Credit Suisse Americas Corporate Citizenship

Lalita Advani, Director of Community Engagement

Corporate Citizenship at Credit Suisse Education Microfinance Community Engagement

Americas Corporate Citizenship Mission

The Credit Suisse Americas Foundation is inspired by the long-standing commitment of Credit Suisse and its employees to improve the communities in which we live and work. Two themes concentrate our efforts:   creating educational opportunities for disadvantaged young people strengthening nonprofits by providing a comprehensive range of volunteer support

Key Programs Education Community Engagement: Strengthening Nonprofits 14 strategic partners; provides direct support for schools and programs that develop human capital in Education

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Partners - 17 annually funded partners with larger grants, over 300 partners through smaller employee initiated grants

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Board Service - Over 200 executives are working to strengthen the capacity of nonprofit organizations through Board Service

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Skills-Based Volunteering - Employees provide a range of support, from technical support to full-time support as a Global Citizen

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Hands-On Volunteering - Credit Suisse employees provide volunteer time to a range of nonprofit organizations

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Community Engagement: Strengthening Nonprofits

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

2014 Community Engagement Highlights

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

Establishing Standards with our Business Departments

NY Departmental Philanthropic Initiatives will be considered “Active” if they have:

1) Commitment of Senior Sponsor

− Generally, should be the head of the department in NY − − Meet with Foundation once a year to learn about programs Attend at least one volunteer event in the year

5) Participation

− Execute at least 2 large department-wide volunteer events in a year, with Foundation guidance At least 2 senior level employees committed to attend − At least 2 Team Leaders to manage logistics of each event Champion and drive participation in Foundation programs, e.g. Holiday Charity Initiative

2) Representation

− Membership extends across sub-groups across levels, as well as from HR and Communications − Meet with Foundation quarterly to learn about Foundation programs and new opportunities

6) Tracking

− Designate one individual and a backup to track departmental volunteering through the Global Philanthropy Tracking System

3) Departmental Goals

− − − Aspirational goal of 50% of employees volunteering Set at beginning of each year and communicated to Foundation Foundation guidance, e.g. goals may be based on participation, representation, or program area − Incorporate departmental business goals

7) Recognition

− Recognize and reward volunteerism through departmental channels, such as: Performance Reviews, Scorecards, other Departmental channels

4) Communications

− Initiative branded and announced to department annually by Senior Sponsor − Foundation programs communicated quarterly through one of the following channels: Town Hall, Newsletters, OpCo meetings, Department-wide memos, other Departmental channels 6

Recognition: Our Giving Back Awards Award Categories

• Board Member of the Year • City of the Year • Department of the Year • EVG Team of the Year • Leadership Award • Most Valuable Volunteer • Rookie of the Year • Special Recognition-Corporate Citizenship Champions 7

Signature Nonprofit Board Training Program

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

Key Elements we considered

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

Review of Nonprofit Board Training Program: 2009-2014

Employee Engagement

• Over 900 employees trained across 7 cities, over 115 newly placed • New senior level engagement in client facing areas • Skills development among employees • Increase in pride and connection to Credit Suisse

Social Impact

• Launched Board Member of Year Award highlighting impact on nonprofit and community

Reputation

• Program featured in Stanford Social Innovation Review and CECP conference • Created branded event with Robin Hood Foundation with over 100 attendees including charity partners and clients • Almost 80 Private clients/prospects attended sessions 10

2014 Strategy Review: Stakeholders

The Credit Suisse Board Service Program is targeted to reach three priority stakeholder groups:

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Credit Suisse Employees

• Primarily senior and mid-level

Community/Nonprofit Organizations

• Existing grantees and organizations of interest to employees

External Stakeholders

• Potential employees; clients and potential clients; community leaders

Credit Suisse Employees Ç√ Community Organizations External Stakeholders

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2014 Strategy Review: Impact Goals Individual Outcomes Higher Employee Engagement

• Skills Development • Commitment to Firm

Ç√ Credit Suisse Strategies Community Outcomes Increased Social Impact

• Organizational Effectiveness

Credit Suisse Reputational Outcomes Improved Reputation

• With Community Leaders • With Employees • With Clients 12

2014 Strategy Review: Current Thinking Individual Outcomes Ç√ Employee Engagement

• Participants in Board Service program are highly engaged; opportunity to reach a larger audience through communication of placement success stories

Credit Suisse Strategies Community Outcomes Social Impact

• High social impact with select organizations based on experience of Board member; need to identify and highlight those organizations

Credit Suisse Reputational Outcomes Reputation

• Strong reputation with key organizations in community; opportunity to strengthen outreach 13

Evolution of Corporate Citizenship at Credit Suisse

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

Conversation starters: Opportunities and Challenges

How do you engage your senior leaders?

How do you partner with your business departments?

How do you make the business case?

How do you grow resourcing (funding and headcount)?

How do you recognize your volunteers?

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