Credit Suisse Investor Presentation
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About This Presentation
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Slide Content
CREDIT Suis à
June 2015
June 2015
Disclaimer
Cautionary statement regarding forward-looking statements
This presentation contains forward-looking statements that involve inherent risks and uncertainties, and we might not be able to achieve the predictions, forecasts, projections and
other outcomes we describe or imply in forward-looking statements, A number of important factors could cause results to differ materially from the plans, objectives, expectations,
estimates and intentions we express in these forward-looking statements, including those we identify in "Risk Factors" in our Annual Report on Form 20-F for the fiscal year ended
December 31, 2014 and in ‘Cautionary statement regarding forward looking information in our financial report for the first quarter of 2015 filed with the US Securities and Exchange
Commission, and in other public flings and press releases. We do not intend to update these forward-looking statements except as may be required by applicable law.
‘Statement regarding non-GAAP financial measures
This presentation also contains non-GAAP financial measures, including adjusted cost run-rates. Information needed to reconcile such non-GAAP financial measures to the most
directly comparable measures under US GAAP can be found in the presentation to investors slides for the first quarter of 2015, which is avalable on our website at credit-suisse.com.
‘Statement regarding capital and leverage
As of January 1, 2013, Basel 3 was implemented in Switzerland along with the Swiss “Too Big to Fail legislation and regulations thereunder. As of January 1, 2015, the Bank for
International Settlements (BIS) leverage ratio framework, as issued by the Basel Committee on Banking Supervision (BCBS), was implemented in Switzerland by FINMA. This
framework may also be referred to as the BCBS leverage ratio framework in this presentation. Our related disclosures are in accordance with our interpretation of such requirements,
including relevant assumptions. Changes in the interpretation of these requirements in Switzerland or in any of our assumptions or estimates could result in different numbers from
those shown in this presentation. Capital and ratio numbers for periods prior to 2013 are based on estimates, which are calculated as if the Basel 3 framework had been in place in
‘Switzerland during such periods
Unless otherwise noted, leverage exposure is based on the BIS leverage ratio framework and consists of period-end balance sheet assets and prescribed regulatory adustments,
Leverage amounts for 4014/2014, which are presented in order to show meaningful comparative information, are based on estimates which are calculated as if the BIS leverage ratio
framework had been implemented in Switzerland at such time, We have revised previously reported estimates of BCBS leverage amounts for 4014/2014 to take into account
refinernents in our calculation of BCBS leverage amounts. Beginning in 2015, the Swiss leverage ratio is calculated as Swiss total capital, divided by period-end leverage exposure,
The look-through BIS tier 1 leverage ratio and CET! leverage ratio are calculated as look-through BIS tier 1 capital and CET! capital, respectively, dvided by end-period leverage
exposure. Leverage exposure target assumes constant USD/CHF and EUR/CHF exchange rates equal to those at the end of 1015.
Cautionary statement regarding this presentation
‘This presentation does not constitute or form part of and should not be construed as, an offer to sell or issue or the solicitation of an offer to buy or acquire securities of Credit Suisse Group AG
or Credit Suisse AG (together, the ‘Compary’) in any jurisdiction or an inducement to enter into investment activity. No part of this document, nor the fact of its distribution, should form the
basis of, or be relied on in connection with, any contract or commitment or investment decision whatsoever. No representation, warranty or undertaking, express or implied, is made as to, and
ro reliance should be placed on, the fairness, accuracy, completeness or correctness of the information or the opinions contained herein. None of the Company or any of itsaffliates, advisors
ax representatives shall have any liability whatsoever (In negigence or otherwise) for any loss howsoever arising from any use of this document or its contents or otherwise arising in connection
with the document,
Cross June 2015 2
Cautionary statement regarding forward-looking statements
This presentation contains forward-looking statements that involve inherent risks and uncertainties, and we might not be able to achieve the predictions, forecasts, projections and
other outcomes we describe or imply in forward-looking statements, A number of important factors could cause results to differ materially from the plans, objectives, expectations,
estimates and intentions we express in these forward-looking statements, including those we identify in "Risk Factors" in our Annual Report on Form 20-F for the fiscal year ended
December 31, 2014 and in ‘Cautionary statement regarding forward looking information in our financial report for the first quarter of 2015 filed with the US Securities and Exchange
Commission, and in other public flings and press releases. We do not intend to update these forward-looking statements except as may be required by applicable law.
‘Statement regarding non-GAAP financial measures
This presentation also contains non-GAAP financial measures, including adjusted cost run-rates. Information needed to reconcile such non-GAAP financial measures to the most
directly comparable measures under US GAAP can be found in the presentation to investors slides for the first quarter of 2015, which is avalable on our website at credit-suisse.com.
‘Statement regarding capital and leverage
As of January 1, 2013, Basel 3 was implemented in Switzerland along with the Swiss “Too Big to Fail legislation and regulations thereunder. As of January 1, 2015, the Bank for
International Settlements (BIS) leverage ratio framework, as issued by the Basel Committee on Banking Supervision (BCBS), was implemented in Switzerland by FINMA. This
framework may also be referred to as the BCBS leverage ratio framework in this presentation. Our related disclosures are in accordance with our interpretation of such requirements,
including relevant assumptions. Changes in the interpretation of these requirements in Switzerland or in any of our assumptions or estimates could result in different numbers from
those shown in this presentation. Capital and ratio numbers for periods prior to 2013 are based on estimates, which are calculated as if the Basel 3 framework had been in place in
‘Switzerland during such periods
Unless otherwise noted, leverage exposure is based on the BIS leverage ratio framework and consists of period-end balance sheet assets and prescribed regulatory adustments,
Leverage amounts for 4014/2014, which are presented in order to show meaningful comparative information, are based on estimates which are calculated as if the BIS leverage ratio
framework had been implemented in Switzerland at such time, We have revised previously reported estimates of BCBS leverage amounts for 4014/2014 to take into account
refinernents in our calculation of BCBS leverage amounts. Beginning in 2015, the Swiss leverage ratio is calculated as Swiss total capital, divided by period-end leverage exposure,
The look-through BIS tier 1 leverage ratio and CET! leverage ratio are calculated as look-through BIS tier 1 capital and CET! capital, respectively, dvided by end-period leverage
exposure. Leverage exposure target assumes constant USD/CHF and EUR/CHF exchange rates equal to those at the end of 1015.
Cautionary statement regarding this presentation
‘This presentation does not constitute or form part of and should not be construed as, an offer to sell or issue or the solicitation of an offer to buy or acquire securities of Credit Suisse Group AG
or Credit Suisse AG (together, the ‘Compary’) in any jurisdiction or an inducement to enter into investment activity. No part of this document, nor the fact of its distribution, should form the
basis of, or be relied on in connection with, any contract or commitment or investment decision whatsoever. No representation, warranty or undertaking, express or implied, is made as to, and
ro reliance should be placed on, the fairness, accuracy, completeness or correctness of the information or the opinions contained herein. None of the Company or any of itsaffliates, advisors
ax representatives shall have any liability whatsoever (In negigence or otherwise) for any loss howsoever arising from any use of this document or its contents or otherwise arising in connection
with the document,
Cross June 2015 2
CREDIT Suisse
Credit Suisse in a nutshell
Credit Suisse in a nutshell
Facts & figures
Credit Suisse Group
Solid financial performance and
strong asset gathering momentum!
Strategic results? in cHFbn(n/endoy 1015 2014 2013 2012
Net revenues 66 25.1 255 25.4
Pre-tax income 18 68 72 63
Return on equity? 12% 12% 13% see
Total reported results in cHFin
Net revenues 67 258 25.2 233
Pre-tax income 15 32 35 19
Net income att. to shareholders 11 19 23 13
Net new assets 17.0 28.2 32.1 108
Assets under management 1,374 1,377 1,282 1,251
Sound capital foundation and capital ratios
(on a look-through bass)
Basel 3 total eligible capitalincuton 463 46.9 40.2 mm
Basel 3 CET! ratio inw 100 10.1 100 80
Swiss leverage ratio in COTE
CETI = Common aqui fer 1. RWA = Risk-weightedassets. 1 Core results.
bt and are subject to change without noice, Latest rang action on June 9, 2015.
2 h 4018, we created non-statege units win he Pi
separatednon-stategic ems inthe Corporate Center, For furhe informatio, see our 2014 annual report
shareholders’ equity derived by deducting 10% of non-statagc RWA fem reported shareholders’ equi)
A balanced business portfolio?
Nat revenues
Private Barking &
Wealth Management
Investment Banking
M Switzerland
M EMEA
M Americas
Asia Pacific
Private Banking &
Wealth Management
Corporate Center
300
Investment Banking
3 Retun on qu or strategie e
4 Reported Coreresuls, excluding Corporate Center.
Strong senior credit ratings®
‚Credit Suisse AG (the Bank)
Short- Long-
term term Outlook
Moody's P-1 Al Stable
sap Al A state
Fitch Ratings F1 A sue
arking & Wealth Management and Investment Banking division: and
calculated by diving annualized strategie net income by average statage
5 Fulltime equivalents.
6 Relat to senior unsecured
Ccreorrsursso™
June 2015
Credit Suisse Group
Solid financial performance and
strong asset gathering momentum!
Strategic results? in cHFbn(n/endoy 1015 2014 2013 2012
Net revenues 66 25.1 255 25.4
Pre-tax income 18 68 72 63
Return on equity? 12% 12% 13% see
Total reported results in cHFin
Net revenues 67 258 25.2 233
Pre-tax income 15 32 35 19
Net income att. to shareholders 11 19 23 13
Net new assets 17.0 28.2 32.1 108
Assets under management 1,374 1,377 1,282 1,251
Sound capital foundation and capital ratios
(on a look-through bass)
Basel 3 total eligible capitalincuton 463 46.9 40.2 mm
Basel 3 CET! ratio inw 100 10.1 100 80
Swiss leverage ratio in COTE
CETI = Common aqui fer 1. RWA = Risk-weightedassets. 1 Core results.
bt and are subject to change without noice, Latest rang action on June 9, 2015.
2 h 4018, we created non-statege units win he Pi
separatednon-stategic ems inthe Corporate Center, For furhe informatio, see our 2014 annual report
shareholders’ equity derived by deducting 10% of non-statagc RWA fem reported shareholders’ equi)
A balanced business portfolio?
Nat revenues
Private Barking &
Wealth Management
Investment Banking
M Switzerland
M EMEA
M Americas
Asia Pacific
Private Banking &
Wealth Management
Corporate Center
300
Investment Banking
3 Retun on qu or strategie e
4 Reported Coreresuls, excluding Corporate Center.
Strong senior credit ratings®
‚Credit Suisse AG (the Bank)
Short- Long-
term term Outlook
Moody's P-1 Al Stable
sap Al A state
Fitch Ratings F1 A sue
arking & Wealth Management and Investment Banking division: and
calculated by diving annualized strategie net income by average statage
5 Fulltime equivalents.
6 Relat to senior unsecured
Ccreorrsursso™
June 2015
Credit Suisse’s focus
Continue to execute on Private Banking &
our strategy to be well Wealth Management
pocitionedionine = Grow high-returning franchise = Focus on high-retuming franchises with
future = Protecting net margin competitive advantages
Investment Banking
Capital position reflects 10.15 look-through CET1 ratio of 10.0% and look-through CET1
leverage ratio of 2.6%
Targeting approx. CHF 175 bn of BCBS leverage exposure reduction in 2015
Furth:
LOST Peg 09 Look-through yearend 2015 targets
strengthening our
ile lléersde - BIS CETI leverage ratio of apr 3%
ratios — BIS Tier 1 leverage ratio of aprox 4%
— Swiss leverage ratio o approx. 4.5%
Committed to returning 50% of net income to shareholders provided look-through CET1
ratio >10% and look-through CET1 leverage ratio > 3%
Continued progress in winding down the non-strategic units
Delivered CHF 3.6 bn of cost savings by end 1015 with further savings expected to
reach CHF 4.0 to 4.25 bn by end-2015'
1015 results confirm our expectation that the announced mitigation measures will fully
offset the adverse impact of the SNB actions by end-2017
CET = Common equty tier 1. 1 Remainder of cost savings from 2011 cost plan calculated rom expense raduchons measured at reported FX rates against GM! 1 annualzed total expenses, excluding reaignment and oher
Wind down non-
strategic unit and
continue to improve
operating efficiency
significan expanse ters and variable compensation expenses,
Creorrsusse® June 2015 5
Continue to execute on Private Banking &
our strategy to be well Wealth Management
pocitionedionine = Grow high-returning franchise = Focus on high-retuming franchises with
future = Protecting net margin competitive advantages
Investment Banking
Capital position reflects 10.15 look-through CET1 ratio of 10.0% and look-through CET1
leverage ratio of 2.6%
Targeting approx. CHF 175 bn of BCBS leverage exposure reduction in 2015
Furth:
LOST Peg 09 Look-through yearend 2015 targets
strengthening our
ile lléersde - BIS CETI leverage ratio of apr 3%
ratios — BIS Tier 1 leverage ratio of aprox 4%
— Swiss leverage ratio o approx. 4.5%
Committed to returning 50% of net income to shareholders provided look-through CET1
ratio >10% and look-through CET1 leverage ratio > 3%
Continued progress in winding down the non-strategic units
Delivered CHF 3.6 bn of cost savings by end 1015 with further savings expected to
reach CHF 4.0 to 4.25 bn by end-2015'
1015 results confirm our expectation that the announced mitigation measures will fully
offset the adverse impact of the SNB actions by end-2017
CET = Common equty tier 1. 1 Remainder of cost savings from 2011 cost plan calculated rom expense raduchons measured at reported FX rates against GM! 1 annualzed total expenses, excluding reaignment and oher
Wind down non-
strategic unit and
continue to improve
operating efficiency
significan expanse ters and variable compensation expenses,
Creorrsusse® June 2015 5
Staying focused and executing on our strategy
Private Banking & Wealth Management
A portfolio of attractive businesses rem sratecio
Growing revenues through growth in lending/mandates ne
Driving lendin in Ut ~ à
reasing sale 9 radin sar ]
mes
Capturing growth in emerging markets and o Eur
UHNWI client segment al e
cı iting ship m: hiring, cl ‘asset | =
: One Bank collaboration oot) ET = cursor ccc
ee
Us SES ine
Net new assets wucin cHrbn
Gens
Increasing productivity in Swiss home market and leveraging
scalability of platform
ital client interface
a —— basen
mis + FY14 = + 1015
LUM = rasiert india: tal wealth > CHF 250 mor AU > CHE 50 mn, Note: Toph hand chat reli PBEX ag ut. CIC pora neta Cans, WAIC = Weath Management Can
ldde Eat and Aca. Lame Lain Amenca { Step costincoms ro 2014. 2 Sum of 2014 NNA/ Aull end of 4013, 3 Westen Euopean cross-border cons of CHF 100 brand CHF 7.4 bn in 2019
taal Western European cresorderolows of CHF OS bo and CHF 4.0 tain norsk unin 2013 and 2014 respecte. 4 Excudee Wacom European cross-border cows. 5 Outlows due o the going,
on of CHE OB nl 1016; atonal ats Gusto ongoing regueton of ur ase base of CHE 0:9 nn noneaatuge unt 1016.
Creorrsusse® June 2015 6
Private Banking & Wealth Management
A portfolio of attractive businesses rem sratecio
Growing revenues through growth in lending/mandates ne
Driving lendin in Ut ~ à
reasing sale 9 radin sar ]
mes
Capturing growth in emerging markets and o Eur
UHNWI client segment al e
cı iting ship m: hiring, cl ‘asset | =
: One Bank collaboration oot) ET = cursor ccc
ee
Us SES ine
Net new assets wucin cHrbn
Gens
Increasing productivity in Swiss home market and leveraging
scalability of platform
ital client interface
a —— basen
mis + FY14 = + 1015
LUM = rasiert india: tal wealth > CHF 250 mor AU > CHE 50 mn, Note: Toph hand chat reli PBEX ag ut. CIC pora neta Cans, WAIC = Weath Management Can
ldde Eat and Aca. Lame Lain Amenca { Step costincoms ro 2014. 2 Sum of 2014 NNA/ Aull end of 4013, 3 Westen Euopean cross-border cons of CHF 100 brand CHF 7.4 bn in 2019
taal Western European cresorderolows of CHF OS bo and CHF 4.0 tain norsk unin 2013 and 2014 respecte. 4 Excudee Wacom European cross-border cows. 5 Outlows due o the going,
on of CHE OB nl 1016; atonal ats Gusto ongoing regueton of ur ase base of CHE 0:9 nn noneaatuge unt 1016.
Creorrsusse® June 2015 6
Diversified business portfolio delivering strong and consistent returns
Investment Banking
Return on regulatory capital? «ratege
Optimizing delivery and product set across Investment |
Banking to support growth in PB&WM
= Continue to refine business mix and align resources to support operating efficiency
and drive returns improvement
L 1013 2013 8018 4013 1014 2014 3014 4014 1015
Transforming Macro
Daily trading revenues®
1013-1015, rang days
262
185
75 59
EY | D
= Restructure Rates and FX to client-focused, cost and capital efficient model |
= Exit of Commodities trading! |
Focus on improving cost and capital-efficienc:
TE) a Y | <25 (50 025 2550 50-75 >75
m Continued progress in strategy execution and improvement of profitability in the | Mosca (insert
Strategic business; 17% return on regulatory capital in 2014 in the strategic business Bea a ee
as) ges)
Continued momentum in winding down non-strategic unit
portfolio
1015 Year-End
2015
= Significant progress in winding-down capital positions; on track to meetrisk-weighted | 7
Ernie | 40181015 Yard aan
FREINM = Private Banking & Wealth Management. — RWA= Rlsk-weightedassets. 1 During SO14, Commodtis rang was tansteredinto the non-stategc unt including USD 1.4 bn of RWA and USD 5 bn of
Ieverage exposure at end of 2014, 2 Retum on regulatoy capita is baseden afer-laxincome deneminatodin US dolars and assumes tax ratos of 30% in 1018, 4014, 3014, 2014, 1014, 4019, 3018, 2013 and 25%
in 1018 andthat capital is alocated at the average of 10% of average isk-weightedassels and3% of average leverage exposure fr 1 15 and 2.8% of average leverage exposure fr paiods porto 2015. 3 Excludes
Nue Aargauer Bank. Traing revenues do not include valuation adustments associated with counterparty and own credit exposuros. __4 Excludng Funding Valuation Adustments (FVA)
Creorrsussdà June 2018 7
Investment Banking
Return on regulatory capital? «ratege
Optimizing delivery and product set across Investment |
Banking to support growth in PB&WM
= Continue to refine business mix and align resources to support operating efficiency
and drive returns improvement
L 1013 2013 8018 4013 1014 2014 3014 4014 1015
Transforming Macro
Daily trading revenues®
1013-1015, rang days
262
185
75 59
EY | D
= Restructure Rates and FX to client-focused, cost and capital efficient model |
= Exit of Commodities trading! |
Focus on improving cost and capital-efficienc:
TE) a Y | <25 (50 025 2550 50-75 >75
m Continued progress in strategy execution and improvement of profitability in the | Mosca (insert
Strategic business; 17% return on regulatory capital in 2014 in the strategic business Bea a ee
as) ges)
Continued momentum in winding down non-strategic unit
portfolio
1015 Year-End
2015
= Significant progress in winding-down capital positions; on track to meetrisk-weighted | 7
Ernie | 40181015 Yard aan
FREINM = Private Banking & Wealth Management. — RWA= Rlsk-weightedassets. 1 During SO14, Commodtis rang was tansteredinto the non-stategc unt including USD 1.4 bn of RWA and USD 5 bn of
Ieverage exposure at end of 2014, 2 Retum on regulatoy capita is baseden afer-laxincome deneminatodin US dolars and assumes tax ratos of 30% in 1018, 4014, 3014, 2014, 1014, 4019, 3018, 2013 and 25%
in 1018 andthat capital is alocated at the average of 10% of average isk-weightedassels and3% of average leverage exposure fr 1 15 and 2.8% of average leverage exposure fr paiods porto 2015. 3 Excludes
Nue Aargauer Bank. Traing revenues do not include valuation adustments associated with counterparty and own credit exposuros. __4 Excludng Funding Valuation Adustments (FVA)
Creorrsussdà June 2018 7
CREDIT Suisse
Transforming a leading integrated bank
towards higher returns and growth
Transforming a leading integrated bank
towards higher returns and growth
Results against Key Performance Indicators
Credit Suisse Group
Strategic Reported
KPIs
2012 2013 2014 1015 2012 2013 2014 1015
AI na 18% 10% 10% ao A
Group
Cost/income ratio
< 70% 75% 72% 72% 72% > 91% 85% 87% 77% «
Cost/income ratio
vn 72% 70% 68% 68% [QU] 71% 75% 83% |
PB&WM
NIA growth (um)
= 29% 25% 35% 32% |mp| 29% 25% 35% 3.2%! mp
6% long-term
INESIS Cost/income ratio 74% 70% 71% 69%
Banking <70% 84% 86% 85% 74%
e
La
KPI= Key perfamanceingcaters. PBEMM = Private Banking & Wealth Management __ WMC = Wealth Management Clants, Note: KPk measuredon the basis of reportedresals. Al data for Core Results
Corso June 2015
Credit Suisse Group
Strategic Reported
KPIs
2012 2013 2014 1015 2012 2013 2014 1015
AI na 18% 10% 10% ao A
Group
Cost/income ratio
< 70% 75% 72% 72% 72% > 91% 85% 87% 77% «
Cost/income ratio
vn 72% 70% 68% 68% [QU] 71% 75% 83% |
PB&WM
NIA growth (um)
= 29% 25% 35% 32% |mp| 29% 25% 35% 3.2%! mp
6% long-term
INESIS Cost/income ratio 74% 70% 71% 69%
Banking <70% 84% 86% 85% 74%
e
La
KPI= Key perfamanceingcaters. PBEMM = Private Banking & Wealth Management __ WMC = Wealth Management Clants, Note: KPk measuredon the basis of reportedresals. Al data for Core Results
Corso June 2015
Healthy returns contributing in redeploying capital to fund
Private Banking & Wealth Management growth
Healthy returns demonstrate effectiveness Increase capital allocation to
of the business model Private Banking & Wealth Management
AU ence tty pet Contribution to Basel 3 risk-weighted assets
i 29%
Private Banking 26% 24% approx.
& 15% 21% 67% 60% 58% | 56% 56% | ae
Wealth
Management a
2012 2013 2014 1015 1015 fad
Capote
Center)
|
15% 19% 2011 2012 2013 2014 1015 Goal
Investment Ge
Banking | m u os DEN D
NN
2012 2013 2014 1015 1015
and that capa à let a he average ot 10% ofaverage Basel 3
iva 17%
Group? 5% 9% 8% m
2012 2013 2014 1015 1015
mm Reported M Stategc
1 Ratu on regulatory capta tax come and assumes taxes of 28% 12012 and 1013 and 30%
ae of 10 age Ss i ate and 2.8% el eras leverage epence tom 2013 unt 2014, Sang m 1015 we use tho average of 10% of averga Baal rines at and 2%
Fat on Eby: PVM a up nano ae and on CHE drei ancl amet ating ra Dass o US ernie ane
ex nd ate sigan expense tems aná vato cmpensabon expenses. 4 Gong rar iden
June 2015 10
Cros Uso
Private Banking & Wealth Management growth
Healthy returns demonstrate effectiveness Increase capital allocation to
of the business model Private Banking & Wealth Management
AU ence tty pet Contribution to Basel 3 risk-weighted assets
i 29%
Private Banking 26% 24% approx.
& 15% 21% 67% 60% 58% | 56% 56% | ae
Wealth
Management a
2012 2013 2014 1015 1015 fad
Capote
Center)
|
15% 19% 2011 2012 2013 2014 1015 Goal
Investment Ge
Banking | m u os DEN D
NN
2012 2013 2014 1015 1015
and that capa à let a he average ot 10% ofaverage Basel 3
iva 17%
Group? 5% 9% 8% m
2012 2013 2014 1015 1015
mm Reported M Stategc
1 Ratu on regulatory capta tax come and assumes taxes of 28% 12012 and 1013 and 30%
ae of 10 age Ss i ate and 2.8% el eras leverage epence tom 2013 unt 2014, Sang m 1015 we use tho average of 10% of averga Baal rines at and 2%
Fat on Eby: PVM a up nano ae and on CHE drei ancl amet ating ra Dass o US ernie ane
ex nd ate sigan expense tems aná vato cmpensabon expenses. 4 Gong rar iden
June 2015 10
Cros Uso
Reallocation of resources to capture growth in emerging markets
Wealth Management Clients
Assets under management mix
Mature
markets 65% 64%
63%
Emerging
markets
2011 2012 2013
Net new asset growth (annualized)
2012 2018
Emerging markets U | E43
Asia Pacific 12% MR
AM = Asset under Management. __ UHNW = Ulta-high-net worth ingidval
61%
1015
BG:
3
Presence
and focus
Achievements
Dedication
to a global
platform
Present in 26 emerging countries
Strong focus on UHNWI segment
Continued pre-tax income growth
Continued strong net new asset
generation
A leading South East Asia
franchise, local presence since 1972
The first Swiss bank to open a
representative office in Beijing
Established in Brazil since 1990 as
one of the first in the region
On-the ground presence in Moscow
and Turkey since 1990s
Creorrsussen
June 2015 1
Wealth Management Clients
Assets under management mix
Mature
markets 65% 64%
63%
Emerging
markets
2011 2012 2013
Net new asset growth (annualized)
2012 2018
Emerging markets U | E43
Asia Pacific 12% MR
AM = Asset under Management. __ UHNW = Ulta-high-net worth ingidval
61%
1015
BG:
3
Presence
and focus
Achievements
Dedication
to a global
platform
Present in 26 emerging countries
Strong focus on UHNWI segment
Continued pre-tax income growth
Continued strong net new asset
generation
A leading South East Asia
franchise, local presence since 1972
The first Swiss bank to open a
representative office in Beijing
Established in Brazil since 1990 as
one of the first in the region
On-the ground presence in Moscow
and Turkey since 1990s
Creorrsussen
June 2015 1
Consistent expansion of UHNWI segment with successful lending growth
Wealth Management Clients
Net new lending to UHNWI in cHrbn
5.6
AuM distribution by segment
100%,
Asa
eS =
Suet
Affluent & Eee
HNWI 0.9 O7 West ope 11% 9
11%
Latin America. Bee
2013 2014 1015
28.1 -+39%- 39.0 Loan volume in CHF bn
5
Illustrative E
2011 2012 2013 2014 1015 semer H
differential ;
Projected overall annual growth in UHNWI wealth
of 9% from 2013 to 2018!
AuM = Assets under management. UHNW|= Ulka-high-net-wert-indvidual Emerging EMEA = Eastem Europe, Midd East and Alca.
CHF 1 mn; Affuent: AuM< CHF 1 mn. Note: Segmental iferenial chart excludes Clarñden Leu, Suisscard, BANK now and custod cent, and does notincude al booking centers.
income / net revenues, Gross margin = Netrevenues / average AuM. 1 Source: BCG Global Wealth Repert 2014.
Gross margin
UHNWI total weal > CHF 280 mn or AuM> CHFEO mn; HNWE AuM >
Fre-ta income margin = Pro-tax
June 2015 12
Creorrsussdà
Wealth Management Clients
Net new lending to UHNWI in cHrbn
5.6
AuM distribution by segment
100%,
Asa
eS =
Suet
Affluent & Eee
HNWI 0.9 O7 West ope 11% 9
11%
Latin America. Bee
2013 2014 1015
28.1 -+39%- 39.0 Loan volume in CHF bn
5
Illustrative E
2011 2012 2013 2014 1015 semer H
differential ;
Projected overall annual growth in UHNWI wealth
of 9% from 2013 to 2018!
AuM = Assets under management. UHNW|= Ulka-high-net-wert-indvidual Emerging EMEA = Eastem Europe, Midd East and Alca.
CHF 1 mn; Affuent: AuM< CHF 1 mn. Note: Segmental iferenial chart excludes Clarñden Leu, Suisscard, BANK now and custod cent, and does notincude al booking centers.
income / net revenues, Gross margin = Netrevenues / average AuM. 1 Source: BCG Global Wealth Repert 2014.
Gross margin
UHNWI total weal > CHF 280 mn or AuM> CHFEO mn; HNWE AuM >
Fre-ta income margin = Pro-tax
June 2015 12
Creorrsussdà
Consistent returns driven by continued momentum in market-leading
Strategic businesses
Investment Banking Strategic
Strategic businesses (market share position vs. return on regulatory capital)
% of 1015 — Optimize risk and capital
High
TG Secuitzed 1B capital base! utilization across the franchise
Products
5 Prime Senices m Majority of capital allocated to
2 market leading businesses
o 77% m Strong returns in market leading
(45. 75% n 4014), businesses reflecting continued
en market share momentum
m Improved US market conditions
and healthy pipeline to drive
returns and profitability
9%
(us. 11% in 4014)
Credit Suisse market share position
4t06
©
8
m Differentiated cross-asset
5 @ Pres income
3 > © faites macro platform to improve
3 Gobal à returns
ps Macro © Investment Banking 14%
= Products (us. 14% in 4014)
Bubble size reflects relative
capital usage at end of 4014
y
Low Rolling four quarters return on regulatory capital? High
Return on regulatory capital declined vs. |) Return on regulatory capital improved * No indicator reflects stable return on regulatory
4014 roling four quarter return vs. 4014 rolling four quarter return capital vs. 4014 roling four quarter return
pal base (based en real epi Sucre) reci yd captalwhch'sdetned as average of 10% of average Basel3wskwoighted asus and ol 9% of average leverage exposure far 1015 and 2.4% of average leverage exposure fr
12015. 7 Global ace Product dudes Ras and FX tanchavs. 3 Presartatn based on na peta suce
Creorrsussdà June 201513
Strategic businesses
Investment Banking Strategic
Strategic businesses (market share position vs. return on regulatory capital)
% of 1015 — Optimize risk and capital
High
TG Secuitzed 1B capital base! utilization across the franchise
Products
5 Prime Senices m Majority of capital allocated to
2 market leading businesses
o 77% m Strong returns in market leading
(45. 75% n 4014), businesses reflecting continued
en market share momentum
m Improved US market conditions
and healthy pipeline to drive
returns and profitability
9%
(us. 11% in 4014)
Credit Suisse market share position
4t06
©
8
m Differentiated cross-asset
5 @ Pres income
3 > © faites macro platform to improve
3 Gobal à returns
ps Macro © Investment Banking 14%
= Products (us. 14% in 4014)
Bubble size reflects relative
capital usage at end of 4014
y
Low Rolling four quarters return on regulatory capital? High
Return on regulatory capital declined vs. |) Return on regulatory capital improved * No indicator reflects stable return on regulatory
4014 roling four quarter return vs. 4014 rolling four quarter return capital vs. 4014 roling four quarter return
pal base (based en real epi Sucre) reci yd captalwhch'sdetned as average of 10% of average Basel3wskwoighted asus and ol 9% of average leverage exposure far 1015 and 2.4% of average leverage exposure fr
12015. 7 Global ace Product dudes Ras and FX tanchavs. 3 Presartatn based on na peta suce
Creorrsussdà June 201513
Further progress in delivering expense reduction in 1015
Credit Suisse Group
Cost reduction program in CHF bn
= Continued reductions expected in 2015 albeit with
EX infrastructure Pi . =
increased risk, compliance and regulatory costs
I Private Banking &
ata dus = As of the end of the first quarter, we achieved cost savings
Bi investment Barking 4.0 to 4.25 == of CHF 3.6 bn’ since the beginning of our expense
reduction program in 2011; progress in 1015 was mostly
36 [oivocs |] driven by the substantial progress in Private Banking &
Wealth Management during the quarter
Expected to deliver further savings over the balance of
2015 and to reach CHF 4.0 to 4.25 bn by the end of the
year; however, anticipate headwinds from higher risk,
compliance and regulatory costs across both divisions
Expected to deliver a further approx. CHF 200 mn? by end-
2017 through better alignment of the Swiss franc cost and
revenue base within Private Banking & Wealth Management
1015 Further net PBEWM direct &
Achieved! savings targeted allocated cost reduction
by end-2015 targeted by end-2017
1 Savings related to original 2011 cost sang target measured at constant FX rates against EMI annuaizedtotal expenses, excl. realignment and other sigficant expense items and variable compensation expenses.
2 Represents net cost saungs measurad at reported FX rates
Creorrsussdà June 2018 14
Credit Suisse Group
Cost reduction program in CHF bn
= Continued reductions expected in 2015 albeit with
EX infrastructure Pi . =
increased risk, compliance and regulatory costs
I Private Banking &
ata dus = As of the end of the first quarter, we achieved cost savings
Bi investment Barking 4.0 to 4.25 == of CHF 3.6 bn’ since the beginning of our expense
reduction program in 2011; progress in 1015 was mostly
36 [oivocs |] driven by the substantial progress in Private Banking &
Wealth Management during the quarter
Expected to deliver further savings over the balance of
2015 and to reach CHF 4.0 to 4.25 bn by the end of the
year; however, anticipate headwinds from higher risk,
compliance and regulatory costs across both divisions
Expected to deliver a further approx. CHF 200 mn? by end-
2017 through better alignment of the Swiss franc cost and
revenue base within Private Banking & Wealth Management
1015 Further net PBEWM direct &
Achieved! savings targeted allocated cost reduction
by end-2015 targeted by end-2017
1 Savings related to original 2011 cost sang target measured at constant FX rates against EMI annuaizedtotal expenses, excl. realignment and other sigficant expense items and variable compensation expenses.
2 Represents net cost saungs measurad at reported FX rates
Creorrsussdà June 2018 14
CREDIT Suisse
Further progress on strengthening
capital and leverage
Further progress on strengthening
capital and leverage
Look-through CET1 ratio of 10% notwithstanding risk-weighted assets increase
from regulatory and related methodology changes and employee share purchases
Credit Suisse Group
Look-through Basel 3 capital ratios Current Look-through leverage ratio
Credit Suisse
requirements by 1.1.19 4014 1015 End 2015 target
reported reported based on BCBS!
BIS CET1 25% 26% Z approx. 3.0%
BIS Tier 1 35% 36% Z approx. 4.0%
Swissleverage Alk 42% A approx. 4.5%
Total
Capital’
Group leverage exposure
look-thraugh, end period in CHF En
es Leverage exposure mix
cert “fea 1,198 4,150 end1015
1,103
960-990 | 3%
3012 m 3014 4014 1015
279 286 284 283
Basel 3 look-through risk-weighted assets in CHF bn = investment Banking
3 y Kos eure E End2015 | y Ea
1015 e
equieleniss Boe Wealth Management
— 4014 — M Corporate Center
CET = Common sautytr 1. 1 indstes USO 3 bo Tir 1 gatito acts proto 4019 (th a haa 205) and none rar 2ncaes fro Nh gg capt! rms of CHF 8.9 bn, CHF 6.7 bn, CHF 8.9 bn ané CHE 8.9
¿HO and 1015, respecte) aná und bw rap ap ramon of CHE 8. bn CHF 2.0 bn, CHF 9:4 ba and CHF 2.2 tn m 2014, 3014 4014 and 1018, espectral. Sue CET Te hgh-tgper capa abo.
tequted a of Saptambr 30, 2013 ton our soe and he marke share or dom ay relevant buenos and e sb pau
rated y FINA. 9 BCBS Wea so, the BCBS nqutements ae
eon our 40 number om those shown
‘unter
plan of tase re
Sade den compar
Creorrsussdà June 2018 16
from regulatory and related methodology changes and employee share purchases
Credit Suisse Group
Look-through Basel 3 capital ratios Current Look-through leverage ratio
Credit Suisse
requirements by 1.1.19 4014 1015 End 2015 target
reported reported based on BCBS!
BIS CET1 25% 26% Z approx. 3.0%
BIS Tier 1 35% 36% Z approx. 4.0%
Swissleverage Alk 42% A approx. 4.5%
Total
Capital’
Group leverage exposure
look-thraugh, end period in CHF En
es Leverage exposure mix
cert “fea 1,198 4,150 end1015
1,103
960-990 | 3%
3012 m 3014 4014 1015
279 286 284 283
Basel 3 look-through risk-weighted assets in CHF bn = investment Banking
3 y Kos eure E End2015 | y Ea
1015 e
equieleniss Boe Wealth Management
— 4014 — M Corporate Center
CET = Common sautytr 1. 1 indstes USO 3 bo Tir 1 gatito acts proto 4019 (th a haa 205) and none rar 2ncaes fro Nh gg capt! rms of CHF 8.9 bn, CHF 6.7 bn, CHF 8.9 bn ané CHE 8.9
¿HO and 1015, respecte) aná und bw rap ap ramon of CHE 8. bn CHF 2.0 bn, CHF 9:4 ba and CHF 2.2 tn m 2014, 3014 4014 and 1018, espectral. Sue CET Te hgh-tgper capa abo.
tequted a of Saptambr 30, 2013 ton our soe and he marke share or dom ay relevant buenos and e sb pau
rated y FINA. 9 BCBS Wea so, the BCBS nqutements ae
eon our 40 number om those shown
‘unter
plan of tase re
Sade den compar
Creorrsussdà June 2018 16
Estimated BCBS leverage exposure progression to end-2015
Investment Banking
Leverage exposure in USD bn
BS Statege SS Non-strategic
851
794 en)
756
I =>) — 697
© (a) @) gun — à
2) —
Y ama Co a, — = aa
(1520) (2-27
——
= USD 59 bn reduction from 4014
J Bl —— o. — — = oo —
End-1014 End4O14 ECES Grint End4O14 Coupé Nen-taoge Cem Eusmass End-tO16 Chaingk Novstaloge Cie Eines End 2018
reported reported impact, BCBS’ Comprertoo Oum Opimute Oplmzuten BEBS Cempresen usneer Oplmaten Opkmzaton BOBS
no of igaon Ties? rom Slate reductos &
measures quis Lay
Leverage exposure mix cpimaston Opladen
<1% 5 -3% s0f1015 1 We delivered USD 59 bn in reductions with limited = Target USD 75-95 bn in leverage exposure
revenue impact reductions by end-2016; on track to achieve full
~ Clearing-based intatves and increased year targets of USD 600-620 bn
efficiencies from compression of trades
- Planned reductions in the non-strategie unit and
optimization of iquidty and funding requirements
Further business optimizations from planned 1 Compares t en:4014preminay BCBS sant of USD 773 bn; estimated 016
aie nue BCBS loveage pure Nas been ated whon compared to he etnaes pred at
MFD EO =Copore Bark ED #18 Otter NSU 4014 torefiect post mplomentaon mathodogy, process and dala improvomen
— Client optimizations in Prime Services 2 aces reductions innen-satge
Creorrsussdà June 2018 7
Investment Banking
Leverage exposure in USD bn
BS Statege SS Non-strategic
851
794 en)
756
I =>) — 697
© (a) @) gun — à
2) —
Y ama Co a, — = aa
(1520) (2-27
——
= USD 59 bn reduction from 4014
J Bl —— o. — — = oo —
End-1014 End4O14 ECES Grint End4O14 Coupé Nen-taoge Cem Eusmass End-tO16 Chaingk Novstaloge Cie Eines End 2018
reported reported impact, BCBS’ Comprertoo Oum Opimute Oplmzuten BEBS Cempresen usneer Oplmaten Opkmzaton BOBS
no of igaon Ties? rom Slate reductos &
measures quis Lay
Leverage exposure mix cpimaston Opladen
<1% 5 -3% s0f1015 1 We delivered USD 59 bn in reductions with limited = Target USD 75-95 bn in leverage exposure
revenue impact reductions by end-2016; on track to achieve full
~ Clearing-based intatves and increased year targets of USD 600-620 bn
efficiencies from compression of trades
- Planned reductions in the non-strategie unit and
optimization of iquidty and funding requirements
Further business optimizations from planned 1 Compares t en:4014preminay BCBS sant of USD 773 bn; estimated 016
aie nue BCBS loveage pure Nas been ated whon compared to he etnaes pred at
MFD EO =Copore Bark ED #18 Otter NSU 4014 torefiect post mplomentaon mathodogy, process and dala improvomen
— Client optimizations in Prime Services 2 aces reductions innen-satge
Creorrsussdà June 2018 7
CREDIT Suisse
Shift resources to focus on growth in
high returning businesses
Shift resources to focus on growth in
high returning businesses
Accelerated move to more balanced business mix and further
operating efficiency to drive returns improvement
ASS Leverage exposure
Private Banking & Wealth Management Group a Basel 3 RWA
Capital end period in CHFbn Return on regulatory Capital end period in CHF bn.
capital! Strategic 1,276
Strategic
1,181 1218 4 103
2011 2012 2013 2014 1015
2011 2012 2013 2014 1015 2011 2012 2013 2014 1015
Return on regulatory
Investment Banking capital!
14%
Strategic 6% 5% % 8% A
2011 2012 2013 2014 1015
Capital end periodin USD bn Return on regulatory
A
2011 2012 2013 2014 1015
Al financials and return calculations above basadon reported results. Leverage exposure reflects BCBS for 1015 and Swiss leverage exposure pro o 4014. _ 1 Retum on regulatory capital is based on after-tax income and
‘assumes tac rates of 25% in 2011, 2012 and 1013 and30% thereatter and at capitals located at the average of 10% of average Basel 3 rsk-weighted asses porto 2013 and the average of 10% of average Basel 3
‘iskeweightedazsete and 2.4% of average leverage exposure ram 2013 until 2014. String in 1O15 we use the average of 10% of average Basel ek-wsightad arsets and 3% of average leverage exposure, Return on
‘equator capitals different rom extomaly disclosed Return on Eau. PBWM and Group retums calculated based on CHF denoninated financials; E retums based on USD denominated fnancals
Cross June 2015 19
operating efficiency to drive returns improvement
ASS Leverage exposure
Private Banking & Wealth Management Group a Basel 3 RWA
Capital end period in CHFbn Return on regulatory Capital end period in CHF bn.
capital! Strategic 1,276
Strategic
1,181 1218 4 103
2011 2012 2013 2014 1015
2011 2012 2013 2014 1015 2011 2012 2013 2014 1015
Return on regulatory
Investment Banking capital!
14%
Strategic 6% 5% % 8% A
2011 2012 2013 2014 1015
Capital end periodin USD bn Return on regulatory
A
2011 2012 2013 2014 1015
Al financials and return calculations above basadon reported results. Leverage exposure reflects BCBS for 1015 and Swiss leverage exposure pro o 4014. _ 1 Retum on regulatory capital is based on after-tax income and
‘assumes tac rates of 25% in 2011, 2012 and 1013 and30% thereatter and at capitals located at the average of 10% of average Basel 3 rsk-weighted asses porto 2013 and the average of 10% of average Basel 3
‘iskeweightedazsete and 2.4% of average leverage exposure ram 2013 until 2014. String in 1O15 we use the average of 10% of average Basel ek-wsightad arsets and 3% of average leverage exposure, Return on
‘equator capitals different rom extomaly disclosed Return on Eau. PBWM and Group retums calculated based on CHF denoninated financials; E retums based on USD denominated fnancals
Cross June 2015 19
Significant progress in risk-weighted asset and leverage reduction;
run-off profile expected to significantly reduce pre-tax income drag over time
Non-strategic units
Expected reductions in non-strategic units in CHF bn Non-strategic pre-tax income losses‘ in CHF bn
2011 2012 2013 2014 1015
4013
Basel 3 risk- |
weighted 1015 | | 14 [0%
assets!
ce Eo E
|
Leverage 015 (48%)]
52<
ae) EN :
end 2015 (60%)
farget || 26
I FEE nen-stategcunit Investment Banking non-srtage uit
“ES 1014 riskowoightod assets methodology change impact (PESIMA, E)
(4.4)
PBEWM = Priate Banking & Wealth Management. = Investment Banking, Rounding dfferences may occur. Note: For Investment Banking! year-end2015 target, period end 3013 spot CHF/USD c£0.90 was
used when the CHF targot was fixed, Rounding diferences may occur, 1 hvestment Banking non-stategerik-woighted assets and overage exposure restated fr price quarters for commodties trading exit
2 includes 2014 adverse model change. _ 3 Reflects major external methodology changes only. _ 4 Repertedresuls restated to conform to current presentation
Creorr suisse June 2015 2
run-off profile expected to significantly reduce pre-tax income drag over time
Non-strategic units
Expected reductions in non-strategic units in CHF bn Non-strategic pre-tax income losses‘ in CHF bn
2011 2012 2013 2014 1015
4013
Basel 3 risk- |
weighted 1015 | | 14 [0%
assets!
ce Eo E
|
Leverage 015 (48%)]
52<
ae) EN :
end 2015 (60%)
farget || 26
I FEE nen-stategcunit Investment Banking non-srtage uit
“ES 1014 riskowoightod assets methodology change impact (PESIMA, E)
(4.4)
PBEWM = Priate Banking & Wealth Management. = Investment Banking, Rounding dfferences may occur. Note: For Investment Banking! year-end2015 target, period end 3013 spot CHF/USD c£0.90 was
used when the CHF targot was fixed, Rounding diferences may occur, 1 hvestment Banking non-stategerik-woighted assets and overage exposure restated fr price quarters for commodties trading exit
2 includes 2014 adverse model change. _ 3 Reflects major external methodology changes only. _ 4 Repertedresuls restated to conform to current presentation
Creorr suisse June 2015 2
CREDIT Suisse
Supplementary information
Supplementary information
Supplemental slides
Slide
Credit Suisse
Core results overview 23
Look-through leverage ratios 24
‘Swiss capital and leverage ratio phase-in requirements (‘glide path") 25
Group expense reduction 26
Currency mix & Group capital metrics 271028
One Bank collaboration 29 to 30
Loan book 31
Shareholders’ equity and “look-through' CET1 capital breakdown 32
Reconciliation of return on equity, return on tangible equity and return on regulatory capital 33
Indicative proposed legal entity structure and Swiss resolution framework 34 to 35
Credit ratings peer comparison 36 to 37
Private Banking & Wealth Management
Results overview 38
PBEWM strategic measure 39
WMC results overview 40
WMC gross / net margin development 41
WMC net new assets 42
WMC net new assets peer comparison 43
WMC net new assets by booking center 44
Investment Banking
Results overview 45
Risk-weighted assets movement 46
Non-strategic units
Run-off profile 1015 47
Creorrsussdà
June 2015
22
Slide
Credit Suisse
Core results overview 23
Look-through leverage ratios 24
‘Swiss capital and leverage ratio phase-in requirements (‘glide path") 25
Group expense reduction 26
Currency mix & Group capital metrics 271028
One Bank collaboration 29 to 30
Loan book 31
Shareholders’ equity and “look-through' CET1 capital breakdown 32
Reconciliation of return on equity, return on tangible equity and return on regulatory capital 33
Indicative proposed legal entity structure and Swiss resolution framework 34 to 35
Credit ratings peer comparison 36 to 37
Private Banking & Wealth Management
Results overview 38
PBEWM strategic measure 39
WMC results overview 40
WMC gross / net margin development 41
WMC net new assets 42
WMC net new assets peer comparison 43
WMC net new assets by booking center 44
Investment Banking
Results overview 45
Risk-weighted assets movement 46
Non-strategic units
Run-off profile 1015 47
Creorrsussdà
June 2015
22
Results overview
Credit Suisse Core Results
Strategic
Non-strategic
Total Reported
in CHF mn 1015 4014 1014
Net revenues 6,590 6,000 6,530
Pre-tax income 1,822 1,449 1,944
Cost / income ratio 72% 75% 70%
Return on equity’ 12% 11% 14%
Net new assets? in CHF bn 18.4 (0.2) 16.0
Net revenues 83 376 (61)
Pre-tax income / (loss) (284) (548) (544)
Pre-tax income ex FVoD® (428) (845) (455)
Net revenues 6,673 6,376 6,469
Pre-tax income / (loss) 1,538 901 1,400
Pre-tax income ex FVoD® 1,394 604 1,489
Net income / (loss) attributable to shareholders 1,054 691 859
Diluted earnings / (loss) per share in CHF 0.62 0.39 0.48
Return on equity 10% 6% 8%
Return on equity ex FVoD® 8% 4% 9%
"Note: FVoD denote Fr Value on Debt on this slide and thoughout the rest of he presentation
shareholders! equi (derived by deducting 10% of non-stategie RWA from reported shareholders’ equ)
from FVoD of CHF 144 rm, CHF 297 mn and CHF (69) rm in 1015, 4014, and 1014, respectiva, in non-stategic and total reported resus
1 Retum en Equity for Sratogí results calculated by dvidng annualzed Strategic netincome by average Strategie.
2 Assumes assets managed across businesses relate to Stategs businesses onl,
3 Excludos revenue impact
Creorrsuissé™
June 2015
23
Credit Suisse Core Results
Strategic
Non-strategic
Total Reported
in CHF mn 1015 4014 1014
Net revenues 6,590 6,000 6,530
Pre-tax income 1,822 1,449 1,944
Cost / income ratio 72% 75% 70%
Return on equity’ 12% 11% 14%
Net new assets? in CHF bn 18.4 (0.2) 16.0
Net revenues 83 376 (61)
Pre-tax income / (loss) (284) (548) (544)
Pre-tax income ex FVoD® (428) (845) (455)
Net revenues 6,673 6,376 6,469
Pre-tax income / (loss) 1,538 901 1,400
Pre-tax income ex FVoD® 1,394 604 1,489
Net income / (loss) attributable to shareholders 1,054 691 859
Diluted earnings / (loss) per share in CHF 0.62 0.39 0.48
Return on equity 10% 6% 8%
Return on equity ex FVoD® 8% 4% 9%
"Note: FVoD denote Fr Value on Debt on this slide and thoughout the rest of he presentation
shareholders! equi (derived by deducting 10% of non-stategie RWA from reported shareholders’ equ)
from FVoD of CHF 144 rm, CHF 297 mn and CHF (69) rm in 1015, 4014, and 1014, respectiva, in non-stategic and total reported resus
1 Retum en Equity for Sratogí results calculated by dvidng annualzed Strategic netincome by average Strategie.
2 Assumes assets managed across businesses relate to Stategs businesses onl,
3 Excludos revenue impact
Creorrsuissé™
June 2015
23
Achieved 2019 Swiss Total Capital Leverage ratio requirement
Credit Suisse Group
Leverage calculation through
3014 4014 4014 1015 1015 « si 1) i a
in CHF bn Lev. ratio' capital Lev. rati capital Lev. Ratio! iS Pen dio Lou
_ .2%
CET Leverage ratio — 2 23 CD 2019 requirement
Add: Tier 1 high-trigger capital instruments 62 62
Add: Tier 1 low-trigger capital instruments 51 51
- = ‘Look-through” CET1 and BIS Tier 1
BIS Tier 1 Li tic 39.9 39.6 aM
BIS Ter | Leverage ratio 3.3% (sx) 5] Leverage ratio improved to 2.6%
educt: Tier 1 low-trigger capital instruments. 6.1) 61) 5 à
Add: Tier 2 high-trigger capital instrument 27 27 and 3.6%, respectively
SNB Loss Absorbing Lev. Ratio 31% 37.5 371 3.4% )
Ad: Ter 1 owtrigger capital instruments = 51 51 = Committed to “look-through" Swiss
Total Capital Leverage ratio target of
~4.5% by end 2015, and a “look-
‘Add: Swiss regulatory adjustments (0.9 (0.1) through” BIS Tier 1 Leverage ratio
Swiss Total Capital Leverage ratio (2.8%) 467 (39%) 462 target of -4.0%, of which the CET1
- component is -3%
2019 Swiss Total Capital Leverage ratio requirement: (4.1%)
Rounding dferences may occur. 1 Leverage ati based on total Swiss ack through” average leverage exposure of CHF 1,191 tn in 3014, CHF 1,213 bn in 4014 and end-peried CBS leverage exposure of CHF
1,103 bn in 1015. — 2 The progessive componentrequrementis dapendenton our 2 (leverage rato exposure) and the market share of our domestic systanically relevant business ands subject potential apra
rebates that may be ganted by FINMA
Creorrsussdà dune 2015 24
Credit Suisse Group
Leverage calculation through
3014 4014 4014 1015 1015 « si 1) i a
in CHF bn Lev. ratio' capital Lev. rati capital Lev. Ratio! iS Pen dio Lou
_ .2%
CET Leverage ratio — 2 23 CD 2019 requirement
Add: Tier 1 high-trigger capital instruments 62 62
Add: Tier 1 low-trigger capital instruments 51 51
- = ‘Look-through” CET1 and BIS Tier 1
BIS Tier 1 Li tic 39.9 39.6 aM
BIS Ter | Leverage ratio 3.3% (sx) 5] Leverage ratio improved to 2.6%
educt: Tier 1 low-trigger capital instruments. 6.1) 61) 5 à
Add: Tier 2 high-trigger capital instrument 27 27 and 3.6%, respectively
SNB Loss Absorbing Lev. Ratio 31% 37.5 371 3.4% )
Ad: Ter 1 owtrigger capital instruments = 51 51 = Committed to “look-through" Swiss
Total Capital Leverage ratio target of
~4.5% by end 2015, and a “look-
‘Add: Swiss regulatory adjustments (0.9 (0.1) through” BIS Tier 1 Leverage ratio
Swiss Total Capital Leverage ratio (2.8%) 467 (39%) 462 target of -4.0%, of which the CET1
- component is -3%
2019 Swiss Total Capital Leverage ratio requirement: (4.1%)
Rounding dferences may occur. 1 Leverage ati based on total Swiss ack through” average leverage exposure of CHF 1,191 tn in 3014, CHF 1,213 bn in 4014 and end-peried CBS leverage exposure of CHF
1,103 bn in 1015. — 2 The progessive componentrequrementis dapendenton our 2 (leverage rato exposure) and the market share of our domestic systanically relevant business ands subject potential apra
rebates that may be ganted by FINMA
Creorrsussdà dune 2015 24
Swiss capital and leverage ratio phase-in requirements
for Credit Suisse during transition ("glide path")
Swiss capital and leverage ratio phase-in requirements for Credit Suisse for 2015
IM Low-trigger capital instruments?
High-trigger capital instruments
M Swiss CET capital
1 =
apital ratio [os |
i 300%
requirements 26% L
Efecto aso Je O
forthe applicable
2016 2017 2018 2019
Respective capital ratio requirements multiplied by 24%
E 4.09%
Swiss o 3.62% 3.88%
leverage ratio 2.92% | 001% | Ea
requirements Losi | GEES 0.70% | OR L
Effoctve as of January 1, EJ
forthe applicable year
2015 2016 2017 2018 2019
Rounding dtferences may occur. Noto: Escudos counteeyical butler hat wat roquredas of September30, 2013. 1 The progressive component requirements dependent on oust ovrage rato exposure) and the
market share of eur domestesystemicaly rent business ands subject o polenta apa rbats that may be ated by FINA.
Creorr suisse June 2015 2
for Credit Suisse during transition ("glide path")
Swiss capital and leverage ratio phase-in requirements for Credit Suisse for 2015
IM Low-trigger capital instruments?
High-trigger capital instruments
M Swiss CET capital
1 =
apital ratio [os |
i 300%
requirements 26% L
Efecto aso Je O
forthe applicable
2016 2017 2018 2019
Respective capital ratio requirements multiplied by 24%
E 4.09%
Swiss o 3.62% 3.88%
leverage ratio 2.92% | 001% | Ea
requirements Losi | GEES 0.70% | OR L
Effoctve as of January 1, EJ
forthe applicable year
2015 2016 2017 2018 2019
Rounding dtferences may occur. Noto: Escudos counteeyical butler hat wat roquredas of September30, 2013. 1 The progressive component requirements dependent on oust ovrage rato exposure) and the
market share of eur domestesystemicaly rent business ands subject o polenta apa rbats that may be ated by FINA.
Creorr suisse June 2015 2
Achieved CHF 3.6 bn annualized expense savings through 1015 since
expense measures announced in mid-2011
Credit Suisse Group
Group expense reduction achieved in CHF bn
Savings of
| CHF 3.6 bn
205
| | 16.9
i 65
E
‘Adjustments from 1015 reported
Variable compensator’ (2084)
‘Adjustments from GM! reported Carta gation tems (51)
Varbla compensation (1,034) Realgoment / AS? (son
Realgnment costs (CQ) (142 RRP uso)
Otter os)
des
1015 Total
1015 1015 1015
adjusted reported adjustments adjusted
Al data for Core Results inducing expense savings Fam discontinued operations. All expense reductions are measuredat constant FX rates against EMI annvaze tot expenses, excluding realignment and other sgnifcant
pare tame and variable compensation expenses. Rounding dfferences may occur fom extemaly published spreadcheets. 1 Relatadtoevistngpopulaton. 2 cludes CC reabgnmant coste andrealigamentnon-
strategic unit measures, architecture simplification, business smplifation and extended notion costs. 3 lndudes variable compensation related savings on reduction of force and fixed allowance
Cross June 2015 25
expense measures announced in mid-2011
Credit Suisse Group
Group expense reduction achieved in CHF bn
Savings of
| CHF 3.6 bn
205
| | 16.9
i 65
E
‘Adjustments from 1015 reported
Variable compensator’ (2084)
‘Adjustments from GM! reported Carta gation tems (51)
Varbla compensation (1,034) Realgoment / AS? (son
Realgnment costs (CQ) (142 RRP uso)
Otter os)
des
1015 Total
1015 1015 1015
adjusted reported adjustments adjusted
Al data for Core Results inducing expense savings Fam discontinued operations. All expense reductions are measuredat constant FX rates against EMI annvaze tot expenses, excluding realignment and other sgnifcant
pare tame and variable compensation expenses. Rounding dfferences may occur fom extemaly published spreadcheets. 1 Relatadtoevistngpopulaton. 2 cludes CC reabgnmant coste andrealigamentnon-
strategic unit measures, architecture simplification, business smplifation and extended notion costs. 3 lndudes variable compensation related savings on reduction of force and fixed allowance
Cross June 2015 25
Currency mix & Group capital metrics
1015
Currency mix
Credit Suisse Core results
Sensitivity analysis on Core results?
Contribution for 1015, the sensitivities are:
CHF mn 1015 CHF USD EUR GBP Other
Net revenues 6673| 17% 57% 16% 7% 3% CHF (163) mn
Total expenses! 5,135
CHF (81) mn
Currency mix capital metric?
Private Banking & Wealth Management loko
Contribution
co on 1015| CHF USD EUR GBP Other
Net revenues. 2,972 40% ] 36% 14% 2% 9%
Total expenses! 2,138 | [54%] 20% 7% 4% 12%
Investment Banking Contribution
Cm 1015| CHF USD EUR GBP Other
Net revenues 3583 | (1% 75% 16% 11% (9%
Total expenses! 2,638 1% 63% 3% 17% 15%
1 Total operating expenses and provisions fr cred losses.
1018 CET! capital and RIVA currency mix and on alookthrough basis
adustments (e. good),
MMM Basol3 Risicucgitedassets
mm mm CET capital
Applying a +/-10% movement on the average FX rates
= USD/CHF impact on 115 pre-tax income by
20% 42% 5% 10% 13% m EUR/CHF impact on 1015 pre-tax income by
2 Senstity anahsis based weighted average exchange rates of USD/CHF of 0.96 and EUR/CHF of 1.04 for the frst quarter results
3 Data
sadon end
4 Reflects actual capital positons in consolidated Group legal aniie (nat ssets)inclung net asset hedge loss appicablo Basel3 regulatory
Creorrsusse®
June 2015
27
1015
Currency mix
Credit Suisse Core results
Sensitivity analysis on Core results?
Contribution for 1015, the sensitivities are:
CHF mn 1015 CHF USD EUR GBP Other
Net revenues 6673| 17% 57% 16% 7% 3% CHF (163) mn
Total expenses! 5,135
CHF (81) mn
Currency mix capital metric?
Private Banking & Wealth Management loko
Contribution
co on 1015| CHF USD EUR GBP Other
Net revenues. 2,972 40% ] 36% 14% 2% 9%
Total expenses! 2,138 | [54%] 20% 7% 4% 12%
Investment Banking Contribution
Cm 1015| CHF USD EUR GBP Other
Net revenues 3583 | (1% 75% 16% 11% (9%
Total expenses! 2,638 1% 63% 3% 17% 15%
1 Total operating expenses and provisions fr cred losses.
1018 CET! capital and RIVA currency mix and on alookthrough basis
adustments (e. good),
MMM Basol3 Risicucgitedassets
mm mm CET capital
Applying a +/-10% movement on the average FX rates
= USD/CHF impact on 115 pre-tax income by
20% 42% 5% 10% 13% m EUR/CHF impact on 1015 pre-tax income by
2 Senstity anahsis based weighted average exchange rates of USD/CHF of 0.96 and EUR/CHF of 1.04 for the frst quarter results
3 Data
sadon end
4 Reflects actual capital positons in consolidated Group legal aniie (nat ssets)inclung net asset hedge loss appicablo Basel3 regulatory
Creorrsusse®
June 2015
27
Currency mix & Group capital metrics Sensitivity analysis on Core results?
2014 Applying a +/-10% movement on the average FX rates
Currency mix for 2014, the sensitivities are
o m USD/CHF impact on FY14 pre-tax income by
Credit Suisse Core results Contribution CHF (407) mn or CHF (569) excluding the final
CHF mn FY14 CHF USD EUR GBP Other settlement impact of all outstanding U.S. cross-
border matters?
Net revenues 25815] 21% 54% 11% 3% 11%
m EUR/CHF impact on FY14 pre-tax income by
Total expenses! 22583 | 28% 44% 5% 10% 13% CHE (173) mn 3 ul
Private Banking & Wealth Management Currency mix capital metric* +
Contribution Took-through ie
cm FY14| CHF USD EUR GBP Other ae
B
Net revenues 12,637 | [40% 33% 15% 2% 10% 1: ;
Total expenses! 10,549 ral 30% 9% 3% 11% Bil
Expenses excl. Litigation? 8081 [E5% 18% 11% 3% 13% mmm USD
mee cH
BEBEUR
Investment Banking Contribution mi m Ober
Cm FYi4| CHF USD EUR GBP Other
Net revenues 12,515 0% 77% 8% 4% 11%
Total expenses! 10,685 3% 61% 2% 19% 15% BIS CET rato (rom 10.1% to 10.0%)
1 Total operating expenses and provisions or credt losses. 2 Corresponds to pre-tax charge of CHF 1,618 mn (USD 1,815 mn). 3 Sanstity analysis based cn weightad average exchange rates of USD/CHF of 0.92
and EUR/CHF of 1.22 for fulyear 2014 results. 4 Data based on December 2014 month-endcurency mix and on alock-through basis, 5 Reflects actua capital posifons in censoldated Group legal eniis (net
assets) indudng net asset hedges less applicable Basel regulatory austments (e.g. god),
Creorrsusse® June 2015 28
2014 Applying a +/-10% movement on the average FX rates
Currency mix for 2014, the sensitivities are
o m USD/CHF impact on FY14 pre-tax income by
Credit Suisse Core results Contribution CHF (407) mn or CHF (569) excluding the final
CHF mn FY14 CHF USD EUR GBP Other settlement impact of all outstanding U.S. cross-
border matters?
Net revenues 25815] 21% 54% 11% 3% 11%
m EUR/CHF impact on FY14 pre-tax income by
Total expenses! 22583 | 28% 44% 5% 10% 13% CHE (173) mn 3 ul
Private Banking & Wealth Management Currency mix capital metric* +
Contribution Took-through ie
cm FY14| CHF USD EUR GBP Other ae
B
Net revenues 12,637 | [40% 33% 15% 2% 10% 1: ;
Total expenses! 10,549 ral 30% 9% 3% 11% Bil
Expenses excl. Litigation? 8081 [E5% 18% 11% 3% 13% mmm USD
mee cH
BEBEUR
Investment Banking Contribution mi m Ober
Cm FYi4| CHF USD EUR GBP Other
Net revenues 12,515 0% 77% 8% 4% 11%
Total expenses! 10,685 3% 61% 2% 19% 15% BIS CET rato (rom 10.1% to 10.0%)
1 Total operating expenses and provisions or credt losses. 2 Corresponds to pre-tax charge of CHF 1,618 mn (USD 1,815 mn). 3 Sanstity analysis based cn weightad average exchange rates of USD/CHF of 0.92
and EUR/CHF of 1.22 for fulyear 2014 results. 4 Data based on December 2014 month-endcurency mix and on alock-through basis, 5 Reflects actua capital posifons in censoldated Group legal eniis (net
assets) indudng net asset hedges less applicable Basel regulatory austments (e.g. god),
Creorrsusse® June 2015 28
Wealth Management Clients at the center of firm-wide
collaboration, generating significant revenues in IB & AM
Private Banking &
Wealth Management
Investment
Banking
Asset
Management
Key areas of collaboration
= Asset referrals (institutional funds,
individual assets)
Distribution of AM managed
products, e.g,
— Mutual funds
— Discretionary mandates
— Alternative investments
Key areas of collaboration,
especially for UHNW cli
Growth in collaboration revenues
generated in Investment Banking
m Tailored products
dging solutions
collaboration, generating significant revenues in IB & AM
Private Banking &
Wealth Management
Investment
Banking
Asset
Management
Key areas of collaboration
= Asset referrals (institutional funds,
individual assets)
Distribution of AM managed
products, e.g,
— Mutual funds
— Discretionary mandates
— Alternative investments
Key areas of collaboration,
especially for UHNW cli
Growth in collaboration revenues
generated in Investment Banking
m Tailored products
dging solutions
Collaboration revenues
Credit Suisse Group
Collaboration revenues — Core results in CHF bn / as % of net revenues
1014 2014 3014 4014 1015
Collaboration revenues target range
of 18% to 20% of net revenues
= Stable Collaboration Revenues compared to 1014
m Continued solid performance in providing tailored
solutions to UHNWI clients
Creorrsusse®
June 2015
30
Credit Suisse Group
Collaboration revenues — Core results in CHF bn / as % of net revenues
1014 2014 3014 4014 1015
Collaboration revenues target range
of 18% to 20% of net revenues
= Stable Collaboration Revenues compared to 1014
m Continued solid performance in providing tailored
solutions to UHNWI clients
Creorrsusse®
June 2015
30
A diversified loan book portfolio
Credit Suisse
Gross loans in CHF bn, as of end 1015
Corporate & institutional’
CHF 129 bn or 48%
Governments and Im
public institutions
Financial institutions II
Commercial and IM
industrial loans
‘Consumer?
CHF 143 bn or 52%
M Mortgages
Bi Consumer finance
M Loans collateralized by securities
Gross loans by location
Gener pe chart)
Private Banking & Wealth Management
Gross loansin CHF bn, as of end 1015
Omer Internal ratings
Go Netzages cof funded gross exposure
= as of end 2014
ARA Lo
E
Loans esto Pos
o calera
a by secures
‘Sing o
Consumer tance
Gere)
99.9% of PB&WM gross loan book
reported on an accrual basis
Rea Esto
DEIS = Net loans of CHF 168 bn
DT 1 Portfolio geared towards mortgages and
CT | securtes-backed lending
u Net loans of CHF 67 bn
CODE m Counterparties mainly Swiss corporates
Real Estate Ml Switzerland DETTE = Portfolio with relatively low concentrations
E Foreign CME and mainly secured by mortgages, securties
and other financia collateral
Loan metrics 1015 1014 Development 10151. 1014 Investment Banking Gross loans & irrevocable
Gross k in CHF bn, as of end 1015 loan commitments:
Total non-performing and non-interest- Mortgages: cou as of end 2014
earning loans / Gross loans? 0.4% 0,5% Loans collateralized by securities 414% Govemmentsand peal Eatate
= a 8% 06% Consumer nance a |" | Internal ratings of gross
oss impaired loans / Gross loans ES ar para CHE IE on
‘Allowance for loan losses / Total non- Commercial and industrial loans +14% |" CHF Pi | Ame
performing and non-interest-eaming loanst 78% 77% Financial institutions 47% 33 bn loans 888
Allowance for loan losses / Governments and public institutions +17% BBtoC
Gross impaired loans* 54% 58% Total 48%
o|ı
Rounding dfferences may occur... PESIMA = Private Banking & Weal Management — 1 Classified by counterparty pe. 165% of loan book reported at
2Cheshedby product ype. à Escudo lane cared al rue. à Inparedloans and alovancefrlan lowes ar ony basedon fir value
leans which ar not cared at fa ae. Indes Financial stc and Goverment andpub stuns
Creorsusse à June 2015 31
Credit Suisse
Gross loans in CHF bn, as of end 1015
Corporate & institutional’
CHF 129 bn or 48%
Governments and Im
public institutions
Financial institutions II
Commercial and IM
industrial loans
‘Consumer?
CHF 143 bn or 52%
M Mortgages
Bi Consumer finance
M Loans collateralized by securities
Gross loans by location
Gener pe chart)
Private Banking & Wealth Management
Gross loansin CHF bn, as of end 1015
Omer Internal ratings
Go Netzages cof funded gross exposure
= as of end 2014
ARA Lo
E
Loans esto Pos
o calera
a by secures
‘Sing o
Consumer tance
Gere)
99.9% of PB&WM gross loan book
reported on an accrual basis
Rea Esto
DEIS = Net loans of CHF 168 bn
DT 1 Portfolio geared towards mortgages and
CT | securtes-backed lending
u Net loans of CHF 67 bn
CODE m Counterparties mainly Swiss corporates
Real Estate Ml Switzerland DETTE = Portfolio with relatively low concentrations
E Foreign CME and mainly secured by mortgages, securties
and other financia collateral
Loan metrics 1015 1014 Development 10151. 1014 Investment Banking Gross loans & irrevocable
Gross k in CHF bn, as of end 1015 loan commitments:
Total non-performing and non-interest- Mortgages: cou as of end 2014
earning loans / Gross loans? 0.4% 0,5% Loans collateralized by securities 414% Govemmentsand peal Eatate
= a 8% 06% Consumer nance a |" | Internal ratings of gross
oss impaired loans / Gross loans ES ar para CHE IE on
‘Allowance for loan losses / Total non- Commercial and industrial loans +14% |" CHF Pi | Ame
performing and non-interest-eaming loanst 78% 77% Financial institutions 47% 33 bn loans 888
Allowance for loan losses / Governments and public institutions +17% BBtoC
Gross impaired loans* 54% 58% Total 48%
o|ı
Rounding dfferences may occur... PESIMA = Private Banking & Weal Management — 1 Classified by counterparty pe. 165% of loan book reported at
2Cheshedby product ype. à Escudo lane cared al rue. à Inparedloans and alovancefrlan lowes ar ony basedon fir value
leans which ar not cared at fa ae. Indes Financial stc and Goverment andpub stuns
Creorsusse à June 2015 31
Shareholders’ equity and “look-through” CET1 capital breakdown
Credit Suisse Group
Reconciliation of shareholders’ equity to “look-
through” CET1 capital in CHF mn
1015
Shareholders' equity 43,396
Regulatory deductions (includes accrued dividend, treasury Fu
share reversal, scope of consolidation)
‘Adjustments subject to phase-in (15,449)
Non-threshold-based (13,767)
Goodual & Intangibles (net of Deferred Tax Liability) 6550)
Dada are atra ep (el topar 77
Defined benefit pension assets (nat of Deferred Tax Liability) 726)
‘Advanced internal ratings-based provision shortfall 652)
(Own Credt (Bonds, Struct. Notes, PAF, CCA, OTC Dettes) (835)
(Own shares and cash flow hedges 32)
Threshold-based ]
Defered Tax Asset on timing dfferences 1,682)
Total regulatory deductions and adjustments (15,145)
“Look-through” Common Equity Tier 1 capital 28,251
1015 Shareholders’ equity breakdown in CHF bn
43.4 43.4
87 87
Good and intangibles deductenr and
adjustments
Tangible equity and mise.
(pot B3 efecto)
Corporate Center?
BNon-strategic? pa
18 Strategie?
“Look through"
PRGUNANonetratege Fa ten
Palma
strategie?
1015 Shareholders’ equity in CHF bn
1 Gooduil andintangties gross of Defered Tax Laity. 2? Regulatory capital calculated as the average of 10% of average RWA.and 3.0% of average loverage exposure atthe end of 1016.
Creorrsussdà
June 2015
32
Credit Suisse Group
Reconciliation of shareholders’ equity to “look-
through” CET1 capital in CHF mn
1015
Shareholders' equity 43,396
Regulatory deductions (includes accrued dividend, treasury Fu
share reversal, scope of consolidation)
‘Adjustments subject to phase-in (15,449)
Non-threshold-based (13,767)
Goodual & Intangibles (net of Deferred Tax Liability) 6550)
Dada are atra ep (el topar 77
Defined benefit pension assets (nat of Deferred Tax Liability) 726)
‘Advanced internal ratings-based provision shortfall 652)
(Own Credt (Bonds, Struct. Notes, PAF, CCA, OTC Dettes) (835)
(Own shares and cash flow hedges 32)
Threshold-based ]
Defered Tax Asset on timing dfferences 1,682)
Total regulatory deductions and adjustments (15,145)
“Look-through” Common Equity Tier 1 capital 28,251
1015 Shareholders’ equity breakdown in CHF bn
43.4 43.4
87 87
Good and intangibles deductenr and
adjustments
Tangible equity and mise.
(pot B3 efecto)
Corporate Center?
BNon-strategic? pa
18 Strategie?
“Look through"
PRGUNANonetratege Fa ten
Palma
strategie?
1015 Shareholders’ equity in CHF bn
1 Gooduil andintangties gross of Defered Tax Laity. 2? Regulatory capital calculated as the average of 10% of average RWA.and 3.0% of average loverage exposure atthe end of 1016.
Creorrsussdà
June 2015
32
Reconciliation of return on equity, return on tangible equity and
return on regulatory capital
Credit Suisse Group
End of /in 1015 (CHF ballon except where indicated)
Regulatory capital allocation
Private Banking & Wealth Management Investment Banking
Found capa tale rss 24% Rot on regula capital! statogi rosuts 19%
tum on regulatory capital! 21% capil 15%
1 Calculated using income after tax, assumes tax rato of 30% and capital allocated on average of 10% of average RWA and3% of average leverage exposure.
2 For Investment Banking, capta location and tum calculations are basedon US dolar denominated numbers
Cross June 2015
33
return on regulatory capital
Credit Suisse Group
End of /in 1015 (CHF ballon except where indicated)
Regulatory capital allocation
Private Banking & Wealth Management Investment Banking
Found capa tale rss 24% Rot on regula capital! statogi rosuts 19%
tum on regulatory capital! 21% capil 15%
1 Calculated using income after tax, assumes tax rato of 30% and capital allocated on average of 10% of average RWA and3% of average leverage exposure.
2 For Investment Banking, capta location and tum calculations are basedon US dolar denominated numbers
Cross June 2015
33
Proposed evolution to Credit Suisse legal entity structure
Indicative proposed entity structure (simplified view)‘
Funding Entity"
Le | Co
ESS
ca | une mana
= Designed to meet future requirements for global recovery and resolution planning
= Possibilty of limited reduction in capital requirements provided for under Swiss banking law if resolvablity is improved
= In support of FINMA’s “single point of entry’ bail-in strategy we commenced issuing long-term senior debt from
Credit Suisse Group AG? in 2015. We also expect to continue issuing long-term senior debt from Credit Suisse AG
Goals
= Aligns the booking of Investment Banking business on a regional basis, from a client and risk management perspective
Less complex and more efficient operating infrastructure for the bank
era, wth a unter ol key components o be implemented om má 2015,
ati sabes by a Poing company ma netuchang ever
ted rad tothe US taker-dai, US Senice Co actue wi abo be haueed here, 5 Creat Sua
ures Europe) Led and Crest Suse Itematora) willbe conslfates sto one sgh subs En Swtzfand Cet Suse plans cate a subida fr s Ss
sess (pinay wea management, al and corporate and tutor cents a wala the product andes hub ln Stand),
Creorrsussdà June 2018 34
Indicative proposed entity structure (simplified view)‘
Funding Entity"
Le | Co
ESS
ca | une mana
= Designed to meet future requirements for global recovery and resolution planning
= Possibilty of limited reduction in capital requirements provided for under Swiss banking law if resolvablity is improved
= In support of FINMA’s “single point of entry’ bail-in strategy we commenced issuing long-term senior debt from
Credit Suisse Group AG? in 2015. We also expect to continue issuing long-term senior debt from Credit Suisse AG
Goals
= Aligns the booking of Investment Banking business on a regional basis, from a client and risk management perspective
Less complex and more efficient operating infrastructure for the bank
era, wth a unter ol key components o be implemented om má 2015,
ati sabes by a Poing company ma netuchang ever
ted rad tothe US taker-dai, US Senice Co actue wi abo be haueed here, 5 Creat Sua
ures Europe) Led and Crest Suse Itematora) willbe conslfates sto one sgh subs En Swtzfand Cet Suse plans cate a subida fr s Ss
sess (pinay wea management, al and corporate and tutor cents a wala the product andes hub ln Stand),
Creorrsussdà June 2018 34
Credit Suisse specific background - Swiss resolution framework
Post-resolution Resolution (by FINMA)
Further
restructurings
Management
changes
= 8
LL 593
5
2
28
replenishment
Etc.
Recovery
BR Trigger of high
strike /low-strike
Cocos!
> Dividend cut
Bank Insolvency Ordinance
(BIO-FINMA)
= Further options
=8 from Recovery
— eo _ 5
Capital Adequacy Ordinance
SPE= Snge-Point-o-Enty. PONV Point of Non-Vabily.
important financial institutions.
CET! ratio fang below 5% or Credit Suisse Group becoming non-vable
NOWOL = No Creditor Worse OH than in Liguidaton.
FINMA = Swiss Financial Market Supenisery Author (FINMA).
1 Credit Suisse AG (OpCo) has issued Tir 2 low-tigger capital instruments where the principal amounts wien off upon certain tiggering events, including Credit Suisse Group's (HoldCo)
2 FINMA postion paper ‘Resolution of Job systemically important banks”, August”, 2013.
Swiss Insolvency Framework
= BIO-FINMA includes baitin as
possible resolution tool
— Hierarchy of claims must be
respected
- Creditors of the same class must be
treated equally
— NCWOL principle applies
- Creditors of SIFI cannot
reject/suspend resolution plan,
however they have the right to
challenge in court and request
compensation if treated worse than
in liquidation
FINMA position on Resolution?
= Clear policy statement supporting
global SPE approach for two largest
Swiss banks
= Protection of operating entities
around the world — global approach to
recovery and resolution with FINMA
taking the leadership role as home
regulator
= Strong statements on cooperation
and liquidity support, and presumptive
path
SIFI= Systemicaly
‘Source: FINMA / Credt Suisse,
Creorrsussdà
June 2015 35
Post-resolution Resolution (by FINMA)
Further
restructurings
Management
changes
= 8
LL 593
5
2
28
replenishment
Etc.
Recovery
BR Trigger of high
strike /low-strike
Cocos!
> Dividend cut
Bank Insolvency Ordinance
(BIO-FINMA)
= Further options
=8 from Recovery
— eo _ 5
Capital Adequacy Ordinance
SPE= Snge-Point-o-Enty. PONV Point of Non-Vabily.
important financial institutions.
CET! ratio fang below 5% or Credit Suisse Group becoming non-vable
NOWOL = No Creditor Worse OH than in Liguidaton.
FINMA = Swiss Financial Market Supenisery Author (FINMA).
1 Credit Suisse AG (OpCo) has issued Tir 2 low-tigger capital instruments where the principal amounts wien off upon certain tiggering events, including Credit Suisse Group's (HoldCo)
2 FINMA postion paper ‘Resolution of Job systemically important banks”, August”, 2013.
Swiss Insolvency Framework
= BIO-FINMA includes baitin as
possible resolution tool
— Hierarchy of claims must be
respected
- Creditors of the same class must be
treated equally
— NCWOL principle applies
- Creditors of SIFI cannot
reject/suspend resolution plan,
however they have the right to
challenge in court and request
compensation if treated worse than
in liquidation
FINMA position on Resolution?
= Clear policy statement supporting
global SPE approach for two largest
Swiss banks
= Protection of operating entities
around the world — global approach to
recovery and resolution with FINMA
taking the leadership role as home
regulator
= Strong statements on cooperation
and liquidity support, and presumptive
path
SIFI= Systemicaly
‘Source: FINMA / Credt Suisse,
Creorrsussdà
June 2015 35
Credit rating peer comparison - Bank Holding Companies
Moody's rating scale Aad Al A2 A3 Baat Baa2 Baa3 Bal
Fitch and S&P rating scale AA- At A A- BBB+ BBB BBB- BB+
HSBC F M s i
JPMorgan Chase F s IM
Goldman Sachs F MS
Morgan Stanley F MS
Bank of America F Ss: M
Citigroup E Ss M
Lloyds F MS
Credit Suisse Group AG F M
UBS F
Barclays F Ss M
RBS F Ss M
Source Bloomberg. Ratings show ae eurent senior unsecured long-term debtrafinge and ar subject change without notice. Latest rating action on June 9, 2015.
* Long-term ating en negative oulcok, Ratings apply to holdings compari: HSBC Holdings pl, JPMorgan Chase & Co. Goldman Sachs Group Inc, Morgan Stanley, Bank of America Corp, Citigroup hc, Lloyds Banking
(Group pl, Credit Suisse Group AG, UBS Group AG, Barclays plc, and Royal Bank of Seotand Group pl.
Note: Ratings not shown for BNP Paribas SA, Deutsche Bank AG and Société Générale SA, given there I no holding company structure or holding company rating.
Creorrsussdà
June 2015 36
Moody's rating scale Aad Al A2 A3 Baat Baa2 Baa3 Bal
Fitch and S&P rating scale AA- At A A- BBB+ BBB BBB- BB+
HSBC F M s i
JPMorgan Chase F s IM
Goldman Sachs F MS
Morgan Stanley F MS
Bank of America F Ss: M
Citigroup E Ss M
Lloyds F MS
Credit Suisse Group AG F M
UBS F
Barclays F Ss M
RBS F Ss M
Source Bloomberg. Ratings show ae eurent senior unsecured long-term debtrafinge and ar subject change without notice. Latest rating action on June 9, 2015.
* Long-term ating en negative oulcok, Ratings apply to holdings compari: HSBC Holdings pl, JPMorgan Chase & Co. Goldman Sachs Group Inc, Morgan Stanley, Bank of America Corp, Citigroup hc, Lloyds Banking
(Group pl, Credit Suisse Group AG, UBS Group AG, Barclays plc, and Royal Bank of Seotand Group pl.
Note: Ratings not shown for BNP Paribas SA, Deutsche Bank AG and Société Générale SA, given there I no holding company structure or holding company rating.
Creorrsussdà
June 2015 36
Credit rating peer comparison
- Bank Operating Companies
Messy ating scale Aad Aad Al | AQ A3 Baal Baa2
Fitch and S&P rating scale AA AA At A AS BBB+ BBB
HSBC en MG!
JPMorgan Chase eo m9! an
BNP Paribas en Ss GR
Bank of America M 5 | 3 H
Citigroup M en} eS
Goldman Sachs en E ! a
Morgan Stanley en (En : D:
Credit Suisse AG (Bank) En El :
Société Générale Lene ER
UBS Las en =
Barclays Len m Ce)
Deutsche Bank 5 M Co)
“Source: Bloomberg Ratings shown rs curent senior unsecuredlongtermratings and short-term ratings (below each symbol) and ar subject te change without notes,
* Rating under review for downgrade
* Rating on negative outlook
Latest ating action on June 9, 2018,
Note: Ratings shown ar for HSBC Bank pc, JPMorgan Chase Bank NA, BNP Paribas SA, Bank of America NA, Citbank NA, Goldman Sachs Bank USA, Morgan Stanley Bank NA, Credit Suisse AG, Société Générale SA,
UBS AG, Barclays Bank pl and Deutsche Bank AS.
Creorrsussdà
June 2015 37
- Bank Operating Companies
Messy ating scale Aad Aad Al | AQ A3 Baal Baa2
Fitch and S&P rating scale AA AA At A AS BBB+ BBB
HSBC en MG!
JPMorgan Chase eo m9! an
BNP Paribas en Ss GR
Bank of America M 5 | 3 H
Citigroup M en} eS
Goldman Sachs en E ! a
Morgan Stanley en (En : D:
Credit Suisse AG (Bank) En El :
Société Générale Lene ER
UBS Las en =
Barclays Len m Ce)
Deutsche Bank 5 M Co)
“Source: Bloomberg Ratings shown rs curent senior unsecuredlongtermratings and short-term ratings (below each symbol) and ar subject te change without notes,
* Rating under review for downgrade
* Rating on negative outlook
Latest ating action on June 9, 2018,
Note: Ratings shown ar for HSBC Bank pc, JPMorgan Chase Bank NA, BNP Paribas SA, Bank of America NA, Citbank NA, Goldman Sachs Bank USA, Morgan Stanley Bank NA, Credit Suisse AG, Société Générale SA,
UBS AG, Barclays Bank pl and Deutsche Bank AS.
Creorrsussdà
June 2015 37
Solid results in with a strong performance from Wealth Management Clients
Private Banking & Wealth Management
in CHF mn 1018 4014 1014 Strategic results
Na revenues 3,070 3206 3051 = PretaxincomeofCHF 938 mn as proactive actions and subsequent market
sage 08 80 17 Sorection mitigate the impact from the SNB/ECB announcements
ii '
Cäimpensation and benothe 1205 1916 1,905 = Return on regulatory capital of 24% in 1015 assuming a 3% CET! leverage
ratio; on an equivalent basis, 1014 return on capital would have been 28%
Other operating expenses 802 944824 aaa
Total operating expenses 2007 2160 2089 à is ESS EEE asco al Hero et
E a = On an equivalent basis (.e. returns based on 3% leverage! in 1014), WMC's
dd 938 1'007 965 1015 return on regulatory capital has increased to 29% (vs. 28% in 1014),
Basel 3 RWA in CHF bn 105 102 94 while CIC’s return has decreased from 21% in 1Q14 to 18% in 1015, and
Leverage exposure in CHF on 386 369 387 AM relum has decreased from 74% t0.23%, the latter reflecting a
as 68% 67% 68% Substantialshi in business seasonality following the restructuring of the
b oi
Return on regulatory capital! 24% 30% 32% a ie
Bi = ced on Mél 24% 27% 29% = Revenues down 2% vs. 1014 with higher client activity in the Wealth
De A ea Go 100 Management Cents business, lle y lower Asset Management results
sw assetstin . .
Assets ih der managment ie 1365 1,386 1,267 = Operating expenses down 2% vs. 1014 driven by lower compensation and
Im Se 20 20 Per operating expenses; expenses down 7% vs. 4Q14
BY Net revenues
E Total operating expenses 102 142 146 = Solid net new assets of CHF 18,4 bn, in line with prior year, of which
Ed Pre-tax income do (195) 47 CHF 7.0 bn in Wealth Management Clients at a 3.2% growth rate with
TRS Su 320) 370 solid contribution from Asia Pacific, the Americas and Switzerland
TH ES ei pars ae CHF 10.2 bnin Asset Management with strong inflows in index products
Fale laa ais, Ge and multasset class solutions
E Pre-tax income , .
EN return on regulatory capital! 21% 25% 31 Nomstrategic results
m Continued progress in winding down the non-strategic unt including lower
Basel 3 RWA in CHFtn 109 108-101 penses benefiting from sale of businesses and lower revenues due to
Leverage exposure in CHF bn 300 381 358 investment-reiatedlosses
Not; Leverage exposure reflects BCBS or 1016 and Suis orage exposure fr 4014 and 1014, 1 Cleat tng income after tc denoinatin CHF; asumes tac rate of 90% and capital located based on
average of 10% of average Basel 3 risk-weighted assets and 3% of average leverage exposure for 1015 and 2.4% of average leverage exposure for periods pir to 2015,
2 Accumes assets managed across businerses relate to Strategic businesses on),
Creorrsussdà June 2015 8
Private Banking & Wealth Management
in CHF mn 1018 4014 1014 Strategic results
Na revenues 3,070 3206 3051 = PretaxincomeofCHF 938 mn as proactive actions and subsequent market
sage 08 80 17 Sorection mitigate the impact from the SNB/ECB announcements
ii '
Cäimpensation and benothe 1205 1916 1,905 = Return on regulatory capital of 24% in 1015 assuming a 3% CET! leverage
ratio; on an equivalent basis, 1014 return on capital would have been 28%
Other operating expenses 802 944824 aaa
Total operating expenses 2007 2160 2089 à is ESS EEE asco al Hero et
E a = On an equivalent basis (.e. returns based on 3% leverage! in 1014), WMC's
dd 938 1'007 965 1015 return on regulatory capital has increased to 29% (vs. 28% in 1014),
Basel 3 RWA in CHF bn 105 102 94 while CIC’s return has decreased from 21% in 1Q14 to 18% in 1015, and
Leverage exposure in CHF on 386 369 387 AM relum has decreased from 74% t0.23%, the latter reflecting a
as 68% 67% 68% Substantialshi in business seasonality following the restructuring of the
b oi
Return on regulatory capital! 24% 30% 32% a ie
Bi = ced on Mél 24% 27% 29% = Revenues down 2% vs. 1014 with higher client activity in the Wealth
De A ea Go 100 Management Cents business, lle y lower Asset Management results
sw assetstin . .
Assets ih der managment ie 1365 1,386 1,267 = Operating expenses down 2% vs. 1014 driven by lower compensation and
Im Se 20 20 Per operating expenses; expenses down 7% vs. 4Q14
BY Net revenues
E Total operating expenses 102 142 146 = Solid net new assets of CHF 18,4 bn, in line with prior year, of which
Ed Pre-tax income do (195) 47 CHF 7.0 bn in Wealth Management Clients at a 3.2% growth rate with
TRS Su 320) 370 solid contribution from Asia Pacific, the Americas and Switzerland
TH ES ei pars ae CHF 10.2 bnin Asset Management with strong inflows in index products
Fale laa ais, Ge and multasset class solutions
E Pre-tax income , .
EN return on regulatory capital! 21% 25% 31 Nomstrategic results
m Continued progress in winding down the non-strategic unt including lower
Basel 3 RWA in CHFtn 109 108-101 penses benefiting from sale of businesses and lower revenues due to
Leverage exposure in CHF bn 300 381 358 investment-reiatedlosses
Not; Leverage exposure reflects BCBS or 1016 and Suis orage exposure fr 4014 and 1014, 1 Cleat tng income after tc denoinatin CHF; asumes tac rate of 90% and capital located based on
average of 10% of average Basel 3 risk-weighted assets and 3% of average leverage exposure for 1015 and 2.4% of average leverage exposure for periods pir to 2015,
2 Accumes assets managed across businerses relate to Strategic businesses on),
Creorrsussdà June 2015 8
Successfully implementing strategic measures
Private Banking & Wealth Management
Delivering on cost saving goals Expanding lending to UHNWI segment Increasing mandates penetration
Total operating expenses PB&WM in CHF in’ Cumulative net new UHNWI lending in WMC in CHF bn Assets under Management in WMC
(na funds, products et.)
28 95 Loans
= > 72 Se Cash &
equivalent
20
Direct
wo . investments
HER
Mandates
(advisory & dseretionay)
DI 212 208 gora 2016 EEE TT: End 2014 Apel 1, 2018
thank ao
nat Sse est
m Operating expenses reduced by CHF 1 bn, or 11%, m Loan volume increased 39% with strong lending = Strong mandate sales relating to CHF 12.1 bn of
from 2011 to 2014 with cost/income ratio improving growth across al regions since 2013 AuMin 1018 increasing mandates penetration by
BORN 2013 Nom TARA DIT = Utizing dedicated Sales & Trading Services platform 2% points
= 1015 expenses the lowest compared to all first and extended product capabilities for non-standard ~ Of which CHF 8.7 bn from new advisory
quarters since 2011 lending services, Credit Suisse Invest
o nal eff deff UHNWI b unsre en 2911/2010)
m Orgarizational efciency and effectiveness = loan interest margins continue to be = rie names
measures infront and supporting unit, including accretive to overall revenue margin
launched discretionary mandates suite
deployment of resources to lower cost locations
Expect sales momentur to result in further increase
= Winding down of non-strategic unit e.g. German in mandates penetration over time
onshore platform, several divestitures of capital-
intensive businesses in Asset Management
Mandate peneratin = AuM rlatedto mandates / ola WMC AuM.
1 Exeuding provisions for US tax mater of CHF 205 mn, CHF 600 mn and CHF 1,618 mn in 2011, 2013 and 2014, respectively: excluding provision for German ta mater of CHE 188 mn in 2011
Cross June 2015 39
Private Banking & Wealth Management
Delivering on cost saving goals Expanding lending to UHNWI segment Increasing mandates penetration
Total operating expenses PB&WM in CHF in’ Cumulative net new UHNWI lending in WMC in CHF bn Assets under Management in WMC
(na funds, products et.)
28 95 Loans
= > 72 Se Cash &
equivalent
20
Direct
wo . investments
HER
Mandates
(advisory & dseretionay)
DI 212 208 gora 2016 EEE TT: End 2014 Apel 1, 2018
thank ao
nat Sse est
m Operating expenses reduced by CHF 1 bn, or 11%, m Loan volume increased 39% with strong lending = Strong mandate sales relating to CHF 12.1 bn of
from 2011 to 2014 with cost/income ratio improving growth across al regions since 2013 AuMin 1018 increasing mandates penetration by
BORN 2013 Nom TARA DIT = Utizing dedicated Sales & Trading Services platform 2% points
= 1015 expenses the lowest compared to all first and extended product capabilities for non-standard ~ Of which CHF 8.7 bn from new advisory
quarters since 2011 lending services, Credit Suisse Invest
o nal eff deff UHNWI b unsre en 2911/2010)
m Orgarizational efciency and effectiveness = loan interest margins continue to be = rie names
measures infront and supporting unit, including accretive to overall revenue margin
launched discretionary mandates suite
deployment of resources to lower cost locations
Expect sales momentur to result in further increase
= Winding down of non-strategic unit e.g. German in mandates penetration over time
onshore platform, several divestitures of capital-
intensive businesses in Asset Management
Mandate peneratin = AuM rlatedto mandates / ola WMC AuM.
1 Exeuding provisions for US tax mater of CHF 205 mn, CHF 600 mn and CHF 1,618 mn in 2011, 2013 and 2014, respectively: excluding provision for German ta mater of CHE 188 mn in 2011
Cross June 2015 39
10% increase in pre-tax income
Wealth Management Clients
in CHF mn 1015 4014 1014 5
Net interest income 741 695 706
Recurring commissions & fees 700 765 730
Transaction- & perf.-based revenues 670 600 638 y
Other revenues! - 9 -
Net revenues 2,111 2,153 2,074
Provision for credit losses 17 10 16 =
Total operating expenses 1,458 1,566 1,480
Pre-tax income 636 577 578 M
Cost / income ratio 69% 73% 71%
Net loans in CHF bn 168 168 154 *
Basel 3 RWA in CHF bn 54 52 50
Return on regulatory capital? 29% 30% 30% ©
Return on reg. capital (based on 3% lev.) 29% 26% 28%
Net new assets in CHF bn 70 44 106
Assets under management in CHF tn 861 874 805
1 Includes gains from he sae of the affluent business in Ha and Wealth Management Cents’ share of the gai on the partial sale of an invesimentin Euroclear PLC in 4014, net of related expenses,
Strong start to the year with pre-tax income of CHF 636 mn
— Up 10% from strong 1014
— Up 26% from 4014, excluding net gains on sales! in 4014
Strong return on capital of 29% assuming a 3% CET leverage
ratio; on an equivalent basis, 1014 return on capital would have
been 28% (4014: 26%)
Higher net interest income reflects mitigating actions and loan
growth since 1014
Stable non-interest revenues vs. 1014 as higher transaction
revenues were offset by lower recurring commissions and fees
Operating expenses down CHF 22 mn from 1014 and down 7%
from 4014; the cost/income ratio improved further to 69%
Launched innovative digital private banking platform in Asia Pacific
and enhanced our mobile banking solution in Switzerland
2 Calculated using
income aftr tax dencminatedin CHF; assumes tax rato of 30% and capital allocated basedon average of 10% of average Basel rsk-weighted assets and 3% of average leverage exposure for 1015 and 2.4% cf average
leverage exposure for period prior to 2015,
Creorrsussdà
June 2015 40
Wealth Management Clients
in CHF mn 1015 4014 1014 5
Net interest income 741 695 706
Recurring commissions & fees 700 765 730
Transaction- & perf.-based revenues 670 600 638 y
Other revenues! - 9 -
Net revenues 2,111 2,153 2,074
Provision for credit losses 17 10 16 =
Total operating expenses 1,458 1,566 1,480
Pre-tax income 636 577 578 M
Cost / income ratio 69% 73% 71%
Net loans in CHF bn 168 168 154 *
Basel 3 RWA in CHF bn 54 52 50
Return on regulatory capital? 29% 30% 30% ©
Return on reg. capital (based on 3% lev.) 29% 26% 28%
Net new assets in CHF bn 70 44 106
Assets under management in CHF tn 861 874 805
1 Includes gains from he sae of the affluent business in Ha and Wealth Management Cents’ share of the gai on the partial sale of an invesimentin Euroclear PLC in 4014, net of related expenses,
Strong start to the year with pre-tax income of CHF 636 mn
— Up 10% from strong 1014
— Up 26% from 4014, excluding net gains on sales! in 4014
Strong return on capital of 29% assuming a 3% CET leverage
ratio; on an equivalent basis, 1014 return on capital would have
been 28% (4014: 26%)
Higher net interest income reflects mitigating actions and loan
growth since 1014
Stable non-interest revenues vs. 1014 as higher transaction
revenues were offset by lower recurring commissions and fees
Operating expenses down CHF 22 mn from 1014 and down 7%
from 4014; the cost/income ratio improved further to 69%
Launched innovative digital private banking platform in Asia Pacific
and enhanced our mobile banking solution in Switzerland
2 Calculated using
income aftr tax dencminatedin CHF; assumes tax rato of 30% and capital allocated basedon average of 10% of average Basel rsk-weighted assets and 3% of average leverage exposure for 1015 and 2.4% cf average
leverage exposure for period prior to 2015,
Creorrsussdà
June 2015 40
Improved gross and net margin from 4014
Wealth Management Clients
Net margin on AuM i bai points
Net margin higher compared to both 1014 and 4014
f 30
2 27 m Reflecting improved revenues and lower expenses
= Compared to 4014 the net margin includes a benefit of 1bp related to lower value of assets
under management
m 4014 includes net gains on sales! with a benefit of 3 bps
Net revenues in CHF mo
C2 Gross Margin on AuM in bas pots
2,074 2,111 1015 vs. 1014
400
638 Higher transaction. 8 performance-based revenues with higher FX client transaction revenues in a
a more volatile environment
Lower recurring commissions & fees with higher discretionary mandate and private fund structuring
fees, more than offset by regularization impact, including lower retrocessions and reduced investment
product fees; approximately half of reduction vs. 4014 from foreign currency translation impact
Higher net interest income as mitigating actions following the change in the interest environment and
70€ loan growth more than offset the continued adverse replication impact
5]
1014 4014 1015
797 870 843 Average assets under management (AuM) in CHF bn
46% 48% 49% Ultra-high-net-worth clients' share
Tinduda: gains ram I sale ofthe afuent Basen In Ray and
‘Al daa for Wealth ManagementChenfs business Nat margin = Pre-lax income 7 average Au. Grass margn = Netravenue 7 average Al
Wealth Management Cents’ share ofthe gain on he pata sale ofan investment in Euroclear PLC in 4014, net of related expenses
Creorrsussdà June 2015
a
Wealth Management Clients
Net margin on AuM i bai points
Net margin higher compared to both 1014 and 4014
f 30
2 27 m Reflecting improved revenues and lower expenses
= Compared to 4014 the net margin includes a benefit of 1bp related to lower value of assets
under management
m 4014 includes net gains on sales! with a benefit of 3 bps
Net revenues in CHF mo
C2 Gross Margin on AuM in bas pots
2,074 2,111 1015 vs. 1014
400
638 Higher transaction. 8 performance-based revenues with higher FX client transaction revenues in a
a more volatile environment
Lower recurring commissions & fees with higher discretionary mandate and private fund structuring
fees, more than offset by regularization impact, including lower retrocessions and reduced investment
product fees; approximately half of reduction vs. 4014 from foreign currency translation impact
Higher net interest income as mitigating actions following the change in the interest environment and
70€ loan growth more than offset the continued adverse replication impact
5]
1014 4014 1015
797 870 843 Average assets under management (AuM) in CHF bn
46% 48% 49% Ultra-high-net-worth clients' share
Tinduda: gains ram I sale ofthe afuent Basen In Ray and
‘Al daa for Wealth ManagementChenfs business Nat margin = Pre-lax income 7 average Au. Grass margn = Netravenue 7 average Al
Wealth Management Cents’ share ofthe gain on he pata sale ofan investment in Euroclear PLC in 4014, net of related expenses
Creorrsussdà June 2015
a
Net new assets of CHF 7.0 bn
Wealth Management Clients
1015 net new assets in CHFbn
Annuakzednetnew 1
asset growth ate LE]
utows related to
by management
region
EMEA = Europe, Midde East and Alca
by customer
domicile
Emerging/Matre markets by cent domicile while regional data based on management arcas.
Asia Pacific continues to be a key growth
contributor at a 13% annualized growth rate
Solid result from Switzerland with good momentum
across al client segments
Good contribution in Americas with growth in both
Latin America and US onshore
EMEA NNAs impacted by a small number of large
clients rebalancing their investment strategy
Outflows related to regularization
of CHF 1.4 bn (of which CHF 0.5 bn in the
Strategic business)
Creorrsussdà
June 2015 42
Wealth Management Clients
1015 net new assets in CHFbn
Annuakzednetnew 1
asset growth ate LE]
utows related to
by management
region
EMEA = Europe, Midde East and Alca
by customer
domicile
Emerging/Matre markets by cent domicile while regional data based on management arcas.
Asia Pacific continues to be a key growth
contributor at a 13% annualized growth rate
Solid result from Switzerland with good momentum
across al client segments
Good contribution in Americas with growth in both
Latin America and US onshore
EMEA NNAs impacted by a small number of large
clients rebalancing their investment strategy
Outflows related to regularization
of CHF 1.4 bn (of which CHF 0.5 bn in the
Strategic business)
Creorrsussdà
June 2015 42
Credit Suisse with one of the strongest net new asset inflows
Wealth Management Clients
228 226
Total net
new assets
in USD bn 48 44 35 26
9
Pois 1015 = = — a nm
2,047
eos 886 917
440
Assets under il 299 381 356 318 365
management 127 32 | |
Morgan Credit Juius Baer Deutsche Bark of SocGen Barclays Vontobe" HSBC UBS JPMorgan
Stanley Suisse Bank“ America
Lehman Be
A ur no ala. Deulsche Bank NINA and Au up a end 3012 a sbeaguen Pat
gues ae B
th Manageme
Cross June 2015 48
Wealth Management Clients
228 226
Total net
new assets
in USD bn 48 44 35 26
9
Pois 1015 = = — a nm
2,047
eos 886 917
440
Assets under il 299 381 356 318 365
management 127 32 | |
Morgan Credit Juius Baer Deutsche Bark of SocGen Barclays Vontobe" HSBC UBS JPMorgan
Stanley Suisse Bank“ America
Lehman Be
A ur no ala. Deulsche Bank NINA and Au up a end 3012 a sbeaguen Pat
gues ae B
th Manageme
Cross June 2015 48
Continued growth in international businesses as Western
European cross-border outflows remain within expectations
Wealth Management Clients
Net new assets! in CHF bn 2009 2010 2011 2012 2013 | 2014
More than 85% of total inflows in
booking centers international booking centers
A a 24 | 426 }
Swiss booking Wealth Management!
center net new assets by region
from 2009 through 2014
Western Europe (9) ©) (7) (13) (10) (7)
| Europe, Middle
#5 $8 Switzerland East, Africa
Switzerland (onshore) +15 +15
& Emerging Markets
(offshore)
Total +33 +41 +37 +19 +27 ) Asia Col)
0, Pacific Americas
Growth rate 5.0% 53% 49% 2.5% | 3.5%
Impacted by CHF 8 bn outflows related
to Clariden Leu integration
Note: 85% contribution is calculated excluding cutfiws related to Caden Leu interain
1 includes Wealh Management Cients (AMC) business for 2008, 2010, 2011 and 2012, and WMC strategic business for 2013 and 2014. Rounding differences may occur
June 2015 44
Creorsussaà
European cross-border outflows remain within expectations
Wealth Management Clients
Net new assets! in CHF bn 2009 2010 2011 2012 2013 | 2014
More than 85% of total inflows in
booking centers international booking centers
A a 24 | 426 }
Swiss booking Wealth Management!
center net new assets by region
from 2009 through 2014
Western Europe (9) ©) (7) (13) (10) (7)
| Europe, Middle
#5 $8 Switzerland East, Africa
Switzerland (onshore) +15 +15
& Emerging Markets
(offshore)
Total +33 +41 +37 +19 +27 ) Asia Col)
0, Pacific Americas
Growth rate 5.0% 53% 49% 2.5% | 3.5%
Impacted by CHF 8 bn outflows related
to Clariden Leu integration
Note: 85% contribution is calculated excluding cutfiws related to Caden Leu interain
1 includes Wealh Management Cients (AMC) business for 2008, 2010, 2011 and 2012, and WMC strategic business for 2013 and 2014. Rounding differences may occur
June 2015 44
Creorsussaà
Higher returns and profitability reflect consistent Strategic results and
significant reduction in leverage exposure
Investment Banking
in CHF mn 1015 “014 1014 Compared to 1014
Net revenues 3606 2748 8540 = Higher total return on regulatory capital of 15% in 1015 assuming a 3%
ETI leverage ratio; on an equivalent basis, 1014 return on capital would
Provisions for credit losses 1 14 0
Le id benefi 1,514 1,137 1,480 have bes 12%
compensation and beneiis e : ! — Strong Strategic return on regulatory capital of 19% assuming a 3%
Other operating expenses 996 1018 932 CET1 leverage ratio; on an equivalent basis, 1014 retum on capital
Total operating expenses 2510 2155 2412 would have been 18%
Pre-tax income 1115 579 1,128 m Stable and consistent revenues in our diversified Strategic businesses;
Basel 3 RWA USD bn 158 151 164 strength in Fixed Income and Equity sales and trading offset slowdown in
Leverage exposure USD bn! 648 730 771 Undenwriting & Advisory
Customs toto 60% 78% 68% = Strategic businesses achieved target cost income ratio of 69%; expenses
3 increased 4% due to higher UK bank levy, commission expenses and
Return on regulatory capital 19% 10% 21% foreign exchange impact on infrastructure initiatives and compensation and
Return on regulatory cap. (basedon 8% ku)? 19% 9% 18% benelils expenses
. Net revenues (43) (294) (124) Significant improvement in capital efficiency across Strategic and non-
5 Total expenses? 197 550 177 Strategic businesses; reduced leverage exposure by USD 154 bn and RWA
2 USD 21 b
E Pre-tax income / (loss) aro em on ” "
Ei Basel 3 RWA USD bn 10 10 20 Compared to 4014
GI Leverage exposure USD bn! 49 64 80 m Reduced leverage exposure by USD 97 bn to USD 697 bn reflecting
Net venues 3583 2454 8416 PostiveBCBS defintion impact, post-miigetion measures and consistent
Total expenses? 2687 2,719 2580 , Mostess on planned reductions
u , : : m RWA increased by USD 2 bn to USD 163 bn as higher risk weightings
BU Pretaxincome/(loss) 945 (265) 827 toot ngoing business reductions
¿ Basel 8 RWAUSD bn 163 161 184
Leverage exposure USD bn! 6o7 794 851 Note: Round francs may occur with erly published spreadsheets
i 1 Leverage exposure reflects BCBS for 1016 and Swiss overage expose fr 4014 and 101
Return on regulatory capital” 15% m/m 14% 2 cacutodusing nome ate ax denorinaedin USD; assures tat ate of 30% and cata located
Return on regulatory cap. (based on 3% ev)? 15% n/m 12% bwsedon amagect 10% of aerage Base 8 sk-welhldasses and of erage vage eros fr
1018 and 2.4% of average leverage exposure fr per porto 2015.
3 cles provisions fr cedtlasses, compensation and benits and cher expenses
Creorrsussdà dune 2015 45
significant reduction in leverage exposure
Investment Banking
in CHF mn 1015 “014 1014 Compared to 1014
Net revenues 3606 2748 8540 = Higher total return on regulatory capital of 15% in 1015 assuming a 3%
ETI leverage ratio; on an equivalent basis, 1014 return on capital would
Provisions for credit losses 1 14 0
Le id benefi 1,514 1,137 1,480 have bes 12%
compensation and beneiis e : ! — Strong Strategic return on regulatory capital of 19% assuming a 3%
Other operating expenses 996 1018 932 CET1 leverage ratio; on an equivalent basis, 1014 retum on capital
Total operating expenses 2510 2155 2412 would have been 18%
Pre-tax income 1115 579 1,128 m Stable and consistent revenues in our diversified Strategic businesses;
Basel 3 RWA USD bn 158 151 164 strength in Fixed Income and Equity sales and trading offset slowdown in
Leverage exposure USD bn! 648 730 771 Undenwriting & Advisory
Customs toto 60% 78% 68% = Strategic businesses achieved target cost income ratio of 69%; expenses
3 increased 4% due to higher UK bank levy, commission expenses and
Return on regulatory capital 19% 10% 21% foreign exchange impact on infrastructure initiatives and compensation and
Return on regulatory cap. (basedon 8% ku)? 19% 9% 18% benelils expenses
. Net revenues (43) (294) (124) Significant improvement in capital efficiency across Strategic and non-
5 Total expenses? 197 550 177 Strategic businesses; reduced leverage exposure by USD 154 bn and RWA
2 USD 21 b
E Pre-tax income / (loss) aro em on ” "
Ei Basel 3 RWA USD bn 10 10 20 Compared to 4014
GI Leverage exposure USD bn! 49 64 80 m Reduced leverage exposure by USD 97 bn to USD 697 bn reflecting
Net venues 3583 2454 8416 PostiveBCBS defintion impact, post-miigetion measures and consistent
Total expenses? 2687 2,719 2580 , Mostess on planned reductions
u , : : m RWA increased by USD 2 bn to USD 163 bn as higher risk weightings
BU Pretaxincome/(loss) 945 (265) 827 toot ngoing business reductions
¿ Basel 8 RWAUSD bn 163 161 184
Leverage exposure USD bn! 6o7 794 851 Note: Round francs may occur with erly published spreadsheets
i 1 Leverage exposure reflects BCBS for 1016 and Swiss overage expose fr 4014 and 101
Return on regulatory capital” 15% m/m 14% 2 cacutodusing nome ate ax denorinaedin USD; assures tat ate of 30% and cata located
Return on regulatory cap. (based on 3% ev)? 15% n/m 12% bwsedon amagect 10% of aerage Base 8 sk-welhldasses and of erage vage eros fr
1018 and 2.4% of average leverage exposure fr per porto 2015.
3 cles provisions fr cedtlasses, compensation and benits and cher expenses
Creorrsussdà dune 2015 45
Basel 3 risk-weighted assets movement
Investment Banking
Basel 3 risk-weighted assets in USD bn, end 1015
RWA
= Bank
Mac! 18 ted a
Han DU |
Securitized 28 u RWA
Products Prime
o ica 15 M&A and 4
= Other
it 15
So Investment Banking Other
Derivatives 11
RWA
Emerging 19 =
Markets 2
m
Other? 8 Non-strategic
on a | RWA
‘Strategic
Strategic 88 Equities Ed 10
Fixed Income Non-strate
Not: Rounäng france may occur wi etemalypublihedsreaihee._1 neues Rates and PX ranches. _ 2 dus Fed came chr, CVA managment and Fi Income teas.
Creorrsussdà June 2018 46
Investment Banking
Basel 3 risk-weighted assets in USD bn, end 1015
RWA
= Bank
Mac! 18 ted a
Han DU |
Securitized 28 u RWA
Products Prime
o ica 15 M&A and 4
= Other
it 15
So Investment Banking Other
Derivatives 11
RWA
Emerging 19 =
Markets 2
m
Other? 8 Non-strategic
on a | RWA
‘Strategic
Strategic 88 Equities Ed 10
Fixed Income Non-strate
Not: Rounäng france may occur wi etemalypublihedsreaihee._1 neues Rates and PX ranches. _ 2 dus Fed came chr, CVA managment and Fi Income teas.
Creorrsussdà June 2018 46
1015 Non-strategic run-off profile
Non-strategic units
Illustrative reduction of Non-strategic pre-tax income drag CHF mn
1015 Movements in credit Realignment costs & Corporate Center Legacy funding costs Remaining
Non-Strategic spreadsonown ITarchitecture adjustmentsrelated Sale of business & &other , Non-Strategic
pre-tax loss liabi other restructuring restructuring pre-tax drag
legacy Itigation provisions 8.
fees; continue to work towards
resolution of legacy tigation
matters
CHF 100 mn predominately
relatos to FID NSU, which val
be targeted for accelaratad wind
down,
Private Banking Investment
& Wealth Mgmt. Banking
1 Includes small
restructuring costs
Corporate Center
m Impact civen by volatity in own credit spreads, as well as the size
ofthe portfolio carried at far value
m Legacy funding cost
reduction on track; step
m Reaiggment costs and IT architecture simplification expected to a
connue rough remainder of cost reduce program rem ne
ml real estao gains relate stable und ul
run-off at the end 2018
[Note:The ulimate cost of he relevant legal proceedings in the aggregate overtime may significant exceed current Higation provisions
Y includes CHF 21 mn and CHF 71 mn of legacy funding cost in Corporate Centerin 1018 and 2014, respecte.
Creorrsuissé™ June 2018 a
Non-strategic units
Illustrative reduction of Non-strategic pre-tax income drag CHF mn
1015 Movements in credit Realignment costs & Corporate Center Legacy funding costs Remaining
Non-Strategic spreadsonown ITarchitecture adjustmentsrelated Sale of business & &other , Non-Strategic
pre-tax loss liabi other restructuring restructuring pre-tax drag
legacy Itigation provisions 8.
fees; continue to work towards
resolution of legacy tigation
matters
CHF 100 mn predominately
relatos to FID NSU, which val
be targeted for accelaratad wind
down,
Private Banking Investment
& Wealth Mgmt. Banking
1 Includes small
restructuring costs
Corporate Center
m Impact civen by volatity in own credit spreads, as well as the size
ofthe portfolio carried at far value
m Legacy funding cost
reduction on track; step
m Reaiggment costs and IT architecture simplification expected to a
connue rough remainder of cost reduce program rem ne
ml real estao gains relate stable und ul
run-off at the end 2018
[Note:The ulimate cost of he relevant legal proceedings in the aggregate overtime may significant exceed current Higation provisions
Y includes CHF 21 mn and CHF 71 mn of legacy funding cost in Corporate Centerin 1018 and 2014, respecte.
Creorrsuissé™ June 2018 a
CREDIT Suis à
Credit Suisse — Investor Relations
THOMSON REUTERS
Investor Relations for banks in 2010, 201
Credit Suisse — Investor Relations
THOMSON REUTERS
Investor Relations for banks in 2010, 201
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