04. Management BCI S MANAGEMENT IS COMPRISES OF HIGHLY-QUALIFIED PEOPLE WITH A BROAD EXPERIENCE IN BANKING

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1 04. Management BCI S MANAGEMENT IS COMPRISES OF HIGHLY-QUALIFIED PEOPLE WITH A BROAD EXPERIENCE IN BANKING

2 Annual Report Lionel Olavarría Leyton Chief Executive Officer

3 04. Management Eugenio Von Chrismar Carvajal Manager, Finance and International Mario Gaete Hörmann Manager, Support Areas Marcela Bravo Puldain Manager, Communications and Corporate Social Responsibility Roberto Bustos Kaempffer Corporate Manager, Planning and Financial Control Pablo Jullian Grohnert Corporate Manager, Personnel Management Carlos Andonaegui Elton Secretary General Pedro Balla Friedmann Legal Counsel Andrés Atala Hanna Manager, Risk Adviser

4 Annual Report Abraham Romero Pequeño Manager, Retail Banking Division Nicolás Dibán Soto Manager, Corporate Risk Graciela Durán Vidal Comptroller Humberto Béjares Jara Manager, Adviser to the Chairman and Chief Executive Officer Mario Gómez Dubravcic Manager, Commercial and Subsidiaries Division Adolfo García-Huidobro Ochagavía Manager, Marketing Eduardo Paulsen Illanes Manager, Innovation and Corporate Programs

5 04. Management The most important executive levels of Bci are the divisional managers who report to the chief executive officer. These managers also meet in committees to review business progress and direct the strategic plans for achieving the corporate objectives, under the direction of the policies adopted by the board. The detail of the functions of the management committees is explained in the Report on Corporate Governance and Corporate Social Responsibility that is distributed together with this Annual Report. Management Areas LEGAL COUNSEL PEDRO BALLA FRIEDMANN Fernando Carmash Cassis Arturo Prado Puga Manager, Legal Acts & Contracts Manager, Judicial Area CORPORATE MANAGEMENT, PLANNING AND FINANCIAL CONTROL ROBERTO BUSTOS KAEMPFFER Juan Ignacio Acevedo Vogel Manager, Planning Andrés Irarrázabal Ureta Manager, New Businesses Development Osvaldo Lastra Acuña Manager, Performance Control Fernando Vallejos Vásquez Manager, Accounting CORPORATE RISK MANAGEMENT NICOLÁS DIBÁN SOTO Manuel Alfero Ghio Rubén Aracena Yánez Horacio Eyzaguirre Johnston Rodrigo Junco Figueroa Juan Pablo Risco Ríos Mario Sarrat González Manuel Tapia Salazar Gerardo Zegers Domínguez Manager, Corporate Loan Administration Manager, Banco Nova de Bci Loans Manager, Portfolio Follow-up & Control Manager, Special Accounts Manager, Market Risk Manager, Retail Banking Loans Manager, Risk Analysis & Management Manager, Operational Risk

6 Annual Report COMPTROLLER S DIVISION GRACIELA DURÁN VIDAL Renato Blaskovic Aravena Ximena Kutscher Taiba Manager, Technological Risk Audit Department Manager, Processes Audit Department SUPPORT AREA MANAGEMENT MARIO GAETE HÖRMANN Patricio Alcayaga Murtag Francisco Corral Quevedo Pablo Cousiño Espinoza Danilo González Asensio José Manuel Izquierdo Correa Patricio Mardones Celis Eduardo Uchida Silva Manager, Finance Operations Manager, Branches and Central Units Manager, Technological Innovation Manager, Data Processing Manager, Retail Banking Operations Manager, Procurement and Suppliers Manager, Corporate Banking Operations MARKETING MANAGEMENT ADOLFO GARCÍA - HUIDOBRO OCHAGAVÍA Rodrigo Corces Barja Ignacio Echeverría Saldes Juan Gil Octavio Christian Meyer González María Inés Nilo Guerrero Bárbara Schwerter Eckholt Manager, Segments Manager, Corporate Image Manager, Automobiles Manager, Mortgages Manager, Products Manager, Payment Means COMERCIAL AND BRANCH MANAGEMENT MARIO GÓMEZ DUBRAVCIC Fernán Barrios Larrañaga Antonio Le Feuvre Vergara Francisco López Alonso Claudio Martínez de la Harpe Juan Pablo Stefanelli Dachena Manager, Leasing Manager, Corporate Banking Manager, Corporate Business Development Manager, Medium & Large Companies Banking Manager, Commercial Effectiveness

7 04. Management CORPORATE PERSONNEL PERFORMANCE MANAGEMENT PABLO JULLIAN GROHNERT Andrea Barría Muñoz Manager, Organizational Development & Training Guillermo Gallardo Labra Manager, Labor Relations Faride Lobos Aleuy Manager, Personnel Performance & Processes Gonzalo Pizarro Sironvalle Manager, Personnel Development Rafael Barrera Renault Manager, Business Strategic Partner Jorge Fredes Schürmann Manager, Business Strategic Partner Alberto Zañartu Ossa Manager, Business Strategic Partner INNOVATION AND CORPORATE PROGRAMS MANAGEMENT EDUARDO PAULSEN ILLANES Rodrigo Alegría Cruz Project Manager Patricio Salinas Gutiérrez Manager, Corporate Service Quality Pedro Tapia Guzmán Project Manager Rodrigo Vélez Sainte-Marie Project Manager RETAIL BANKING MANAGEMENT ABRAHAM ROMERO PEQUEÑO Sandro Araya Molina Marcos Castro Vega Francisca Errázuriz Correa Luis Felipe Hirane Sarkis Fernando Iturbe Guzmán Eduardo Valenzuela Vaillant Mauricio Zárate González Rafael Menares González Manager, TBanc Manager, Businesses Banking Manager, Preferential Banking Commercial Manager Manager, Agreements and Alliances Manager, Bci Telecanal Manager, Banco Nova de Bci Manager, Integration Compañía de Normalización de Créditos S.A.

8 Annual Report FINANCE AND INTERNATIONAL MANAGEMENT EUGENIO VON CHRISMAR CARVAJAL Jorge Barrenechea Parra Manager, Balance Sheet José Luis de la Rosa Muñoz Manager, Financial Performance Santiago Edwards Morice Manager, Trading Ricardo Gabler Zúñiga Manager, International Division Alberto Potin Olazarri Manager, Investments Ignacio Yarur Arrasate Manager, Finance Business Andrés Zabala Hevia Manager, Private Banking During 2007, some areas of the Bci organizational structure were changed in order to increase efficiency levels and achieve synergies, and improvements were also made to the products and services offered to customers. The commercial areas were oriented to adding value to the business. Emphasis was placed on the standardization of processes and the segmentation of customers so that they receive the best offers in the market. Some support areas were restructured to improve the quality of the services offered to customers. The corporate operations and projects area was split into three operations areas (retail, corporate and finance) in order to specialize and support in a more integral way the processes of each of these segments. The operational risk unit was reorganized to increase the effectiveness of the administration and control of these risks, following the new Basel Committee guidelines. The principal areas of this new organization are: processes operational risk, technology operational risk, regulatory compliance operational risk, operational risk management, business continuity and asset laundering. The planning and financial control area was formed in late 2007 in order to have strategic planning and performance information processes for supporting and sustaining decision taking in the Corporation. The corporate procurement and suppliers area underlined the correct application of policies and provisions defined for the Corporation and the regulatory bodies, in relation to suppliers of products and services, and the follow-up of results of important medium and long-term investment projects.