54% 9.15pp 8.99pp Available stable funding (ASF - global) 47,822,405 50,946,941 51,856,536 1.79% 8.44% Required stable funding (RSF - global) 45,051,672 48,899,148 47,045,302 -3.79% 4.43% NSFR global (%) (ASF/RSF) 106.15% 104.19% 110.23% 6.04pp 4.08pp As of the end of June 2026, Bci's liquidity position remains sound and resilient, showing both year-over-year and quarter-over-quarter improvements while strictly complying with current regulatory limits. Management has continued to focus on maintaining a balanced balance sheet structure, optimizing the composition of liquid assets and efficiently managing funding sources. Short-term liquidity (LCR) The liquidity coverage ratio reflects a robust position, reaching 254.68% in Chile and 139.33% on a consolidated basis. This performance is explained by a higher reserve of high-quality liquid assets (HQLA) and prudent liquidity management, which reduced net outflows in Chile QoQ. The levels observed are well above regulatory requirements, bolstering the Bank's ability to withstand liquidity stress scenarios and ensure operational continuity. Structural funding (NSFR) Regarding long-term funding, Bci maintains a robust funding structure, with net stable funding ratios (NSFR) exceeding 110% both in Chile and on a consolidated basis. During the period, active balance sheet management drove an increase in available stable funding (ASF), along with optimization of required stable funding (RSF) quarter-over-quarter. As a result, the Bank has a significant buffer relative to its internal limits and risk appetite. Bci | Earnings Report as of June 30, 2026 24
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Corporate governance Corporate structure evolution Since its creation in 1937, Bci has evolved from a commercial bank focused on corporate financing in Chile into a financial group with a regional and international presence. Its expansion through Bci Miami, the acquisition of City National Bank of Florida, the development of Bci Securities, and the consolidation of Bci Perú have given rise to an integrated financial platform spanning Latin America and the United States. In 2026, this process reached a new milestone with the announcement of a corporate structure evolution in which Banco de Crédito e Inversiones (Bci) and City National Bank of Florida (CNB) will operate as independent banks under the parent company Bci Group. This new organizational structure aims to: ● Drive growth in Chile and the U.S. by optimizing capital allocation within Bci Group; ● Maximize value for Bci shareholders through a corporate structure that provides greater visibility of each bank's financial results; and ● Increase capital flexibility by diversifying funding sources and mechanisms for shareholder distributions. Status of the corporate structure evolution process Phase Objective Progress as of June 30, 2026 1. Incorporation Create the new parent company (holding company) and incorporate Empresas Juan Yarur SpA's shareholding into Bci. • Notification via Material Fact filing (January 26). • Legal incorporation of Bci Group S.A. (April 2, 2026). • Securing required regulatory approvals. • Appointment of José Luis Ibaibarriaga Martínez as the CFO of Bci Group (June 2026). 2. Shareholder onboarding Invite Bci minority shareholders to become direct shareholders of Bci Group. Process scheduled to launch according to plan. 3. Corporate demerger of Bci Retain operations in Chile, Peru, Bci Miami, and Bci Securities within Bci, while creating an investment holding company in parallel to consolidate control of Bci Financial Group and CNB. Process scheduled to launch according to plan. 4. Merger and simplification Complete the corporate structure evolution by streamlining the structure between the parent company and City National Bank of Florida. Process scheduled to launch according to plan. Changes in the Board of Directors and organizational structure ● In April 2026, Bci ratified Susana Jiménez Schuster as a director , following her appointment to the Board of Directors in March of this year to replace Juan Edgardo Goldenberg Peñafiel. Her appointment bolsters the diversity of experience and skills within the Board, bringing a distinguished track record in the public, corporate, and trade association sectors, including roles such as Minister of Energy and current president of the CPC. ● As part of Bci’s succession plan, Roberto Pulido Subercaseaux was appointed Chief Financial Officer of Bci , succeeding José Luis Ibaibarriaga Martínez, who stepped down after 15 years of outstanding performance. Roberto Pulido joined Bci in 2007 and brings extensive leadership experience across accounting processes, operational transformation, implementing LEAN methodologies, and customer experience. For the past several years, he served as Head of Management Control. He holds a degree in civil industrial engineering from the Catholic University of Chile and an MBA from the IESE Business School in Spain. Bci | Earnings Report as of June 30, 2026 25
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Strategic report This section presents Bci’s business model, the strategy for sustaining and developing it, and the role played by its resources and relationships, including those of an intangible nature. It also seeks to contextualize performance by considering the external environment and the significant risks the Bank faces, which are addressed distinctly to facilitate evaluation. Finally, this content is linked to the performance and financial position by connecting qualitative information with the results reported in the financial statements. Business Model Bci offers comprehensive financial solutions, combining traditional banking products with investment services, insurance, and digital platforms, with an emphasis on: ● Specialized advisory services by segment ● Omnichannel experience ● Technological innovation ● Prudent risk management Business Areas ● Personal Banking ● Business Banking (small- medium- and large-sized companies) ● Corporate and Real Estate Banking ● Private Banking ● Investment Banking ● Payment Methods ● Insurance Market Share Chilean banking industry, including overseas operations (data as of May 2026). Assets 20.06% Loans 20.84% Deposits 22.02% International Credit Ratings Moody’s A2 S&P Global A- Fitch Ratings A- Headcount 10,748 employees Products and Services Individuals: Deposits, transfers, loans, savings, investments, and insurance. Companies: Deposits, transfers, loans, investments, financial risk hedging, and financial advisory services. International Presence Chile Parent Company Banco de Crédito e Inversiones Divisions Retail Ecosystem Wholesale & Investment Banking Investment and Finance Innovation & Data Analytics Subsidiaries Bci Finanzas Corporativas S.A. Bci Asset Management Administradora General de Fondos S.A. Bci Corredor de Bolsa S.A. Bci Corredores de Seguros S.A. Bci Factoring S.A. Bci Securitizadora S.A. Servicios de Normalización y Cobranza, Normaliza S.A. Bci Corredores de Bolsa Productos S.A. Servicios Financieros y Administración de Créditos Comerciales S.A. Administradora de Tarjetas Servicios Financieros Limitada Lider Bci Corredores de Seguros y Gestión Financiera Limitada Channels Digital: Web and apps for individuals, SMEs, and companies. In-Person: 171 branches and 547 ATMs in Chile – a Bci branch in Miami – 29 branches of CNB in the state of Florida, United States – a bank in Peru, and representative offices in a further four countries. United States Subsidiaries Bci Financial Group, Inc. and subsidiaries, the parent company of City National Bank of Florida (CNB) Bci Capital Finance (a subsidiary of CNB) Bci Securities Inc. Bci Miami branch Latin America Subsidiary Bci Perú Representative Offices Mexico City, Mexico São Paulo, Brazil Bogotá, Colombia Asia-Pacific Representative Office Shanghai, China Related Companies Pagos y Servicios S.A. (Bci Pagos) Bci | Earnings Report as of June 30, 2026 26
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Ownership Geographical diversification 3 (as of June 30, 2026) Offshore Assets 40.4% Offshore Loans 39.2% Contribution to the consolidated total Figures as of June 30, 2026 Loans Assets Net Income City National Bank of Florida (CNB) 32.3% 31.5% 25.2% Bci Miami 5.7% 7.3% 5.4% Bci Perú 1.2% 1.7% 1.7% Bci and subsidiaries in Chile (excluding Lider Bci) 59.8% 58.8% 67.0% Lider Bci 1.0% 0.7% 0.7% 3 The contribution of subsidiaries has been considered individually (it excludes consolidation effects) Bci | Earnings Report as of June 30, 2026 27
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Environment Macroeconomic variables United States Peru Chile Annual change of the GDP (annual change, %) 1Q 2026 2.7 3.5 -0.5 4Q 2025 2.0 3.2 1.6 1Q 2025 2.0 3.9 2.9 Inflation (annual change, %, end of period) 2Q 2026 3.9 4.5 4.3 1Q 2026 3.2 2.4 2.8 2Q 2025 2.7 1.7 4.1 Interest rates (%) 2Q 2026 3.50 - 375 4.25 4.50 1Q 2026 3.50 - 3.75 4.25 4.50 2Q 2025 4.25 - 4.50 4.50 5.00 Unemployment (%) 2Q 2026 4.3 5.3 9.4 1Q 2026 4.4 6.4 8.3 2Q 2025 4.2 5.6 8.9 Labor force participation rate (%) 2Q 2026 61.5 – 62.4* 1Q 2026 62.0 – 62.3 2Q 2025 62.4 – 61.9 (e) Estimate * Preliminary figures. Statistical closing: July 9, 2026 Global Geopolitical tensions in the Middle East have reignited volatility across global markets. As a result, annual outlooks indicate lower economic growth and increased upward pressure on headline inflation, driven by the energy channel. Despite the recent easing of tensions and the drop in oil prices, uncertainty will remain high. Given this backdrop, central banks are expected to delay interest rate adjustments until late in the year, once the lagged impact of the conflict has been quantified. United States During the first half of the year, the economy remained resilient, primarily driven by investment in artificial intelligence, while private consumption continued to slow down. On the price front, headline inflation accelerated as a result of higher fuel costs. Likewise, core inflation came under renewed upward pressure, prompting the Federal Reserve to adopt a more hawkish stance. The labor market, which had been showing signs of weakness, picked up the pace of job creation, even though the participation rate continued a downward trend. In this context, the Federal Reserve is expected to raise its benchmark rate by 25 basis points in December, in response to persistent inflation and a labor market where signs of deterioration have eased. Peru Economic activity continued to show strength with average growth of 3.4% in the last four quarters, underpinned by robust domestic demand. In contrast, headline inflation accelerated sharply in June, reaching 4.0% YoY due to climate shocks, international tensions, and energy supply disruptions. Despite this trend, the surge is expected to be temporary and ease by the end of the year. Given this scenario, the Central Reserve Bank of Peru chose to hold interest rates at 4.25%, though the uptick in inflation suggests a 25 bp hike before year-end. Finally, the political outlook remains shaped by uncertainty following Keiko Fujimori's narrow presidential victory. Chile During the first half of the year, the economy slowed down considerably, accumulating five consecutive months of contraction. This performance was primarily driven by supply-side factors, along with domestic demand losing traction due to a weakening labor market with unemployment at 9.4%. Inflation rose—fueled by higher fuel prices—though the increase was lower than expected, while core inflation remained well contained. Against this backdrop of an economic slowdown and relatively stable inflation, the Chilean Central Bank will most likely cut interest rates in the coming months. In the foreign exchange market, the Chilean pesos depreciated to around 920 pesos, under pressure from a globally stronger U.S. dollar driven by expectations of Federal Reserve Bci | Earnings Report as of June 30, 2026 28
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monetary tightening. Consequently, the economy is expected to grow below its potential in 2026, and recover toward year-end. Results of the banking industry in Chile Totals and 12-month nominal changes as of May 31, 2026 Figures as of 05/31/2026 Annual change ▲ Total loans (1) (Ch$ million) 279,427,425 3.45% ▲ Commercial loans (Ch$ million) 147,531,863 5.26% ▲ Consumer loans (Ch$ million) 32,858,094 7.36% ▲ Mortgage loans (Ch$ million) 96,760,914 5.07% ▲ Delinquency of 90 days or more 2.37% +8bp ▼ Provisions for credit risk of total loans 2.53% -2bp ▼ Impaired portfolio 5.96% -12bp ▼ Operational efficiency 41.21% -265bp ▲ Net income of the banking industry (Ch$ million) 22,760,707 +14.11% ▼ Return on average equity (ROAE) 15.58% -16bp ▲ Return on average assets (ROAA) 1.38% +3bp (1) These are the sum of interbank loans, excluding the Central Bank of Chile and foreign central banks, plus commercial, consumer, and mortgage loans at amortized cost before deducting the provisions constituted for credit risk; plus the sum of interbank loans, commercial, consumer and mortgage loans at fair value Competitive environment Chile The Chilean market is characterized by high levels of dynamism and technological evolution. 17 private banks and one state-owned bank currently operate in the country. In 2025, the Chilean financial ecosystem witnessed the entry of new competitors in the form of digital banks, aimed at enhancing the value proposition in the personal and commercial banking segments. Furthermore, the industry experienced significant consolidation movements for the market's scale, such as the legal merger that gave rise to the new BICE financial group. Including overseas operations, as of May 2026 Bci ranks number one in the industry for loans and deposits with a share of 20.84% (+26 bp YoY) and 22.02% (-86 bp YoY), respectively. Just considering the Chilean market, Bci has a 15.35% (+41 bp YoY) share of total loans and 14.44% (-7 bp YoY) share of demand deposits. Bci's main competitors in the Chilean financial industry are: Banco Santander-Chile, Banco de Chile, Scotiabank Chile, Itaú Chile, and Banco del Estado de Chile. Bci also competes in other business segments with securities agents, insurance brokers, and specialized nonbank financial services providers. According to the 2026 Chile Fintech Map, the ecosystem reached 557 active companies, driven by sustained growth and a low market exit rate (6.3%). The sector shows a strong B2B focus targeting SMEs and high internationalization, with 52% already operating abroad. Furthermore, collaboration with the traditional financial system continues to strengthen: 46.3% of fintechs have active partnerships, primarily with banks, insurers, and capital market players. Chile’s Fintech Law requires companies offering regulated financial technology services to register with the Financial Market Commission (CMF)’s Registry of Financial Service Providers and obtain operating authorization. This regulatory framework establishes corporate governance, risk management, cybersecurity, regulatory compliance, and customer protection requirements, bringing the oversight of fintechs in line with standards similar to those applied to other financial market participants. United States Through City National Bank of Florida (CNB), Bci operates in a deep and competitive market characterized by the presence of community and regional banks, and leading global financial conglomerates (such as Bank of America, Wells Fargo, and JPMorgan Chase, among others). CNB’s strategic perspective in the face of these intermediaries is not to compete head-on for mass volume, but rather to capitalize on its agility and local expertise as a regional bank of excellence. This enables it to defend its position in high-value niches, compete effectively for deposits and loans, and consolidate its role as a core pillar of the corporation's diversification strategy. Peru At the end of the first half of 2026, the Peruvian banking system comprised 19 banks supervised by the Superintendency of Banking, Insurance, and Pension Funds (SBS, according to the Spanish acronym). The industry is dominated by a small group of major institutions—including BCP, BBVA, Interbank, and Bci | Earnings Report as of June 30, 2026 29
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Scotiabank—complemented by specialized and niche banks targeting specific customer segments and financial products, such as Banco Bci. Bci focuses its competitive strategy in Peru through its “One Bank” corporate model. Rather than pursuing traditional mass expansion, the bank leverages an agile approach to serve corporate clients and large companies, offering an integrated regional platform that facilitates cross-border business between Chile, Peru, and the United States. Regulatory framework Chile Banks are special-purpose corporations regulated by the Financial Market Commission. The services offered by banks are those authorized under the General Banking Law. In 2026, the Financial Market Commission made progress with updating the regulatory framework applicable to the banking sector and the financial market, focusing on anti-money laundering and counter-terrorist financing, transaction authentication and security, credit information management, open finance, strengthening market infrastructure, and adjustments to external audit requirements. Key provisions issued include: ● Circular Nº2.368, bringing the banking regulation into alignment with the standards of the Financial Analysis Unit (UAF, according to the Spanish acronym) regarding anti-money laundering and counter-terrorist financing. ● Circular Nº2.370, promoting the development of the repo and securitization markets through amendments to various regulations. ● Circular Nº2.372, harmonizing debtor information reported by financial institutions with the Consolidated Debt Registry. ● General Rule (NCG) Nº566, amending General Rule Nº30 regarding the appointment of external audit firms. ● General Rule (NCG) Nº568, strengthening authentication and security standards applicable to financial transactions ● General Rule (NCG) Nº569, establishing provisions for the implementation and operation of the open finance system. United States The U.S. banking system is primarily regulated by the National Bank Act of 1864 (for national banks like CNB), the Federal Reserve Act of 1913, the Bank Holding Company Act of 1956, la Federal Deposit Insurance Act (FDIC), the Gramm–Leach–Bliley Act, the Dodd-Frank Wall Street Reform and Consumer Protection Act of 2010, and the Bank Secrecy Act, including amendments introduced by the Anti-Money Laundering Act of 2020. Within this framework, City National Bank of Florida (CNB), an FDIC-insured national bank, is primarily supervised by the Office of the Comptroller of the Currency (OCC), in addition to being subject to oversight by the Federal Reserve, the Consumer Financial Protection Bureau (CFPB), and the Federal Deposit Insurance Corporation (FDIC). Peru The Peruvian banking system is primarily regulated by the General Law of the Financial System—which applies to financial and mixed-activity conglomerates—and is supervised by the Superintendency of Banking, Insurance, and Pension Funds (SBS, according to the Spanish acronym). The regulatory framework establishes requirements for solvency, risk management, corporate governance, financial consumer protection, and systemic stability, complemented by monetary and liquidity regulations issued by the Central Reserve Bank of Peru. In the first half of 2026, the Peruvian financial regulation focused on the digital modernization of the financial system, strengthening cybersecurity and operational resilience, and advancing the Open Finance framework. Additionally, preparations were made for implementing the Banking-as-a-Service (BaaS) model—which establishes rules for providing financial services through third-party technology platforms—fostering innovation and competition under SBS oversight. Bci | Earnings Report as of June 30, 2026 30
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Strategy Purpose Dare to make a difference Mission Bci is a financial solutions corporation that participates in all the businesses and financial transactions allowed under the General Banking Law, offering the community very efficient and high-quality products and services, continuous technological innovation, prudent risk management policies, and stringent ethical standards that all employees in its companies must abide by. Within this framework, and to achieve its objectives and policies, the Corporation is committed to ensuring that such objectives are achieved with a special focus on its core pillars: Employees and their families Clients and suppliers Shareholders Society Vision We aspire to be regional leaders in innovation, closeness, and customer experience, and to be recognized as the best place to work and grow professionally. Strategic pillars Personalized and omnichannel experience People-focused culture Ambitious and sustainable growth Offer solutions (and not just products) leveraged in innovation, the smart and responsible use of data, and the development of ecosystems. Foster collaboration, diversity, and empowerment, focused on the client and underpinned by Bci’s values. Attain growth leveraged in new business models, beyond financial products, with a large improvement of efficiency, return on capital and suitable risk levels. Key performance indicators ● NPS ● SNEX ● Commitment index ● Net income ● CET 1 ● ROAE ● Efficiency ratio ● Risk rate 2 (RR2) ● Productivity ● Sustainability index 2024-2026 plan Bci's strategic planning is structured around a three-year horizon, underpinned by three strategic pillars: clients, employees, and ambitious and sustainable growth. This plan involves all Chilean and international business units, driving an agenda leveraged by innovation, digitalization, and expert advisory services to ensure a sustainable, long-term value proposition. The indicators defined in this cycle enable the company to align objectives, support the investment plan, and pave the way for Bci's vision of being regional leaders in innovation and experience. In this period, the corporation enhanced its key success indicators. Within the sustainable growth pillar, new metrics for capital (CET1) and productivity stand out. The latter is a measure of average revenue per employee. Likewise, the traditional risk rate is evolving toward risk rate 2 (RR2), which aims to incorporate provision expenses net of recoveries. This new indicator allows for a much more accurate assessment of the credit risk profile throughout the execution of the plan. Bci | Earnings Report as of June 30, 2026 31
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International platform During the first half of the year, Bci’s international platform continued to strengthen its position as a strategic hub for the Bank's cross-border growth, consolidating financial connectivity between the United States and Latin America. The integration of Bci Miami, Bci Perú, and Bci Securities expands the suite of solutions for corporate and high-net-worth clients, bringing geographical diversification to the business and enhancing its ability to support international expansion processes. Additionally, the international business plays a key role in structuring corporate financing, particularly in strategic export sectors, complemented by a strong position in Global Markets and Treasury. Bci Miami’s status as a full-service bank branch in the United States continues to bolster the Bank’s capacity to operate in international markets and provide differentiated solutions to its clients. Bci Miami With a full banking license granted by the Federal Reserve and a track record of over 25 years, it has consolidated its position as a financial bridge between Latin America and the United States, supporting the regional strategy for corporate and private banking In the first half of the year, Bci Miami strengthened its role as a strategic platform for Bci's international expansion, reaching total assets of US$6.6 billion—a 12% year-over-year increase—and total loans of US$5.2 billion, up 48% YoY, along with a 26% increase in revenue. During this period, it bolstered its contribution to foreign trade and wholesale banking, managing nearly 20% of Bci Chile's wholesale activity and maintaining a significant presence in strategic export sectors. Additionally, it enhanced its private banking value proposition for high-net-worth clients, expanded synergies with Bci Perú, and maintained its role as the regional treasury for Chile and Peru—combining prudent liquidity management with an active portfolio optimization strategy that contributed to the operation's profitability and financial strength. Bci Perú At the close of the first half of 2026, marking four years since starting operations, Bci Perú had total assets of US$1.59 billion and net income year-to-date of US$11.4 million—a 63% increase YoY . This growth was driven by higher margins, primarily in Sales & Trading and the financial margin, as well as lower risk provisions. The operation also had a solid growth trajectory, with total loans reaching US$897 million, up 46% YoY, and achieving a 2% market share in the corporate segment. Bci Securities Bci Securities in the United States manages over US$2.48 billion in assets under management. During the first half of the year, it posted positive results across all business lines—primarily driven by the Wealth Management business—with a favorable impact on both revenue and net income. Its operations complement the value proposition of Bci Miami and City National Bank of Florida (CNB), bolstering the international platform's comprehensive offering. Bci | Earnings Report as of June 30, 2026 32
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Evolution of the key performance indicators Figures as of June 30, 2026 Indicator NPS SNEX Commitment 77 85% 93% Annual change ▲ 6 points 1H 2025: 71 ▲ 300 bp 1H 2025: 82% ▅ 0 bp 1H 2025: 93% Definition The Net Promoter Score (NPS) is a metric used to measure the net recommendation level (promoters less detractors) for the products or services of a company. Bci’s NPS includes the results of Retail Banking and Wholesale Banking. The SNEX is the index of user satisfaction with Bci’s digital channels: Web Personas, App Personas, Web Pyme, App Pyme, 360 Connect (Web Empresas). The commitment or engagement index is measured annually and considers the combination of four elements: loyalty, pride, satisfaction, and promotion of Bci as an excellent place to work. Indicator Net Income ROAE Efficiency 644,709 Ch$ million 14.80% (12M) 45.57% Annual change ▲ 21.01% 1H 2025: Ch$532,763 million ▲ 153 bp 1H 2025: 13.27% ▼ 452 bp 1H 2025: 50.09% Definition Net income is the economic benefit obtained by a company after deducting all the costs, expenditure, and tax from its total revenue. The return on average equity (ROAE) measures the return of a company in regard to its average equity in a specific period. For calculation purposes, the net income in the last 12 months is considered, and average equity in the last 13 months. The efficiency ratio is obtained from operating expenses on the gross operating margin. It allows for analysis of the size that one is related to the other. Indicator Productivity Risk Rate (RR2) CET1 Ratio Ch$25.74 million per employee 0.52% 11.26% Annual change ▲ 10.57% 1H 2025: Ch$23.28 million per employee ▼ 24 bp 1H 2025: 0.76% ▲ 16 bp 1H 2025: 11.10% Definition The productivity indicator measures the average monthly revenue on the number of employees to assess and monitor the corporation's incremental revenue considering all the employees who contribute to the results of the business. In turn, the indicator provides a base of comparison with the banking industry to identify comparative strengths and strategic opportunities in the medium and long term. RR2 considers the expenditure flow of provisions and write-offs, including recoveries on loans. It is the most complete indicator to measure the credit risk effects on the profit and loss account, which considers the full life cycle of the credit (from origination to recovery). Common Equity Tier 1 (CET1) is a key component of the tier 1 capital of a bank, comprising common shares, retained earnings, and reserves. It is essential to absorb losses and maintain financial stability in times of stress. The CET1 ratio, which compares the CET1 capital with risk-weighted assets, measures the Bank’s capacity to address losses. It is a key regulatory metric under the Basel III standards. Indicator Sustainability Index 5.1 4 Compliance ▲ 105% Definition This index, drawn up by Bci, is an indicator of 1-5, which aims to maximize the possibilities of generating a triple bottom line impact (environmental, social and governance). It incrementally measures the impact of the short- and medium-term commitments defined by Bci’s sustainability strategy. 4 This sustainability index corresponds to the January–June 2026 period. Bci | Earnings Report as of June 30, 2026 33
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Risks Bci manages its risks by means of an integrated model that is underpinned by a sound risk culture, a three-lines-of-defense model, and robust corporate governance. The Bank's strategy seeks to identify, assess, treat, monitor, and communicate risks to ensure they remain within tolerable levels and aligned with its long-term strategic objectives. To structure this management, Bci leverages the following core pillars: 1. Risk culture and governance Risk management is driven by the Board of Directors and senior management, promoting an environment in which every employee understands their responsibility in risk mitigation. To enhance this culture, the Bank has established the "Bci Risk School," uses a system of financial incentives linked to risk metric compliance in performance evaluations (balanced scorecard), and has anonymous whistleblowing channels and a Code of Conduct. Regarding governance, Bci operates under the three-lines-of-defense model: the first line comprises the business units that assume and manage risk; the second line is comprised of specialized financial and non-financial risk management units that design policies and independently monitor them; and the third line is the internal audit function, which assesses the effectiveness of controls. The Board of Directors holds ultimate responsibility and delegates oversight to specialized committees, such as: Board of Directors Controller’s Office – It provides an independent opinion on the effectiveness of the risk management system. Executive Committee – It approves the risk appetite framework, high-value loans, and reviews and approves corporate policies that are within its competence. Directors’ Committee – It is responsible for the functions envisaged for the Audit Committee in Chapter 1-15 of the updated compendium of regulations (RAN, according to the Spanish acronym). Finance and Corporate Risk Committee – It monitors the main indicators, including U.S. operations. Operational and Technological Risk Committee - It monitors the risk levels, risk management programs and implementation of action plans. Management Assets & Liabilities Committee (ALCO) Steering Committee Operational Risk Committee Corporate Compliance Committee Risk Management Committee – It makes decisions on the management of assets and liabilities, market risks, and liquidity. – It reviews the budget strategy and definition. – It defines and controls operational risk management. – It monitors actions to prevent financial crimes, protect consumer rights, safeguard fair competition, and prevent money laundering. – It monitors the performance of the business's risk-return ratio, credit risk trends and forecasts, and commercial portfolio management. Model Risk Council Integrated Risk Council – First step of approval within the governance of model risk management, with a special focus on analytical assets, policies, and regulations. – First step of approval and follow-up of the risk appetite framework, monitoring of the plans generated when there are indicator variances and of the risk identification and assessment (RIA) process. 2. Risk identification and assessment (RIA) process Bci periodically executes a corporate process to determine its exposure and detect new threats. This process consists of four phases: ● Risk identification: Taking and updating an inventory of material and emerging risks. ● Risk materiality: Assessment of the financial, regulatory, and reputational impact, as well as the frequency of events. Bci | Earnings Report as of June 30, 2026 34
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● Inherent risk profile: Classification of risks into levels (low to high) using weighted metrics, assuming a lack of controls. ● Control environment: Application of self-assessments and questionnaires to identify improvement opportunities, generate action plans, and mitigate inherent risk. 3. Risk appetite framework and stress testing The Board of Directors annually approves the risk appetite framework (RAF), which defines the limits to optimize the risk-return ratio. The RAF’s core elements include: the risk appetite statement of Bci and its Chilean and international subsidiaries; the governance and monitoring of risk appetite indicators; and the integration of risk appetite into the key processes of the Bank and its subsidiaries. Moreover, Bci executes a corporate stress testing program that projects the impact on financial statements and equity under adverse macroeconomic scenarios, whether historical or prospective. The results of the stress tests conducted in the first half of 2026 indicate that the Bank has sufficient capital to withstand different stress scenarios. Furthermore, none of these scenarios result in a breach of regulatory limits, taking into account the legal buffers established for such purposes. Main risks Credit risk Credit Risk is the potential financial loss assumed by the Bank as a result of default on contractual obligations by its counterparties. It is one of the Bank’s most significant risks, and its full understanding is of the essence of the banking business. Key risks Control metrics Mitigation Concentration risk : Associated with high exposure to specific sectors, economic groups, debtors, or certain countries or regions. Credit quality and adequacy risk: Linked to the quality of credit assets and compliance with the institution’s Credit Policy. Exposure and management metrics: Monitoring of credit concentrations (industry, economic groups, debtors, and international), asset quality, and compliance with the Credit Policy. Risk rate 2 (RR2): A comprehensive indicator of the credit risk impact on earnings, considering provisions, charge-offs, and recoveries throughout the credit cycle. Delinquency ratios: Control of the percentage of the portfolio with delinquency of more than 90 days, segmented by the commercial, mortgage, and consumer loan portfolios. Coverage and provision indicators: Assessment of the provision level relative to total loans and the 90-day+ delinquency coverage ratio. Comprehensive credit risk mitigation approach ● Applied throughout the entire loan lifecycle. Direct mitigation techniques ● Netting agreements. ● Guarantees and sureties. ● Financial guarantees based on high-quality, liquid collateral. ● Guarantees established in favor of third parties under master agreements Preventive portfolio management ● Thorough assessment during the admission stage. ● Exposure limits and portfolio diversification. ● Continuous monitoring of client credit behavior Normalization and recovery measures ● Refinancing. ● Renegotiation. ● Restructuring of credit terms Bci | Earnings Report as of June 30, 2026 35
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Market and counterparty risk The risk of incurring losses due to adverse movements in market factors on unhedged financial exposures. Key risks Control metrics Mitigation Banking book risk Trading book risk Counterparty risk Value at Risk (VaR). Sensitivities (to foreign exchange rates, interest rates, and volatility). Banking book metrics (EVE, NII). Credit and funding valuation adjustments (CVA, FVA). Potential future exposure (PFE) over 90 days, segmented by the commercial, mortgage, and consumer loan portfolios. ● Strict limit setting (total VaR, VaR by factor, and sensitivities). ● Stress testing. ● Exchange and management of collateral/guarantees. ● Bilateral netting, margin thresholds, and central counterparties (CCPs). ● Exposure limits and portfolio diversification. ● Continuous monitoring of customer credit behavior. Liquidity risk The potential inability to honor financial obligations or to promptly liquidate price risk exposures. Key risks Control metrics Mitigation The inability to meet financial obligations or to promptly liquidate price risk exposures. Liquidity coverage ratio (LCR). Net stable funding ratio (NSFR). Concentration ratios. Liquidity buffers. Survival horizon indicators and early warning indicators. ● Maintain a three-year funding plan with diversified funding strategies. ● Daily monitoring of deposit concentration and cash flow mismatches. ● Maintenance of high-quality liquid asset (HQLA) buffers. ● Intraday liquidity management and early warning systems. Capital adequacy risk The risk of being unable to execute the planned strategy due to capital adequacy levels (current or forward-looking) falling below internal targets (always set above regulatory minimums), and the subsequent execution of convergence actions that significantly impact the income statement and balance sheet structure. Key risks Control metrics Mitigation Risk of being unable to execute the planned strategy due to capital levels falling below internal targets, forcing corrective actions that impact the balance sheet and financial results. Capital and regulatory capital indicators, such as CET1, Tier 1 Capital, and Total Capital ratios. ● Establishment of an internal capital target approved by the Board of Directors. ● Execution of a corporate stress testing program to assess capital resilience to adverse scenarios. ● Design of capital recovery plans to address deviations. ● Ongoing control by the Profitability and Capital Adequacy Council (CRAC, according to the Spanish acronym). Bci | Earnings Report as of June 30, 2026 36
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Compliance risk This is the risk that Bci fails to comply with the external and internal laws and regulations governing Banco Bci and subsidiaries, both in Chile and abroad, which could result in regulatory and reputational risks. Key risks Control metrics Mitigation Risks of money laundering and terrorist financing, failures in crime prevention, acts that may violate antitrust laws, regulatory compliance breaches, violations of consumer rights, and data protection failures. ● Level of compliance with market and product regulations. ● Anti-money laundering and terrorist financing prevention indicators. ● Compliance with the crime prevention model and consumer rights. ● Implementation of a compliance program with continuous monitoring. ● Anti-money laundering and counter-terrorist financing programs. ● A control framework regarding bad business practices to prevent unethical conduct. ● Corporate guidelines to ensure privacy and proper processing of personal data. Operational risk This is defined as the risk of loss resulting from inadequate or failed processes, employee conduct and internal systems, or from external events. Key risks Control metrics Mitigation It encompasses seven key risk areas: (1) Internal processes, (2) Systems and business continuity, (3) Information security, cybersecurity, and technological risk, (4) Employees, (5) External and internal fraud, (6) Customer service, and (7) Outsourced services. Operational risk loss databases (e.g., fraud, system failures). Key risk indicators (KRI). Employee climate and engagement assessments. Customer service quality and business disruption metrics. ● Business continuity management system and disaster recovery. ● Information security and cybersecurity management system (real-time incident detection and response). ● Risk transfer by means of insurance policies and physical security controls. ● Use of technology and data analytics models to prevent and detect fraud. Strategic risk This is the loss of profitability resulting from: (1) Failed strategic hypotheses; (2) Delays or poor quality in the execution of the strategic agenda; and (3) Shifts in the environment: macroeconomic, customer behavior or preferences, legal and regulatory, or competitive disruption (incumbent or fintech). Key risks Control metrics Mitigation It encompasses two key risk areas: (1) Profitability and efficiency, (2) Talent management. Profitability and efficiency ratios: ● ROAE ● ROAA ● Efficiency ratio ● Continuous strategic planning process, with constant strategy adjustment and monitoring of corporate targets. ● Continuous surveillance of emerging risks. ● Application of a risk management model for strategic projects and initiatives, incorporating controls from the initial design and implementation phase. Bci | Earnings Report as of June 30, 2026 37
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Environmental, social and governance (ESG) risk This is the risk associated with (1) The physical and transition impacts of climate change or the adaptation to a new green economy, (2) Failing to progress as a Bank committed to the financial enablement of underserved sectors within the community, and (3) A breach of trust between the Bank and its stakeholders. Key risks Control metrics Mitigation The key related risks are (1) Impacts of climate change (physical, transition, or adaptation to a green economy), (2) Lack of progress in the financial enablement of underserved community sectors, and (3) A potential breach of trust between the Bank and its stakeholders. • Sustainability indicators. • DJBIC Index. • Volume of sustainable Wholesale financing. ● Monitoring via a proprietary Sustainability Index (to maximize triple-bottom-line impact opportunities). ● Proactive offering of sustainable solutions tailored to business objectives (e.g., Wholesale Division). ● Oversight by the Steering Committee regarding the execution of the sustainability engagement strategy. Reputational risk This is the potential risk of negative publicity and/or poor public perception caused by internal or external events—very difficult to control—that ultimately have a negative impact on the corporate image. Key risks Control metrics Mitigation (1) Community reputation: The potential risk of negative publicity and/or poor perception by the general public caused by internal or external events, which are largely uncontrollable and end up damaging the corporate image. (2) Customer reputation: The potential risk of a poor perception of our products, services, or brand, which negatively affects the decision-making process of our customers. • Indicators of service quality and of customer/market perception of Bci. • Civil lawsuits. ● Explicit integration of its management into the Operational Risk framework to strategically protect the Bank's equity and institutional reputation. ● Supervision by the Steering Committee regarding the stakeholder engagement strategy and reputation. ● Strict adherence to the Code of Conduct and Best Practices, supported by anonymous whistleblowing channels. Model risk This is the risk of potential adverse consequences of decisions based on incorrect or misused model results and reports. Model risk can lead to financial losses, poor business and strategic decision-making, or damage to a bank's reputation. Key risks Control metrics Mitigation The primary risk lies in the adverse consequences of decision-making based on incorrect or misused model results and reports. Evaluation focuses on comprehensive model risk management, which includes maintaining an inventory, measuring validation coverage, and performing continuous monitoring of these models. ● Bci has a Model Risk Council, which serves as the primary approval body within the governance of this risk. Its specific focus is on reviewing analytical assets, policies, regulations, and any other artifacts that impact the proper administration of models. ● The Risk Management Council is the body responsible for the constant monitoring of model risk management. It also has the task of approving the results of the risk identification and assessment process. Bci | Earnings Report as of June 30, 2026 38
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2Q 2026 risk management summary Risk areas Trend 5 2Q26 vs 1Q26 Comments Credit risk ▅ Main credit risk indicators remain stable with a positive trend across all portfolios. Market and counterparty risk ▲ There was higher risk in trading book risk indicators. Liquidity risk ▅ There were no changes in the liquidity risk trend. Operational risk ▅ There were no changes in the operational risk trend. Compliance risk ▅ There were no changes in the compliance risk trend. Model risk ▅ There were no changes in the model risk trend. Capital adequacy risk ▅ There were no changes in the capital adequacy risk trend. The deterioration of capital indicators observed in the previous quarter was reversed. Strategic risk ▅ There were no changes in the strategic risk trend. ESG risk ▅ There were no changes in the ESG risk trend. Reputational risk ▅ There were no changes in the reputational risk trend. 5 ▲ Up ▅ Unchanged ▼ Down Bci | Earnings Report as of June 30, 2026 39
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Credit ratings The latest ratings obtained by Bci from credit rating agencies ratified the solvency ratings and maintained the outlook as stable. Current credit ratings as of June 30, 2026 International ratings Chilean ratings Latest ratings obtained by Bci from the main international credit rating agencies. Updated ratings obtained by BCI from the main Chilean credit rating agencies. Standard & Poor's Feller Rate June 2026 Rating obtained May 2026 Rating obtained Issuer credit rating A-/Stable/A-2 Solvency AAA Senior unsecured A- Outlook Stable Commercial papers A-2 Time deposits of up to 1 year Level 1+ Time deposits of over 1 year AAA Fitch Ratings Letters of credit AAA May 2026 Rating obtained Bond lines AAA Foreign and local currency long-term IDRs A- Subordinated bonds AA+ Outlook Stable Shares 1st Class Level 1 Foreign and local currency short-term IDRs F2 Viability rating a- Fitch Ratings Local currency long-term issuer default rating A- April 2026 Rating obtained Long-term AAA (cl) Moody's Short-term N1+(cl) February 2026 Rating obtained Mortgage bonds AAA (cl) Outlook Stable Bond lines AAA (cl) Bank deposits A2 / P-1 Bonds AAA (cl) Baseline credit assessment baa1 Subordinated bonds AA (cl) Adjusted baseline credit assessment baa1 Shares 1st Class Level 1 Senior unsecured A2 Bci Miami branch commercial papers P-1 Fundamentals of Bci’s credit ratings The credit rating agencies' assessments reaffirm Bci's strong competitive position, highlighting its resilience and leadership in the financial industry. The market underscores the strength of its intrinsic credit profile, which is consistently underpinned by a broadly diversified business model and a corporate culture of prudent, proactive risk management. Furthermore, the analysis highlights the Bank's exceptional ability to generate consistent earnings, driven by ongoing gains in operating efficiency and the consolidation of its digital ecosystem. This strong earning power is strategically complemented by a highly diversified funding base, ample liquidity levels, and a robust capital base—factors that give the Bank a high capacity to absorb potential impacts from market shifts. From a strategic perspective, credit rating agencies positively viewed the announced corporate restructuring to establish the new parent company, “Bci Group.” This transaction will separate and independently manage Bci and its U.S. subsidiary, City National Bank of Florida (CNB), with the primary goal of optimizing the group’s capital allocation to leverage growth opportunities in the United States. The evaluations conclude that this corporate transition will not weaken Bci’s credit or structural profile. Rather, they reaffirm that under this renewed organizational architecture, The Bank will maintain its systemic importance and strong leadership in Chile, backed by a diversified funding structure that provides the necessary support for its future growth. Bci | Earnings Report as of June 30, 2026 40
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Resources and relations Capital Financial capital Figures as of 06/30/2026 Liquidity and solvency The management of liquidity is a strategic activity that enables Bci to meet contractual and regulatory obligations and permanently and competitively finance its business activity. Bci determines its liquidity standing based on the performance of its assets and liabilities and international standards on liquidity management, in accordance with the liquidity policy approved by its Board of Directors and authorized by the Chilean Financial Market Commission. Bci greatly exceeds the minimum regulatory capital requirements. Liquidity coverage ratio (LCR) Global (%) 139.33 Net stable funding ratio (NSFR) Global (%) 110.23 Capital adequacy ratio (%) 15.32 Human capital Talent, leadership and agile work To timely anticipate, respond and adapt to changes in the environment, Bci has formed teams focused on value creation, collaborative work and continuous learning. Gender equality is a core aspect of the Bank’s diversity and inclusion strategy, and it therefore drives female talent at all levels, with the focus on leadership positions. Bci has been recognized for its human capital management at both national and international levels, standing out as a Leader in Financial Agility Excellence and setting a regional benchmark with Measurable Agility Sets the Standard for Latin America. As of the close of 1H 2026, the most recent recognitions available correspond to the 2025 editions of these rankings and studies, as their results are published with a time lag. In this context, the Bank heads the Building Happiness 2025 and the Best Organizations for Work-Life Integration rankings in Chile. It also holds high positions in the young and diverse talent attraction studies, Employer For Youth FEM 2025 (Nº2) and Employer For Youth Tech 2025 (Nº6). Furthermore, Bci has high brand awareness among young professionals, ranking in the Top of Mind 2026 (Nº5), and consolidates its reputation as an employer of excellence by being among the top organizations in Merco Talent 2025 (Nº6). Top of Mind Tech 2026 (Chile) 4th among the companies preferred by young professionals in tech careers. Top of Mind 2026 (General ranking, Chile) 5th among 200 companies evaluated by professionals under 35. Women in leadership positions (%) 43 Intellectual capital Analytical assets and D&A roles The Innovation and D&A Management is focused on generating value from data. Connected to the needs of the business, it develops analytical assets, such as predictive models, segmentations, heuristics; ad hoc analyses of strategic or tactical issues (evolution of the market share of a product, for example), and data services that meet clients’ needs (management of personal finance, benefits, among others). In this management it uses Azure and Databricks, deployed through Salesforce and its different services. Analytics has formed a high performing team in specialist data roles. The developments at Analytics are key to creating differentiating services of high value for internal and external clients. Data science experts 60 Open innovation system Bci Labs, through its open innovation program Bci Startups, seeks to integrate startup capabilities to accelerate the development, validation, and go-to-market of new products and services, positioning itself as the Bank's strategic technological partner. In 2025, the program made progress with building a network of partner startups by business area, beginning with Wealth Management, which Startups in the program pool (cumulative) 380 Bci | Earnings Report as of June 30, 2026 41
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consolidated a portfolio of 10 startups after evaluating over 40. At the same time, Bci collaborated with various startups on generative AI initiatives, SME solutions, and customer-consented data access, paving the way to scale proofs of concept with new business teams in 2026. Annual business-impact PoCs 7 Open Banking In 2025, Bci consolidated its leadership of Open Finance under the Fintec Law, underpinned by an internationally renowned strategy of innovation and efficiency. This strategy is structured around two pillars: Banking as a Service, which allows for the scaling of digital product offerings via APIs; and Open Data, which uses authorized external information to enhance personalization, commercial synergies, and risk management. These advances have bolstered the Bank's value proposition and its competitive regional positioning. Banking APIs implemented 24 Consolidated partnerships in the fintech ecosystem + 110 Physical capital Digital capabilities Bci’s digital architecture organizes its applications into independent modules, which facilitates their individual updating, maintenance, and scaling. This model enhances the ability to innovate rapidly, adapt quickly to changes, increase resilience to failures, and improve both the customer experience and integration with a constantly evolving financial ecosystem. Ultimately, it becomes a fundamental element for ensuring interoperability and sustaining the scalable growth of the organization. Social capital Corporate reputation Bci continuously monitors various sources of reputational risk and has set the goal of substantially exceeding regulatory requirements. The bank uses the Thinking Heads platform to monitor its corporate reputation. This cloud-based tool processes information regarding how stakeholders feel, think, and act in relation to Bci, providing a periodic index. In 2025, Bci’s Thinking Heads index ranged from 70 to 80 points out of a total of 100. These values positioned the Bank as one of the leaders in the Chilean industry. Merco ESG 2025 ranking position 1 Merco Companies 2025 overall ranking position 3 Partnerships Bci drives collaborative initiatives that strengthen the development of SMEs, social investment, and the entrepreneurial ecosystem in Chile. Key highlights include: the Valor Pyme program, designed to promote the growth of micro, small, and medium-sized enterprises through financial inclusion, productivity, training, and business opportunities; a corporate citizenship strategy based on partnerships with specialized organizations to improve the quality of life for people in vulnerable situations; and active participation in the entrepreneurial ecosystem through open innovation, incubation, and startup acceleration programs in conjunction with public, private, and academic players. Valor Pyme sponsoring partners 9 Number of entrepreneurs using Valor Pyme 410,000 Partner institutions in corporate citizenship programs 20 Customer base Through its business units, subsidiaries, and MACHBANK, Bci serves more than six million customers. The Bank's net promoter score (NPS) was 77 points in June 2026. That score was the average measurement of Retail Banking, Wholesale Banking, and Private Banking. Customers in Bci’s payments ecosystem 6,267,840 Bci | Earnings Report as of June 30, 2026 42
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Stakeholders Bci strategically and permanently manages relations with its stakeholders, prioritizing transparency, regulatory compliance, and dialogue to enhance trust and align its strategy with environmental expectations. This management is handled by specialized managements according to each stakeholder, deploying multiple channels, policies, and specific programs for each of them. Employees Clients Shareholders Related material issues ● Talent attraction and retention ● Diversity, equity, inclusion, and belonging ● Corporate integration of sustainability ● Culture of ethics, integrity and compliance ● Digital and in-person security Related material issues ● Digital and in-person security ● Management of personal data ● Sustainable finance ● Climate strategy ● Financial empowerment ● Service innovation, experience and digitalization Related material issues ● Profitability, efficiency ● Risk management ● Culture of ethics, integrity and compliance ● Human rights ● Digital and in-person security (including cybersecurity) ● Sustainable finance ● Climate strategy How Bci addresses them ● Policy of diversity, equity, inclusion and sense of belonging. ● Employee Experience Model: ● ○ Bci Recognition program ● ○ Líder Bci Academy ● ○ Women in leadership program ● ○ Specialist development program ● ○ Hybrid work program ● Memorable in-person onboarding for new employees ● Professional development scholarship program ● I Want You Protected program ● Female mentoring and corporate mentoring programs ● Workshops: a vision of comprehensive talent management ● Young professionals program How Bci addresses them ● Bci Privacy Policy ● Valor Pyme program ● Centro Nace ● Fraud prevention program How Bci addresses them ● Manual on Handling Information to be Disclosed to the Market ● Investor relations program ● Statement on corporate governance principles ● Recommendations on Bci director election processes ● Online voting system at shareholders’ meetings ● Crime prevention model and compliance programs ● Communication forums with minority shareholders (natural persons) How Bci engages ● Communication between the CEO and all employees via streaming ● Corporate listening processes ● Mundo Bci website ● Discussion groups (Bci Talks) ● Ethics workshops (verdict dynamics) ● Conecta Líder ● One single confidential channel ● Corporate recognition events and by areas ● Corporate celebrations ● Shared learning spaces ● Agile practices ● Quality of Life Committees ● Sports clubs and teams ● Folkloric group How Bci engages ● Active listening processes ● Social media ● Webinars and podcasts on investment and the economy ● Valor Pyme platform ● Valor Pyme TV ● Talks and events on the loyalty plans of the Wholesale & IB and Retail Ecosystem Divisions in the SME segment. ● Visits to wholesale clients at their companies ● Confidential channels How Bci engages ● Shareholders' meeting ● Quarterly earnings conferences ● Contact with the Investor Relations team ● Confidential channels ● Quarterly earnings reports ● Investor Relations website ● In-person and virtual meetings ● Annual investor conferences ● Emails Bci | Earnings Report as of June 30, 2026 43
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Suppliers Society Regulators Related material issues ● Culture of ethics, integrity and compliance ● ESG transparency and confidence ● Digital and in-person security ● Equity and equal opportunity Related material issues ● Climate strategy ● Sustainable finance ● Social innovation in vulnerable communities ● Culture of ethics, integrity and compliance ● Human rights ● Financial empowerment ● Transparency and confidence Related material issues ● Culture of ethics, integrity and compliance ● Financial empowerment ● Sustainable finance ● ESG transparency and confidence ● Risk management How Bci addresses them ● Commitment of paying suppliers in less than 7 business days ● Procurement Policy ● Supplier sustainable development program ● Application of the B Impact assessment model ● Consolidated business report (CCS): financial, legal, tax, business and labor risks are addressed. It is required for all major, critical and moderately critical suppliers How Bci addresses them ● Corporate citizenship strategy ● Engagement strategy ● Social contribution policy ● Human rights management system ● Bci Tax Policy ● Operational eco-efficiency policy and plan ● Sustainable Finance Policy ● General framework for sustainable finance ● Bci Seniors program ● Adherence to UNEP FI How Bci addresses them ● Disclosure Committee ● Corporate policies. These include: ○ Commercial and business policies ○ Risk management policies ○ Anti-Money Laundering and Counter-Terrorist Financing Policy ○ Anti-corruption policy ○ Human Rights Policy ○ General framework for sustainable finance ○ Manual on the Lobby Act ○ Regulation on engagement with public officials How Bci engages ● Supplier portal ● Annual recognition ceremony ● ESG impact measurement (Bci supplier program Seamos Diferentes (Let’s Be Different)) ● Confidential channels ● Cycle of training sessions and talks for suppliers How Bci engages ● Corporate social listening processes ● Corporate website ● Corporate citizenship actions ● Confidential channels ● Participation in trade associations How Bci engages ● Hearings under the Lobby Act and Transparency Act ● Usual control processes ● Handling of complaints and services ● Periodic reports requested by regulators: Financial Market Commission, Chilean Central Bank, National Economic Prosecutor’s Office, National Consumer Protection Agency, Internal Revenue Service, and Financial Analysis Unit. Bci | Earnings Report as of June 30, 2026 44
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Performance Progress in 1H 2026 Personalized and omnichannel experience Figures as of June 30, 2026 Customers saving in the MACHBANK 24/7 Account NPS of MACHBANK Customers with tangible benefits 6 Branches under the new experience model 424,255 74 points 254,144 26 (1.5 times vs. 1H 2025) (-4 p vs. 2Q 2025) (1.3 times vs. 1H 2025) (53% of the renovation plan) New value propositions and customer acquisition channels ● Chile’s first neuroscientific financial product: In the second quarter of 2026, the Premier plan—tailored for young adults up to 40 years old—was officially launched. Its value proposition proposal combines travel, benefits, and real estate investment. It was designed with support from the startup Theodora AI, whose brain activity studies helped identify and validate the features most valued by potential clients. ● Consolidation of Universitarios Bci : The university plan, which was redesigned in 2025 after researching the transition from graduates to working professionals, already accounts for 16% of total plan acquisitions over a 12-month period. Developed exclusively for young adults, this product is offered through WhatsApp—making it the first acquisition technology of its kind implemented at the Bank. ● Expansion of the WhatsApp Plan: This channel has been expanded, with more than 5 projects completed and 6 in the planning phase for 2026. It is currently in Phase 1, which aims to evolve toward fully autonomous AI-driven onboarding flows. Renewal of the value proposition for the entrepreneurial ecosystem ● On June 30, Bci opened Bci Nace MUT, Chile’s first Entrepreneurship Hub . Located at Mercado Urbano Tobalaba (MUT), the new center replaces the Los Militares location to support the sustained growth of the entrepreneurial community served since 2019. At an investment exceeding UF37,000 and an area of 1,541 m²—45% larger than the previous space—the hub combines coworking, advisory rooms, auditoriums, and networking areas to connect startups, scaleups, investors, and companies. Additionally, it is backed by organizations such as Endeavor, Start-Up Chile, CORFO, Pyme UC, Fundación Chile's ChileGlobal Ventures, Mujeres Empresarias, and Innova 360, among others, consolidating its position as a benchmark for innovation and entrepreneurial development in Chile. New product geared toward short-term savings ● Bci launched Alcancía Crece , a digital savings account designed to generate yields on available balances by paying interest calculated daily and credited monthly, all while maintaining instant access to funds. With zero maintenance fees, it is aimed at Bci checking and demand deposit account holders looking to manage money set aside for future expenses, emergency funds, or short-term goals. The account can be opened 100% digitally, has no minimum savings requirements, and allows transfers between the customer's own Bci accounts. Additionally, it does not come with an associated card—reinforcing its savings-first purpose—combining liquidity, simplicity, and balance-based yields in a solution designed to foster responsible financial habits. 6 Number of customers with a value-adding action in the loyalty program (redemption, withdrawal, usage frequency, among others) in the last 12 months. Bci | Earnings Report as of June 30, 2026 45
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Progress in 1H 2026 People-focused culture Figures as of June 30, 2026 Commitment index Sense of belonging index Bci corporate innovation portfolio Percentage of women in leadership positions 93% 96% 350 projects 43% (2026 index) (+1 pp vs. 2025) ( 2026 survey) (2Q 2025: 43%) Accolades ● Banco Bci was named the top organization for work-life integration in the large corporations category of the “Best Organizations for Work-Life Integration” study, conducted by Fundación Chile Unido and El Mercurio . This recognition, awarded in April 2026, highlights organizations that foster work environments focused on employee well-being by evaluating factors such as work-life balance, flexibility, and workplace adaptability. The award reflects Bci’s commitment to an organizational culture that puts its employees and their families at the heart of its strategy through initiatives like hybrid work models, co-parenting benefits, and comprehensive personal development programs. It also bolsters the Bank’s vision that employee well-being drives engagement, customer satisfaction, and sustainable value creation for its stakeholders. ● Bci CEO Eugenio von Chrismar received the DCH CEO Award for Excellence in People Management, awarded by the International Organization of Human Capital Executives (DCH, according to its Spanish acronym), in recognition of his leadership in developing a people-focused organizational culture, managing talent, and building high-performance teams. The distinction also highlighted his drive for employee well-being policies and the promotion of safe and healthy workplaces, reinforcing the role of corporate culture as one of the main drivers of Bci’s transformation and sustainable growth. ● Bci stood out as the most attractive bank to work for among young professionals in Chile, earning first place in the Banking category and fifth place nationwide in the Top of Mind (TOM) Chile 2026 study, conducted by the Employer Branding Institute. This recognition reflects young professionals' positive perception of the Bank’s organizational culture, its focus on employee well-being, and career development opportunities, reaffirming its commitment to a people management strategy focused on growth, inclusion, and talent sustainability. Culture of innovation ● For the second consecutive year, Bci mapped its Corporate Innovation Portfolio , bringing together around 350 projects across the Bank’s 11 divisions. These initiatives were categorized based on their strategic value, risk level, and contribution to managing corporate-wide innovation. The portfolio's analysis and matrix revealed a balanced long-term risk profile, consisting of 70% incremental innovation, 25% adjacent innovation, and 5% purely transformational initiatives. ● The portfolio is linked to the Bci Innovation Award , which recognizes the internal team that develops a high-impact project, product, or service for the Bank due to its level of innovation. Bci | Earnings Report as of June 30, 2026 46
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Progress in 1H 2026 Ambitious and sustainable growth Figures as of June 30, 2026 MACHBANK checking accounts MACHBANK card purchases + On-Us Sustainable finance (balance as of June 30) Companies with sustainable finance 1,380,418 Ch$836,703 million Ch$2,272,630 million 446 (+24% vs. 1H 2025) (+38% vs. 1H 2025) (+26% vs. 2Q 2025) (+35% vs. 2Q 2025) Generative AI (Gen-AI) Center of Excellence (CoE) milestones ● Launch of AI assistants in Retail Banking. Initial implementation of Diana and Artemia—AI tools designed to support the commercial branch network—took place in March. This initial step laid the groundwork for full network-wide adoption of "Diana" in June, dramatically streamlining visit preparation and offer generation for SME clients by reducing the operating time from 60 minutes to just 35 seconds. ● Corporate scalability model: A development and deployment model is being implemented during 2Q and 3Q 2026 to transition Generative AI initiatives from standalone pilots into rapidly scalable, organization-wide solutions. ● Assistants in the pilot phase: Specialized AI assistants are now operational, streamlining client visit preparation and personalized advisory services for bankers and investment executives. A dedicated development team was also formed to build a Conversational Assistant for Retail Banking clients, along with a pilot leveraging Salesforce technology. ● Responsible AI governance: Co-led with the Corporate Risk Division and supported by expert consultants, Bci is establishing regulatory frameworks, processes, and controls to manage emerging risks associated with this technology in the banking sector. Disruptive capabilities and trends ● Venture Studio: A program designed to explore new business opportunities and markets to drive the Bank’s transformation. It successfully deployed an advanced hyper-personalization SaaS platform along with generative AI-driven behavioral analytics models, while managing 12 moonshots 7 focused on the SME, Affluent, and Wealth Management segments. ● Bci Think Tank, responsible for global trend scouting: It successfully transitioned its Non-Financial Risk model into full production. Additionally, it completed critical operational phases in advanced quantum computing aimed at digital account fraud detection and the predictive development of macroeconomic market variables. ● Innovation portfolio: For the second consecutive year, the Bank compiled a portfolio of 350 innovation projects across all 11 Bank divisions, reflecting a strategic balance of 70% incremental, 25% adjacent, and 5% transformational innovation. MACHBANK evolution ● Assisted sales of consumer loans increased 23% in volume and 32% in transaction count in June 2026 compared to the previous month, reaching Ch$351 million per month. Sustainability strategy milestones ● Bci ranked among the top 10% most sustainable banks globally: In February 2026, Banco Bci was included in S&P Global’s Sustainability Yearbook 2026. The Bank earned a score of 70 in the corporate sustainability assessment (CSA), placing it in the 90th percentile of the banking category and ranking it among the 64 most sustainable banks in the world. This recognition considers environmental, social, and governance (ESG) factors. ● Leadership in the Merco ESG ranking: In April 2026, Banco Bci was recognized for the 14th consecutive year as the most sustainable company in Chile according to the Merco ESG Responsibility Ranking. The study evaluates environmental, social, ethical, and corporate governance performance through over 54,000 surveys and multiple independent sources. 7 In innovation, moonshots are highly ambitious initiatives aimed at solving big problems through radical solutions rather than incremental improvements. The term is inspired by the space program that landed humans on the Moon in 1969. Bci | Earnings Report as of June 30, 2026 47
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● Net Zero 2050 Transition Plan: In May 2026, Bci formally announced its Net Zero 2050 Transition Plan, becoming the first Chilean bank to formalize a public roadmap to achieve net-zero emissions by 2050. The plan includes intermediate milestones for 2030 and expands the analysis of key economic sectors for the climate transition. ● Eco-efficiency and climate action: In the first half of 2026, Bci enhanced its environmental management by digitalizing processes, reducing paper use, and incorporating 100% renewable energy in corporate buildings. These advances were complemented by the implementation of its Net Zero 2050 Transition Plan and the strengthening of sustainable financing solutions, reinforcing the integration of ESG criteria into its business strategy. Payment method revenue climbs, driven by the affluent segment ● In the first half of 2026, the payment method strategy remained focused on reinforcing a virtuous cycle of higher usage and revenue generation, with the affluent segment serving as the primary driver of growth. Composed of Platinum, Signature, Black, and Infinite cardholders, this segment drove a sound increase in transactional activity and business value capture. Furthermore, benefit adoption among affluent clients consolidated its position as one of the key success indicators of the strategy, posting year-over-year growth of 73.4% and accounting for 35.9% of Bci’s total card portfolio—up from 20.7% in the same period last year—reflecting growing engagement and preference for the Bank’s value proposition. Bci | Earnings Report as of June 30, 2026 48
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Stock market information Bci share return versus S&P IPSA* (Baseline 100: January 2015 to date) Source: Bloomberg The shares of Banco de Crédito e Inversiones are listed on the Santiago Stock Exchange and the Chilean Electronic Stock Exchange. Bci’s stock market indicators 2024 2025 2026 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q Closing price (Ch$/share) $26,595 $28,099 $27,800 $35,290 $39,340 $42,500 $58,400 $60,000 $60,569 Minimum price (Ch$/share) $25,805 $26,310 $25,805 $27,600 $31,900 $37,000 $42,700 $55,500 $54,911 Maximum price (Ch$/share) $28,500 $28,905 $29,084 $35,290 $40,000 $43,890 $58,400 $66,399 $66,399 12-month variation of Bci stock* (%) 28.23 27.49 19.95 29.68 48.56 51.84 111.59 71.21 53.96 12-month return of IPSA (%) 10.84 11.27 8.27 15.35 28.59 38.20 56.20 38.84 31.43 Price to book (P/B) ratio (times) 0.88 0.90 0.92 1.09 1.22 1.30 1.71 1.76 1.75 Market capitalization (Ch$Bn) $5.84 $6.12 $6.03 $7.50 $8.59 $9.29 $12.77 $13.12 $13.24 * Includes adjustments for dividends and changes in capital (source: Bloomberg). Average trading volume* (USD million) * This value represents total trading prices multiplied by their corresponding share volumes. The resulting values are summed and averaged monthly (source: Bloomberg). Bci | Earnings Report as of June 30, 2026 49
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Appendix Consolidated income statement as of June 30, 2026 Ch$ million BCI+subsidiaries+ Branches CNB+BCI FG SSFF Peru Consolidated Net interest income 540,642 354,275 54,544 9,597 959,058 Net income from indexation 281,786 0 7 0 281,793 Net fee income 207,889 32,182 16,700 3,019 259,790 Net financial Income 103,907 4,846 188 6,087 115,028 Other operating income 23,729 17,806 2,936 2 44,473 TOTAL OPERATING INCOME 1,157,953 409,109 74,375 18,705 1,660,142 Expenses for employee benefit obligations -276,822 -114,283 -15,675 -4,923 -411,703 Administration expenses -187,321 -49,770 -23,449 -3,807 -264,347 Depreciation and amortization -46,583 -6,486 -2,746 -2,037 -57,852 Impairment of non-financial assets -1 0 0 0 -1 Other operating expenses -20,788 -1,626 -123 -149 -22,686 TOTAL OPERATING EXPENSES -531,515 -172,165 -41,993 -10,916 -756,589 OPERATING INCOME BEFORE CREDIT LOSSES 626,438 236,944 32,382 7,789 903,553 Provisions for credit risk on amounts due from banks and loans and accounts receivable from customers -148,093 -26,612 -42,250 4,482 -212,473 Special provisions for credit risk 44 -2,915 5,487 -76 2,540 Recovery of written-off credits 42,884 2,029 7,568 0 52,481 Impairment due to credit risk of other financial assets at amortized cost and financial assets at fair value through other comprehensive income 1,212 7,950 0 -111 9,051 Expenses for credit losses -103,953 -19,548 -29,195 4,295 -148,401 OPERATING INCOME 522,485 217,396 3,187 12,084 755,152 Income from continuing operations before tax 522,485 217,396 3,187 12,084 755,152 Income tax -56,067 -54,615 1,607 -1,368 -110,443 CONSOLIDATED NET INCOME (LOSS) IN THE PERIOD 466,418 162,781 4,794 10,716 644,709 Bci | Earnings Report as of June 30, 2026 50
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Risk indicators as of June 30, 2026 Ch$ million BCI+Subsidiaries+ Branches CNB+BCI FG SSFF Peru Consolidated Total Loans (*) Commercial Loans 22,856,924 14,942,631 0 680,280 38,479,835 Mortgage Loans 12,174,845 4,212,557 0 0 16,387,402 Consumer Loans 2,882,009 43,932 588,638 0 3,514,579 Commercial loans originated and acquired by the entity 59,815 0 0 0 59,815 Due from banks 864,419 0 0 41,335 905,754 Total 38,838,012 19,199,120 588,638 721,615 59,347,385 (*) Financial assets before provisions Provisions Commercial -342,301 -139,353 0 -7,444 -489,098 Mortgage -93,808 -37,374 0 0 -131,182 Consumer -189,817 -1,714 -74,349 0 -265,880 Due from banks -935 0 0 -34 -969 Total -626,861 -178,441 -74,349 -7,478 -887,129 Written-Off Loans Commercial 91,329 10,216 0 117 101,662 Mortgage 8,016 0 0 0 8,016 Consumer 100,646 20 37,761 0 138,427 Total 199,991 10,236 37,761 117 248,105 Recoveries Commercial 16,565 2,029 0 0 18,594 Mortgage 3,348 0 0 0 3,348 Consumer 22,971 0 7,568 0 30,539 Total 42,884 2,029 7,568 0 52,481 Impaired Portfolio Chile Commercial 1,060,671 618,085 0 0 1,678,756 Mortgage 615,036 62,739 0 0 677,775 Consumer 154,675 4,389 42,753 0 201,817 Total 1,830,382 685,213 42,753 0 2,558,348 Ch$ million BCI+Subsidiaries+ Branches CNB+BCI FG SSFF Peru Consolidated Commercial Loans 350,463 48,489 0 0 398,952 Mortgage Loans 270,032 43,756 0 0 313,788 Consumer Loans 58,198 0 22,933 0 81,131 Total portfolio with NPLs of 90 days or more 678,693 92,245 22,933 0 793,871 Bci | Earnings Report as of June 30, 2026 51
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Consolidated balance sheet as of June 30, 2026 Ch$ million BCI+Subsidiaries +Branches CNB+BCI FG SSFF Peru Consolidated ASSETS Cash and bank deposits 2,535,463 646,803 655 441,283 3,624,204 Transactions with settlement in progress 1,125,540 0 0 13,133 1,138,673 Financial assets to be traded at fair value through profit or loss 7,016,792 79,412 0 22,576 7,118,780 Financial derivative contracts 5,433,314 45,085 0 19,166 5,497,565 Debt financial instruments 1,452,105 0 0 3,410 1,455,515 Others 131,373 34,327 0 0 165,700 Non-trading financial assets mandatorily valued at fair value through profit or loss 59,815 0 0 0 59,815 Financial assets designated at fair value through profit or loss 0 0 0 0 0 Financial assets at fair value through other comprehensive income 5,112,320 3,825,295 0 248,756 9,186,371 Debt financial instruments 5,112,320 3,825,295 0 248,756 9,186,371 Financial derivative contracts for hedge accounting 387,648 79,836 0 0 467,484 Financial assets at amortized cost 38,633,636 21,146,824 514,289 714,137 61,008,886 Rights for repurchase agreements and securities loans 436,433 0 0 0 436,433 Debt financial instruments 45,867 2,126,145 0 0 2,172,012 Due from banks 863,484 0 0 41,301 904,785 Loans and accounts receivable from customers - Commercial 22,514,623 14,803,278 0 672,836 37,990,737 Loans and accounts receivable from customers - Mortgage 12,081,037 4,175,183 0 0 16,256,220 Loans and accounts receivable from customers - Consumer 2,692,192 42,218 514,289 0 3,248,699 Investments in companies 49,575 223,608 0 0 273,183 intangible assets 355,378 155,710 6,277 6,540 523,905 Fixed assets 254,225 85,210 1,757 2,650 343,842 Assets for the right to use leased goods 85,713 16,676 5,129 1,781 109,299 Current taxes 42,022 0 54 5,014 47,090 Deferred taxes 246,876 187,421 84,877 2,956 522,130 Other assets 987,880 631,946 25,181 9,792 1,654,799 Non-current assets and disposal groups for sale 35,584 0 0 0 35,584 TOTAL ASSETS 56,928,467 27,078,741 638,219 1,468,618 86,114,045 LIABILITIES Transactions with settlement in progress 1,121,482 0 0 12,740 1,134,222 Financial liabilities to be traded at fair value through profit or loss 5,064,375 44,853 0 12,038 5,121,266 Financial liabilities designated at fair value through profit or loss 0 0 0 0 0 Financial derivative contracts for hedge accounting 1,011,426 2,792 0 0 1,014,218 Financial liabilities at amortized cost 41,114,882 23,618,081 3,763 1,180,871 65,917,597 Demand deposits and other obligations 10,839,701 17,853,527 3,763 225,887 28,922,878 Time deposits and other deposits 16,848,304 2,511,935 0 701,617 20,061,856 Obligations for repurchase agreements and securities loans 1,116,786 28,815 0 8,126 1,153,727 Obligations with banks 2,808,752 0 0 105,958 2,914,710 Debt financial instruments issued 8,933,962 0 0 21,481 8,955,443 Other financial obligations 567,377 3,223,804 0 117,802 3,908,983 Obligations for lease contracts 89,268 9,558 6,975 1,708 107,509 Issued regulatory capital financial instruments 2,577,802 0 0 0 2,577,802 Provisions for contingencies 127,469 60,593 3,507 1,415 192,984 Provisions for dividends. payment of interest and revaluation of issued regulatory capital financial instruments 219,624 0 0 0 219,624 Special provisions for credit risk 273,793 31,788 8,294 658 314,533 Current taxes 17,421 12,402 57 0 29,880 Deferred taxes 0 0 0 0 0 Other liabilities 764,230 312,436 515,391 8,872 1,600,929 TOTAL LIABILITIES 52,381,772 24,092,503 537,987 1,218,302 78,230,564 Bci | Earnings Report as of June 30, 2026 52
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Ch$ million BCI+Subsidiaries + Branches CNB+BCI FG SSFF Peru Consolidated EQUITY Capital 3,408,228 1,534,348 208,096 233,043 5,383,715 Bookings -334,247 1,532,345 -4,426 1,259 1,194,931 Other accumulated comprehensive income 738,929 -245,395 0 4,057 497,591 Items that will not be reclassified in profit or loss 4,312 -1,920 0 0 2,392 Items that can be reclassified in profit or loss 734,617 -243,475 0 4,057 495,199 Retained earnings (losses) from previous years 482,271 0 -108,232 1,239 375,278 Profit (loss) for the period 466,417 162,655 4,794 10,718 644,584 Less: Provisions for dividends. payment of interest and revaluation of issued regulatory capital financial instruments -214,931 0 0 0 -214,931 From the owners of the bank: 4,546,669 2,983,952 100,232 250,315 7,881,168 Of the non-controlling interest 28 2,285 0 0 2,313 TOTAL EQUITY 4,546,695 2,986,238 100,232 250,316 7,883,481 TOTAL LIABILITIES AND EQUITY 56,928,467 27,078,741 638,219 1,468,618 86,114,045 Bci | Earnings Report as of June 30, 2026 53