1. Credit Suisse Americas Corporate Citizenship Lalita Advani, Director of Community Engagement

2. Corporate Citizenship at Credit Suisse Education Microfinance Community Engagement

3. Americas Corporate Citizenship 3 Education 14 strategic partners; provides direct support for schools and programs that develop human capital in Education Community Engagement: Strengthening Nonprofits Partners - 17 annually funded partners with larger grants, over 300 partners through smaller employee initiated grants Board Service - Over 200 executives are working to strengthen the capacity of nonprofit organizations through Board Service Skills-Based Volunteering - Employees provide a range of support, from technical support to full-time support as a Global Citizen Hands-On Volunteering - Credit Suisse employees provide volunteer time to a range of nonprofit organizations Mission The Credit Suisse Americas Foundation is inspired by the long-standing commitment of Credit Suisse and its employees to improve the communities in which we live and work. Two themes concentrate our efforts:  creating educational opportunities for disadvantaged young people  strengthening nonprofits by providing a comprehensive range of volunteer support Key Programs

4. Community Engagement: Strengthening Nonprofits Over 70% of employees in the Americas participate each year On average, 17 volunteer events organized per month in New York 4 –This Month in Corporate Citizenship: Bank-wide opportunities listed monthly –Department or City initiatives: Participate or lead team events –Employee Volunteer Grants: Apply for support of your personal efforts –Volunteering Leave One paid day off per year –Nonprofit Board Training Take a leadership role and utilize professional skills –Holiday Charity Initiative

5. 2014 Community Engagement Highlights 5 Over 150 Champions serve as ambassadors of our work Over 200 employees serve on nonprofit boards Over 500 volunteering events organized by staff and employees Over 700 summer interns volunteered in our communities Over 5,000 employees volunteered across the Americas 76% of Americas employees volunteered or donated to the community

6. Establishing Standards with our Business Departments 1) Commitment of Senior Sponsor −Generally, should be the head of the department in NY −Meet with Foundation once a year to learn about programs −Attend at least one volunteer event in the year 2) Representation −Membership extends across sub-groups across levels, as well as from HR and Communications −Meet with Foundation quarterly to learn about Foundation programs and new opportunities 3) Departmental Goals −Aspirational goal of 50% of employees volunteering −Set at beginning of each year and communicated to Foundation −Foundation guidance, e.g. goals may be based on participation, representation, or program area −Incorporate departmental business goals 4) Communications −Initiative branded and announced to department annually by Senior Sponsor −Foundation programs communicated quarterly through one of the following channels: Town Hall, Newsletters, OpCo meetings, Department-wide memos, other Departmental channels 5) Participation −Execute at least 2 large department-wide volunteer events in a year, with Foundation guidance At least 2 senior level employees committed to attend At least 2 Team Leaders to manage logistics of each event −Champion and drive participation in Foundation programs, e.g. Holiday Charity Initiative 6) Tracking −Designate one individual and a backup to track departmental volunteering through the Global Philanthropy Tracking System 7) Recognition −Recognize and reward volunteerism through departmental channels, such as: Performance Reviews, Scorecards, other Departmental channels 6 NY Departmental Philanthropic Initiatives will be considered “Active” if they have:

7. Recognition: Our Giving Back Awards 7 Board Member of the Year City of the Year Department of the Year EVG Team of the Year Leadership Award Most Valuable Volunteer Rookie of the Year Special Recognition-Corporate Citizenship Champions Award Categories

8. Signature Nonprofit Board Training Program Improve employee engagement Increase our social impact Increase awareness and improve our reputation with key stakeholders Developed Nonprofit Board Training Program as outcome of strategy review in 2009 8

9. Key Elements we considered 9 Senior and mid-level employees Targeted Populations Quantum Governance, Robin Hood, United Way Partnerships Need for training was highlighted by research Training focus Follow up training, best practice sharing Post Placement Support Employee Volunteer Grants Financial Incentives Launched Nonprofit Board Member of Year Award Recognition

10. Review of Nonprofit Board Training Program: 2009-2014 Over 900 employees trained across 7 cities, over 115 newly placed New senior level engagement in client facing areas Skills development among employees Increase in pride and connection to Credit Suisse Employee Engagement Launched Board Member of Year Award highlighting impact on nonprofit and community Social Impact Program featured in Stanford Social Innovation Review and CECP conference Created branded event with Robin Hood Foundation with over 100 attendees including charity partners and clients Almost 80 Private clients/prospects attended sessions Reputation 10

11. Credit Suisse Employees Ç√ Community Organizations External Stakeholders 2014 Strategy Review: Stakeholders The Credit Suisse Board Service Program is targeted to reach three priority stakeholder groups: Credit Suisse Employees Primarily senior and mid-level Community/Nonprofit Organizations Existing grantees and organizations of interest to employees External Stakeholders Potential employees; clients and potential clients; community leaders 11

12. Individual Outcomes Ç√ Community Outcomes Credit Suisse Reputational Outcomes Credit Suisse Strategies 2014 Strategy Review: Impact Goals Higher Employee Engagement Skills Development Commitment to Firm Increased Social Impact Organizational Effectiveness Improved Reputation With Community Leaders With Employees With Clients 12

13. Individual Outcomes Ç√ Community Outcomes Credit Suisse Reputational Outcomes Credit Suisse Strategies 2014 Strategy Review: Current Thinking Employee Engagement Participants in Board Service program are highly engaged; opportunity to reach a larger audience through communication of placement success stories Social Impact High social impact with select organizations based on experience of Board member; need to identify and highlight those organizations Reputation Strong reputation with key organizations in community; opportunity to strengthen outreach 13

14. Evolution of Corporate Citizenship at Credit Suisse Regional Management → TB&C → Chairman’s Office De-centralized → Centralized Themes and Communications Accountability Reactive → Proactive in Engaging Departments Many Charity Partners → Fewer deeper partnerships Strategy Internal Employees and Nonprofit Partners → Recruits, Clients, Vendors, Industry Organizations, Peer Community Stakeholders Manual Tracking of Inputs/Outputs → Global Tracking System → Social and Business Impact Measurement 14

15. Conversation starters: Opportunities and Challenges How do you engage your senior leaders? How do you partner with your business departments? How do you make the business case? How do you grow resourcing (funding and headcount)? How do you recognize your volunteers? 15