#1Investor Deep Dive 2022 June 28, 2022 CREDIT SUISSE#2Disclaimer (1/2) 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. 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 media release relating to the 2022 Investor Deep Dive published on June 28, 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 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, 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 or any other forward-looking statements. For these reasons, we caution you not to place undue reliance upon any forward-looking statements. We may not achieve the benefits of our strategic initiatives We may not achieve all of the expected benefits of our strategic initiatives. 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, 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. 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 document 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 This document contains non-GAAP financial measures, including results excluding certain items included in our reported results as well as return on regulatory capital. Further details and information needed to reconcile such non-GAAP financial measures to the most directly comparable measures under US GAAP can be found in the Appendix, which is available on our website at www.credit-suisse.com. 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. Return on regulatory capital (a non-GAAP financial measure) is calculated using income/(loss) after tax and assumes a tax rate of 25% and capital allocated based on the average of 13.5% of risk-weighted assets and 4.25% of leverage exposure; the essential components of this calculation are unavailable on a prospective basis. Such estimates, ambitions, objectives and targets are calculated in a manner that is 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. 3 CREDIT SUISSE#4Credit Suisse 2022 Investor Deep Dive Agenda 4 Time (GMT) Theme 08:00 am Opening remarks 08:15 am Elevating our risk culture and capability 08:45 am Presenter Duration Thomas Gottstein, Chief Executive Officer 15' Keeping the bank safe through effective and efficient compliance risk management Engineering the digital future together David Wildermuth, Chief Risk Officer 30' Rafael Lopez Lorenzo, Chief Compliance Officer 30' Joanne Hannaford, Chief Technology & Operations Officer 30' 09:15 am 09:45 am Break 10:00 am Driving sustainable growth in Wealth Management Francesco De Ferrari, CEO Wealth Management 10:30 am Q&A session & Closing remarks 11:30 am Lunch 15' 30' 60' CREDIT SUISSE#5Risk Elevating our risk culture and capability David Wildermuth, Chief Risk Officer June 28, 2022 CREDIT SUISSE#6The past 12 months have been a period of significant change for the Risk organization Credit Suisse has set new strategic goals... Strengthen the core business + Simplify the operating model Invest for growth ...and Risk has evolved to match Reset our risk appetite and managed our risk profile to position ourselves with the Group strategy Reinforced the Risk organization, established expectations for first line of defense ownership, and developed path forward for risk culture Aligned on priorities for Risk going forward, investing in our people, processes and infrastructure 6 Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#7Our risk profile is well-diversified with a focus on credit risk 7 Bank-wide RWA in %, end-1Q22 Counterparty risk¹ Market risk 7% Other² 8% 26% Operational risk 6% Credit exposure - Lending and central bank placements in %, end-1Q22 Public authorities Financial institutions 1% 19% Commercial 29% 26% 53% Credit risk³ Central banks 25% Consumer We are well-diversified across counterparties Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#8The credit portfolio is diversified and sound 87% Investment grade-rated; mostly commercial banks, funds, asset managers 99% Exposure to SNB / ECB / FED Credit exposure - Lending and central bank placements in %, end-1Q22 Public authorities Financial institutions 1% 19% Commercial 29% 26% Central banks 25% Consumer 85% Exposure to developed markets 71% Residential mortgages; well collateralized, Swiss-dominated portfolio 8 Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#9Archegos highlighted weaknesses in risk management where outcome substantially deviated from historical performance Provision for credit losses ratio vs. peers¹ Provision for credit losses / average net loans, in bps Credit Suisse Peers Peer average CS average 160 84 68 54 56 50 00 45 40 40 Swiss Bank & Wealth Management PCL ratio each average 8 bps 2018-2021 12 8 7 7 7 9 8 9 43 37 34 11 104 144 bps incl. CHF 4.3 bn (3) (13) 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Provision for credit losses CHF mn, ex-Archegos (79) 187 170 167 186 324 252 210 245 324 1,096 (102) Archegos provision 9 Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#10Aggregate risk profile has been recalibrated, enabling reinvestment into strategic areas Bank-wide market & credit risk RWA in CHF bn 10 239 203 Wealth Management 21% 22% 34% Investment Bank 39% 31% Swiss Bank 27% Asset Management [3% 3% Corporate Center 9% 10% 1Q21 1Q22 Recalibrated risk profile, 1Q22 vs. 1Q21 " Reduced CHF 30 bn total RWA and CHF 90 bn leverage exposure in line with risk appetite recalibration Managed reductions in line with business strategy primarily in IB: ongoing exit of Prime Services and non-core GTS markets without Wealth Management nexus, and optimization of Corporate Bank exposure Credit portfolio is stable in size, but increased quality; <1% drop in credit exposure, but 21% reduction in Emerging Markets driven by single name client review Reduced Fair Value Level 3 assets to CHF 10 bn (1.4% of total assets) from CHF 15 bn Conservative management of short-term and long-term liquidity Maintained Liquidity Coverage Ratio >190% Increased Net Stable Funding Ratio from 115% to over 120% Go-forward plans to execute the strategy in target areas (WM, SB, select IB focus businesses) while maintaining a risk-aware focus Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#11The focused reductions have been on higher risk areas Credit portfolio de-risking focused on more concentrated non-IG clients Non-IG credit exposure, in CHF Prime Services has been reduced in line with exit strategy Prime Services credit RWA, in USD Successful repositioning of Ship Finance, making room for WM growth WM Ship Financing credit exposure, in CHF 1Q21 (17)% 1Q22 1Q21 (83)% 1Q22 (22)% 1Q21 1Q22 11 Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#12Deep dive on selected portfolios 12 Swiss Bank Share-Backed Lending IB Leveraged Finance 1Q22 portfolio Forward looking risk management measures ■ Swiss Bank portfolio (CHF 163 bn) of high quality; 93%¹ investment grade rated ■ 73% relates to real estate lending (~45% average LTV) Commodity Trade Finance (CTF) portfolio concentrated on large/mid- size players focus on energy (43%) and metals (45%) ■ Conservative lending standards aligned to Swiss Banking Association ■ Resilient to interest rate changes ■ CTF with 75% of exposures transactionally secured with maturities under 180 days ■ 75% investment grade rated - focused on liquid listed collateral ■ Diversified portfolio of transactions with core UHNW clients ■ Global book; largest region APAC, supporting Entrepreneur strategy ■ De-risked portfolio; with de-risking focus on concentration risks Emphasis on conservative LTV terms, collateral support and structural mitigants ■ ■ Remains a core product for WM client growth ■ 1Q22 NIG underwriting exposure of USD 7.4 bn, ~25% lower vs. 1Q21 Underwriting exposure further reduced as deals syndicate ■ 2Q22 shift toward higher quality and defensive names with de-risking underway ■ Track record of managing and distributing risk in adverse markets ■ Maintain robust and improved underwriting terms ■ New commitments well structured and reflect current investor appetite Disciplined approval of higher quality new underwriting Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#1313 Investing in our people and our organizational design is critical to strengthening our Risk management Clearer lines of control Depth of experience Improved stability Greater top-of-house transparency 6 CRO direct reports no longer dual-hatted since April 2021 Increased industry expertise CRO direct reports average ~25 years experience Strengthened risk pillars Enabled greater consistency across all risk types; new risk types elevated (Cyber & Tech, Sustainability) Reinforced leadership team 4 new CRO direct reports hired since April 2021 DC More CS tenure and institutional insights CRO direct reports average ~11 years at Credit Suisse انكا Heightened investment Risk budget increase of >15% for 2022 vs. 2020 Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#14We continue to invest in embedding Climate risk into our risk management framework building on strong progress to-date 14 CREDIT SUISSE We are engaging with peers & the broader community as climate risk management continues to evolve Select examples: UN Environment Programme - Finance Initiative Sustainable Markets Initiative - Financial Services Taskforce TCFD Report 2021 Task Force on Climate-Related Financial Disclosures Carbon Disclosure Project Climate Bonds Initiative Taskforce on Nature-related Financial Disclosures Net Zero Asset Managers Initiative Climate Action 100+ Science-Based Targets Initiative Poseidon Principles Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#15Many gaps identified following Archegos have been addressed via prioritized investments Archegos themes First line of defense enhancements (examples) Risk governance Appointed IB Chief Business Risk Officer Completed review of resource and seniority levels across relevant areas Second line of defense enhancements (examples) " ☐ Split Chief Risk and Chief Compliance Officer functions Reinforced risk capabilities and frameworks, especially in credit risk Established Executive Board Risk Management Committee Client risk management Counterparty risk management Risk appetite & limit framework Risk culture 15 ☐ ◉ Further clarified first line of defense ownership of Counterparty Risk and risk constraints Enhanced reporting and added metrics for hedge funds & family offices Completed roll out of dynamic margining model for hedge funds ☐ ■ Enhanced default management capabilities ☐ ■ Immediately revised risk appetite across the portfolio Enhanced Investment Bank overarching framework for counterparty limits Continue to examine the risk profile of each business division, recalibrating limits and reducing concentrations Instilled increased accountability across first and second line of defense activities Implemented enhanced risk-sensitive performance scorecards Completed review of largest clients globally Refined appetite with an eye to single-name and collateral concentrations Created dedicated Counterparty Market Risk function Implemented additional portfolio stress testing scenarios Improved measurements of specific risks (e.g. tail and concentration risks) and margining Introduced stronger escalation protocols, particularly for limit excesses Introduced escalation of any significant and persistent limit excesses to the Executive Board and Board Risk Committee Reinforced training, communications and expectation setting from senior management covering areas such as Speak Up Culture, Risk Mindset, Red Flags/Escalation, and "Everyone is a risk manager" Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#16Our response to Russia/Ukraine demonstrated improvements to risk capabilities, urgency and accountability Net Russian risk exposure¹ in CHF mn (56)% 848 373 ☐ 4Q21 1Q22 Response to Russia crisis ☐ Risk and Compliance-led risk reduction began pre-crisis, limiting exposure Response team launched cross-division, supporting consistency of approach Multiple Risk-led focus meetings held daily, including decision-making call with key Executive Board members Trade finance limits for Russian banks reduced pre-invasion by 40%2 Remaining exposure to corporates & individuals highly collateralized with non-Russian collateral 16 Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#17Strengthened risk infrastructure will support connectivity across lines of defense and forward-looking analysis Recent updates Go-forward approach to Risk Technology infrastructure ☐ ☐ Risk technology centralized under new CTOO to support cohesive management across the bank New dedicated Head of Risk Technology joined in May 2022 Targeted investment in technology to support risk infrastructure objectives Reengineering and automation have improved the timeliness of early warning indicators ☐ Early success in the movement of risk calculations and aggregation into the cloud ◉ Automation and foundational infrastructure to support timely and accurate risk management Move from siloed risk platforms to open service architecture Data plant augmented by market and alternate data sets to enable complex scenario analysis and regulatory simulations Elastic and scalable compute to cater for the breadth and complexity of the domain Agile working to improve efficiency and collaboration 17 Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#18Risk culture is a core focus across first and second lines of defense Risk Culture framework 18 Take ownership Leaders act as role models Encourage challenge Governance, roles and responsibilities Everyone is a risk manager Act in line with Purpose & Values Recent developments Learn and anticipate Clear and dedicated focus on risk culture at the heart of the Group Strategy announced in November 2021 ■ Several immediate enhancements made following Archegos, e.g. risk elements on senior performance scorecards, “Everyone is a risk manager" communications ■ A risk culture framework has been developed focusing on desired behaviors and focus foundation elements ■ To track progress, an internal risk culture dashboard has been developed with specific metrics to measure and drive change ■ Progress will be driven by a Risk Culture Activities plan with activities along various framework dimensions Risk resources Sample risk culture dashboard metrics Risk appetite and Risk competencies strategy Incentives and consequences Metric % limit breaches resolved within guidelines Risk Deep Dives performed by first line of defense in Risk Committees (e.g. Executive Board Risk Management Committee) Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. Current value >99%1 +70%2 CREDIT SUISSE#19Strategic Regulatory Remediation function established to strengthen delivery against regulatory priorities Context Strategic Regulatory Remediation (SRR) function established as new independent function at Executive Board level in April 2022 ☐ SRR under lead of D. Wildermuth, reporting to T. Gottstein Regulatory Relations aligned together with SRR SRR steered by Strategic Regulatory Remediation Committee Strategic Regulatory Remediation key priorities SRR's goal is to oversee holistic strategic regulatory remediation across the bank Driving and monitoring timely execution Promotion of risk culture with proactive and holistic perspective on remediations Strong Executive Board engagement in planning and executing remediation efforts Analysis of root causes & target state aspirations at the core of all remediation efforts ◉ Strong Board engagement on SRR activities through frequent interaction and review of priorities and progress ◉ Ensuring read-across and sustainability of solutions • Aiming for "one voice" to regulators Diligent execution against clear target states with tight process tracking Continued proactive communication with regulators on progress 19 Approach structured by themes, owned by Executive Board members that are accountable sponsors for sustainable remediations within designated theme Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#20Delivery will continue on the Risk strategy Priorities ☐ Risk management ☐ Risk culture ☐ Drive risk management excellence with focus on people, processes, governance and infrastructure Strengthen front-to-back risk management, including the first line of defense Further incorporating risk return into our decision making Increase accountability and risk ownership for both the first line of defense and the Risk organization Strengthen the "speak up" and "Everyone is a risk manager" culture Drive transparency through the Risk Culture dashboard ☐ Operating model ☐ Resources 20 20 Adapt our organizational structure to support accountability and transparency Align on consistent risk practices across divisions, risk types and regions ☐ Review resources and infrastructure capabilities ☐ Focus on the training, recruitment and retention of talent Accelerate and solidify collaboration with the Strategic Regulatory Remediation function Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#21Compliance Keeping the bank safe through effective and efficient compliance risk management Rafael Lopez Lorenzo, Chief Compliance Officer June 28, 2022 CREDIT SUISSE#22Addressing complexity in Compliance remains an industry challenge and core to our success Industry challenges ■ Numerous new and prescriptive requirements Increasing types of financial crimes and compliance risks Increasing regulatory scrutiny and supervisory activities ■ War for talent Number of regulatory alerts published each year¹ ~18k ~67k ~52k 2012 2016 2020 Select regulatory developments since 2010 2010-2019 ■ MiFID II, FIDLEG ■ Automatic Exchange of Information Foreign Account Tax Compliance Act 2020 2024 ◉ BCBS treatment for crypto-assets ■ Revision of the Swiss Anti-Money Laundering Act ■ EU Sustainable frameworks Credit Suisse response ☐ Implementation of regulatory change Expanded to cover new and emerging compliance risks Engagement with regulators ■ Continued investment in people, data and technology Compliance headcount2 in FTE +25% Compliance cost³ in CHF mn +34% ~2,000 ~2,200 ~2,400 ~2,500 ~430 ~480 ~500 ~370 2019 2020 2021 1Q22 2019 2020 2021 2022 Estimate 22 Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#23We have re-set our vision and are taking decisive action to deliver Vision Principles Delivery Keep the bank safe through effective and efficient compliance risk management Risk focus vs. Process focus Global minimum standards Holistic assessment of risks Consolidated supervision Rebalancing first and second lines of defense Strengthen risk ownership and culture A 1. Strengthen organization 自 2. Reinforce controls & simplify processes 3. Deliver on regulatory commitments Technology and Data enabled Closer proximity to Compliance officers 4. Improve risk culture 23 Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#24Refreshed leadership and simplification have strengthened the CCO organization Responsibilities and ownership... Thomas Gottstein Chief Executive Officer Credit Suisse Group AG Rafael Lopez Lorenzo Chief Compliance Officer Member of the Executive Board ...with very clear benefits... " ◉ Risk-aligned teams setting Global Minimum Standards and overseeing these as thematic risk owners ...and a focus on strong leadership and talent A refreshed and diverse team Average professional experience of 21 years 55% female employees in Compliance function 24 Risk-aligned teams Divisional/Regional teams challenging compliance risk and seeking to ensure execution against Global Minimum Standards A Strengthening seniority 14% MDs/Directors in Compliance function 22 new MDs/Directors hired YTD1 Divisional & Regional teams Centralized teams simplify and accelerate priorities of change, data, technology and regulatory deliverables Increased leadership bandwidth Senior leadership team increased from 8 to 132 Reduced dual hatting to increase risk oversight Centralized teams Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#2525 ☐ Client Risk Management has been strengthened and simplified Strong governance, simplified processes Clear criteria Board oversight Executive Board Risk Management Committee Sets risk appetite Criteria for reviewing and assessing clients and transactions applied across six dimensions: Group Client Risk Committee (GCRC) Divisional Client Risk Committees (DCRC) Divisional/Regional approvers Escalation Outcomes Simplified governance for 1 efficient decision making Sanction Risk 2 Clarity of escalation criteria Politically Exposed Persons. Clients and transactions Convicted Persons/Entities 3 assessed through multiple lenses ☐ Country Risk Sustainability Risk Divisions driving discussion 4 aligned with risk focus and Sovereign Risk culture, with second line of Ensuring clients and transactions effectively and efficiently reviewed defense challenge Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#26We are strengthening the first line of defense and Compliance oversight in client onboarding and lifecycle management Changes to client onboarding and lifecycle management process Outcomes 26 Onboarding Client Lifecycle changes Offboarding Transferring compliance expertise (~450 FTEs) to first line of defense Increased risk accountability in first line of defense ☐ ☐ Divisions perform know-your-client processes from onboarding and through client lifecycle. Compliance performs enhanced due diligence for the highest risk clients and performs independent testing CTOO committed to further automate and streamline the target operating model Enhanced efficiency and effectiveness of Client Lifecycle Processes Strengthened lines of defense oversight and testing of controls Enabling efficient and effective client onboarding and risk management Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#27Our approach to sanctions demonstrates the effectiveness of our controls to manage evolving market developments Our sanctions approach ◉ ■ ■ Global Sanctions team well connected with sanction authorities Scenario planning - pre-sanction client exposure assessment Bank-wide client screening to identify impacted relationships as sanctions evolve We apply global sanctions timely and effectively across all impacted clients and businesses First line of defense driving engagement on exposure assessment and mitigation ◉ Executive Board oversight with dedicated governance and escalation 27 Mitigating the risk of clients circumventing sanctions regimes Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#28We have a clear roadmap to deliver on our regulatory commitments Engagement with regulators Key regulatory programs Increased transparency on deliverables Re-calibrate programs ■ Good progress in delivery of compliance ■ related regulatory programs Working diligently to execute on our regulatory book of work Strategic Regulatory Remediation ■ Strengthened delivery ☐ Consistency of themes. Office ☐ Improved oversight and reporting Compliance commitments closed and currently active Closed between June 2020 and May 2021 +25% Closed between June 2021 and May Currently active 2022 28 Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#29We are making fundamental changes to the Compliance risk culture Risk Culture framework 29 Take ownership Leaders act as role models Encourage challenge Act in line with Purpose & Values Governance, roles and responsibilities Everyone is a risk manager Learn and anticipate Risk resources Risk appetite and Risk competencies strategy Incentives and consequences Changes in Risk Culture observed by Compliance 1 2 3 Co-ownership of key regulatory programs Divisions and Regions leading discussions on compliance risk through bank governance Clear accountability of client risk appetite 4 Active challenge from the second to the first line of defense 5 Lead mindset where "Everyone is a risk manager" Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#3030 30 Delivery to continue... A 1. Strengthen organization 2. Reinforce controls & simplify processes M 3. Deliver on regulatory commitments & 4. Improve risk culture Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#31Technology & Operations Engineering the digital future together Joanne Hannaford, Chief Technology & Operations Officer June 28, 2022 CREDIT SUISSE#32Technology and Operations (CTOO) supports our business today 32 Wealth Management >800 bn ~140 AuM in CHF1 countries covered 15 booking centers Investment Bank >160 mn 250 daily client orders on electronic trading platform multi-asset execution venues Rationalization opportunities for foundational infrastructure >100k ~180 Petabytes virtual & physical servers total data stored Swiss Bank ~240 mn annual payment transactions² ~430 7 mn ATMs digital online banking sessions per month 3k applications 4.5k clients actively trading on IB platform daily ~90k 37k 13 workstations relational databases data centers Asset Management >460 bn AuM in CHF >440 investment funds Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. ~70% institutional clients CREDIT SUISSE#33We drive the digital transformation of our business 33 Simplify Simplify our fragmented technology landscape Optimize our footprint and workforce strategy Promote a secure and resilient infrastructure Strengthen Create an engineering, solutions-driven culture Invest in an agile talent with an engineering mindset Build enterprise-scale, foundational technology capabilities Invest for Growth Invest in digitally-enabled client and RM experience Drive business growth through digital products and platforms Design for the long-term, deliver for the short-term Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#34CTOO strategy enables client and business priorities CTOO strategic priorities Business strategy Q Global Wealth Management expanding leading UHNW and accelerating HNW franchises ■ Digital platform for HNW clients ■ Wealth as a Service approach Simplify platform architecture ☐ Swiss Bank leading position in serving high-touch / high-tech clients Adapted digital engagement model CSX offering Capital-light Investment Bank focused on businesses with competitive edge & higher returns and growing connectivity to Wealth Management Best-in-class electronic trading execution Differentiated cross-asset solutions focused on WM clients (GTS) Talent and technology led Asset Management focused on product strengths Core product capabilities Strengthened sales support Digital business platforms: Business platforms driven by Chief Information Officers, enabling scalable front-to-back capabilities and differentiated products Technology platforms & core capabilities: Best-of-breed technology platforms driven by Chief Technology Officer, providing enterprise capabilities Security: Sustained increase in security investment with a Security First approach providing dynamic protection and minimizing risk Operations: Robust, scalable and automated Operations function with a strong control focus Structural cost opportunities: Lever opportunities moving to a centralized structure, driving workforce strategy and simplifying technology platforms Talent, culture and agile ways of working: Right-sized and optimized workforce, with an agile engineering culture 34 Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#35Digital business platform initiatives have already produced tangible results, and will be further scaled to drive growth Good starting position... 35 Flagship CSX digital franchise Targeting retail affluent clients ■ >150k clients and CHF >1.8 bn balances Integrating core banking, investing, pensions, financing and third-party services Award-winning securities and execution platforms¹ Award-winning Advanced Execution Services platform ■ Market leading technology enabled ABS whole loan trading platform Award-winning Sphere Equity Derivatives platform for institutional clients ■ Execution factory providing IB services to sophisticated WM clients Leading Digital Private Bank Integrating investment offering with our research and House View ■ Product shelf with client / product risk profiling, recommendations engine & compliance controls Leveraging institutional grade IB content, product manufacturing and risk management capabilities ...building further digital business Continued client growth, expected to reach >200k clients by the end of 2022 Extend digital offerings to business and private clients Develop ecosystem platform with customizable service model for Affluent / Wealth as a Service and Open Banking infrastructure Continued improvement of execution through advanced low-latency algorithms Digital Whole Loan Participation platform expected to double to USD 2 bn in 2022 Strong client support with awards in 2019-211 and continued offering expansion 250+ Swiss-booked clients onboarded to scalable cross-asset eTrading platform Extend direct-to-client advisory offerings globally in alignment with House View Augment cross-asset product distribution and execution services for WM clients ■ Increase client facing time for RMs through process simplification and automation Standardize international booking platforms and financing solutions Build-out cloud-native Wealth as a Service offering with partners Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#36> Our digital products are a key enabler across businesses 36 9:41 CREDIT SUISSE CSX Mobile Banking CSX Invest 9:41 X CSX Rent Equity Derivatives Platform APAC Product & Content Platform Sphere Coder Pricecovering hastors CSX The new CSX Free private account Free of up to CHF 100'000 Debit Mastercard Your investment strategy Recommended for you Balanced hiker Why? A balanced hiker thinks the rewarding views at the top are worth the uphill strides and some downhills paths. A balance between tential gains and losses when markets go up and down, Moderate risk 25-00 % equities CSX Rent Rent your home without a deposit. CSX Rent is a rental guarantee solution that replaces your rental deposit with a small yearly promum. You no longer have to put up to 3 months' rent as a deposit and can have more money to spend on your own neods and projects Advantages Apply in less than 2 minutes, with no paperwork Use the deceat money for your own needs and to enjoy life Sale solution for both bonants and landlords provided by our partner Fratcaution, Swiss FINMA approved insurance company. Price discovery Price discovery > Preyrarte prod with semple form Grid pricer > Presepe pingat New calendar deals Skip Intuitive and thate of the art app urbank in your pock Next Select strategy first Calculate your premium now CREDIT SUIS Calendar deals > Pricing history > Seu the latest ructured product oflengs from Cre Suis View recent quo Favorites > Kaap track of your best ideas Bond Redemptions Credit Suisse House View-May/June 2022 Cart > Bend Research Rating Downgrades Car for the sas 18M RT 8PX Absolute Return Barrier Securities 24M GOX UP XOP UP AUTO Callable 60M GOX UP 8PX. XOP UP Auto 9 RTY, SRX Auto Callable Gellable Equity Research Rating Downgrades APAC Fund Masterlist Deletions Roy Fund ETE 4 this search Downtow © yves sa TO WHEN Asset Management Funds- FP WHED Suity Fund 44000 4500 Tesla Inc P USD 696.69 BUY LAUS 44 C4447524 CFunds 14 100-Creat CS insights angsang munds 14 Corporate Short Bond Fund Inventate und 14 r-rest Cert Duration US Bond Fund Freem pe Campy Hong Kong w Owe Shanggatory and the Mo Laton 09 May we Apr 1 07 Tations include new model Sex Security quity Fund и постан News highlights Funds 2 - C B We are her help you House view outlook オ CUP TELA Shanghe вот стома од вулите поматоль от зале. 43 Alpublic + Performance OTR Terrie USD 1.125.00 50% CSX: Fully mobile, high-tech banking for accounts, cards, investing and financing Award-winning Sphere Equity Derivatives platform offering institutional clients and our RMs the same tools, product customization and quant models Spark allows product specialists to manage a compliant product shelf rich with news content and research materials and create actionable investment ideas for RMs and clients Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#37Technical core capabilities reduce tool duplication and improve time-to-market Capability Omni-channel Investment outcome Developer experience Cloud Intelligent automation Data Site reliability engineering Frictionless, high quality client experience within and between communication channels Developer experience is essential to increase developer effectiveness, accelerate software delivery, attract and retain engineering talent Cloud operating model enables business agility and differentiating capabilities driving scale and flexibility Optimized operations through increasing process efficiency, reducing cost and operational risk Running our applications on the same data platform to accelerate product development and obviate siloed infrastructure Balance velocity of future development and operational risk by reducing cost of failure Security Implement Zero Trust security model to operate in a dynamic environment and evolving threat landscape 37 Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#38Cloud and strategic ecosystem partnerships are expected to accelerate our time-to-market and deliver transformation at scale 邀 оо 38 Capabilities and services ■ Cloud first approach to new developments; design, develop, test, and run in the cloud ■ Consume cloud-native services, ☐ ☐ leapfrog generational transformation Implement multi-cloud and Zero Trust strategy - from static to dynamic Digital development capacity " Ecosystem partnerships Engage with leading technology partners, experienced in executing large scale transformation on a compressed timeline ■Identify opportunities to integrate innovative business capabilities as a service ■ Access best-of-breed capabilities and solutions Value to Credit Suisse stakeholders ■ Accelerated time-to-market for platform scale benefits and market-based opportunities Expose value-added Credit Suisse data and analytics to clients ☐ Reduce operational risk and drive efficiency with consumption based model and dynamic scaling Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#39We have nearly doubled our investments in security We have prioritized security... Investment and priorities ...in the face of an evolving threat and regulatory landscape Focus areas to date Cyber security spend Sustained increase in cyber security investment including planned migration to Zero Trust architecture responding to the exponential increase of cyber threats and the need to meet client and regulatory expectations ✓ Continued cyber risk reduction with focus on strategic capability build in cybersecurity, risk management, supply chain and financial crime capabilities ✓ Drive to Security First approach across technology capabilities, moving to security and resilience by design Focus on minimizing complexity through automation and adoption of modern best practices 88° Increased controls to enhance the security of our assets, applications and systems Improved access management controls including significant reduction in privileged access accounts Deployment of enhanced tools to monitor, analyze and manage our cyber security Threat-led approach including enriched ✡ malware detection controls reducing the risk of ransomware Deployment of authenticated vulnerability scanning and augmented patching process to reduce system downtime 2020 ~1.7x 2021 2022 Past Future (committed) 39 Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#40We are driving towards a robust, scalable and automated Operations function with a strong control focus Product & client experience Client centric: proactive, responsive, data-led client and business interactions Increase data-literacy among workforce: close partnership between Technology and Operations enabling the optimization of data use and the identification of opportunities for automation, efficiency and control Workflow & process automation Automation: Intelligent Automation and service orchestration through data and Artificial Intelligence Work orchestration: insight-led activity with work orchestration based on strong data core ■ Foundational technology: flexible, uniform and scalable cloud-based architectures replacing duplicate applications Proactive management of risks & controls Control function: strengthen the position of Operations to act as a second line of defense across the organization allowing front-to-back oversight ■ Mutualized services: standardization of common services across business lines or corporate functions 40 Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#4141 Our workforce offers opportunity to reinvest Total workforce¹ Switzerland Others New York UK Raleigh India 28,700 Poland 60% of workforce in low and medium cost locations Technology Developer Non-developer Externals Employees 41% 59% 11,100 35% 65% 13,300 Operations Processing Non-processing Externals Employees 94% 6% 3,300 95% 5% 1,000 Skewed ratio of developer and non-developer talent Majority working on processing activities. Different skill mix required and lower share of externals to drive further value creation Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#42Our cost structure reflects the period of transition from a federated to a centralized model 42 Operating expenses in CHF bn 3.6 Technology (0.2) 3.4 Change the Bank 1.2 Maintenance 0.4 Run the Bank 1.6 1.1 0.4 1.5 Operations 0.4 2022 Budget Estimated reduction 0.4 2022 Exit Rate Immediate Exit Rate savings in 2022 identified, actual fiscal savings will be reported with 4Q22/FY22 results Defragmentation of Change the Bank portfolio intended to reduce duplication with expected 2022 synergies Run the Bank cost reflects our on-premises operating model Our review of industry benchmarks¹ indicates an overspend in Technology and an underspend in Operations Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#43Consolidation brings further structural cost opportunities CHF 200 mn in 2023 (x) Centralization has created transparency on areas of duplication New hiring guidelines in place Governance in place to avoid duplicative work ✓ Decommissioned 6%+ of applications in last 12 months. ETTI Gol Began to automate extraordinary amount of manual work Renegotiated commercial terms with third party providers and established firm-wide terms Making the developers we have more productive Commenced a firm-wide agile rollout to streamline delivery Fewer change teams ...and additional CHF 400 mn in the medium term ロー 口 O- Lean, agile, technical, accountable organization Contribution-based rewards model More meritocracy, less hierarchy Highest value work performed in-house - knowledge retained ✓ Platform-driven scale and resiliency Building out desired end states Cloud-native build solves duplication and data fragmentation Consolidate and exit data centers Site Reliability Engineering mindset reduces Run the Bank Stringent portfolio prioritization and automated governance 43 Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#44000 Strength in execution based on a transformed organization Drives strategy and development of enterprise engineering services, grows core enterprise services and fosters a culture of innovation and engineering excellence Chief Technology Officer Chief Product Officer Product platform engineering and infrastructure delivery facing off to divisions & corporate functions. Driving modernization of legacy technology Chief Information Officer Engineering- centric organization Chief Digital Officer Sets the bank-wide strategic information security direction and owns the security engineering capabilities Chief Security Officer Global Operations Leads and facilitates the creation of products and services that deliver value to both customers and the business Sets and executes digital strategies to drive digital revenue, improve customer engagement, optimize operations and create new business value Provides critical banking services to clients across all divisions including securities settlement, cash management, asset servicing, margin services and client asset safeguarding 44 Engaged, agile, empowered and multi-disciplinary workforce with engineering skills and mindset Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#45Key takeaways 45 PE Digital platform renewal Invest in core enterprise services Security by design Robust, scalable and automated Operations Structural cost opportunities Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. 000 Invest in talent, culture and new ways of working CREDIT SUISSE#46Wealth Management Driving sustainable growth Francesco De Ferrari, CEO Wealth Management June 28, 2022 CREDIT SUISSE#47Credit Suisse is a leading global Wealth Manager Wealth Management at Credit Suisse¹ Global scale and market leadership Top 2 Global Wealth Manager outside of US with strong brand and heritage CHF 1.2 trn CBV CHF 0.8 trn AuM Deep client franchise 88 Balanced focus between entrepreneurial UHNW clients (multi-generation relationships) and growing base of HNW clients 50/50 split of net revenues² Highly skilled talent pool Team of high quality RMs as well as specialists in products & solutions and structuring ~3,000 RMs 47 Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#48Deep and long-standing history across our regions, geared towards higher growth markets Overview of Wealth Management division's key regions¹ CBV in CHF Switzerland - Premium Clients Europe Global External Asset Managers² ~140 RMs Latin America ~200 RMs ~100 bn CBV ~8% expected market growth Since 1950s ~590 RMS ~120 bn CBV ~50 RMS ~120 bn CBV ~230 bn CBV -7% expected market growth ~5% expected Since 1990s market growth Since 1850s Since 1910s E Middle East & Turkey ~260 RMs ~140 bn CBV ~7% expected market growth Since 1960s APAC ~710 RMs ~300 bn CBV ~10% expected market growth Since 1960s WM division ~60% exposure to higher growth markets³; ~55% of revenues from UHNW clients Selected awards 2022 EUROMONEY Best PB/Wealth Manager for Clients USD >250 mn in Switzerland Best PB / Wealth Manager in Brazil Best PB / Wealth Manager in Middle East ASIAMONEY Best for Family Office in Asia Best International Private Bank in Indonesia, Philippines, Taiwan and Thailand 48 Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#49Distinctive capabilities differentiate our client value proposition Investment offering A Leading House View enables us to develop innovative and sustainable solutions generating 'alpha' Offering includes broad range of high-quality products including signature managed solutions Expanding ESG and Private Markets offering to meet demand Structured lending capability Leading player in sophisticated lending solutions incl. structured Lombard and corporate lending Real assets capability for ship, aviation, yacht, real estate & export Standard Lombard accounts for half of our lending portfolio ◉ ◉ Cross-divisional collaboration Active cross-divisional connectivity with IB, AM and Swiss Bank to deliver full bank capabilities to clients Key collaboration areas include trading & lending solutions with IB, investment solutions with AM and HNW with Swiss Bank 49 Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#50WM aims to reinvigorate growth and deliver sustainable returns Adjusted RoRC+ Headwinds impacting recent performance Low interest rates Macro (APAC deleveraging, reduced client activity) Proactive de-risking measures Drivers to achieve 2024 RoRC ambition Revenue increase through further growth in UHNW and acceleration in HNW; focusing on priority markets; deploying distinctive capabilities CHF >0.8 bn net interest income increase in 2024 vs. 2021 from gearing to higher rates¹ Growth investments and increased operating expenses in 2022, partially offset by operating model efficiencies 50 50 16% 14% 9% >18% HF HF 2019 2021 1Q22 LTM 2024 ambition Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#51WM has a clear strategy with six execution priorities Vision Strategic Create a global Wealth Manager Integrate WM division 1 and simplify organization that delivers value for clients 2 levers to strengthen, 3 Optimize footprint with a simplify and focus on priority markets invest for growth 5 51 Growth levers Enhance client and RM experience through technology and automation 4 6 Prioritize investments in most attractive areas & Higher scalability of operating model Systematically grow UHNW and accelerate HNW Leverage our centralized lending and investment platforms Consistent risk management, enabling sustainable growth Improved profitability (PTI, C/I ratio, RoRC+) Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#521 Integrated WM business lays the foundations for sustainable growth From a fragmented set-up... 52 52 Streamlined 9 client coverage units in 3 divisions Combined EAM coverage Simplified investment solutions delivery Pooled lending units Unified platform accountability ...to a simplified and unified WM division 6 units in 1 WM ← Consistent global client service 3 divisional units > 1 global unit fragmented > regional set-up 2 divisional units > 1 global unit multiple units across divisions/group 1 global unit 1 global unit Capture economies of scale WM 0 Foundation for consistent risk culture Maintain proximity to clients Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#532 Capitalizing on our renowned strength in UHNW UHNW clients benefit from our 'Bank for Entrepreneurs' approach Capitalizing on our strengths 53 Segment profile Credit Suisse franchise impact Highest market AuM growth ex-US1 ~6% CAGR 2020-20251 Sizeable net new assets and client business volume growth Credit Suisse capabilities Structured lending and investment solutions, IB advisory >60% of total NNA 2019 to 20212 Structured Products House of Year (Asia)³ Opportunity Q Strongly positioned to serve UHNW clients effectively through our integrated 'Bank for Entrepreneurs' approach Credit Suisse differentiators Established leader in UHNW with a strong value proposition, including IB & AM collaboration and RM base concentrated on top markets; loyalty across multiple generations of families Levers $3 Reinforce our coverage model; further enhance differentiating UHNW value proposition (in areas such as private markets, lending, sustainability and Next Gen programs) Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#542 Aim to accelerate Core HNW to drive recurring revenues Attractive characteristics of Core HNW profile 54 Segment profile Credit Suisse franchise impact Credit Suisse capabilities Building out our Top 21 Core HNW business (outside US) Opportunity Q Aim to build scale, increase recurring revenues and build on our existing attractive C/I ratio Largest client segment in WM market ~2x revenue pool2 Higher potential recurring activities, efficiency and return on capital ~55% Dedicated unit (PBI) cost/ income ratio³ CIO powerhouse and tailored product shelf ~60% Dedicated unit (PBI) mandate penetration³ Credit Suisse differentiators Brand associated with sophisticated wealth management advice and leading House View; upgrading digital advisory functionality Levers *x*x* Significantly expanding HNW-focused coverage model in existing markets while extending to Hong Kong and Singapore; scale HNW best practices globally Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#553 Continue to optimize footprint and focus investment on priority markets Markets Market growth A Scale-up in top-20 markets through targeted initiatives and RM / team hires ☐ Onshore build-outs across regions ☐ Invest in technology-enabled client experience ~15% of markets¹; ~70% of 1Q22 CBV Market optimization W Reduce activities with unattractive risk/return profile ☐ Finalize Sub-Saharan Africa markets exit (excl. South Africa) ☐ Rationalize additional sub-scale markets ~20% of markets1; <0.2% of 1Q22 CBV ILLUSTRATIVE 55 Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#564 Aim to leverage our centralized lending and investment platforms and drive recurring revenue growth Solutions A Key recurring revenue growth levers 2024 ambitions Systematically deploying our House View to cater for client needs Mandate penetration¹ >35% ◉ Investments Further integrating ESG into client advisory and investment process Sustainable investing Fully embed in advisory process Accelerating Private Markets sales through our single center of competence Private Markets² Double AuM ◉ Leveraging our centralized capability while maintaining focus on managing credit portfolio and operational risk Credit Volume growth Mid- to high-single digit Lending ◉ Deploying consistent product offering across regions Sustainable Finance Support CS Group in growing sustainable finance 56 Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#575 Actively shift towards enhanced digital advisory approach to further improve client and RM experience Building our digital advisory future Enhancing client and RM experience as part of journey Client / RM experience Foundations Holistic Advice on total wealth in line with House View Omni-Channel Personalized, direct-to- client omni-channel proposition Digital Private Bank (APAC) ☐ Refreshed look & feel and improved navigation New technology foundation for future device capability and security >65% direct execution of eligible DPB client orders¹ Cloud native Secure by design Hub-and-spoke booking center model ** Agile : API: Robust & automated operations Integrated services (API) Advanced data analytics (Core HNW) 2002 Credit Suisse in briet Lakold on 2 ☐ ☐ Increased personalization and automation through direct-to-client investment proposals Data-driven leads generated based on client behavior with periodic House View research distribution ~50% conversion rate of resulting leads² 57 Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#586 Aim to selectively grow our diversified portfolio, underpinned by a strengthened approach to risk management High quality credit portfolio 1Q22 credit volume1 by product Standard Lombard 8% Real Estate 9% 3% Structured Corporate Ship & Aviation 47% Structured Lombard Export 16% Average loan loss ratio of net loans² 17% <10 bps Strengthened WM client risk and compliance From fragmented approach to a consolidated WM first line of defense and COO setup K Realigned accountability: Transferring 40% of second line of defense onboarding function FTEs to WM first line of defense Ф Reviews of client relationships with heightened risk profile followed by de-risking measures Ꮕ M Risk appetite alignment largely complete 88 Staying close to clients through the market cycle 58 Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#59Wealth Management is focused on driving sustainable growth We have a leading and distinctive franchise We have set the foundations of our global business and have a strong team in place 59 59 We have a clear strategy and execution plan Footnotes are an integral part of this presentation. See slides 62-67 in the appendix of this presentation for detailed information, including important presentation and other information relating to non-GAAP financial measures, and defined terms. CREDIT SUISSE#60Appendix CREDIT SUISSE#61Results excluding certain items included in our reported results are non-GAAP financial measures. Following the reorganization implemented at the beginning of 2022, we have amended the presentation of our adjusted results. Management believes that such results provide a useful presentation of our operating results for purposes of assessing our Group and divisional performance consistently over time, on a basis that excludes items that management does not consider representative of our underlying performance. Provided below is a reconciliation of our adjusted results to the most directly comparable US GAAP measures. Reconciliation of adjustment items Group (CHF million) 2021 Wealth Management (CHF million) 1Q22 4Q21 3Q21 2Q21 2021 2019 Provision for credit losses 4,205 Net revenues 1,177 1,377 1,656 1,913 7,031 7,425 Archegos (4,307) Real estate (gains)/losses (25) (19) (19) (49) Adjusted provision for credit losses (102) (Gains)/losses on business sales (17) 41 24 Major litigation recovery (49) (49) Gain related to InvestLab transfer (327) (Gain)/loss on equity investment in Allfunds Group 353 (31) (130) (317) (622) (Gain)/loss on equity investment in SIX Group AG 35 35 (249) Adjusted net revenues 1,506 1,345 1,567 1,547 6,400 6,800 Provision for credit losses 24 (7) 18 (24) 78 Total operating expenses 1,510 1,227 1,236 1,167 4,724 4,739 Restructuring expenses (10) (19) Major litigation provisions (230) (3) (70) (62) 27 Expenses related to real estate disposals (3) (7) (19) Expenses related to equity investment in Allfunds Group (1) (19) (20) Adjusted total operating expenses 1,270 1,214 1,165 1,139 4,616 4,747 Income/(loss) before taxes (357) 157 402 770 2,307 2,608 Adjusted income/(loss) before taxes 212 138 384 432 1,784 1,975 61 CREDIT SUISSE#62Notes General notes • " ◉ Throughout this presentation rounding differences may occur Results excluding certain items included in our reported results are 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 June 28, 2022. Actual results may Unless otherwise noted, all CET1 capital, CET1 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 " Private Banking Switzerland refers to the Private Banking unit within the Swiss Bank division ■ Mandates reflect advisory and discretionary mandate volumes " Mandate penetration reflects advisory and discretionary mandate volumes as a percentage of AuM, excluding those from the external asset manager business ◉ Client Business Volume includes assets under management, custody assets and net loans " Custody assets includes assets under custody and commercial assets differ 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. Our ambition to release USD >3 bn of capital from the Investment Bank over 2021-2022 and our ambition to invest CHF -3 bn of capital in Wealth Management over 2021-2024 is based on an average of 13.5% risk-weighted assets and 4.25% leverage exposure. Abbreviations ABS Asset Backed Securities; AM Asset Management; Bank of International Settlements; APAC Asia Pacific; API Application Programming Interface; ATM Automated teller machine; AuM Assets under Management; BCBS Basel Committee on Banking Supervision; BIS bps basis points; C/ Cost/income; CAGR Compound annual growth rate; CBV = Client Business Volume; CCO Chief Compliance Officer; CET1 Common Equity Tier 1; CHF Swiss Franc; CIO Chief Investment Officer; COO Chief Operating Officer; CRO = Chief Risk Officer; CSX = Credit Suisse X; CTF = Commodity Trade Finance; CTOO = Chief Technology and Operations Officer; DCRC = Divisional Client Risk Committee; DPB = Digital Private Bank; EAM External Asset Manager; ECB = European Central Bank; EMEA = Europe, Middle East and Africa; ESG=Environment, Social and Governance; EU European Union; EUR = Euro; FED Federal Reserve; FIDLEG Finanzdienstleistungsgesetz; FINMA = Swiss Financial Market Supervisory Authority; FTE = Full time equivalent; FX Foreign Exchange; FY = Full year; GAAP Generally Accepted Accounting Principles; GCRC = Group Client Risk Committee; GTS Global Trading Solutions; HNW = High Net Worth; IB = Investment Bank; IG = Investment Grade; IT Information Technology; LTM = Last twelve months; LTV Loan-to-value ratio; Managing Director; MiFID = Markets in Financial Instruments Directive; NIG Non-investment grade; NNA Net New Assets; PB Private Banking; PBI Private Banking International; PCL = provision for credit losses; PTI Pre-tax income; RM Relationship Manager; RoRC Return on regulatory capital; RWA Risk-weighted assets; SB Swiss Bank; SNB Swiss National Bank; SRR = Strategic Regulatory Remediation; TCFD = Task Force on Climate-Related Financial Disclosures; US United States; United States Dollar; vs. versus; WM Wealth Management; YTD = Year to date MD UHNW Ultra High Net Worth; UK United Kingdom; USD pp. percentage points; YoY Year on year; 62 62 CREDIT SUISSE#63Footnotes - Risk Slide 7 Our risk profile is well-diversified with a focus on credit risk 1. 2. 3. Includes Credit Valuation Adjustments Includes equity positions in the banking book under the simple risk weight approach, equity investments in funds, settlement risk, and amounts below thresholds for deductions (subject to 250% risk weight) Includes securitization exposures in the banking book Slide 9 Archegos highlighted weaknesses in risk management where outcome substantially deviated from historical performance Source: Bloomberg (all numbers in CHF), Company filings as of 4Q21 1. Include Bank of America, Barclays, BNP, Citigroup, Deutsche Bank, Goldman Sachs, HSBC, JP Morgan, Morgan Stanley, Société Générale, Standard Chartered and UBS Slide 12 Deep dive on selected portfolios 1. Refers to the transaction risk rating that reflects the expected loss associated with one unit of an exposure in normal circumstances Slide 13 Investing in our people and our organizational design is critical to strengthening our Risk management Note: All figures as of May 31, 2022 Slide 16 Our response to Russia/Ukraine demonstrated improvements to risk capabilities, urgency and accountability 1. 2. Exposure is net of specific allowances, specific provisions for credit losses and valuation adjustments January 4, 2022 to February 24, 2022 Slide 18 Risk culture is a core focus across the first and second lines of defense 1. As of May 31, 2022 YTD 2. 2021 increase relative to 2020 baseline 63 CREDIT SUISSE#64Footnotes - Compliance Slide 22 Addressing complexity in Compliance remains an industry challenge and core to our success Thomson Reuters, Cost of Compliance 2021 1. 2. Permanent FTE 3. Excluding discretionary compensation expenses and FX impact Slide 24 Refreshed leadership and simplification have strengthened the CCO organization MDs/Directors joined Compliance (of which 21 new joiners to Credit Suisse) 1. 2. As of March 31, 2022 vs. March 31, 2021 64 CREDIT SUISSE#6595 65 Footnotes - Technology & Operations Slide 32 Technology and Operations (CTOO) supports our business today Note: All figures as of 1Q22 1. AuM includes both Wealth Management and Private Banking Switzerland 2. 2021 total volume of payment transactions processed via our Payment Platform on Standard Banking IT Platform Slide 35 Digital business platform initiatives have already produced tangible results, and will be further scaled to drive growth Note: All figures reflect YTD 1. - - Electronic Platform of the Year for Structured Retail Products 2021 Best Structured Product Technological Solution, Americas for GTS Sphere platform; Global Capital Americas Derivatives Award 2020. Sphere; Pan-Asia Institutional Investor survey 2021 - #1 E-Trading platform in APAC for AES; The Banker Magazine 2019 Tech Projects Awards winner under Trading System category: AES Slide 36 Our digital products are a key enabler across businesses 1. Structured Retail Products 2021 - Best Structured Product Technological Solution, Americas for GTS Sphere platform; Global Capital Americas Derivatives Award 2020 - Electronic Platform of the Year for Sphere Slide 41 Our workforce offers opportunity to reinvest Note: 1. All figures as of 1Q22 Employees and externals including outsourced Slide 42 Our cost structure reflects the period of transition from a federated to a centralized model 1. Source: Oliver Wyman share of Technology and Operations spend per revenue and total spend as of 2020 CREDIT SUISSE#66Footnotes - Wealth Management (1/2) Slide 47 Credit Suisse is a leading global Wealth Manager 1. 2. Figures shown are total for Wealth Management division and Private Banking Switzerland as of 1Q22; Private Banking Switzerland with CHF ~110 bn AuM, CHF ~200 bn CBV and ~1,000 RMS Calculation based on net revenues for clients in WM Division and Private Banking Switzerland. Excludes clients with CHF <1 mn AuM with CS Slide 48 Deep and long-standing history across our regions, particularly higher growth markets 1. 2. 3. Figures as of 1Q22; CBV for Private Banking International business area has been distributed according to relevant region. Expected market growth rates shown are based on Oliver Wyman Wealth Pools market sizing study (May 2021) and show expected Private Banking AuM (market level) CAGR from 2021 to 2024 Expected market growth rate not included for External Asset Managers due to lack of comparability (e.g. in terms of entity type, market scope, client scope) in external markets statistics Higher growth markets include APAC region and Emerging Markets; % based on CBV Slide 50 WM aims to reinvigorate growth and deliver sustainable returns 1. Net interest income increase from realization of CHF, USD and EUR forward rates; as of June 16, 2022 Slide 53 Capitalizing on our renowned strength in UHNW 1. McKinsey Wealth Pools 2021 2. WM data; UHNW contributed >60% total Credit Suisse Wealth Management NNA for the years 2019, 2020 and 2021 combined 3. Asia Risk 2021; Risk.net Slide 54 Aim to accelerate Core HNW to drive recurring revenues McKinsey Wealth Pools 2021; Market share based on markets (client domiciles, onshore / offshore) and client segments in which Credit Suisse is active 1. 2. Oliver Wyman Wealth Management Model; 2021 revenue pool for HNW compared to the revenue pool for UHNW 3. As of 1Q22 99 66 CREDIT SUISSE#6740 67 Footnotes - Wealth Management (2/2) - Slide 55 Continue to optimize footprint and focus investment on priority markets 1. Domiciles that Wealth Management actively serves (offshore or onshore) Slide 56 Aim to leverage our centralized lending and investment platforms and drive recurring revenue growth Includes Wealth Management and Private Banking Switzerland (part of Swiss Bank division) 1. 2. Includes Private Equity and Liquid Alternatives Slide 57 Actively shift towards enhanced digital advisory approach to further improve client and RM experience 1. 2. For available products and clients signed up to Digital Private Bank, 1Q22 'CS in brief' central monthly research mailing; targeted Credit Suisse Data & Analytics leads with opportunities discussed vs. opportunities converted for 2021 Slide 58 Aim to selectively grow our diversified portfolio, underpinned by a strengthened approach to risk management 1. 2. Provision for credit losses as a % of net loans, average from 2018-1Q22 Includes AFG portfolio and small volumes of Aviation, Ship and Export Finance that are within the Swiss Bank and managed by WM CREDIT SUISSE#68CREDIT SUISSE