Setting purpose

The company’s stated purpose, as the expression of the means by which a business proposes solutions to economic, environmental and social issues. Corporate purpose should create value for all stakeholders, including shareholders.

Refer to “Our purpose” section in chapter “Purpose.”

Purpose‑led management*

How the company’s stated purpose is embedded in company strategies, policies and goals.

Refer to “A values-based culture” section in chapter “Purpose.”

Governance body and composition

Composition of the highest governance body and its committees by: competencies relating to economic, environmental and social topics; executive or non-executive; independence; tenure on the governance body; number of each individual’s other significant positions and commitments, and the nature of the commitments; gender; membership of under-represented social groups; stakeholder representation

Refer to “Corporate governance” section , “Sustainability governance” section in chapter “Organization and Governance.”

Refer to the 2021 Annual Report, “Board of Directors” (pages 197 to 205) and “Executive Board” (pages 222 to 233) in “IV - Corporate Governance.”

Progress against strategic milestones*

Disclosure of the material strategic economic, environmental and social milestones expected to be achieved in the following year, such milestones achieved from the previous year, and how those milestones are expected to or have contributed to long‑term value.

Refer to “Principle 2: Impact and Target Setting” in “Credit Suisse PRB Reporting and Self-Assessment Template” section in chapter “Disclosure Frameworks.”

Remuneration*

1. How performance criteria in the remuneration policies relate to the highest governance body’s and senior executives’ objectives for economic, environmental and social topics, as connected to the company’s stated purpose, strategy and long‑term value.

2. Remuneration policies for the highest governance body and senior executives for the following types of remuneration:

Fixed pay and variable pay, including performance‑based pay, equity‑based pay, bonuses and deferred or vested shares

Sign‑on bonuses or recruitment incentive payments

Termination payments

Clawbacks

Retirement benefits, including the difference between benefit schemes and contribution rates for the highest governance body, senior executives and all other employees

1. Refer to the 2021 Annual Report, “Environmental, social and governance (ESG) considerations in the compensation process” (page 244), “Determination of the Executive Board variable compensation pool” (page 256) and “Environmental, social and governance (ESG) considerations at Credit Suisse” (pages 272 to 273) in “V – Compensation.” Refer to “Compensation” section in chapter “Organization and Governance.”

2. Refer to the 2021 Annual Report, “Executive Board compensation” (pages 246 to 257), “Board of Directors compensation” (pages 267 to 270) and “Malus and clawback provisions” (page 266) in “V – Compensation.”

Material issues impacting stakeholders

A list of the topics that are material to key stakeholders and the company, how the topics were identified and how the stakeholders were engaged.

Refer to “Dialogue with stakeholders” in “Our role in society” section in chapter “Purpose” and “Materiality assessment” section in chapter “Disclosure Frameworks.”

Anti-corruption

1. Total percentage of governance body members, employees and business partners who have received training on the organization’s anti-corruption policies and procedures, broken down by region.

2. a) Total number and nature of incidents of corruption confirmed during the current year, but related to previous years; and b) Total number and nature of incidents of corruption confirmed during the current year, related to this year.

3. Discussion of initiatives and stakeholder engagement to improve the broader operating environment and culture, in order to combat corruption.

1. In 2021, 96% of employees¹ (Americas: 95%, APAC: 97%, EMEA: 95% and Switzerland: 96%) completed the annual Financial Crime Compliance Anti- Bribery and Corruption training delivered through the global Mandatory eLearning curriculum.

2. For both a) and b), refer to the 2021 Annual Report, Note 40 – “Litigation” (pages 413 to 425) in “VI – Consolidated financial statements – Credit Suisse Group” for information on the firm’s aggregate litigation provisions and material legal proceedings.

3. Refer to our Code of Conduct

See also “A values-based culture” section in chapter “Purpose” for our purpose and cultural values.

Details around the whistleblowing policies and procedures are included in “Compliance” section and “Escalation and whistleblowing” section in chapter “Organization and Governance.”

¹Excluding personnel suspended from training requirement with an appropriate justification.

Protected ethics advice and reporting mechanisms

A description of internal and external mechanisms for:

1. Seeking advice about ethical and lawful behaviour and organizational integrity; and

2. Reporting concerns about unethical or unlawful behaviour and lack of organizational integrity.

Refer to our Code of Conduct

Refer to “Compliance” section and “Escalation and whistleblowing” section in chapter “Organization and Governance.”

Integrating risk and opportunity into business process

Company risk factor and opportunity disclosures that clearly identify the principal material risks and opportunities facing the company specifically (as opposed to generic sector risks), the company appetite in respect of these risks, how these risks and opportunities have moved over time and the response to those changes. These opportunities and risks should integrate material economic, environmental and social issues, including climate change and data stewardship.

Refer to “Risk management/Sustainability Risk management” section in chapter “Organization and Governance”, “Our role in addressing climate change” section in chapter “Planet.”

Refer to the 2021 Annual Report, “Risk Management” section (pages 138 to 179) in “III – Treasury, Risk, Balance sheet and Off balance Sheet” for information on our risk management.

Greenhouse gas (GHG) emissions

For all relevant greenhouse gases (e.g. carbon dioxide, methane, nitrous oxide, F-gases etc.), report in metric tonnes of carbon dioxide equivalent (tCO₂e) GHG Protocol Scope 1 and Scope 2 emissions.

Estimate and report material upstream and downstream (GHG Protocol Scope 3) emissions where appropriate.

Refer to “Reducing our operational footprint”, “Driving greenhouse gas emission reductions within our operations” and “Scope 1, 2 and 3 greenhouse gas emissions” section in chapter “Planet.” For more information, refer to our Environmental Operational Data Disclosure document.

Paris‑aligned GHG emissions targets*

Define and report progress against time‑bound science‑based GHG emissions targets that are in line with the goals of the Paris Agreement – to limit global warming to well below 2°C above pre‑industrial levels and pursue efforts to limit warming to 1.5°C. This should include defining a date before 2050 by which you will achieve net‑zero greenhouse gas emissions, and interim reduction targets based on the methodologies provided by the Science Based Targets initiative, if applicable.

If an alternative approach is taken, disclose the methodology used to calculate the targets and the basis on which they deliver on the goals of the Paris Agreement.

Refer “Our progress in 2021 – towards net zero” section in chapter “Planet.”

Refer to “Net Zero Trajectory– Oil, Gas and Coal” metric in “TCFD Metrics” section in chapter “Disclosure Frameworks.”

TCFD implementation

Fully implement the recommendations of the Task Force on Climate-related Financial Disclosures (TCFD). If necessary, disclose a timeline of at most three years for full implementation. Disclose whether you have set, or have committed to set, GHG emissions targets that are in line with the goals of the Paris Agreement – to limit global warming to well below 2°C above pre-industrial levels and pursue efforts to limit warming to 1.5°C – and to achieve net-zero emissions before 2050.

Refer to “Task Force on Climate-related Financial Disclosures” section in chapter “Planet.”

Refer to “Our role in addressing climate change” section, “Our Risk Appetite Framework (RAF) from a sustainability perspective” section in chapter “Planet.”

Refer to “Reducing our operational footprint” section in chapter “Planet” and “TCFD Metrics” section in chapter “Disclosure Frameworks.”

Land use and ecological sensitivity

Report the number and area (in hectares) of sites owned, leased or managed in or adjacent to protected areas and/or key biodiversity areas (KBA).

Credit Suisse’s largest offices are located in cities such as Zurich, London, New York, Singapore, Hong Kong, Tokyo and São Paulo. Credit Suisse has limited direct impacts on local biodiversity through its own internal operations, and those impacts do not affect any protected areas. Credit Suisse has premises with areas close to its headquarters in Zurich (Uetlihof) and Horgen (Bocken) which have been awarded the quality label “Naturpark der Schweizer Wirtschaft” (see also Stiftung Natur und Wirtschaft), as they have been designed and are maintained in harmony with nature. For more information refer to our Environmental Operational Data Disclosure document.

Water consumption and withdrawal in water‑stressed areas

Report for operations where material: megalitres of water withdrawn, megalitres of water consumed and the percentage of each in regions with high or extremely high baseline water stress, according to WRI Aqueduct water risk atlas tool.

Estimate and report the same information for the full value chain (upstream and downstream) where appropriate.

Refer to “Driving water efficiency and waste reduction within our operations” section in chapter “Planet.” For more information, refer to our Environmental Operational Data Disclosure document.

Diversity and inclusion (%)

Percentage of employees per employee category, by age group, gender and other indicators of diversity (e.g. ethnicity).

Pay equality (%)

Ratio of the basic salary and remuneration for each employee category by significant locations of operation for priority areas of equality: women to men, minor to major ethnic groups, and other relevant equality areas.

Credit Suisse does not tolerate any form of discrimination, in particular discrimination based on ethnicity, nationality, gender, sexual orientation, gender identity, religion, age, marital or family status, pregnancy, disability, or any other status that is protected by local law. We recognize and value diversity and inclusion as a driver of success. Our policies and practices support a culture of fairness, where employment-related decisions, including decisions on compensation, are based on an individual’s qualifications, performance and behavior, or other legitimate business considerations, such as the profitability of the Group or the division and department of the individual, and the strategic needs of the Group. Consistent with our long-term commitment to fair pay, the Compensation Committee reviews our pay practices on a regular basis to identify potential areas requiring more attention. In 2021, we engaged third-party consultants to conduct pay equity review of employee compensation for select significant locations of operation. We are working towards consolidating the review covering our significant locations of operation, with an intention of reporting this metric in future periods.

Wage level (%)

1) Ratios of standard entry level wage by gender compared to local minimum wage.

2) Ratio of the annual total compensation of the CEO to the median of the annual total compensation of all its employees, except the CEO.

1) This metric is not relevant for Credit Suisse as there is no material number of employees who are compensated based on hourly wages subject to minimum wage rules.

2) For 2021, the median annualized total compensation of all our bonus eligible employees of our company (other than the CEO) was CHF 113,000, and the annual total compensation of our CEO was CHF 3.51 million (excluding pension and benefits and dividend equivalents). Based on this information, for 2021, the ratio of the annual total compensation of our CEO to the median annual total compensation of all employees was estimated to be 31.06 to 1.

Risk for incidents of child, forced or compulsory labour

An explanation of the operations and suppliers considered to have significant risk for incidents of child labour, forced or compulsory labour. Such risks could emerge in relation to:

a) type of operation (such as manufacturing plant) and type of supplier; and

b) countries or geographic areas with operations and suppliers considered at risk.

Refer to “Sustainability risk review”, “Sector policies and guidelines”, “Relationship with suppliers” sections in chapter “Organization and Governance” and “Respecting human rights” section in chapter “People.”

Refer to our Supplier Code of Conduct and Third Party Risk Management Framework available at: Supplier Code of Conduct and Third Party Risk Management

Refer to our Modern Slavery & Human Trafficking Transparency Statement 2022 available at: Modern slavery & human trafficking transparency statement – Credit Suisse (credit-suisse.com)

Health and safety (%)

The number and rate of fatalities as a result of work-related injury; high-consequence work-related injuries (excluding fatalities); recordable work-related injuries; main types of work-related injury; and the number of hours worked.

An explanation of how the organization facilitates workers’ access to non-occupational medical and healthcare services, and the scope of access provided for employees and workers.

Credit Suisse does not currently report work-related injuries, lost days and absenteeism globally, as definitions of these differ nationally and are governed by local legal requirements and Credit Suisse’s systems capture this data on a regional rather than global level. For 2021 in Switzerland only, 2.25% of the committed overall working time comprised absences due to illness or accidents (for 2020 the rate was 1.98% and for 2019 the rate was 2.4%).

Refer to “Well-being and health management” and “Supporting our employees during the pandemic” sections in chapter “People.”

Training provided (#, $)

1) Average hours of training per person that the organization’s employees have undertaken during the reporting period, by gender and employee category (total number of hours of training provided to employees divided by the number of employees).

2) Average training and development expenditure per full time employee (total cost of training provided to employees divided by the number of employees).

1) For more information on training, refer to “Advancing our Human Capital Approach” section in chapter “People.”

We spent on average CHF 511 on training and development expenditure per full-time employee.

Absolute number and rate of employment

1. Total number and rate of new employee hires during the reporting period, by age group, gender, other indicators of diversity and region.

2. Total number and rate of employee turnover during the reporting period, by age group, gender, other indicators of diversity and region.

Refer to “GRI – 401-1 New employee hires and employee turnover” in “GRI Standards” section in chapter “Disclosure Frameworks” for regional breakdown of involuntary turnover by region.

Economic contribution

1. Direct economic value generated and distributed (EVG&D), on an accruals basis, covering the basic components for the organization’s global operations, ideally split out by:

a. Revenues

b. Operating costs

c. Employee wages and benefits

d. Payments to providers of capital

e. Payments to government

f. Community investment

2. Financial assistance received from the government: total monetary value of financial assistance received by the organization from any government during the reporting period.

1. Refer to below for -

a. Revenues - Refer to the 2021 Annual Report, “Consolidated statements of operations” (page 285), Note 6 – “Commission and fees” (page 307), Note 7 – “Trading revenues” (page 307), and Note 8 – “Other revenues” (page 307) in “VI – Consolidated financial statements – Credit Suisse Group.”

b. Operating costs - Refer to the 2021 Annual Report, “Consolidated statements of operations” (page 285) and Note 11 – “General and administrative expenses” (page 308), in “VI – Consolidated financial statements – Credit Suisse Group.”

c. Employee wages and benefits - Refer to the 2021 Annual Report, “Consolidated statements of operations” (page 285), Note 10 – “Compensation and benefits” (page 308), Note 30 – “Employee deferred compensation” (pages 347 to 351) and Note 32 – “Pension and other post-retirement benefits” (pages 353 to 362) in “VI – Consolidated financial statements – Credit Suisse Group.”

d. Payment to providers of capital - Refer to the 2021 Annual Report, “Consolidated statements of operations” (page 285), Note 5 – “Net interest income” (page 306) in “VI – Consolidated financial statements – Credit Suisse Group” and “Dividends and dividend policy” (page 137) in “Capital Management” section of “II – Treasury, Risk, Balance sheet and Off-balance sheet – Capital management.”

e. Payments to government – We make a direct contribution to the economy and society in a variety of ways, including in our capacity as a significant taxpayer. As part of our ongoing desire to enhance transparency regarding our tax matters, further details of taxes paid and our approach to tax can be found in our Tax Contribution Report 2020 which was published for the first time in 2021.

Refer to the 2021 Annual Report, “Consolidated statements of cash flows” (pages 290 to 291) for income taxes paid in 2021 and Note 29 - “Tax” (pages 342 to 346).

f. Community investment - Refer to “Commitments to our communities” section in chapter “Purpose.”

2. Financial assistance received from the government: Credit Suisse does not receive significant financial assistance from governments.

Financial investment contribution

1. Total capital expenditures (CapEx) minus depreciation, supported by narrative to describe the company’s investment strategy.

2. Share buybacks plus dividend payments, supported by narrative to describe the company’s strategy for returns of capital to shareholders.

1. Refer to the 2021 Annual Report, “Consolidated statements of cash flows” (pages 290 to 291) and “Depreciation, amortization and impairment” (page 331) in Note 23 – “Other assets and other liabilities” in “VI – Consolidated financial statements – Credit Suisse Group.”

Credit Suisse‘s main investment focus is on real estate and technology.

Our real estate investments focus on the construction of fit for purpose workspaces enabling colleagues to benefit from flexible workspaces and team working opportunities balanced with the need for segregation of some functions to protect client confidentiality. Current and future projects are planned to take advantage of energy efficiency.

Refer to the page 44 of the 2021 Investor Day presentation for the capital expenditure on technology from 2016 to 2021 and Credit Suisse’s future investment focus on technology.

2. Refer to the 2021 Annual Report, “Share purchases” (page 136) and “Dividends and dividend policy” (page 137) in “Capital Management” section of “III – Treasury, Risk, Balance sheet and Off-balance sheet.”

Total R&D expenses ($)

Total costs related to research and development.

Credit Suisse continues to invest in digitalization and technology modernization, which will further enhance our sustainability strategy to reduce carbon emissions across the enterprise. We are working closely with our strategic partners by adopting emerging technologies, which provides carbon reduction opportunities throughout the entire supply chain. By remediating our legacy footprint we have introduced more energy efficient hardware and optimization across the infrastructure estate. Our public cloud journey enables the bank to migrate compute workloads to industry best energy efficient data centers. IT is working towards a framework for measuring carbon emissions and environmental impact which will lead to setting science based target commitments.

Please refer to the page 44 of the 2021 Investor Day presentation for the capital expenditure on technology from 2016 to 2021 and Credit Suisse’s future investment focus on technology.

Total tax paid

The total global tax borne by the company, including corporate income taxes, property taxes, non-creditable VAT and other sales taxes, employer-paid payroll taxes, and other taxes that constitute costs to the company, by category of taxes.

We make a direct contribution to the economy and society in a variety of ways, including in our capacity as a significant taxpayer. As part of our ongoing desire to enhance transparency regarding our tax matters, further details of taxes paid and our approach to tax can be found in our Tax Contribution Report 2020 which was published for the first time in 2021.

Refer to the 2021 Annual Report, “Consolidated statements of cash flows” (Pages 290 to 291) and Note 29 – “Tax” (pages 342 to 346) in “VI – Consolidated financial statements – Credit Suisse Group.”

Total tax paid by country for significant locations*

Total tax paid and, if reported, additional tax remitted, by country for significant locations.

We make a direct contribution to the economy and society in a variety of ways, including in our capacity as a significant taxpayer. As part of our ongoing desire to enhance transparency regarding our tax matters, further details of taxes paid and our approach to tax can be found in our Tax Contribution Report 2020 which was published for the first time in 2021.

Refer to the 2021 Annual Report, “Consolidated statements of cash flows” (Pages 290 to 291) and Note 29 – “Tax” (pages 342 to 346) in “VI – Consolidated financial statements – Credit Suisse Group.”