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UBS Global Financial Services Conference

New YorkMay 14, 2007

Brady Dougan, Chief Executive Officer

UBS Global Financial Services ConferenceSlide 2

Cautionary statement

Cautionary statement regarding forward-looking and non-GAAP information

This presentation contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995.

Forward-looking statements 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, 2006 filed with the US Securities and Exchange Commission, and in other public filings and press releases.

We do not intend to update these forward-looking statements except as may be required by applicable laws.

This presentation contains non-GAAP financial information. Information needed to reconcile such non-GAAP financial information to the most directly comparable measures under GAAP can be found in Credit Suisse Group's first quarter report 2007.


Agenda

Improving operating performance

Platform for growth

Performance delivery


2.73.35.0

8.0

5.6

10.7

24.3 25.9

34.928.4

Improving performance

2003 2004 2005 2006

78 75 7671

66

Cost / income ratio in % 1)

(based on Core Results)

Net revenues in CHF bn(based on Core Results)

1) Results for 2005 exclude charge to increase the reserve for certain private litigation of CHF 960 m and charge of CHF 630 m in relation to the change in accounting for share-based compensation. 2006 results exclude credits received from insurance settlements for litigations and related costs of CHF 508 m.

16 15

27 25

2

Return on equity in %(based on reported net income, after-tax )

Net income in CHF bn 1)

(from continued operations)

1Q07 2003 2004 2005 2006 1Q07

2003 2004 2005 2006 1Q07 2003 2004 2005 2006 1Q07


1) 2005 excludes charge to increase the reserve for certain private litigation of CHF 960m; 2006 excludes credits received from insurance

settlements for litigation and related costs of CHF 508m2) LEH, MS, MER, C, JPM, UBS, DB

Narrowing pre-tax margin gap

Compensation / revenues

down 6.4 ppt to 50.1%

Other expenses / revenues

down 5.5 ppt to 23.5%

Pre-tax margin (%) 2006 vs. 2004 performance

2004 2005 2006

1517

27

333434

17Gap 19

IB 1) Peers 2)

6


Refocusing the Investment Banking franchise

1) Analyzed by 46 product lines. 2006 results exclude credits of CHF 508 m received from insurance settlements for litigations and related costs

0.3

3.3

(1.6)

Negative Between 0% and 20% Above 20%

Product line pre-tax margin

2004

Pre-tax income by product line pre-tax margin 1)

CHF m

1.0

5.0

(0.6)

2006


Continued strength in Wealth Management…

38.8 37.339.6

41.5

2004 2005 2006 1Q072004 2005 2006 1Q07

31

15

CHF bn

Net new assets

Assets under management (AuM)

Net new asset growth on AuM in %6% 8% 7% 7%

815

568

693

784

43

51

Pre-tax income margin%

+48%


... with sustained revenue growth

600

1,100

1,600

0

500

1,000

Recurring

Transaction-based

Wealth Management quarterly revenues in CHF m

2004 1Q05 2Q05 3Q05 4Q05 1Q06 2Q06 3Q06 4Q06 1Q07

2004 1Q05 2Q05 3Q05 4Q05 1Q06 2Q06 3Q06 4Q06 1Q07average

average

avg.avg.

avg.avg.


Renewed strength in Asset Management with good asset gathering and improved profitability

234

158

89

257

204

252

27

2004 1Q2004 2005 2006 1Q07

1

29

CHF bn

Net new assets

Assets under management (AuM)

Net new asset growth on AuM in %0% 4% 9% 10%

709

463

589

670

20

51

Pre-tax incomeCHF m

2005 2Q 3Q 4Q 1Q072006average


Agenda


Platform for growth



A more focused Investment Banking franchise 1/2

Expand platform to benefit from industry trends

Build on strengths Close gaps

Leading emerging markets business across all regions

Leading business in leveraged finance and financial sponsors

Strong position in structured products (CMBS/RMBS)

Leading electronic trading/ execution platform (AES)

Continue organic build of commodities business

Ramp up marketing effort for prime brokerage services

Further expand and develop derivatives franchise


A more focused Investment Banking franchise 2/2

Improve efficiency and execution

Segment clients &focus franchises

Cost management

Segmenting our clients based upon deeper understanding of their needsTailored product offering to meet the needs of each client segmentShifting focus to higher margin businesses

Achieve sustainable, long-term cost/income ratio reductionsSignificant value-creation opportunityDisciplined approach to compensation/revenue ratio


Strong international growth in Wealth Management

1) Excluding clients domiciled in Switzerland

20062005 20062005 20062005

693784

42.850.5

1,056

473whereofinternational 1)

Total

+42%33.1

46.9

+223%288

926

527611

Net new assetsCHF bn

Growth in revenuesCHF m

Assets under mgmtCHF bn

+16%


New opportunities in developing markets, but mature markets continue to drive global wealth growth

2

4

6

8

10

12

0% to 5% 5% to 10%

Source: BCG Global Wealth Study, Credit Suisse analysis

10% to 15%0

Asia Pacific(ex Japan)

Middle East

Eastern Europe 0.3

Japan1.0

Latin America

0.6

Western Europe

2.4

North America

4.0

2006 to 2009 HNWI market growth p.a.

2005

HN

WI m

arke

t siz

e (in

CH

F tr

)

xSize of circle denotes cumulated 2006to 2009 HNWI market growth (in CHF tr)

1.7

0.8

Approx.66% of total growth


Achieved objectives of Asset Management’s realignment

Refocus of unprofitable US business

Reorganization of Japanese business

Streamlining of product portfolio

Exit of subscale strategies in Australia

163 portfolios switched or liquidated;34 transferred

Reduced staff by 185

Reduced staff by 22

107 products realigned

Investment Management

Products and Solutions

Distribution

Create multi-boutique investment approach

Strengthen investment talent pool

Continue streamlining of product landscape

Optimize products on an ongoing basis

Improve channel and segment management

Institutionalize accountability

Reduced staff by 17, mainly in support

Realignment of businesses in 2006 Ongoing business discipline


Expanding footprint and capabilities to ensure future growth

Agreement to acquire majority stake in Hedging-Griffo 1)

Manages over CHF 9 bn mainly for HNWI

Focus on Hedge Funds, Fund of Hedge Funds and Equity Funds

Joint venture with Woori

4th largest Asset Manager in Korea with 20 billion AuM

First joint products launched in November 2006

Partnership with Ospraie Management and ADFEC 2)

Joint venture with ICBC

ICBC is the largest Chinese commercial bank

3rd largest asset manager with total AuM CHF ~ 5 billion

Private equity activities

Ospraie manages investments in commodities and basic industries

ADFEC is focused on alternative energy investments

Credit Suisse partners with China Renaissance Capital Investment

Credit Suisse Private Equity Asia adds a team of investment professionals

Strategic alliance with a team of Latin American professionals

1) Credit Suisse has an option to buy the remaining stake after five years2) Abu Dhabi Future Energy Company


Agenda


Platform for growth



Capital outlook

Organic business growth

Small and medium-sized acquisitions

~ CHF 4.0 bn

~ CHF 3.5 bn

Across all businesses, e.g.

– Alternative capital investments

– Commercial mortgage-backed securities

– Lending and mortgages (Private Banking)

– Leveraged finance

Activity Description Capital deployment

Bolt-on acquisitions to support growth strategyFocus on wealth and asset management business

Launch new three-year program worth up to CHF 8 bn

Completed CHF 6 bn program (2005 – 2007)

Share repurchases


Initiatives to benefit from integrated organization

"Increase client focus and improve processes"

"Implement global business architecture"

“Pursue client driven innovation"

Revenue growth

Operational efficiency /cost management

"Sustainably improve cost structure"

“Offer products and services from across the bank"

Cost Management

Initiative(CMI)

Centers of Excellence

(CoE)OperationalExcellence

(OE)

ClientCentricity

(CC)

'One Bank'Delivery(OBD)


Efficiency improvement opportunity

Investment Banking

Wealth Management

Corporate & Retail Banking

AssetManagement

CreditSuisse

Revenues

Costs

C/I ratio

C/I ratio

20.5

15.1

74%

67%

8.2

5.0

61%

60%

3.5

2.2

63%

57%

2.9

2.1

74%

66%

34.9

24.6

70%

65%

1) Core Results 2) Excluding credits received from insurance settlements for litigations and related costs of CHF 508 m3) Excluding realignment costs of CHF 225 m

Credit Suisse 2006

Top quartile industry performance

CHF bn

2) 3)

1)

2) 3)


Summary

Improved operating performance

Platform for growth


Improved margins at Investment Banking

Continued momentum in Wealth Management

Realigned Asset Management

Focused growth in Investment Banking

Expanding leading Private Banking franchise

Strong alternative investments platform

Efficient use of capital

Leveraging the integrated bank

Achieve best-in-class efficiency level

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