credit-suisse Performance Indicators/Ratings 2003

SUSTAINABILITY REPORT CREDIT SUISSE GROUP 2003 | INDICATORS AND KEY FIGURES

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

1


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.
.

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.

2


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.

3


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)

4


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)

5


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).

6


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.

7


Staff 31.12.2003 31.12.2002 Change compared
(on full-time basis) to 2002 in %
19,661
Switzerland Banking 21,270 -8
6,426
Insurance 7,063 -9
20,310
Outside Switzerland Banking 25,057 - 12
14,440
Insurance 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.

8


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.

9


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.

10


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

11


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.

12


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

13


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

% employees covered in
2)
Employees covered
Corresponding GRI Indicators

5)
Changes relative to 2002
system

3)
Indicators 1)

Absolute figures 2003

Relative figures 2003
4)
Data quality
25'245 100%

1) Total internal energy consumption in MJ 6)
(EN 3) 1'007'455'062 3 48'050 10%
(MJ per employee)
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
20'967 83% 57'896'610 2 2'761
heating) (MJ per empl.)
2) Total business travel in km (air travel) 7)
EN 34 25'245 100% 42'390'374 3 1'679 -18%
(km per empl.)

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) 8)
EN 5 20'967 83% 634'288 2 30'252 13%
(Liter per empl.)

EN 11 20'741 82% 2
5) Total waste in tons (kg per empl.) 6'060 292 -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
25'245 100% 81'028 3'210 4%
(kg per empl.)
7a) GHG emissions of direct energy use (6a) 23'964 949
EN 8
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

14


3.2. International Banking Sites

% employees covered in
2)
Employees covered
Corresponding GRI Indicators

5)
Changes relative to 2002
system

3)
1)

Absolute figures 2003
Indicators

Relative figures 2003
4)
Data quality
20'310 100%

1) Total internal energy consumption in MJ
(EN 3) 981'739'070 3 63'380 -6%
(MJ per employee)
1a) Electricity consumed internally in MJ (MJ per empl.) from
15'558 77% 917'270'342 3 58'959
average market mix
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)
14'583 72% 10'201'784 2 700
(MJ per empl.)

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

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

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) 10)
588'414 46'806 -15%
EN 5 12'571 62% 2
(Liter per empl.)

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

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.) 100% not summable
20'310

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
277'557 13'666 4%
20'310 100%
(kg per empl.)
7a) GHG emissions of direct energy use (6a) 4'241 209
EN 8
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

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.

15


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

16


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

17
1 July 2004

credit-suisse Performance Indicators/Ratings 2003

Recommended

Recommended

More Related Content

Similar to credit-suisse Performance Indicators/Ratings 2003

Similar to credit-suisse Performance Indicators/Ratings 2003 (20)

More from QuarterlyEarningsReports2

More from QuarterlyEarningsReports2 (20)

Recently uploaded

Recently uploaded (20)

credit-suisse Performance Indicators/Ratings 2003