#1Credit Suisse 2022 Strategy Update October 27, 2022 CREDIT SUISSE#2Disclaimer (1/2) Credit Suisse has not finalized restated historical information according to its intended future structure and Credit Suisse's independent registered public accounting firm has not reviewed such information. Accordingly, the preliminary information contained in this presentation is subject to completion of ongoing procedures, which may result in changes to that information, and you should not place undue reliance on this preliminary information. Credit Suisse has not finalized its 3Q22 Financial Report and Credit Suisse's independent registered public accounting firm has not completed its review of the condensed consolidated financial statements (unaudited) for the period. Accordingly, the financial information contained in this document is subject to completion of quarter-end procedures, which may result in changes to that information. In particular, the information contained herein relating to the anticipated accounting and capital impacts on certain deferred tax asset positions, Credit Suisse AG (Bank parent company) participation(s) valuations and other potential matters, continue to be analyzed in light of the changes to the Group's strategic plans announced on October 27, 2022, making these and other closely-related metrics more susceptible to change as we complete our quarter-end procedures. This material does not purport to contain all of the information that you may wish to consider. This material is not to be relied upon as such or used in substitution for the exercise of independent judgment. Cautionary statement regarding forward-looking statements This document contains forward-looking statements that 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. In addition to our ability to successfully implement our strategic objectives announced today, a number of important factors could cause results to differ materially from the plans, targets, goals, 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, 2021 and in the "Cautionary statement regarding forward- looking information" in our 3Q22 Earnings Release published on October 27, 2022 and submitted to the US Securities and Exchange Commission, and in other public filings and press releases. We do not intend to update these forward- looking statements. In particular, the terms "Estimate", "Illustrative", "Ambition", "Objective", "Outlook", "Goal", "Commitment" and "Aspiration" are not intended to be viewed as targets or projections, nor are they considered to be Key Performance Indicators. All such estimates, illustrations, ambitions, objectives, outlooks, goals, commitments and aspirations, as well as any other forward-looking statements described as targets or projections, are subject to a large number of inherent risks, assumptions and uncertainties, many of which are completely outside of our control. These risks, assumptions and uncertainties include, but are not limited to, general market conditions, market volatility, increased inflation, interest rate volatility and levels, global and regional economic conditions, challenges and uncertainties resulting from Russia's invasion of Ukraine, political uncertainty, changes in tax policies, scientific or technological developments, evolving sustainability strategies, changes in the nature or scope of our operations, including as a result of our recently announced strategy initiatives, changes in carbon markets, regulatory changes, changes in levels of client activity as a result of any of the foregoing and other factors. Accordingly, these statements, which speak only as of the date made, are not guarantees of future performance and should not be relied on for any purpose. We do not intend to update these estimates, illustrations, ambitions, objectives, outlooks, goals, commitments, aspirations, targets, projections or any other forward-looking statements. For these reasons, we caution you not to place undue reliance upon any forward-looking statements. Unless otherwise noted, all such estimates, illustrations, expectations, ambitions, objectives, outlooks, goals, commitments, aspirations, targets and projections are for the full year indicated or as of the end of the year indicated, as applicable. We may not achieve the benefits of our strategic initiatives We may not achieve all of the expected benefits of our strategic initiatives, such as in relation to intended reshaping of the bank, cost reductions and strengthening and reallocating capital. Factors beyond our control, including but not limited to the market and economic conditions (including macroeconomic and other challenges and uncertainties, for example, resulting from Russia's invasion of Ukraine), customer reaction to our proposed initiatives, enhanced risks to our businesses during the contemplated transitions, changes in laws, rules or regulations and other challenges discussed in our public filings, could limit our ability to achieve some or all of the expected benefits of these initiatives. Our ability to implement our strategy objectives could also be impacted by timing risks, obtaining all required approvals and other factors. Estimates and assumptions In preparing this document, management has made estimates and assumptions that affect the numbers presented. Actual results may differ. Annualized numbers do not take into account variations in operating results, seasonality and other factors and may not be indicative of actual, full-year results. Figures throughout this cument may also be subject to rounding adjustments. All opinions and views constitute good faith judgments as of the date of writing without regard to the date on which the reader may receive or access the information. This information is subject to change at any time without notice and we do not intend to update this information. 2 CREDIT SUISSE#3Disclaimer (2/2) Statement regarding non-GAAP financial measures Our estimates, ambitions, objectives, aspirations and targets often include metrics that are non-GAAP financial measures and are unaudited. A reconciliation of the estimates, ambitions, objectives, aspirations and targets to the nearest GAAP measures is unavailable without unreasonable efforts. Results excluding certain items included in our reported results do not include items such as goodwill impairment, major litigation provisions, real estate gains, impacts from foreign exchange and other revenue and expense items included in our reported results, all of which are unavailable on a prospective basis. Return on tangible equity is based on tangible shareholders' equity, a non-GAAP financial measure also known as tangible book value, which is calculated by deducting goodwill and other intangible assets from total shareholders' equity as presented in our balance sheet, both of which are unavailable on a prospective basis. Such estimates, ambitions, objectives, aspirations and targets are calculated in a manner that i consistent with the accounting policies applied by us in preparing our financial statements. Statement regarding capital, liquidity and leverage Credit Suisse is subject to the Basel framework, as implemented in Switzerland, as well as Swiss legislation and regulations for systemically important banks, which include capital, liquidity, leverage and large exposure requirements and rules for emergency plans designed to maintain systemically relevant functions in the event of threatened insolvency. Credit Suisse has adopted the Bank for International Settlements (BIS) leverage ratio framework, as issued by the Basel Committee on Banking Supervision (BCBS) and implemented in Switzerland by the Swiss Financial Market Supervisory Authority FINMA. Unless otherwise noted, leverage exposure is based on the BIS leverage ratio framework and consists of period-end balance sheet assets and prescribed regulatory adjustments. The tier 1 leverage ratio and CET1 leverage ratio are calculated as BIS tier 1 capital and CET1 capital, respectively, divided by period-end leverage exposure. Sources Certain material in this document has been prepared by Credit Suisse on the basis of publicly available information, internally developed data and other third-party sources believed to be reliable. Credit Suisse has not sought to independently verify information obtained from public and third-party sources and makes no representations or warranties as to accuracy, completeness, reasonableness or reliability of such information. Share Capital Increase This document is not an offer to sell securities or the solicitation of any offer to buy securities, nor shall there be any offer of securities, in any jurisdiction in which such offer or sale would be unlawful. This document does not constitute an offer or invitation to subscribe for or to purchase any securities in the United States of America. The securities referred to herein have not been and will not be registered under the US Securities Act of 1933, as amended (the "Securities Act") or the laws of any US state and may not be offered or sold in the United States of America absent registration or an exemption from registration under the Securities Act. There will be no public offering of the securities in the United States of America. 3 CREDIT SUISSE#4Credit Suisse 2022 Strategy Update Agenda Time (GMT) 09:30 am 09:35 am 09:45 am 10:15 am 10:45 am 11:45 am 4 Theme Welcome and agenda Chairman's Perspectives Strategic Perspectives Financial Perspectives Q&A Close Presenter Kinner Lakhani, Head of Group Strategy and Investor Relations Axel P. Lehmann, Chairman of the Board of Directors Ulrich Körner, Chief Executive Officer Dixit Joshi, Chief Financial Officer Duration CREDIT SUISSE 5' 10' 30' 30' 60'#5Credit Suisse 2022 Strategy Update Strategic Perspectives Ulrich Körner October 27, 2022 Chief Executive Officer CREDIT SUISSE#6Creating a new Credit Suisse A new Credit Suisse Decisive actions Benefitting all stakeholders Build on a respected franchise and a blue-chip client base A simpler, more focused and more stable bank centered around Wealth Management and our Swiss home market supported by strong capabilities in Asset Management and Markets Led by a new team with very relevant experience and clear accountability Reallocate capital to Wealth Management and Swiss Bank businesses – more stable revenues, less capital intensive Radically restructure the Investment Bank Highly connected Markets business with industry-leading Investor Products franchise • Carve out CS First Boston as an independent Capital Markets and Advisory bank Capital release from exits and significant exposure reduction for Securitized Products Accelerate cost reduction Strengthen our capital ratio through divestments, exits and capital actions, whilst creating more value from existing assets For our clients, a bank built around their needs For our shareholders, sustainable returns and value creation For our employees, a global platform and a unified culture for entrepreneurial talent For our regulators and other stakeholders, a reliable and trustworthy partner 6 1 In CHF unless otherwise stated, please refer to later pages for detailed definition release from Securitized Products Metrics and targets, 2025¹ ~2/3rd capital in WM, SB and AM² ~40% lower RWA/LE in IB³ 2.5 bn lower cost 1.2 bn by 2023 >13.5% CET1 ratio 2 Excluding Corporate Center 3 Compared to 3Q22, from wind-down of the Non-Core Unit and capital CREDIT SUISSE#7Addressing our key challenges ● ● ● ● ● 7 Broad business portfolio, partially fragmented Insufficient capital discipline with underperforming/non-strategic/marginal businesses Inflexible, high-cost operating model Recurrence of litigation and reputational issues Volatile and sub-par Group and Investment Bank returns CREDIT SUISSE#8Taking decisive action to re-focus Credit Suisse 8 Delivering on strategic priorities Restructure the Investment Bank Strengthen and reallocate capital Accelerate cost transformation CREDIT SUISSE ● ● ● ● Strong risk management Stable earnings Leading positions Connected businesses Engaging with our Stakeholders Provide compelling proposition to clients and employees Create sustainable value Restore trust CREDIT SUISSE#9New Credit Suisse is focused on connected, leading franchises CREDIT SUISSE New Credit Suisse Top 2 global wealth manager outside the US¹ Leading universal bank in Switzerland Differentiated and aligned capabilities in Asset Management and Markets CS First Boston Independent Capital Markets and Advisory bank, headquartered in New York 9 1 Market share based on markets (client domiciles, onshore / offshore) and client segments Credit Suisse is active in; based on McKinsey Wealth Pools, 2021 Capital Release Unit Securitized Products Non-Core Unit Other Divestments CREDIT SUISSE#10Our leading franchises Attractive markets Leading positions Strong track record Markets capabilities Wealth Management Growing above GDP Low capital intensity High barriers to entry #2 Wealth Manager outside the US (UHNW, HNW)¹ Top 3 in Europe, Asia, Middle East² 14% avg. RoRC+, 3 Swiss Bank Very resilient economy Very low leverage vs. other economies #1 in Investment Banking for years4 Top 2 in Corporate Banking5 #1 in Institutional Clients6 #1 in Digital only retail? 12% avg. RoRC+, 3 Asset Management Growing above GDP Low capital intensity #2 in Switzerland8 Multi-specialist asset manager with strengths in specialist products / capabilities 43% avg. RoRCt, 3 Cross-asset Investor Products and tailored Equities, FX and Rates capabilities Note: Results excluding certain items in our reported results are non-GAAP financial measures. See the appendix of this presentation for detailed information and defined terms as well as important presentation and other information relating to non-GAAP financial measures, including reconciliations. 1 Market share based on markets (client domiciles, onshore / offshore) and client segments Credit 3 Avg. of 2018-3022 adjusted return on regulatory 10 Suisse is active in; based on McKinsey Wealth Pools, 2021 2 Euromoney Global PB and WM Survey 2021, category: Best PB Services Overall capital 4 Dealogic #1 for last 14 years except 2015 where CS IB was #2, as of June 2021 5 McKinsey and BCG 2021 6 BCG 2021 7 By account balance 8 By Assets under Management CREDIT SUISSE#11Investment Bank: ~40% reduction in IB RWA and LE in USD bn; illustrative Leverage exposure 90 100% 3Q22 RWA 385 22 24% Markets Connected market access & solutions Align & streamline 109 21 23% CS First Boston Independent Capital Markets & Advisory bank Carve out 75 22 25% Securitized Products Market-leading, but unconnected to remaining business Reduce exposure 85 11 Note: Historical information presented according to the new divisional structure is a preliminary estimate based on management accounts and subject to change 25 28% Non-Core Unit Non-strategic/low return businesses and markets Wind down 116 CREDIT SUISSE#12Markets: Leading provider of market access and solutions Key strategic actions Rationale ● ● Provider of leading cross-asset Investor Products, Equities, FX and Rates access for our Wealth Management, Swiss Bank clients and select institutional clients ● Ability to deliver tailored services to our clients ~50% of net revenue tied to Wealth Management/Swiss Bank clients Service provider to CS First Boston Objectives and financial metrics Enable platform growth, scalability and innovation Best in class Investor Products for Wealth Management (own and third party) Create flexible and lower cost base RWA ● ● ● ● USD 22 bn¹1 Materially reduce risk and re-focus Integrate value chain for Wealth Management/Swiss Bank clients Focused coverage of institutional clients with specific product capabilities Cash Equities: simplify and streamline platforms and footprint, focused research Grow service to third party wealth managers 12 Note: Historical information presented according to the new divisional structure is a preliminary estimate based on management accounts and subject to change 1 As of 3Q22 2 Expectation under normalized market conditions with USD 22 bn of RWA Net revenue level² USD ~3 bn CREDIT SUISSE#13CS First Boston: Independent Capital Markets and Advisory bank Key strategic actions Carve out business from Investment Bank, transform into partnership model, create independent platform Attract external capital for Leveraged Finance Firm open to third party capital from anchor investors Capital-light and focused offering outside North America to support global clients Rationale Rooted in strong positions in North America, largest and most attractive capital market ● Independent proposition and partnership model to be competitive in attracting and retaining the best talent and shaping a strong culture More global and broader than boutiques, more focused than bulge bracket players Well-established First Boston heritage in Capital Markets and Advisory, leader in Financial Sponsors and Leveraged Finance for 20 years Objectives and financial metrics Premium standing with clients and talent Sustainably creating economic value through the cycle Creates strategic optionality for the Group RWA ● ● ● ● USD >20 bn¹ Preferred long-term partnership with new Credit Suisse 13 Note: Historical information presented according to the new divisional structure is a preliminary estimate based on management accounts and subject to change 1 As of 3Q22 2 Expectation under normalized market conditions with USD >20 bn of RWA Net revenue level² USD >2.5 bn CREDIT SUISSE#14Capital Release Unit 3Q22, in USD bn Rationale Key elements/ businesses RWA LE Securitized Products (reduce exposure) ● ● ● ● Market leading franchise, but capital / funding intensive Marginal connection to core businesses and to CS First Boston Value opportunity through partnership Right-sized exposure Securitized Products 22 85 Non-Core Unit (wind-down) ● ● ● History of poor / volatile returns Marginal connection to core businesses Will unlock cost savings Residual Prime Non-WM related lending in Emerging Markets Reduce European IB lending and capital markets footprint 14 Note: Historical information presented according to the new divisional structure is a preliminary estimate based on management accounts and subject to change Presence in selected countries 35 (includes assets not from IB) 132 (includes assets not from IB) CREDIT SUISSE#15Allocate more capital to our higher return businesses Investment Bank Wealth Management, Swiss Bank and Asset Management RWA Mix (excl. CC) 40% 60% 3Q22¹ 13% 9% Markets 78% 2025 Estimate 2,5 Capital Release Unit CS First Boston New Credit Suisse Investment Bank³ Wealth Management, Swiss Bank and Asset Management4 Revenue Mix (excl. CC and CRU) 43% 57% 2018-3Q22 14% Markets 86% 2025 Estimate5 1 Based on current structure pre-GTS and pre-AFG pay-away 2 Including Basel III reforms 3 Includes Fixed income sales and trading, Equity sales and trading, Capital markets revenues and 15 Advisory and other fees 4 Includes Wealth Management, Swiss Bank and Asset Management revenues on an adjusted basis 5 Estimates and assumptions are based on currently available information and beliefs, expectations and opinions of management and include all known facts and decisions as of October 27, 2022. Actual results may differ. CS First Boston New Credit Suisse CREDIT SUISSE#16Targeting Group CET1 ratio of >13.5% pre-B3R in 2025 Illustrative CET1 ratio development In % 12.6% 3Q22 ~1.4% Capital raises ~14.0% Illustrative CET1 ratio post capital raises Securitized Products exposure reduction and other divestments Core capital generation CRU capital usage¹ Restructuring Other capital uses² 3 As of 3Q22 inclusive of the Note: Estimates and assumptions are based on currently available information and beliefs, expectations and opinions of management and include all known facts and decisions as of October 27, 2022. Actual results may differ 1 Including Securitized products profitability and Non-Core Unit 2 Includes dividend accrual and contingencies 16 lower Pillar 1 requirement due to the lower Swiss Market Share related capital surcharge (effective since June 30, 2022) and the lower leverage exposure related capital surcharge (effective from September 30, 2022), as well as Supply Chain Finance Fund related Pillar 2 capital add-on and Swiss CCyB introduced in Sep 2022 Target >13.5% 2025 pre-B3R Minimum requirement of 10.2%³ CREDIT SUISSE#17Reducing cost by 15% Group cost base in CHF bn¹ ~17.0 2022 guidance at 4Q21 Excluding impact of SP transaction and other divestments ~16.5-17.0 2022 guidance at 2022 ~(1.2) bn 15.8 2023 target ~(2.5) bn ~14.5 2025 target 17 1 Adjusted operating expenses at constant 2022 FX rates and on constant perimeter, before impact of Securitized Products transaction and other divestments Selected cost levers Non-core rundown and business descoping - less work in non-core or unprofitable business Organizational simplification - with fewer people Workforce management – at lower cost Third-party cost management - buying less for less CREDIT SUISSE#18Summary - Financial targets to unlock value Restructure the Investment Bank Strengthen and reallocate capital Accelerate cost transformation 2025 Financial Targets Core Return on Tangible Equity* >8% Group Return on Tangible Equity+ ~6% CET1 ratio >13.5% pre-B3R Cost base¹ CHF~14.5 bn Nominal dividend 2022-2024; meaningful distribution from 2025 onwards 18 1 Adjusted operating expenses at constant 2022 FX rates and on constant perimeter, before impact of Securitized Products transaction and other divestments CREDIT SUISSE#19Execution roadmap 19 Immediate Re-shape portfolio, strengthen capital, execute cost reduction 2023-24 Transform into new Credit Suisse and CS First Boston and improve cost efficiency 2025 onwards Deliver sustainable returns and grow core business CREDIT SUISSE#20What is different this time ● ● ● 20 New Executive Board with significant relevant experience, strong track record of execution Clear near-term accountability for each milestone of our targets Strongly capitalized to deliver on our targets Radically restructuring the Investment Bank Resolving legacy issues head-on CREDIT SUISSE#21What the new Credit Suisse means for our stakeholders 21 Clients We are focused on... Investors Employees Regulators Building a stronger bank around the needs of our clients Restoring a reputation as a sustainable, responsible and stable bank Simplifying business model for growth and profitability Ensuring clarity of strategy and proposition Creating an aligned and positive culture Streamlining the structure to foster entrepreneurship and client service Being a transparent, reliable and trustworthy partner CREDIT SUISSE#22Credit Suisse 2022 Strategy Update Financial Perspectives Dixit Joshi October 27, 2022 Chief Financial Officer CREDIT SUISSE#23Our strategic priorities Restructure the Investment Bank Strengthen and reallocate capital Accelerate cost transformation 2025 Targets Investment Bank capital reduction¹ of ~40% from wind-down of the Non-Core Unit and capital release from Securitized Products Ambition to attract external capital in CS First Boston CET1 ratio of >13.5% pre-B3R CET1 ratio expected to remain at least 13.0% through transformation² Reduce Group cost base³ by CHF ~2.5 bn to CHF 14.5 bn 23 1 Based on RWAS excluding Basel III reforms 2 From 2023 through 2025 3 Adjusted operating expenses at constant 2022 FX rates and on constant perimeter, before impact of Securitized Products transaction and other divestments CREDIT SUISSE#24A simplified new Credit Suisse Credit Suisse divisional structure Illustrative 3Q22, in CHF bn (unless otherwise stated) From January 1, 2023 Core Wealth Management RWA LE Swiss Bank ■ 52 RWA 168 LE Asset Management 72 RWA 241 LE Investment Bank¹ in USD bn RWA 3 LE Simplification of organizational structure Dissolving both Global Trading Solutions and Asia Financing Group joint-ventures ▪ Swiss Investment Banking & Capital Markets from Investment Bank to Swiss Bank ■ Sale of full Allfunds stake 43 184 Corporate Center RWA LE 24 Note: Historical information presented according to the new divisional structure is a preliminary estimate based on management accounts and subject to change 1 Markets and CS First Boston 2 Before transaction 3 Includes Asset Resolution Unit 42 32 Capital Release Unit Securitized Products² in USD bn RWA LE Non-Core Unit³ in USD bn 22 RWA 85 LE Value creation Wind-down Risk reduction CREDIT SUISSE 35 132 I#25I We are making clear strategic choices in our Investment Bank Investment Bank Align & streamline Carve out Exposure reduction Markets Wind down ■ ■ ■ Focused FX CS First Boston ■ Capital Release Unit ■ Cross Asset Investor Products Equities Capital Markets Advisory Financing Securitized Products ▪ Asset Securitization Mortgage Servicing ■ Non-Core Unit Prime Residual EM Trading¹ & Financing² High connectivity with Wealth Management, Swiss Bank and CS First Boston Independent Capital Markets & Advisory bank Market leading but low connectivity and high capital usage Non-strategic, low returns and higher risk Investment Bank RWA in USD bn; illustrative 107 25 Note: Historical information presented according to the new divisional structure is a preliminary estimate based on management accounts and subject to change 1 Ex-China, India and Brazil 2 Ex-Wealth Management related businesses IB 508 IB 90 2020 IB 385 ~(30)% USD ~(25) bn Investment Bank Leverage Exposure in USD bn; illustrative IB SP 65 22 43 - (30)% USD ~(120) bn SP IB ex-NCU ~(50)% USD ~(45) bn 269 85 184 3Q22 IB ex-NCU - (50)% USD ~(200) bn 43 IB ex-NCU and SP Investment Bank Capital Cost 184 IB ex-NCU and SP CREDIT SUISSE#26Transform Credit Suisse into a capital-light model Corporate Center² Investment Bank Wealth Management, Swiss Bank and Asset Management 3Q22 RWA¹ 18% 32% Investment Bank RWA expected at <1/5th of Group by 2025 vs. 1/3rd at 3Q22 50% 2025E RWA² 12% 15% 7% 11% 55% Capital Release Unit³ Corporate Center CS First Boston Markets New Credit Suisse 66% Investment Bank Capital Cost Target Investment Bank capital reduction4 of ~40% from wind-down of the Non- Core Unit and capital release from Securitized Products Ambition to attract external capital in CS First Boston Note: Estimates and assumptions are based on currently available information and beliefs, expectations and opinions of management and include all known facts and decisions as of October 27, 26 2022. Actual results may differ 1 Based on current structure pre-GTS and AFG pay-away 2 Including Basel III reforms 3 Including Asset Resolution Unit and Securitized Products 4 Based on RWAs excluding Basel III reforms CREDIT SUISSE#27Drive a more stable business mix Revenue mix¹ Based on adjusted net revenues, in % Investment Bank Wealth Management, Swiss Bank and Asset Management 27 Investment Banking & Capital Markets Sales & Trading Transaction & other Net interest & recurring income 17% 26% 13% 44% 2018-3Q22 ~(13) pp. ~+13 pp. <15% >15% ~15% ~55% 2025E CS First Boston Markets Transaction & other Net interest & recurring income Note: Estimates and assumptions are based on currently available information and beliefs, expectations and opinions of management and include all known facts and decisions as of October 27, 2022. Actual results may differ 1 Excluding Corporate Center and Capital Release Unit Investment Bank Capital Cost New Credit Suisse CREDIT SUISSE#28Decisive actions to strengthen capital 28 Capital raises with gross proceeds of CHF ~4 bn 12.6% 3Q22 CET1 ratio ~1.4% Capital raises ~14.0% 1 Pro forma CET1 ratio ¹ Further significant capital release Capital release from Securitized Products Divestments ~50 bps of CET1 ratio Non-Core Unit RWA reduction of USD ~ 18 bn equivalent to USD ~2.5 bn² capital release by end 2025 Note: Estimates and assumptions are based on currently available information and beliefs, expectations and opinions of management and include all known facts and decisions as of October 27, 2022. Actual results may differ 1 Assuming immediate benefit 2 Aspiration based on 13.5% of RWA Investment Bank Capital Cost CREDIT SUISSE#29Overview of proposed capital raises 2022 Structure 29 Size of capital raises (gross proceeds) o/w non preemptive placement 3Q22 results / Strategy Update / announcement of capital raises o/w rights issue Thursday October 27 Monday October 31 EGM invitation Tuesday November 1 Announcement of terms for NPP and of expected terms of rights issue 1 Subject to customary conditions, including approval by EGM implemented ■ Proposed capital raises Non preemptive placement ("NPP") with selected investors and firm underwritten rights issue¹ ■ CHF -4.0 bn² CHF 1.85 bn ■ CHF 2.15 bn³ Wednesday November 23 Indicative timeline for proposed capital raises Announcement of final terms of rights issue Extraordinary General Meeting 2 Subject to EGM approval Thursday November 24 Friday November 25 Start rights trading and exercise period Monday November 28 Settlement of NPP & first trading day of NPP shares / publication of prospectus Tuesday December 6 End of rights trading period End of rights exercise period (noon CET) Thursday December 8 3 Up to CHF ~ 4.0 bn if the non preemptive placement is not approved by the EGM and/or Investment Bank Capital Cost Friday December 9 Settlement of rights issue & first trading day of new shares CREDIT SUISSE#30Overview of proposed Securitized Products transaction Transfer of the Securitized Products 30 Group Transaction highlights I ■ ■ Credit Suisse's Securitized Products Group (SPG) is a full-service, vertically integrated credit solutions provider Credit Suisse entered into a framework and exclusivity agreement to transfer SPG to an investor group led by Apollo Global Management and PIMCO Forms a key part of Credit Suisse's strategic shift towards a more stable, less capital intensive, and advisory- focused model Designed to release capital and achieve significant risk reduction for the Group Under the proposed transaction, Apollo would acquire the majority of SPG's assets and enter into an asset management agreement to manage the residual assets on Credit Suisse's behalf Investment Bank Capital Cost Subject to final agreement, anticipated during 4Q22; transaction expected to close in 1H23 Note: Estimates and assumptions are based on currently available information and beliefs, expectations and opinions of management and include all known facts and decisions as of October 27, 2022. Actual results may differ CREDIT SUISSE#31Establish Non-Core Unit to release capital Structure Governance Key Priorities ■ I ■ ■ Non-Core Unit incorporates Asset Resolution Unit Experienced team with a track record of winding down assets while maintaining strong controls Simplified risk management and governance structure Transparency for stakeholders via dedicated segment reporting Accelerate reduction of assets to release capital and reduce risk Eliminate related operating costs 31 Note: Historical information presented according to the new divisional structure is a preliminary estimate based on management accounts and subject to change 1 Non-Core Unit financials including Asset Resolution Unit 2 Adjusted net revenues, total operating expenses and pre-tax income 9M22 Financials ¹,2 Net revenues USD 0.2 bn Investment Bank Capital Cost Total operating expenses USD 1.8 bn Pre-tax income USD (1.7) bn RWA USD 35 bn Leverage exposure USD 132 bn CREDIT SUISSE#32Non-Core Unit Composition Asset composition Illustrative, as of 3Q22 in USD bn 35 15 Risk-weighted assets Operational Risk 132 30 14 20 45 23 Leverage exposure Equities Rates & FX Fixed Income Trading Loans Other Equity swaps ■ Interest rate swaps, cross currency swaps, options, swaptions ■ Credit, Emerging Markets, Corporate Derivatives Corporate Bank, Emerging Markets ▪ Minority Interest Investments Legacy Life Finance business 32 Note: Historical information presented according to the new divisional structure is a preliminary estimate based on management accounts and subject to change ■ ■ ■ ■ Investment Bank Capital Cost NCU highlights and key metrics 50% of the Investment Bank's Emerging Markets RWA exposure transferred to the Non-Core Unit Fair Value Level 3 assets of USD ~4 bn or ~40% of the Group Average portfolio duration 4-5 years Excluding Operational Risk, the portfolio is comprised of ~85% Credit Risk and ~15% Market Risk RWA CREDIT SUISSE#33Accelerated wind down of Non-Core Unit Operational Risk Risk-weighted asset progression ¹ Illustrative, in USD bn 1 Lower by ~(60)% ex. Operational Risk 35 6 3Q22 132 ~25 6 3Q22 2023 ~92 ~20 6 Leverage exposure progression Illustrative, in USD bn Lower by ~(55) % 2023 2024 ~71 ~17 2024 2025 Target ~61 2025 Target Expected by 2025 Release USD ~2.5 bn of capital² Reduction in adjusted pre-tax loss from USD ~2.2 bn³ in 2022 to USD ~1.3 bn in 2025 Further management actions to reduce costs Note: Estimates and assumptions are based on currently available information and beliefs, expectations and opinions of management and include all known facts and decisions as of 33 October 27, 2022. Actual results may differ. Historical information presented according to the new divisional structure is a preliminary estimate based on management accounts and subject to change 1 Pre-Basel III reforms 2 Aspiration based on 13.5% of RWA 3 9M22 adjusted pre-tax income annualized Investment Bank Capital Cost CREDIT SUISSE#34Targeting Group CET1 ratio of >13.5% pre-B3R in 2025 Illustrative CET1 ratio development In % 12.6% 3Q22 ~1.4% Capital raises ~14.0% Illustrative CET1 ratio post capital raises Securitized Products exposure reduction and other divestments Core capital generation CRU capital usage¹ Restructuring Other capital uses² Note: Estimates and assumptions are based on currently available information and beliefs, expectations and opinions of management and include all known facts and decisions as of October 27, 2022. Actual results may differ 1 Including Securitized Products profitability and Non-Core Unit 2 Includes dividend accrual and contingencies 3 From 2023 through 2025 34 4 As of 3Q22 inclusive of the lower Pillar 1 requirement due to the lower Swiss Market Share related capital surcharge (effective since June 30, 2022) and the lower leverage exposure related capital surcharge (effective from September 30, 2022), as well as Supply Chain Finance Fund related Pillar 2 capital add-on and Swiss CCyB introduced in Sep 2022 Target >13.5% 2025 pre-B3R Investment Bank Capital Cost CET1 ratio targeted to remain at least 13.0% pre-B3R through transformation³ Minimum requirement of 10.2%4 CREDIT SUISSE#35Regulatory capital inflation significantly reduced by our strategic actions Estimated RWA increase from Basel III reforms In CHF bn Standardized Operational Risk R-IRB 35 FRTB CVA FRTB Net impact -35 - 40 <5 <5 10 ~ 10-15 2020 Investor Day guidance for FY2024 R-IRB FRTB CVA FRTB ~(60%) L2 5 15 Standardized Operational Risk (7) Net impact ~15 Current guidance for FY2024 Basel III reform impact Reduced CVA impact primarily driven by exposure reduction ■ Investment Bank Capital Cost ▪ Reduced Operational Risk RWA impact from Group strategic actions since 2020 B3R CET1 ratio go-live impact of ~70 bps ■ Note: Estimates and assumptions are based on currently available information and beliefs, expectations and opinions of management and include all known facts and decisions as of October 27, 2022. Actual results may differ CREDIT SUISSE#36Initiated CHF~2.5 bn cost reduction program Group cost base ¹ in CHF bn Excluding impact of SP and other divestments ~17.0 ~16.5-17.0 ~(1.2) bn ~(2.5) bn || 2022 guidance at 4Q21 2022 guidance at 2Q22 15.8 ~14.5 2023 target 2025 target Full Time Employees² 52k 9M22 ~(17)% ~43k 2025 Actions already mandated represent 2/3rd of 2023 savings: ■ Clear visibility on 2023 cost reduction² Investment Bank Capital Cost 2,700 FTE reduction or 5% of FTE base already underway ▪ 50% reduction on consultancy spend initiated in 2H22 ▪ 30% reduction in contractor spend initiated in 2H22 ▪ On track for estimated CHF 200 mn technology and operations exit cost savings in 2022 36 1 Adjusted operating expenses at constant 2022 FX rates and on constant perimeter, before impact of Securitized Products transaction and other divestments 2 Estimates and assumptions are based on currently available information and beliefs, expectations and opinions of management and include all known facts and decisions as of today. Actual results may differ CREDIT SUISSE#37Relentless focus on driving down our cost base through key transformation initiatives ■ ■ Non-Core Unit rundown and business descoping Reshaped Investment Bank enables direct cost reduction and rationalization of related Group infrastructure 37 Descoping of unprofitable activities with more focused business footprint, reduced legal entities, reduced IT spend on non-core businesses ▪ Reduction of internal services and non-revenue producing roles and lower complexity of governance and processes Organizational simplification ■ Simpler organizational structure with aim to eliminate duplication, improve productivity Remove complex and manual processes, supported by continued digitalization program 2,700 FTE reduction or 5% of FTE base already underway. Full financial impact will be reflected in 2023 ■ Workforce management Improved mix of near/offshored resourcing, and optimized combination of in/outsourcing ▪ Shift to more optimized 'spans and layers' with improved seniority mix ▪ 30% reduction in contractor spend initiated in 2H22 Third-party cost management ■ ■ Investment Bank Capital Cost Reset spend on all third parties including consultancy, market data, legal and property Outsourced procurement model to achieve market leading pricing ▪ 50% reduction on consultancy spend initiated in 2H22 Efficiency savings to support strategic investments in business, technology and people Risk management controls and standards continue to be prioritized CREDIT SUISSE#38Restructuring charges and impairments Estimated total restructuring charges, software and real estate impairments vs. cost savings in CHF bn 2.9 Total restructuring charges, software and real estate impairments 4Q22-2024 2.5 1 Cost savings ¹ by 2025 Estimated upfront costs to execute our strategy in CHF bn Impairment of Deferred Tax Assets ~48 bps CET1 ratio impact² 3.7 3Q22 Restructuring charges, software and real estate impairments 0.3 4Q22 1.6 2023 Note: Estimates and assumptions are based on currently available information and beliefs, expectations and opinions of management and include all known facts and decisions as of 38 October 27, 2022. Actual results differ may divestments 2 Relates to CHF 2.0 bn write off of DTA timing differences 1.0 2024 Investment Bank Capital Cost 1 Adjusted operating expenses at constant 2022 FX rates and on constant perimeter, before impact of Securitized Products transaction and other CREDIT SUISSE#39We are targeting a core ROTE of >8% and a Group ROTE of ~6% by 2025 Group Return on Tangible Equity * Illustrative development, based on CHF 39 (18.7)% 9M22 reported ann. ROTE* Wealth Management, Swiss Bank and Asset Management to benefit from rising rates and business growth Capital Markets and Advisory revenue normalization (0.5)% 9M22 adjusted ann. ROTE*¹ ~5.0% Revenue drivers ~3.0-3.5% Cost drivers ~(1.5)-(2.0)% Others ² ~6.0% 2025 Group ROTE ‡ ~2.5% Capital Release Unit In the medium-term, our new business mix will support higher Group ROTE Note: Results excluding certain items in our reported results are non-GAAP financial measures. See the appendix of this presentation for detailed information and defined terms as well as important presentation and other information relating to non-GAAP financial measures. Estimates and assumptions are based on currently available information and beliefs, expectations and opinions of management and include all known facts and decisions as of today. Actual results may differ 1 Estimate based on 2025 tax rate and 2025 average tangible shareholders equity 2 Including Securitized Products, other divestments impact and provisions for credit losses 3 Core includes Group returns, ex-NCU and Securitized Products >8.0% 2025 Core ROTE #3 CREDIT SUISSE#40We are focused on the disciplined execution of our strategy Restructure the Investment Bank Strengthen and reallocate capital Accelerate cost transformation Target Investment Bank capital reduction¹ of ~40% from wind- down of the Non-Core Unit and capital release from Securitized Products Ambition to attract external capital in CS First Boston Capital raises with gross proceeds of CHF ~4.0 bn leading to a pro forma CET1 ratio of ~14.0% Capital Release Unit and other divestments to release CHF >5 bn of capital by 2025 Relentless focus on driving down our cost base by CHF ~2.5 bn Returns ■ ■ Our 2025 Financial Targets Capital ■ Core Return on Tangible Equity >8% Group Return on Tangible Equity* ~6% CET1 ratio² >13.5% in 2025 CET1 ratio² through transformation³ at least 13.0% Nominal dividend 2022-2024; meaningful distribution from 2025 onwards Costs 2023 Group cost base4 CHF 15.8 bn 2025 Group cost base4 CHF ~14.5 bn Note: Estimates and assumptions are based on currently available information and beliefs, expectations and opinions of management and include all known facts and decisions as of 40 October 27, 2022. Actual results differ may 1 Based on RWAs excluding Basel III reforms 2 Pre-Basel III reforms 3 From 2023 through 2025 4 Adjusted operating expenses at constant 2022 FX rates and on constant perimeter, before impact of Securitized Products transaction and other divestments CREDIT SUISSE#41Appendix CREDIT SUISSE#42Notes General notes Throughout this presentation rounding differences may occur Results excluding certain items included in our reported results are non-GAAP financial measures Our cost base target is measured using adjusted operating expenses at constant 2022 FX rates and on constant perimeter, before impact of Securitized Products transaction and other divestments Unless otherwise noted, all CET1 capital, CET1 ratio, CET1 leverage ratio, Tier 1 leverage ratio, risk-weighted assets and leverage exposure figures shown in these presentations are as of the end of the respective period ■ ■ ■ ■ Specific notes + Regulatory capital is calculated as the average of 13.5% of RWA and 4.25% of leverage exposure and return on regulatory capital, a non-GAAP financial measure, is calculated using income/(loss) after tax and assumes a tax rate of 25% from 2020 onward. For the Investment Bank, return on regulatory capital is based on US dollar denominated numbers. Return on regulatory capital excluding certain items included in our reported results is calculated using results excluding such items, applying the same methodology. Adjusted return on regulatory capital excluding certain items included in our reported results is calculated using results excluding such items, applying the same methodology. ‡ Return on tangible equity, a non-GAAP financial measure, is calculated as annualized net income attributable to shareholders divided by average tangible shareholders' equity. Tangible shareholders' equity, a non-GAAP financial measure, is calculated by deducting goodwill and other intangible assets from total shareholders' equity as presented in our balance sheet. Abbreviations = AFG = Asia Pacific Financing Group; APAC = Asia Pacific; avg = average; B3R = Basel III Reform; BCBS Basel Committee on Banking Supervision; BIS Bank for International Settlements; bn = billion; bps = basis points; CCyB = Countercyclical buffer; CET1 = Common Equity Tier 1; CHF Swiss Franc; CRU = Capital Release Unit; CS Credit Suisse; CtB Change the Bank; CVA= Credit Valuation Adjustment; EEA = European Economic Area; EM = Emerging Markets; EU = European Union; FINMA = Swiss Financial Market Supervisory Authority FINMA; FinSA = Swiss Federal Act on Financial Services; FRTB = Fundamental review of the trading book; FTE = Full-time equivalent; FX = Foreign Exchange; GAAP = Generally Accepted Accounting Principles; GDP Gross Domestic Product; GTS Global Trading Solutions; IB Investment Bank; IRB = Internal ratings-based; k = thousand; LE = Leverage exposure; mn= million; NCU = Non-Core Unit; OpRisk Operational Risk; PCL Provision for credit losses; RoRC = Return on Regulatory Capital; ROTE= Return on USD United States Dollar; WM = Wealth Management tangible equity; RWA = Risk-weighted assets; SP = Securitized Products; vs. = versus; UK United Kingdom; = 42 = = = CREDIT SUISSE#43CREDIT SUISSE