credit-suisse performance indicators/ratings 2003

SUSTAINABILITY REPORT CREDIT SUISSE GROUP 2003 | INDICATORS AND KEY FIGURES

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CREDIT SUISSE GROUP SUSTAINABILITY REPORT 2003 INDICATORS AND KEY FIGURES CONTENTS 1. SPI-Finance: Social Performance Indicators 2003 2

1.1. Corporate Social Responsibility Management 2

1.2. Internal Social Performance 7

1.3. Performance to Society 10

1.4. Suppliers 10

1.5. Retail Banking 10

1.6. Asset Management 11

1.7. Insurance 12

2. EPI-Finance: Performance Indicators 2003 for Environmental Management 13 2.1. Environmental Management Indicators 13

2.2. Product Ecology Indicators 13

3. VfU-Figures: Performance Indicators 2003 for Operational Ecology 14 3.1. Switzerland 14

3.2. International Banking Sites 15

4. List of Funds and Rating Agencies which hold/recommend Credit Suisse Group shares 16

5. Memberships and Commitments 17


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1. SPI-FINANCE: SOCIAL PERFORMANCE INDICATORS 2003

1.1. Corporate Social Responsibility Management

1.1.1. Corporate Social Responsibility Policy – Credit Suisse Group’s Code of Conduct One of the strengths of Credit Suisse Group is the competence and diverse skills of its staff. Despite global diversity, our corporate culture has to be based on common denominators and shared values. This led to the introduction of a group-wide internal Code of Conduct in 1999, which is available in 20 different languages. On January 1, 2004, an updated version of the Code of Conduct came into effect, which further explicates the existing principles and takes account of the new requirements arising from the Sar-banes-Oxley Act of 2002 and the New York Stock Exchange’s revised Corporate Governance Rules.

The Code of Conduct focuses on six ethical and six performance-related principles, and thus forms a shared system of values that all employees are expected to adhere to. The basic values set out in the Code of Conduct also form the basis for conduct towards employees, clients, investors, society and the environment. They are expressed in concrete terms in the guidelines and directives issued by Credit Suisse Group’s business units.

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Six Core Ethical Values

INTEGRITY – We realize that our global franchise is based on our core ethical values and our long-standing reputation for integrity, trust, confidentiality, fairness and professionalism. We respect the interests of our stakeholders (clients, shareholders, employees, service providers, government authorities, financial regulators, competitors, media) and of society as a whole.

RESPONSIBILITY – We honor our commitments and take personal responsibility for our actions. We promise only what we can deliver. We do not mislead our stakeholders.

FAIRNESS – We believe in courteous and respectful treatment of our stakeholders. We support equal opportunities and a work environment free from discrimination and harassment of any sort.

COMPLIANCE – We acknowledge the importance of all relevant laws, regulations, policies and standards, both internal and external, and comply with them. We are committed to exemplary management discipline and a first-class control and compliance environment.

TRANSPARENCY – We seek constructive, transparent and open dialogue with our stakeholders based on fairness, respect and professionalism.

CONFIDENTIALITY – We treat confidential information as such and do not disclose non-public information concerning the Credit Suisse Group companies, their clients or their employees, unless required by law.

Six Core Performance Values

SERVICE – We are committed to providing superior service to our clients. We believe that knowing our clients and offering them value by combining good judgment, in-depth knowledge and prompt and courteous service leads to success.

EXCELLENCE – We are committed to excellence through continuous improvement of our management practices and know-how. We view mistakes as a chance to improve.

TEAMWORK – We believe in achieving more for our stakeholders by working together to draw upon our individual and collective strengths and abilities worldwide and across business lines.

COMMITMENT – We recognize individual contribution to our current and future success and reward it objectively, taking into account the personal contribution to targets, governance and teamwork. Every employee contributes her or his best to reach our common goals by maintaining focus and intensity of effort.

RISK CULTURE – We base our business operations on conscious, disciplined and intelligent risk taking. We believe in independent risk management, compliance and audit processes with proper management accountability for the interests and concerns of our stakeholders.

http://www.credit-suisse.com/en/governance/code_of_conduct.html


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PROFITABILITY – We are committed to sustained profitability, which enables us to carry out our strategies, make long-term invest-ments, fairly compensate our staff and achieve an attractive return for our shareholders. Our core ethical values, however, come before profits.

1.1.2. Corporate Social Responsibility / Sustainability Organization

Responsibility for the individual aspects of sustainability rests with employees and management at various levels of the organization. While Credit Suisse Group’s Environmental Management System is controlled centrally for the whole Group, the management of issues relating to employees and clients is decentralized. As national legislation and practices – as well as the specific business focus and the respective general conditions – need to be taken into account, responsibility for employee and client issues is borne by the individual business units. Likewise, the scope and the precise focus of Credit Suisse Group’s social commitments are geared to-wards the markets in which it operates.

Employees: The human resources departments of the Corporate Center and the two business units are responsible for issues relating to the Group’s personnel policy. Dedicated units such as Diversity Management or the specialists in charge of health and safety in the workplace are responsible for specific issues. The representation of employee interests to management is the responsi-bility of the Staff Council in Switzerland and the European Works Council at a pan-European level.

Clients: Professional conduct and the provision of rapid and superior service to clients is first and foremost the responsibility of each individual employee. The managers responsible for individual business areas and products, as well as the respective market regions, ensure that the company’s high standards are met. Specialist quality management units identify where there is a need or opportunity to improve the company’s product and service quality, and help employees to deal with client complaints.

Investors / analysts: The Investor Relations unit provides investors and analysts with a comprehensive picture of Credit Suisse Group’s strategy and business development. Tools such as the company’s Quarterly Reports, road shows, analyst conferences and seminars for investors underpin its efforts to inform the market rapidly, transparently and in accordance with applicable regulations, thus enabling the company to be assessed as accurately as possible.

Society: Planning and support units such as Legal & Compliance use training and monitoring to ensure that employees comply with legal and regulatory provisions, as well as with internal standards and regulations. The regular exchange of information with supervi-sory bodies and regulators also contributes towards this. Its “External Affairs and Public Policy”, “Economic & Policy Consulting” and “Public Affairs” departments monitor political, economic and social developments and enter into dialog with the relevant stakeholders. Various foundations such as Credit Suisse Group’s Jubilee Foundation and the Credit Suisse First Boston Foundation support chari-table humanitarian, social and cultural organizations and institutions.

Environment: Credit Suisse Group operates an Environmental Management System based on its environmental policy and the international commitments it has made. The system is certified under ISO 14001 and managed centrally for the whole Group.

Risk management: Credit Suisse Group has a comprehensive approach to risk management, which also takes account of social and environmental risks. Monitoring functions are carried out at various levels. Detailed information about Credit Suisse Group’s risk management organization can be found in Credit Suisse Group’s Annual Report 2003.

http://www.credit-suisse.com/en/annualreporting2003/pdf/csg_ar_2003_en.pdf


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The chart below illustrates the inter-play of the various elements Credit Suisse Group uses to pursue a sustainable business policy, and shows which stakeholder groups it engages in dialog:

1.1.3. Management of Sensitive Issues Credit Suisse Group endeavors to approach sensitive issues in an active manner and to bring about a solution – in cooperation with the industry sector or other stakeholders when appropriate. Credit Suisse Group provides information about such issues in its publi-cations.

The Swiss Banks and the Second World War

Ever since the debate about the conduct of the Swiss banks during and after the Second World War, Credit Suisse Group has been committed to making amends both morally and financially. The review of the banking issues involved was brought to a close with the publication of the Volcker Committee final report. The report came to the conclusion that the banks carried out their business activi-ties with great professional diligence. There was no evidence of systematic discrimination against victims of Nazi persecution, nor of systematic concealment of assets or withholding of assets from their rightful owners. However, the report did document some ex-tremely regrettable cases of human error and insensitivity. The dormant accounts discovered as part of the Volcker Committee’s research are an element in the comprehensive settlement reached by Credit Suisse Group, UBS, the plaintiffs and the Jewish or-ganizations in the 1998 class action brought in the USA. (Credit Suisse Group Annual Report 1999/2000, p. 37)

http://www.credit-suisse.com/en/annual_report_99/download/csg_ar99_p1_en.pdf


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China’s Three Gorges Project

The Three Gorges dam project, the largest of its kind in the world, is intended to supply a significant proportion of China’s power needs. The potential environmental implications - the reduction in biodiversity, the extinction of endangered species and the impact on China’s climate – and the necessary resettlement of more than 2.5 million people have made this a controversial project. CSG has been criticized by NGOs and the media for its role in funding the project. As early as 1996, however, CSG declined to provide direct financing for the scheme and took the policy decision only to play a subordinate role in any related transactions. While we did not provide direct financing for the Three Gorges project for environmental reasons, our purely strategic interest in infrastructure bonds enables us to play a key role in China as an important market for the future through bond issues for infrastructure projects in other areas (agriculture, telecommunications, road-building, etc.). In this way, we can also make a contribution to China’s economic development. (Environmental Report 1999/2000, Long version, p. 51)

Chad-Cameroon Oil and Gas Pipeline

This project proposes to construct an oil and gas pipeline from Chad to the coast of Cameroon. In places, the pipeline will cross precious rainforests and savannah. It will also negatively impact the traditional homeland of some of the region’s indigenous peoples.

The project has been the subject of an extremely comprehensive environmental and social compatibility study in accordance with World Bank guidelines, which came to the conclusion that - provided certain conditions are met - the environmental impact of the construction and operation of the pipeline will fall within acceptable boundaries, particularly given the positive impact on the region’s economic development.

CSFB’s role in this project has not been to provide financing, but to advise the governments of Chad and Cameroon on project management. But even this less direct involvement required an in-depth assessment of the potential environmental risks associated with it. Since the environmental and social impact assessment came to the conclusion that the project is acceptable our involvement in this transaction is in line with our global environmental policy. (Environmental Report 1999/2000, Long version, p. 51)

Money laundering and terrorist financing

As financial intermediaries, providers of banking and insurance services also play a central role in the national economy. They provide the infrastructure for payment operations and stock exchange transactions, offer capital for investment, and assist in the creation and preservation of wealth, as well as insuring against damage to people and property. Credit Suisse Group can only fulfill these roles if it meets the highest standards of credibility and trust. It thus has to prevent its services from being abused while still respecting the privacy of its clients. Switzerland’s legislation on the prevention of money laun-dering and terrorist funding is among the most advanced in the world. The principles it lays down are applied by all of Credit Suisse Group’s business units around the world. As a member of the Wolfsberg Group, Credit Suisse Group has also committed itself to the international fight against money laundering and terrorist funding by the financial services industry (Wolfsberg Principles). (Credit Suisse Group Sustainability Report 2003, p.11)

Human Rights

The issue of business and human rights has become an important topic in the public debate surrounding the issues of internationali-zation and globalization. Credit Suisse Group is committed to fulfilling its responsibilities with regard to human rights, as asserted in the UN Global Compact. The Group firmly believes that business activity helps improve living standards for all people, as long as negative effects can be recognized, corrected or mitigated. (Credit Suisse Group Annual Report 2003, p. 28)


http://www.credit-suisse.com/en/ecoreport00/download/ecoreport2000_en.pdf

http://www.credit-suisse.com/en/ecoreport00/download/ecoreport2000_en.pdf

http://www.credit-suisse.com/en/annualreporting2003/pdf/csg_sr_2003_en.pdf


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1.1.4. Participation: Stakeholder Dialogue (see also chart above on page 4, and Credit Suisse Group Sustainability Report 2003: In dialog with society, p. 13.) The representation below is modeled on an earlier Sustainability questionnaire used by SAM Group (Sustainable Asset Manage-ment):

Examples: Information of the employees through employee magazines or via Internet and Intranet; discussions and exchanges be-tween employees and members of senior management during employee events.

Examples: Information through customer magazines, organization of customer events, customer surveys, complaint management (quality management), personal contacts.

Examples: Shareholder information through company publications (annual reporting, quarterly reporting, etc.), shareholder and fi-nancial analyst presentations (investor relations), discussions with shareholder groups, answering shareholder group inquiries, publi-cation of information on the Internet.

Examples: regular talks with suppliers and service providers, the establishment of long-term relationships, cooperation and target setting in the context of certifying for ISO 14 001, information and discussions about ecological, social and labor right aspects (s. also 1.4. below).



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1.2. Internal Social Performance

1.2.1. Internal Corporate Social Responsibility Policy Highly-qualified, well-trained and dedicated staff are essential to the success of a financial services provider such as Credit Suisse Group.

Credit Suisse Group provides competitive and progressive working conditions for its 60,000 employees, targeted training and devel-opment programs and competitive market-driven compensation, and is committed to maintaining a workplace in which employees are treated and treat one another with consideration, dignity and respect. The employment guidelines and regulations are based among other things on the Code of Conduct and are adapted to the specific business units and cultures, and in accordance with the regulations and applicable laws of the respective countries. The following aspects of Corporate Social Responsibility are at the fore-front:

P EQUAL EMPLOYMENT. Credit Suisse Group provides equal employment opportunities and prohibits discriminatory prac-tices on the basis of race, color, age, gender, religion, national origin, sexual orientation, marital status or disability or any other characteristic protected by applicable law. This includes equal pay for equal work and promotional opportunities (s. Code of Conduct, „Fairness“).

P FREEDOM OF ASSOCIATION. Credit Suisse Group grants freedom of association, right to collective bargaining (granted by Credit Suisse Group‘s signing of the Global Compact), co-operation with employee representatives.

P DEVELOPMENT. Credit Suisse Group provides support of further professional training and development of employees (s. Code of Conduct, “Excellence”).

P WORK TIME. At Credit Suisse Group, flexible work models, such as part-time work, job-sharing, non-traditional schedules or working from home are used wherever feasible from an operational perspective. In addition, many business units offer special paid “time – off” programs such as paternity leave and sabbaticals.

P REDUNDANCY. If restructuring and redundancies are unavoidable, Credit Suisse Group tries to implement these in a re-sponsible, fair and consistent manner, taking individual circumstances into consideration.

P COMMUNICATION. Credit Suisse Group cannot resolve issues that are not brought to its attention and therefore encour-ages open, frank communication about matters of concern to employees. Concerns and complaints that are brought to the attention of the company will be handled appropriately through the local confidential communication, grievance or dis-pute resolution processes.

P HEALTH & SAFETY. Credit Suisse Group is committed to doing all that is reasonably practicable, as well as all that may be required by applicable law, to protect the health of employees and ensure their safety while they are at work.

1.2.2. Staff Turnover and Job Creation In 2003, restructuring measures made unavoidable by corrections on the financial markets led to a significant reduction in the Group’s headcount. The decrease in the number of employees was driven primarily by the divestiture of parts of the company. These included the divestiture of parts of Winterthur’s insurance business in the US, the UK and Italy, as well as the sale of Credit Suisse First Boston’s Pershing unit.

Moreover, a total of 920 full-time positions were cut at Credit Suisse First Boston last year, and a further 2,500 at Credit Suisse Financial Services. A series of measures drawn up in conjunction with Credit Suisse Group’s social partners in Switzerland aimed to avoid structurally-driven redundancies whenever possible and ensured that the employees concerned received professional advice and support in their search for new internal or external positions.


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Staff (on full-time basis)

31.12.2003 31.12.2002 Change compared to 2002 in %

Switzerland Banking 19,661 21,270 - 8

Insurance 6,426 7,063 - 9

Outside Switzerland Banking 20,310 25,057 - 12

Insurance 14,440 25,067 - 42

Total Staff CSG 60,837 78,457 - 22

1.2.3. Employee Satisfaction Employee interviews are carried out in varying intervals on the level of business unit or smaller organizational units. These interviews, surveys and processes are designed to highlight new developments and employee concerns as well as areas where action is re-quired. In general, CSG is viewed as a positive place to work. Factors such as the current economic situation and the volume of business also have an impact on employee satisfaction.

1.2.4. Senior Management Remuneration Information on compensation paid to the members of the Board of Directors and the Group Executive Board for 2003 as well as equities held by this group of individuals is found in Credit Suisse Group’s Annual Report 2003 in footnote 41 to the consolidated financial statements (cf. Credit Suisse Group Annual Report 2003, p. 146ff).

1.2.5. Bonuses Fostering Sustainable Success Credit Suisse Group is convinced that a successful compensation philosophy rewards excellence, encourages personal and profes-sional growth, and aligns the employees’ values with the Group’s core ethical and performance values and thus motivates the crea-tion of shareholder value. Long-term corporate success depends upon the strength of human capital, and Credit Suisse Group’s goal is to be viewed as the employer of choice in all markets and business segments in which it operates.

As such, Credit Suisse Group’s compensation programs are designed to:

P support a merit-based, performance-oriented culture that allows high performers to achieve superior recognition;

P attract a suitably qualified, diverse work force through market-competitive compensation practices throughout the respective business units, divisions and business lines; and

P motivate employees to create sustainable value.

Credit Suisse Group’s four core compensation principles are:

Performance based

The Group’s programs are structured to create a high performance culture. The specific measures of success that apply and the forms of compensation that are granted vary by business unit, geographic market and employee job function and level; however, most employees have their pay linked to a combination of Group, business unit, division, department and individual performance.

Value oriented

There is a strong link between compensation programs and company values. The design and administration of the compensation programs are guided and supported by the Credit Suisse Group Code of Conduct, the respective business unit’s core values and the Group’s commitment to diversity. Individual performance assessments measure results and the extent to which each employee upholds these values.



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Market driven

Compensation levels must be competitive with those of the peers in each of the markets in which Credit Suisse Group competes. The Group’s programs are structured to compete both in design and in total compensation relative to assessment of competitive practices and performance. Appropriate pay positioning at all levels, for all components of compensation including base salary, cash compensation, equity awards and other deferred programs, is benchmarked and reviewed regularly.

Shareholder aligned

Compensation should reflect not only short-term business performance but also growth over the long-term. The Group’s compensa-tion programs are designed to motivate the creation of shareholder value by linking annual pay to the Group’s financial results and by providing a competitively balanced pay mix between cash and equity.

At Credit Suisse Group, a component of employee compensation is paid in the form of Credit Suisse Group shares that usually must be held for a period of four years.

The individual employee’s performance is assessed against objectives and accomplishments through a number of methods such as employee reviews, 360° evaluation process, and “management-by-objectives” and by looking at qualitative measures such as the employee’s participation in activities which promote Credit Suisse Group’s vision and strategy.

1.2.6 Equal Opportunity: Female – Male Salary Ratio Credit Suisse Group is committed to maintaining a work place that provides equal opportunities and is free of discrimination on the basis of race, color, age gender, religion, national origin, sexual orientation, marital status, or disability or any other characteristic protected by applicable law. This prohibition applies to hiring, promotion, transfer, compensation, termination and all other terms and conditions of employment.

Credit Suisse Group monitors the key indicators related to the equity of female – male salary ratios and reports the respective figures to the responsible government agencies where applicable. The performance of Credit Suisse Group complies with applicable law and practices.

1.2.7. Equal Opportunity: Employee Profile There is a global focus on diversity initiatives to help CSG business units attract and retain the talent needed for future success. These initiatives include recruiting efforts to attract women in management positions, campus recruiting programs / sponsorship to attract diversity candidates, women’s leadership committees in the USA and UK, and diversity programs in Switzerland.

Credit Suisse Group monitors the key indicators related to the issue of equal opportunities and reports the respective data to the responsible government agencies in compliance with applicable local law or practice.

Over the last five years, the percentage of women in middle management positions in Switzerland has increased from 18% (1998) to 21% (2003). Over the same period, the percentage of women in senior management positions has risen from 6% to almost 10%. Following the appointment of several female Members to the Executive Boards of Credit Suisse First Boston and Credit Suisse Financial Services, Barbara Yastine – Chief Financial Officer of Credit Suisse First Boston – became the first woman to be appointed to the Executive Board of Credit Suisse Group in July 2003.


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1.3. Performance to Society

1.3.1. Charitable Contributions All Credit Suisse Group institutions contribute to innovative charitable projects via both financial donations and the personal efforts of their employees. These commitments demonstrate the company’s awareness that a business relies on the existence of a stable environment for itself and its employees, meaning that it has a responsibility to contribute towards improving the lot of disadvantaged people and to encourage a rich cultural life. (See also Credit Suisse Group Sustainability Report 2003, Supporting non-commercial initiatives, p. 14.)

1.3.2. Company’s Annual Value Added See Credit Suisse Group Annual Report 2003, Notes to the Consolidated Financial Statements, segment reporting by operating segments, p. 99ff.

1.4. Suppliers

1.4.1. Screening of Major Suppliers – ecological and social aspects As well as asking for proof of a progressive approach to environmental issues, Credit Suisse Group requires its service providers and suppliers to adhere to social and labor rights guidelines when they tender for various products and services. Service providers and suppliers inform Credit Suisse Group about their ecological performance and their compliance with social standards by using an informative, but easily manageable questionnaire.

The environmental and social/labor rights guidelines draw on the principles set out in the environmental standard ISO 14001, the social standard SA 8000 and the UN Global Compact. Among other things, they call for compliance with environmental legislation, safe handling of dangerous substances and good practice with regard to child labor, remuneration that is usual in a line of trade, and trade union freedom.

1.5. Retail Banking (incl. Corporate Banking)

1.5.1. Retail Banking, Policy for Consumer Credits Extracts from mission statement Consumer Credits:

P We achieve our profits through market-oriented products and optimal structures, not through inflated interest rates.

P We are aware of our social responsibility when approving credit. [...] It is part of our due diligence to avoid over-indebtedness of customers.

P We practice a socially responsible encashment. In the event of blameless welfare cases we lend a hand to find an amicable solution.

P We demand from our staff entrepreneurial and socially responsible thinking and action.




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1.5.2. Corporate Banking, Extract of Credit Risk Policy P Credit Suisse Financial Services only approves credit following a comprehensive analysis of the client’s creditworthiness

and solvency. The credit analysis is forward looking and possible scenarios form part of the assessment. Observance of this principle and the associated credit guidelines must always be given priority over the fulfillment of volume targets or other goals. Furthermore each credit application has to be legally, ethically and ecologically justifiable.

P No business is conducted with undesirable borrowers. In particular, undesirable borrowers are those,

- who breach laws or ethical principles.

- with whom staff have had bad experiences in the past.

- whose conduct with regard to the disclosure of information makes it difficult or impossible to assess their

creditworthiness and solvency.

- Who could be described as “enigmatic” (untrustworthy or obscure) characters.

P CSFS does not engage in name lending. Credit must not be granted solely on the basis of a borrower’s “good” name or because staff have enjoyed a good relationship with the borrower in the past.

1.5.3. Corporate Banking, Lending Profile

See Credit Suisse Group Annual Report 2003, Credit Risk for the Banking Business, p. 78ff., and Consolidated Financial State-ments, pp. 92ff.

1.6. Asset Management

Assets Under Green Management / Assets under Management with High Social Benefit

Investment business Notes

Credit Suisse Group assets under management CHF 1,199 billion as of 31 Dec 2003

Assets under green management / assets with high social benefit

CHF 497 million CS Global Sustainability Fund, CS Fellow ship Fund, etc.



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1.7. Insurance

Responsible Quality, Process and Complaint Management

The Market Unit Switzerland of Winterthur Insurance and its subsidiaries employ a quality management system certified according to the ISO 9001 norm, which covers the work of approximately 5500 employees.

The management system ensures that

P processes are handled correctly, consistently, and according to the customers’ needs

P permanent improvements are made

P an „optimization management” is in place and that client feedback (e.g. complaints) as well as employees’ suggestions for improvements are addressed swiftly and professionally

P performance is monitored permanently by means of process targets and audits, and that improvements are initiated in a well-directed way.

The Market Unit Switzerland of Winterthur Life & Pensions (approximately 1000 employees) employs a professional complaint man-agement, which serves to

P systematically record, reply and assess client feedback

P address, handle, and as far as possible implement improvements based on client feedback and employee suggestions.


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2. EPI-FINANCE INDICATORS 2003 OF ENVIRONMENTAL MANAGEMENT

2.1. Environmental Management Indicators

Credit Suisse Group Headcount (as of 31 December 2003) 60,837

Environmental Specialists (in full-time posts) 17

Staff trained in environmental issues 815

Training time (in hours) 1,014

2.2. Product Ecology Indicators

Corporate credit business Notes

Credit value, Switzerland CHF 24,396 million Corporate and Retail Banking (as of 31 Dec 2003)

Credit subject to basic environmental screening 100 % All credit facilities are screened for environ-mental risk

Investment business Notes

Credit Suisse Group assets under management CHF 1,199 billion (as of 31 Dec 2003)

Assets under green management / assets with high social benefit

CHF 497 million CS Global Sustainability Fund, CS Fellowship Fund, etc.


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3. VFU INDICATORS 2003 FOR OPERATIONAL ECOLOGY

VfU indicators set out an internationally established standard for the comparison and benchmarking of banks, savings banks and insurance companies with regard to operational ecology.

3.1. Switzerland

Indicators 1)

Em

ploy

ees

cove

red

2)

% e

mpl

oyee

s co

vere

d in

sy

stem

25'245 100%

1) Total internal energy consumption in MJ (MJ per employee)

(EN 3) 1'007'455'062 3 48'050 10% 6)

1a) Electricity consumed internally in MJ (MJ per empl.) 20'967 83% 628'147'490 3 29'959

electricity from hydroelectric power stations 376'888'494

electricity from photovoltaic power stations 1'116'000

electricity generated by nuclear power stations 125'629'498

electricity from average market mix 124'513'498

1b) Fossil fuels consumed internally in MJ (MJ per empl.) 20'967 83% 321'410'962 2 15'329

natural gas 196'826'408

heating oil 124'584'553

1c) Other energy consumed internally im MJ (district heating) (MJ per empl.)

20'967 83% 57'896'610 2 2'761

2) Total business travel in km (air travel) (km per empl.)

EN 34 25'245 100% 42'390'374 3 1'679 -18% 7)

3) Total paper consumption in tons (kg per empl.) (EN1) 25'245 100% 5'012 2 199 4%

3a) post-consumer recycled 214

3b) new fibres ECF + TCF 4'798

4) Total water consumption in m3 (drinking water) (Liter per empl.)

EN 5 20'967 83% 634'288 2 30'252 13% 8)

5) Total waste in tons (kg per empl.) EN 11 20'741 82% 6'060 2 292 -7%

5a) valuable materials separated and recycled 3'725

5b) waste incinerated 2'282

5c) waste disposed of in landfills 52

6) Direct and indirect energy in MJ (MJ per empl.) 25'245 100% not summable _

6a) Direct energy use EN 3 1'213'011'066 48'050

6b) Indirect energy use EN 4 2'201'912'837 87'222

6c) Other indirect energy use EN 19 705'316'728 27'939

7) Direct and indirect GHG emissions of 6) in tons (kg per empl.)

25'245 100% 81'028 3'210 4%

7a) GHG emissions of direct energy use (6a) 23'964 949

7b) GHG emissions of indirect energy use (6b) 28'998 1'149

7c) GHG emissions of other indirect energy use (6c) EN 30 28'066 1'112

EN 8

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3.2. International Banking Sites

1) Indicators are reported according to „VfU Indicators 2003 Report Public Draft 1.0, 30.04.03“. CSG was a participant in the project (see

www.epifinance.com -> VfU Indicators 2003). 2) Full Time Equivalents (FTE). Changes compared to 2002: Reduction of 8% for the system Switzer-

land and 19% for international banking sites. 3) The absolute figures refer to the corresponding FTEs and are not extrapolated to a 100% system.

4) Data quality: 0: data not reported; 1: data based on rough estimate; 2: data based on calculation / detailed estimate; 3: data based on exact

measurement by, e.g. bill or meter 5) This column shows the changes of the relative data in comparison to the previous year 2002 (e.g. 9% =

increase of 9%, -7% = decrease of 7%). 6) Increase of relative energy consumption, particularly due to the very hot summer (cooling requirements)

and the comparatively cold winter (heating requirements). 7) Substantial reduction of air travel due to reduced travel activities, partially because of

Iraq war and SARS. 8) Increase of relative water consumption due to long heat wave in summer (cooling water, irrigation). 9) Increase of relative air

travel distances due to reduction of staff with little air travel activity. 10) Decrease of relative water consumption, particularly resulting from reduced

consumption within three large sites.

Indicators 1)

Em

ploy

ees

cove

red

2)

% e

mpl

oyee

s co

vere

d in

sy

stem

20'310 100%

1) Total internal energy consumption in MJ (MJ per employee)

(EN 3) 981'739'070 3 63'380 -6%

1a) Electricity consumed internally in MJ (MJ per empl.) from average market mix

15'558 77% 917'270'342 3 58'959

1b) Fossil fuels consumed internally in MJ (MJ per empl.) 14'583 72% 54'266'944 2 3'721

natural gas 54'248'076

heating oil 18'868

1c) Other energy consumed internally im MJ (district heating) (MJ per empl.)

14'583 72% 10'201'784 2 700

2) Total business travel in km (air travel) (km per empl.) EN 34 17'628 87% 372'072'579 3 21'107 16% 9)

3) Total paper consumption in tons (kg per empl.) (EN1) 15'096 74% 4'146 2 275 4%

3a) post-consumer recycled 197

3b) new fibres ECF+TCF + 3c) new fibres chlorine bleached 3'400

4) Total water consumption in m3 (drinking water) (Liter per empl.)

EN 5 12'571 62% 588'414 2 46'806 -15% 10)

5) Total waste in tons (kg per empl.) EN 11 9'685 48% 6'084 1 628 -8%

5a) valuable materials separated and recycled 1'255

5b) waste incinerated 0

5c) waste disposed of in landfills 4'829

6) Direct and indirect energy in MJ (MJ per empl.) 20'310 100% not summable

6a) Direct energy use EN 3 1'287'244'974 63'380

6b) Indirect energy use EN 4 3'571'736'713 175'861

6c) Other indirect energy use EN 19 1'847'163'832 90'948

7) Direct and indirect GHG emissions of 6) in tons (kg per empl.)

20'310 100% 277'557 13'666 4%

7a) GHG emissions of direct energy use (6a) 4'241 209

7b) GHG emissions of indirect energy use (6b) 177'472 8'738

7c) GHG emissions of other indirect energy use (6c) EN 30 95'844 4'719

EN 8

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16

4. LIST OF FUNDS AND RATING AGENCIES WHICH HOLD / RECOMMEND CSG SHARES

Rating agencies/advisors (ranking of Credit Suisse Group where known): P Business in Environment (UK): Top 20%

P Centre Info (CH)

P Innovest (USA): second place out of 40 financial institutions rated

P ökom (DE): second place out of 26 European banks

P Sustainability-Stocks Switzerland (Sarasin)

Sustainability Stock Indexes: P Dow Jones STOXX Sustainability Indexes (USA/CH)

P Dow Jones Sustainability World Indexes (USA/CH)

P FTSE4Good Indexes (UK)

Socially responsible investment vehicles P Calvert World Values International Equity Fund (USA)

P Ethical Balanced Fund (CA)

P Ethos – Swiss Investment Foundation for Sustainable Development

P Pictet Sustainable Equities – Switzerland

P Storebrand Env. Value Fund (NO)

P SEB Invest ÖkoLux (LU)

P UBS Eco Performance Funds

Over 50 Licenses for Dow Jones Sustainability Index (Total Assets under Management approx. 4.4 bio CHF)

P Bâloise Insurance

P Deutsche Postbank

P Dexia Asset Management

P DWS

P HypoVereinsbank

P Merrill Lynch

P Nikko Asset Management

P Rabo Bank

P State Street Global Advisors

P Synchrony Asset Management


17

5. MEMBERSHIPS AND COMMITMENTS Selected memberships of various associations and specialist groups/committees in which Credit Suisse Group is involved:

P ASRIA – Asia Socially Responsible Investment Association

P Association of Black Foundation Executives

P Business for Social Responsibility (BSR)

P Conference Board

P Corporate Volunteers of New York

P Council on Foundations (COF)

P Diversity Best Practices

P Financial Women’s Association

P Involvement in energy initiatives (Energy Model Zurich and Switzerland interest groups)

P New York Region of Grant makers

P Philanthropy Roundtable

P Points of Light Foundation

P öbu (Swiss Association for Environmentally Conscious Management)

P Sustainable Investment Platform

P UN Global Compact

P UNEP Finance Initiative

P U.K. Energy Efficiency Accreditation Scheme

P Women’s Bond Club

1 July 2004