FORM 6-K
SECURITIES
AND EXCHANGE COMMISSION
Washington, D.C.
20549
Report of Foreign Private Issuer
Dated December 7, 2004
Pursuant
to Rule 13a-16 or 15d-16
of the Securities Exchange Act of 1934
For the
month of December
7, 2004
Commission File Number 001-15244
CREDIT
SUISSE GROUP
(Translation of registrant's
name into English)
Paradeplatz
8, P.O. Box 1, CH-8070 Zurich, Switzerland
(Address of principal
executive offices)
Indicate by check mark whether the registrant files or will file annual reports under cover Form 20-F or Form 40-F.
Form 20-F Form 40-F
Indicate by check mark if the registrant is submitting the Form 6-K in paper as permitted by Regulation S-T Rule 101(b)(1):
Note: Regulation S-T Rule 101(b)(1) only permits the submission in paper of a Form 6-K if submitted solely to provide an attached annual report to security holders.
Indicate by check mark if the registrant is submitting the Form 6-K in paper as permitted by Regulation S-T Rule 101(b)(7):
Note: Regulation S-T Rule 101(b)(7) only permits the submission in paper of a Form 6-K if submitted to furnish a report or other document that the registrant foreign private issuer must furnish and make public under the laws of the jurisdiction in which the registrant is incorporated, domiciled or legally organized (the registrant's "home country"), or under the rules of the home country exchange on which the registrant's securities are traded, as long as the report or other document is not a press release, is not required to be and has not been distributed to the registrant's security holders, and, if discussing a material event, has already been the subject of a Form 6-K submission or other Commission filing on EDGAR.
Indicate by check mark whether by furnishing the information contained in this Form, the registrant is also thereby furnishing the information to the Commission pursuant to Rule 12g3-2(b) under the Securities Exchange Act of 1934.
Yes No
If "Yes" is marked, indicate below the file number assigned to the registrant in connection with Rule 12g3-2(b): 82-
Media Relations CREDIT
SUISSE GROUP Telephone +41 1 333 88 44 |
Credit Suisse Group Investor Day
Group Presents Strategic Roadmap for the Integration of its Banking Units and Growth Initiatives for its Businesses
Proposes a Dividend Increase to Approximately CHF 1.50 per Share for 2004
Zurich, December 7, 2004 In conjunction with its Investor Day event, Credit Suisse Group today announced its plans to fully integrate its banking units over the next 18 months to two years and to create distinct lines of business dedicated to private clients, corporate and investment banking clients, and asset management. The Group also presented specific growth plans for each of its individual businesses, including a more focused strategic direction for Institutional Securities and Wealth & Asset Management. In addition, Winterthur will continue its strategy of profitable growth with the aim of preparing for a capital market flotation. Furthermore, Credit Suisse Group announced that it expects to propose to the Annual General Meeting a dividend increase to approximately CHF 1.50 per share for 2004.
In order to better address client needs in a rapidly changing market environment, as well as making more efficient use of its resources, Credit Suisse Group today announced its plans to create a fully integrated bank, combining the current business units Credit Suisse and Credit Suisse First Boston, in a process that is expected to take between 18 months and two years. Activities geared towards the needs of private clients and those targeting corporate and investment banking clients will be bundled in two distinct lines of business, Private Client Services and Corporate & Investment Banking. A third business line will comprise all of Credit Suisse Group’s asset management services, reflecting the Group’s core strength and one of the key elements in its generation of value for clients across all its businesses. In addition, certain Corporate Center functions that are common to all businesses will be consolidated to accelerate the integration process. The new integrated bank will operate more efficiently and provide enhanced advisory services and products with a sharper focus on client needs, paving the way for increased revenues and considerable cost savings.
Page 1 of 7
Oswald J. Grübel, CEO of Credit Suisse Group, stated: ”Our operating environment has changed fundamentally over the past few years. Clients require increasingly sophisticated services and advice that are tailored to their specific needs. This means that now − more than ever before − we must bring together all the know-how in our entire company to offer our clients the professionalism and expertise they demand.”
He added: “In addition to creating distinct lines of business that are focused on client needs, the steps involved in creating a ‘one bank’ organization will require substantial changes in our management approach and also in our culture with a much greater focus on the Group as a whole than is presently the case. This will be a gradual process that cannot be achieved overnight. We will implement our plans as quickly as is practicable − but also very carefully to avoid any disruption to our client service.”
Business Growth Plans
In connection with its Investor Day, Credit Suisse Group also announced plans to enhance the level of performance of each of its individual businesses by addressing common strategic themes such as client service, integration, focus and growth.
Credit Suisse First Boston's strategy will be geared towards securing a leadership position in selected areas by creating a more focused franchise. It will achieve this by identifying and allocating resources to its most valuable clients and pursuing excellence in select high-margin services such as leveraged finance, M&A, IPOs, derivatives and mortgage securitization − all areas where it has competitive strengths and attractive growth opportunities. Increased earnings and a stronger capital base will allow Credit Suisse First Boston to capture trading opportunities through extended, disciplined and diversified risk-taking. Institutional Securities and Wealth & Asset Management will also make a number of structural changes within their various businesses to ensure greater bottom-line accountability, as well as to improve cost discipline and to capitalize on the integration with the Group’s other banking businesses. The combination of these measures will prepare Credit Suisse First Boston for the realization of its net income goal of CHF 3 billion or more for 2007.
Page 2 of 7
In line with this strategy, key growth initiatives at Institutional Securities will include the creation of a unified global proprietary trading group under a single management structure across equities and fixed income. In order to grow its derivatives business, it will also create a consolidated derivatives structuring group. Institutional Securities will grow its leading leveraged finance and mortgage franchises by expanding into Europe. It also plans to build up a commodities unit. In investment banking, Institutional Securities will consolidate its capital markets businesses as well as creating separate advisory and financing coverage capabilities in order to tailor its coverage more closely to its clients' needs. Investment banking growth will be generated by focusing coverage resources on high-margin businesses and clients, both in its leading middle-market business and among its targeted large-cap clients.
In Wealth & Asset Management, key initiatives will include the strengthening of internal funds in areas delivering strong growth and performance. In line with this approach, Credit Suisse First Boston intends to spin out its Merchant Banking Partners business, its Credit Opportunities Fund and the Diversified Credit Strategies Fund, while maintaining a significant financial interest in − and a strategic relationship with − these funds. It will also focus on expanding its services for limited partners, which has been identified as a prime growth area in the alternative capital arena. Credit Suisse Asset Management will focus on improving its investment performance and will expand global product offerings while maintaining regional distribution, as well as streamlining its businesses in the US and Asia. The Private Client Services business will better exploit the attractiveness of the global product platform and build upon its leading position in volatility management.
In Private Banking, Credit Suisse aims to expand its global leadership position by building on its strong Swiss onshore and European offshore businesses as a profit anchor. A further focus will be on continuing the expansion of its strong presence in the onshore and offshore businesses in Asia, the Middle East, Central & Eastern Europe and Latin America. In order to underscore its commitment to Asia and to further develop its private banking franchise in this key market, Credit Suisse will further increase its focus on − and strengthen its management resources in − the region. In the European onshore business, efforts will be concentrated on delivering profitable growth, with the aim of reaching break-even by 2007. In Switzerland, Private Banking and Corporate & Retail Banking will strive to gain further market share by delivering superior value that clearly sets their products and services apart from those of the competition. The net income goal for Private Banking and Corporate & Retail Banking for 2007 is CHF 4 billion or more.
Page 3 of 7
With regard to Winterthur, Credit Suisse Group announced in June that it will manage Winterthur as a financial investment and explore all strategic options to maximize the value of the insurance business for all stakeholders. This analysis has now been finalized and Credit Suisse Group has subsequently reached the conclusion that at this point in time, the market is not prepared to pay an adequate price for what it believes is the full value of Winterthur. Given the successful operational and financial turnaround of the insurance business, Credit Suisse Group is convinced that the best option for Winterthur is for it to move forward with its strategy of profitable growth in order to realize its full potential. As announced today, Winterthur’s profitability goal is to achieve sustainable net income of CHF 1.2 billion or more in 2007. Based on its strong market presence and its own separate identity, Winterthur will continue to deliver improvements in its operating performance and further streamline and sharpen the focus of its business portfolio with the aim of preparing for a capital market flotation.
In the area of capital management, Credit Suisse Group wants to ensure a competitive dividend policy going forward, while at the same time prudently managing the Group’s capital resources to fulfill the longer-term funding requirements for its strategy of profitable growth. For the business year 2004, Credit Suisse Group expects to propose to the Annual General Meeting a dividend increase to approximately CHF 1.50 per share, demonstrating its return to an attractive dividend payout for shareholders.
Oswald J. Grübel concluded: “As a management team, we have a clear and common view of where we want to take Credit Suisse Group over the coming years. We will be disciplined in executing each of the growth plans for our businesses. At the same time, we are determined to realize our roadmap for integration by creating a ‘one bank’ organization and preparing Winterthur for a capital market flotation. We are convinced that with these measures, Credit Suisse Group is on the right track to further consolidate its position among the world’s leading financial institutions.”
Enquiries | ||
Credit Suisse Group, Media Relations | Telephone | +41 1 333 88 44 |
Credit Suisse Group, Investor Relations | Telephone | +41 1 333 31 69 |
Credit Suisse Group
Credit Suisse Group is a leading global financial services company headquartered in Zurich. It provides private clients and small and medium-sized companies with private banking and financial advisory services, and pension and insurance solutions from Winterthur. In the area of investment banking, it serves global institutional, corporate, government and individual clients in its role as a financial intermediary. Credit Suisse Group's registered shares (CSGN) are listed in Switzerland and in the form of American Depositary Shares (CSR) in New York. The Group employs around 60,000 staff worldwide. As of September 30, 2004, it reported assets under management of CHF 1,232.2 billion.
Page 4 of 7
Cautionary Statement Regarding Forward-Looking Information
This
press release contains statements that constitute forward-looking statements.
In addition, in the
future we, and others on our behalf, may make statements that constitute
forward-looking statements. Such forward-looking statements may include,
without limitation, statements relating to our plans, objectives or goals;
our future economic performance or prospects; the potential effect on our
future performance of certain contingencies; and assumptions underlying any
such statements. Words such as “believes,” “anticipates,” “expects,” "intends” and “plans” and
similar expressions are intended to identify forward-looking statements but
are not the exclusive means of identifying such statements. We do not intend
to update these forward-looking statements except as may be required by applicable
laws. By their very nature, forward-looking statements involve inherent risks
and uncertainties, both general and specific, and risks exist that predictions,
forecasts, projections and other outcomes described or implied in forward-looking
statements will not be achieved. We caution you that a number of important
factors could cause results to differ materially from the plans, objectives,
expectations, estimates and intentions expressed in such forward-looking
statements. These factors include (i) market and interest rate fluctuations;
(ii) the strength of the global economy in general and the strength of the
economies of the countries in which we conduct our operations in
particular; (iii) the ability of counterparties to meet their obligations to
us; (iv) the effects of, and changes in, fiscal, monetary, trade and tax
policies, and currency fluctuations; (v) political and social developments,
including war, civil unrest or terrorist activity; (vi) the possibility of
foreign exchange controls, expropriation, nationalization or confiscation
of assets in countries in which we conduct our operations; (vii) the ability
to maintain sufficient liquidity and access capital markets; (viii) operational
factors such as systems failure, human error, or the failure to properly
implement procedures; (ix) actions taken by regulators with respect to our
business and practices in one or more of the countries in which we conduct
our operations; (x) the effects of changes in laws, regulations or accounting
policies or practices; (xi) competition in geographic and business areas
in which we conduct our operations; (xii) the ability to retain and recruit
qualified personnel; (xiii) the ability to maintain our reputation and promote
our brands; (xiv) the ability to increase market share and control expenses;
(xv) technological changes; (xvi) the timely development and acceptance of
our new products and services and the perceived overall value of these products
and services by users; (xvii) acquisitions, including the ability to integrate
successfully acquired businesses; (xviii) the adverse resolution of litigation
and other contingencies; and (xix) our success at managing the risks involved
in the foregoing. We caution you that the foregoing list of important
factors is not exclusive; when evaluating forward-looking statements, you should
carefully consider the foregoing factors and other uncertainties and events,
as well as the risks identified in our most recently filed Form 20-F and
reports on Form 6-K furnished to the US Securities and Exchange Commission.
This press release is not an offer of securities for sale in the United States. Securities may not be offered or sold in the United States absent registration or an exemption from registration. Any public offering of securities to be made in the United States will be made by means of a prospectus that may be obtained from the relevant issuer or selling security holder and that will contain detailed information about the relevant company and management, as well as financial statements.
Page 5 of 7
Investor Day 2004, December 7, 2004 Analyst / Media presentations
Investor day
Time | 08.00 CET / 01.00 GMT / 02.00 EST | ||
Live Webcast | www.credit-suisse.com/investor | ||
All presentations will be held in English. | |||
08:00 08:30 | Opening address and Group Strategy | Oswald J. Grübel, CEO of Credit Suisse Group | |
08:30 09:30 | Private Banking and Corporate & Retail Banking | Walter Berchtold, CEO of Credit Suisse | |
09:30 10:30 | Institutional Securities and Wealth & Asset Management | Brady Dougan, CEO of Credit Suisse First Boston | |
10:30 11:00 | Coffee break | ||
11:00 12:00 | Insurance | Leonhard Fischer, CEO of Winterthur | |
12:00 12:30 | Group Financials and Capital | Renato Fassbind, CFO of Credit Suisse Group | |
12:30 13:00 | Closing remarks | Oswald J. Grübel, CEO of Credit Suisse Group | |
Media conference | |||
14:00 14:45 | Presentation, Q&A session | Oswald J. Grübel, CEO of Credit Suisse Group | |
Telephone | Europe: | +41 91 610 5600 | |
UK: | +44 207 107 0611 | ||
USA: | +1 866 291 4166 | ||
Reference: “Credit Suisse Group Investor Day“ | |||
Q&A | You will have the opportunity to ask questions via the telephone conference following the presentation. | ||
Note | We recommend that you dial in approximately ten minutes before the start of the presentation for the live webcast and telephone conference. Further instructions and technical test functions are now available on our website. |
Page 6 of 7
Playback | An audio playback facility will be available approximately one hour after the event. | |||
Please dial: | ||||
Europe: | +41 91 612 4330 | |||
UK: | +44 207 866 4300 | |||
USA: | +1 412 317 0088 | |||
Conference | Language | ID |
||
Opening address and | English | 894# |
||
Group Strategy | ||||
Private Banking and | English | 800# |
||
Corporate & Retail Banking | ||||
Institutional Securities and | English | 648# |
||
Wealth & Asset Management | ||||
Insurance | English | 240# |
||
Group Financials and Capital | English | 672# |
||
Closing remarks | English | 788# |
||
Press conference | German | 633# |
||
Press conference | English | 541# |
Page 7 of 7
INVESTOR DAY 2004
Oswald J. Grübel
Chief Executive Officer
Credit Suisse Group
Introduction and Group Strategy
DISCLAIMER
Cautionary Statement regarding forward-looking information
This presentation contains forward-looking statements within the meaning
of the Private Securities Litigation Reform Act of 1995.
Forward-looking statements 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, objectives, 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, 2003 filed with the US Securities and Exchange
Commission, and in other public filings and press releases.
We do not intend to update these forward-looking statements except as
may be required by applicable laws.
STRATEGIC OBJECTIVES ANNOUNCED IN JUNE (1/2)
Integrate global organization around distinct
business areas and shared functions
Present one face to clients around the world
Increase cooperation among businesses to capture
both revenue-growth and cost-saving synergies
Integrate
Organization
STRATEGIC OBJECTIVES ANNOUNCED IN JUNE (2/2)
Profitably grow international Private Banking; gain
market share in Switzerland
Build on greatest strengths of Credit Suisse First
Boston to close revenue gaps
Enhance profitability and streamline business
portfolio at Winterthur, while exploring all options
Grow
Franchise
STRATEGIC ROADMAP TO INTEGRATION
Act as one bank through integration of todays fairly independent business units
Create three distinct lines of business: Private Client Services, Corporate &
Investment Banking, Asset Management
Position Asset Management as core strength and key element in our value
proposition across all of our businesses
Group-wide management of shared Corporate Center functions; launch of
functional initiatives to enhance cooperation and accelerate integration
Requires new management approach focused on the Group as a whole,
structural adaptations and cultural change
Implementation over 18 months to 2 years
Manage Winterthur as a financial investment
Realize full potential, based on successful operational and financial turnaround
Prepare for capital markets flotation
PLAN TO GROW FRANCHISE
Private Banking, Corporate & Retail Banking
Build on Swiss on- and European offshore businesses as profit anchor
Invest in businesses and markets with above-average growth
Gain market share in Switzerland by delivering superior, differentiating value to clients
Institutional Securities, Wealth & Asset Management
Superior performance for clients
Disciplined client segmentation and focus on high-margin products
Expanded, disciplined risk-taking; integration of proprietary trading operations
Winterthur
Focus on profitable growth and further streamlining of business portfolio
Demonstrate strong market presence, based on own identity
Transfer of expertise from banking
Group as a whole
Improved execution driven by Group bottom-line accountability
Ambitious targets, with additional benefits from increased cooperation and integration
Return to competitive dividend payout
INVESTOR DAY 2004
Walter Berchtold
Chief Executive Officer
Credit Suisse
Private Banking and
Corporate & Retail Banking
DISCLAIMER
Cautionary Statement regarding forward-looking information
This presentation contains forward-looking statements within the meaning
of the Private Securities Litigation Reform Act of 1995.
Forward-looking statements 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, objectives, 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, 2003 filed with the US Securities and Exchange
Commission, and in other public filings and press releases.
We do not intend to update these forward-looking statements except as
may be required by applicable laws.
AGENDA
1. OVERVIEW
3. CORPORATE &
RETAIL
BANKING
4. CROSS
BUSINESS
PRIORITIES
5. GOALS AND
SUMMARY
2. PRIVATE
BANKING
OUR STRATEGY
Invest into markets and businesses with above-average growth
Secure earnings strength by further expanding position in our Swiss
home
market as our profit anchor
Secure long-term growth by diversifying geographic mix
Lead the industry in innovative products and solutions
Further develop integrated business model across business
units and
segments, by leveraging client relations, products and infrastructure
Finance growth investments through continuous productivity
improvements
Continue to be a significant and reliable cash flow contributor
to Credit Suisse Group
Corporate &
Retail Banking
Private Banking
OUR GOAL FOR NET INCOME
0.6
1.9
2.5
2003
~1.0
~ 3.0
> 4.0
2007
Goal
CAGR
12%
CAGR = Compound Annual Growth Rate
Net income in CHF bn
AGENDA
1. OVERVIEW
3. CORPORATE &
RETAIL
BANKING
4. CROSS
BUSINESS
PRIORITIES
5. GOALS AND
SUMMARY
2. PRIVATE
BANKING
1) Annualized
KEY ACHIEVEMENTS
Strong net
new asset
generation
CHF 22.5bn or 5.9%1) for 9M 2004
All geographic areas contributed
Strong momentum in growth markets: Asia, Middle East,
Central & Eastern Europe, Latin America
Continued
benchmark
profitability
Gross margin at 136bp (9M 2004)
Strong increase in net income
Enhanced
business
model
Structured asset & liability advisory process
Expanded open architecture
Continuous stream of product innovations
Broadened specialist capabilities
Expanded
and
strengthened
franchise
Private Banking Europe well on track for break-even
Successful front-line recruiting net increase of around 200
relationship managers and advisors since October 2003
IMPROVED FINANCIAL PERFORMANCE
Net revenues in CHF bn
Gross margin in bp
9M 2003
9M 2004
4.68
5.45
+16%
Net new assets in CHF bn
9M 2003
9M 2004
13.6
22.5
+65%
Net income in CHF bn
9M 2003
9M 2004
1.31
1.86
+42%
9M 2003
9M 2004
130
136
+6bp
ALL REGIONS CONTRIBUTING TO GROWTH
Switzerland
Western
Europe
Asia
24%
Total net new assets = CHF 22.5bn
18%
25%
33%
Middle East, Central &
Eastern Europe,
Latin America & Other
Net new assets by client domicile, 9M 2004
STRONG MOMENTUM IN ASIA
AuM (CHF bn) 46
Gross margin (bp) 1) 109
Net new asset growth 1) +20%
Relationship managers 177
Net revenues increased +22%
1) Annualized
Profitably expanding sales force
Over 30% additional relationship managers
since Jan 2003
On average, break-even in ~12 months
Strengthening coverage
New offices, e.g. Guangzhou and Bangkok
Upgrading resources in the region
Strengthening Singapore offshore platform
Expanding market-specific offers
Local products and services
Broadened advisory skills
Close cooperation with CSFB on
solutions/products for UHNWI, client
referrals and infrastructure
KPIs 9M 2004
Key achievements & priorities
YoY performance 9M 2004 in %
PRIVATE BANKING EUROPE ONSHORE WELL ON TRACK
FOR BREAK-EVEN
AuM (CHF bn) 33
Gross margin (bp) 1) 128
Net new asset growth 1) +14%
Relationship managers 625
Net revenues increased +46%
Operating expenses
reduced (4%)
Net loss reduced (63%)
1) Annualized
Strong upward trend in financial
performance
Local value proposition and distinctive
product and service offering in each
country
KPIs 9M 2004
Key achievements
YoY performance 9M 2004 in %
Further, selective build-up of front office
staff
Acquire profitable net new assets
Expand product & service offering
Further improve productivity
Break-even by 2007
Priorities
Aggressively grow international on- and offshore business (Asia,
Middle East, Central & Eastern Europe and Latin America)
Profitably grow European onshore business
Maintain strong position and continuously increase profitability in
European offshore business
Expand market share in Swiss onshore business
Strongly focus on increasing managed assets
(discretionary mandates, funds, structured products)
STRATEGY PRIVATE BANKING
Client Value
Delivery
Markets &
Businesses
Further build premium positioning in client value delivery
Expertise in advice
Dedication to services
Leadership in products and solutions
KEY INITIATIVES
MARKETS AND BUSINESSES
Expand geographic coverage by opening or
upgrading
further locations
Continue to hire and develop
senior relationship
managers for key growth markets
Strengthen international management capabilities
and resources
Further build capabilities and offering for UHNWI
segment
Leverage client base of other
Credit Suisse Group businesses
Medium-term goals
over the cycle:
Net new asset growth
> 5% p.a.
Gross margin = 130 bp
UHNWI = Ultra High Net Worth Individuals
KEY INITIATIVES
CLIENT VALUE DELIVERY
Further expand investment product skills
and
platforms
Further develop and deploy Credit Suisse's
structured advisory process
Reap benefits from continued investments into
client relationship
management and
workplace tools
Further improve customer experience along
all
contact points and interfaces
Medium-term goals
over the cycle:
Net new asset growth
> 5% p.a.
Gross margin = 130 bp
AGENDA
1. OVERVIEW
3. CORPORATE &
RETAIL
BANKING
4. CROSS
BUSINESS
PRIORITIES
5. GOALS AND
SUMMARY
2. PRIVATE
BANKING
Reliable
profit
generator
KEY ACHIEVEMENTS
Strong increase in net income and ROE for 9M 2004
Continuous improvement of cost/income ratio
Fully integrated mid- and back-offices with Private Banking
(IT and operations costs down around 30% since 2001)
Strengthened
client
organizations
Enhanced segment focus
Shift of resources towards clients with potential
Increased client referrals with other Credit Suisse Group
businesses
Progress in
products and
services
Above market growth in private mortgages (+8% 9M 2004)
Strong results in retail investment products
Expanded service offering for corporate clients
Market leader in credit cards
Improved
credit risk
structure
Significant reduction of impaired loans and provision for
credit losses
IMPROVED FINANCIAL PERFORMANCE
Net revenues in CHF bn
Return on equity in %
9M 2003
9M 2004
2.47
2.55
+3%
Cost / income ratio in %
9M 2003
9M 2004
64.9
61.8
- 3.1pp
Net income in CHF m
9M 2003
9M 2004
536
644
+20%
9M 2003
9M 2004
14.2
17.0
+2.8pp
STRATEGY CORPORATE AND RETAIL BANKING
Gain market share in high-end retail business, particularly in
private mortgages and investment products
Increase profitability in low-end retail business and grow in
consumer finance / credit cards
Expand the strong position with large corporate clients
Gain market share with small & medium-sized corporate clients
with attractive risk-return profiles
Superior positioning in client value delivery, aligned to specific
client needs for each segment
Client Value
Delivery
Markets &
Businesses
KEY INITIATIVES
MARKETS AND BUSINESSES
Acquire new clients through attractive
anchor
products and targeted marketing
campaigns/events
Increase product penetration
through
wallet-sizing of target clients, database
marketing and product bundling
Strengthen sales force effectiveness
through focused
training and targeted
incentives
Continuously optimize branch network,
upgrade e-banking offering and extend
third-party distribution
channels
Medium-term goals
over the cycle:
Net revenue growth > 5 %
Cost/income ratio < 60 %
Return on equity > 15 %
KEY INITIATIVES
CLIENT VALUE DELIVERY
Improve client service delivery through
optimized end-to-end processes
(quality, speed, cost)
Shift resources from mid- and back office
functions to client teams and hire sales-
oriented RMs
Launch further retail investment products
and
continuously improve lending product
offer
Invest in workplace tools, leveraging best-
in-class technology from Private Banking
Medium-term goals
over the cycle:
Net revenue growth > 5 %
Cost/income ratio < 60 %
Return on equity > 15 %
AGENDA
1. OVERVIEW
3. CORPORATE &
RETAIL
BANKING
4. CROSS
BUSINESS
PRIORITIES
5. GOALS AND
SUMMARY
2. PRIVATE
BANKING
CROSS-BUSINESS PRIORITIES
Leadership:
Further strengthening performance culture and management capabilities
Operational Excellence:
Continuously improving client service and productivity using Lean Sigma
Collaboration:
Promoting effective cooperation across businesses and functions
Continuous Learning:
Making the Credit Suisse Business School an industry benchmark
Methods
&
Tools
Spirit
&
Culture
Systematic, fact-based analysis of
customer needs
Focus on end-to-end process
improvement
Applying well established and
structured method (Lean Sigma)
Implementation along individual,
well defined projects
Continuous, long-term initiative
First projects started in October 2004
Significant number of projects planned for next 12 months
Impact per project expected to kick in after 9 12 months
Creating a customer-driven culture
and increasing customer satisfaction
Strategic alignment of all initiatives
Large-scale talent development
Enabling profitable growth
Key elements
Expected benefits
Status
OPERATIONAL EXCELLENCE
Targeted curricula for all major
front, back office and management
functions
In-house knowledge transfer:
managers and specialists as
teachers
Collaboration with leading external
institutions
Comprehensive quality
management across all programs
Training given for 14,300 participants (9M 2004)
Increased customer satisfaction and
revenues
Increased skill levels across the
organization
Strong value proposition to current
and new employees
Key elements
Expected benefits
Status
CREDIT SUISSE BUSINESS SCHOOL
AGENDA
1. OVERVIEW
3. CORPORATE &
RETAIL
BANKING
4. CROSS
BUSINESS
PRIORITIES
5. GOALS AND
SUMMARY
2. PRIVATE
BANKING
Net income 1)
Net new asset growth
Gross margin
Cost/income ratio 1)
Corporate & Retail Banking
CHF > 4 bn
> 5 %
= 130 bp
< 55 %
1) Goal 2007
Net revenue growth
Cost/income ratio 1)
Return on equity
> 5 %
< 60 %
> 15 %
CREDIT SUISSE MEDIUM-TERM GOALS
Credit Suisse
Private Banking
SUMMARY
Key strategic objective is strong and profitable top-line growth
Clear priorities for markets and businesses
Profitably grow international private banking: Asia, Middle East, Western
Europe, Central & Eastern Europe, Latin America
Gain market share in Switzerland
Well positioned for success
Strong business models and track record to build on
Concrete initiatives underway to differentiate ourselves in client value
Net income goal for 2007 is CHF > 4bn
Based on strong net new asset growth and benchmark cost/income ratios
QUESTIONS & ANSWERS
INVESTOR DAY 2004
Brady Dougan
Chief Executive Officer
Credit Suisse First Boston
Institutional Securities and
Wealth & Asset Management
DISCLAIMER
Cautionary Statement regarding forward-looking information
This presentation contains forward-looking statements within the meaning
of the Private Securities Litigation Reform Act of 1995.
Forward-looking statements 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, objectives, 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, 2003 filed with the US Securities and Exchange
Commission, and in other public filings and press releases.
We do not intend to update these forward-looking statements except as
may be required by applicable laws.
INTRODUCTION
Credit Suisse First Boston has underperformed in recent years
Recently, performance has improved and we retain a number of leading
franchises on which to build
We have a unique opportunity for value creation, and
we are
committed to the changes it will require
Our strategy leverages our strengths to deliver a more focused
franchise built around:
client segmentation and focus
product excellence
disciplined risk-taking
improved execution
a strengthened ownership culture
* Excluding impact of FIN 46R consolidation
2007 Goals
CHF 3.0 bn+ net income
20%+ pre-tax margin*
20%+ return on equity
AGENDA
1. CURRENT
POSITION
3. ACHIEVING
OUR
OBJECTIVES
2. THE PATH
FORWARD
OUR CURRENT POSITION IS CHALLENGING
Credit Suisse First Boston has
underperformed in recent years ...
and our environment is
expected to remain challenging
Inconsistent financial results
Significant profitability and
margin gaps relative to peers
Failure to realize full Credit
Suisse Group benefits
Diluted focus all things to all
people
Subdued markets with low
volatility
Competitive pressure from
universal banks and niche
players
Pricing / margin erosion and
increasing capital
requirements
Fierce competition for talent
FINANCIAL PERFORMANCE HAS IMPROVED THOUGH STILL
BELOW POTENTIAL
Credit Suisse First Boston net income
in CHF bn
2002
2003
(1.5)
1.1
9M 2003
9M 2004
1.0
1.5
+51%
* Excluding CHF 845m in minority interest revenues and CHF 11m of expenses relating to FIN 46R consolidation
Pre-tax margin (12.2%) 11.8% 12.7% 14.9%*
Return on equity NA 9.6% 11.0% 17.6%
Investment Banking
#1 Franchise
Technology,
energy,
industrials
Wealth & Asset Management
Leading franchise
#1 in fundraising
Strong European
franchise
Fixed Income
#1 Franchise
Leading franchise
Leading franchise
Equities
Electronic
Trading
Relative Value
Arbitrage
HOLT
Research
SEVERAL LEADING FRANCHISES ON WHICH TO BUILD
Fixed Income
Leveraged
Finance
Emerging
Markets
Commercial
Mortgages
Investment Banking
Financial
Sponsors
Industry
Strengths
Wealth & Asset Management
Private Equity
Private Fund
Asset
Management
Equities
Leading
automated
execution platform
Strong
quantitative
proprietary group
Key differentiator
AGENDA
1. CURRENT
POSITION
3. ACHIEVING
OUR
OBJECTIVES
2. THE PATH
FORWARD
DEFINING OUR STRATEGY
Product excellence built around selected high-margin, strategic products
Disciplined client segmentation, with resources focused on core clients
Expanded, disciplined risk-taking to leverage trading strengths and support
clients
Improved execution through clear accountability and better Group integration
A strong, performance-based ownership culture
Credit Suisse First Boston will win where we choose to compete by
delivering a
more focused franchise built around:
WHAT IT MEANS
Product
Excellence
Client
Segmentation
Disciplined
Risk-Taking
Improved
Execution
Human Capital
Build on leading positions in leveraged finance, alternative assets,
commercial mortgages and structured products
Investment Banking growth focused on M&A, IPOs, leveraged
finance and derivatives
Coverage resources focused on a smaller group of core clients
Technology leveraged for relentless efficiency in commoditized
products
Integrated proprietary trading platform to capture opportunities
across markets
Broader desk-based positioning to support client activity
Better aligned organization with clear accountability; strengthened
discipline around costs
Increased integration with Credit Suisse Group
Structured approach to attract, develop, motivate, and retain talent
Management incentives tightly aligned with shareholder value
Provide differentiated, full-service
coverage to smaller number of high-
touch clients
Build on leadership position in electronic
delivery to
serve execution-oriented
clients
Focus research coverage on sectors of
market importance
and CSFB strength
Expand advanced prime banking
services
Equities
Continue growth in mortgage
securitization capabilities
Export top leveraged finance and
commercial mortgage franchises
to
Europe
Add senior cross-product resources on
Top 50 clients
Dedicate product-level risk capacity to
support clients
and capitalize on market
opportunities
Build out commodities capability
Fixed Income
STRATEGIC INITIATIVES
SECURITIES BUSINESSES
Establish a unified global proprietary trading platform across FID and Equities
Recapture derivatives share through rebuilt technology and unified structuring group
Drive greater integration of capital markets, coordinated with
Investment Banking to
deliver better client solutions
Expand leadership in emerging markets by increasing coverage resources
FIXED INCOME
CONCENTRATING ON HIGHEST-VALUE CLIENTS
Top account strategy
Additional senior cross-product
relationship managers on Top 50
global accounts
More disciplined account
planning and evaluation
processes
Exit or reduce cost of serving
lower-volume tail accounts
80% of revenues
driven by <15%
of clients
Cumulative % of
Revenue
Number of clients
Large &
Unprofitable
Small &
Profitable
Large &
Profitable
More
profitable
Less
profitable
Smaller
clients
Larger
clients
REVENUE
PROFITABILITY
Hedge funds
Asset managers
Top 400 Global Accounts
EQUITIES
SEGMENTING CASH EQUITY CLIENTS IS IMPORTANT
EQUITIES
DISCIPLINED SEGMENTED COVERAGE MODEL
High-Touch
Undifferentiated
Execution-
Oriented
Leverage leading
electronic
execution platform
31%
58%
11%
Core
Accounts
Pre-tax
Profit
Institutional Sales
Coverage
Provide
differentiated
research, focused
resources
U.S. EXAMPLE
41%
37%
22%
% of total
Optimize
Resource
Allocation
% of total
REBUILDING PROPRIETARY TRADING
Market Risk: CSFB vs. Peers
(Average reported VaR (99% 1-day equivalent) USDm)
CSFB = 1.4x
0.8x
0.8x
Risk capabilities to be enhanced through:
Forming a strong proprietary trading function unified across Fixed Income and
Equities asset classes. Built out from existing edge in quantitative equity
trading technology
Strengthening client-driven risk capacity within Fixed Income product desks
Take advantage of core skills and
market opportunities
Maintain discipline and strong
diversification across asset classes
and geographies
Stronger earnings and capital base
enable us to rebalance risk
positioning scale to move closer to
recent peer averages
STRATEGIC INITIATIVES
INVESTMENT BANKING DIVISION
Adjust our coverage model to better meet client needs
Focused, flexible client coverage model with direct product coverage where appropriate
Vertical integration
of financial institutions coverage across both asset and liability
activities
Increase share in a targeted subset of large cap clients
Pursue a disciplined, client-centric approach to the products we offer
Focus on a targeted subset of high-margin, strategic products that are most
important to our clients
Create a firm-wide integrated derivatives structuring capability,
with greater focus on
corporate clients
Integrate capital markets areas to deliver client solutions across markets more
effectively
Dramatically improve execution and client management capabilities
Drive accountability through transparent holistic product and client profitability
Institute rigorous coverage team management techniques
to ensure consistent
and disciplined client coverage
Equity
Capital
Markets
Deriv-
atives
M&A &
Advisory
Leveraged
Finance
Note: Bubble size denotes revenue of each product.
DRIVING GROWTH IN MORE PROFITABLE PRODUCTS
More
profitable
Less
profitable
Growth
opportunity
Stronger
existing
presence
SEGMENTING CLIENTS TO IMPROVE PENETRATION
35%
26%
39%
24%
40%
36%
47%
31%
22%
59%
32%
9%
% CSFB IBD
Revenues
Use 1
Product
Use 2
Products
Use 2+
Products
IBD Product Cross-Sell
Large
Cap
Mid Cap
Small Cap /
Unlisted
CSFB
Share of
Wallet*
11%
26%
21%
* Share of wallet based on companies generating greater than $1m in fees for CSFB during the past four years.
STRATEGIC INITIATIVES
ALTERNATIVE CAPITAL
Grow internal funds in areas of strong growth, top performance, and where there are
benefits from remaining inside CSFB platform
Build on broad diversity of fund offerings (Real Estate, Mezzanine, Secondary, etc.)
Focus on international markets (esp. Asia) with strong secular growth
Activity should support our banking clients and avoid competing against them
Spin out funds that can benefit from an independent platform
Intend to spin out DLJ Merchant Banking Partners business, Credit Opportunities
Fund, and Diversified Credit Strategies
Maintain a significant financial interest
Establish new services platform for Limited Partners
Leverage Hedge Fund and Private Equity strengths to provide full-service offering to
holders of alternative investments
Build new market by providing secondary liquidity for holders of alternative assets
Strengthen relationships with our Hedge Fund and Financial Sponsors clients
Endowments &
Foundations
Public
Pensions
Corporate
Pensions
$76
$137
$206
2001
2003
2005P
Alternative assets expected to
continue to grow in importance
We will leverage our products
across the firm to drive future
growth
Build-out services for investors,
including secondary market-making,
principal fund access etc.
Investments: Create innovative
investment opportunities including
indexed and principal protected
products
Investment banking coverage for
hedge fund M&A and strategic
advisory
Prime Banking - Continue growth in
market share in an important market
Annual Allocations to Hedge Funds
($ in Billions)
HEDGE FUNDS: LEVERAGING MARKET OPPORTUNITIES
STRATEGIC INITIATIVES
CSAM AND PCS
Asset
Manage-
ment
(CSAM)
Leverage improving performance to grow European
distribution
Expand global product offerings while maintaining
regional
distribution
Restore U.S. profitability by streamlining funds and lowering
costs
Streamline Asia presence
Private
Client
Services
(PCS)
Expand Credit Suisse First Boston leadership in
alternative assets
Leverage leading investment banking franchises in
small
cap, middle market, and financial sponsors
Leverage attractiveness of global brand
Build upon leading position in volatility management
STRATEGIC INITIATIVES
REGIONAL ELEMENTS
Current position not reflective of
global strengths and home market
presence - profitability lagging
Improve focus to expand margin in a
largely mature market
Export strongest U.S. products into
Europe (e.g.
Leveraged Finance,
CMBS)
Streamline coverage by reducing
overlaps
Empower regional management
with more local decision-making and
accountability
Continue rebuilding winning team
Build on strong existing platform
to capture opportunities to
expand in a growth market
Continue to strengthen position across
region, focusing on Japan, China and
South Korea
Explore acquisition and JV
opportunities to accelerate
growth
Expand derivatives capabilities
throughout region
Capture synergies throughout CS Group
(e.g. shared branch infrastructure)
Europe
Asia
AGENDA
1. CURRENT
POSITION
3. ACHIEVING
OUR
OBJECTIVES
2. THE PATH
FORWARD
An aggressive but achievable plan for delivering
results to our shareholders
20%+
11.8%
3.0+
1.1
20%+
9.6%
* Excluding impact of FIN 46R consolidation
FINANCIAL GOALS
Pre-tax Margin
Net Income in CHF bn
Return on Equity
Goal*
Goal
Goal
A COMMITMENT TO EXECUTION
Organizational alignment and greater accountability for profitability at all levels
(businesses, clients, products and support)
Disciplined coverage: more resources focused on distinctive products;
innovative technologies used to deliver commoditized products more efficiently
Ongoing, consistent improvement in costs will be built into our culture
Specific savings identified through reducing less productive front office
staffing, further procurement efficiencies and shifting infrastructure to lower
cost locations
Leveraging Credit Suisse Group more consistently and more aggressively
Continued emphasis on strategic planning not a one time process
Relentless focus on executing the plans we have developed
PRIORITY ACTION STEPS (1/2)
Grow mortgage securities business through greater resource
allocation
Build out leveraged finance and mortgages capability in Europe
Establish commodities business with trading commencing in
2005
Expanded presence in emerging markets, especially Asia
Broaden capital commitments for clients and market
opportunities
Formation of unified proprietary trading group across equities and
fixed income
Formation of firm-wide global derivatives structuring group
Build-out automated execution capability across businesses
Streamline cash equities business through greater focus on
priority clients
Focus research on sectors and services which investing clients
prioritize and pay for
PRIORITY ACTION STEPS (2/2)
New management team and structure
Unify capital markets areas and create specialist financing
coverage group with direct coverage capability
Enhance client & product profitability systems to drive
accountability & productivity
Foster growth by spinning out 3 large funds and expanding other
funds internally
Formation of services platform for Alternative Investors
Streamline CSAMs US and Asia businesses
Appoint new PCS business head and grow advisor force
DEFINING OUR STRATEGY
Product excellence built around selected high-margin, strategic products
Disciplined client segmentation, with resources focused on core clients
Expanded, disciplined risk-taking to leverage trading strengths and support
clients
Improved execution through clear accountability and better Group integration
A strong, performance-based ownership culture
Credit Suisse First Boston will win where we choose to compete by
delivering a
more focused franchise built around:
QUESTIONS & ANSWERS
INVESTOR DAY 2004
Life & Pensions and
Non-Life
Leonhard Fischer
Chief Executive Officer
Winterthur Group
DISCLAIMER
Cautionary Statement regarding forward-looking information
This presentation contains forward-looking statements within the meaning
of the Private Securities Litigation Reform Act of 1995.
Forward-looking statements 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, objectives, 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, 2003 filed with the US Securities and Exchange
Commission, and in other public filings and press releases.
We do not intend to update these forward-looking statements except as
may be required by applicable laws.
AGENDA
1. OVERVIEW
3.
STRATEGIC
PRIORITIES AND
KEY INITIATIVES
4. GOALS AND
SUMMARY
2. ACHIEVEMENTS
Secure sustainable
value creation
Net income of CHF 1.2 bn
by 2007
Return on Equity above 12%
Solid capital base and
single A rating
Prepare Winterthur Group for possible capital market flotation
Financial Goals
Execution Strategy
OVERVIEW
Build a best practice
business model
Continue portfolio restructuring to
focus on few promising market
positions
Establish benchmark for
operational efficiency and
disciplined execution
Build leading edge in
Asset/Liability, Investment, and
Risk Management
AGENDA
1. OVERVIEW
3.
STRATEGIC
PRIORITIES AND
KEY INITIATIVES
4. GOALS AND
SUMMARY
2. ACHIEVEMENTS
KEY ACHIEVEMENTS
Financial
turnaround
Achievement
From 2002 ... to 2004
Strengthened
capital base
Refocused
portfolio
A substantial loss
Undercapitalized
Portfolio
dispersed around
the globe
RoE above 10%1)
Significantly improved
capital and solvency
Increasingly focused
international portfolio
1) 9M 2004 annualized
Improved cost
positions
Mediocre cost
performance
Clearly improved
cost ratios
FINANCIAL TURNAROUND
1) Book Equity: Q3 2004; ROE: 9M 2004 annualized
US GAAP book equity, net of goodwill in CHF bn
Return on
equity
1)
- 60%
Return on equity versus book equity
STRENGTHENED CAPITAL BASE
Risk
exposure
Clearly reduced balanced sheet risk
Equity exposure down to 5% of investments
Materially decreased intangibles relative to
shareholders' equity
Capital
adequacy
Significantly strengthened solvency and strong ratings
EU Solvency ratio: from 142% (2002) to 168% (2003)
A+ (Fitch), A1 (Moody's), A- (Standard & Poor's),
all stable outlook
Capital
generation
Further strengthening of capital from retained operating
profits
Reduced capital needs from portfolio restructuring
AGENDA
1. OVERVIEW
3.
STRATEGIC
PRIORITIES AND
KEY INITIATIVES
4. GOALS AND
SUMMARY
2. ACHIEVEMENTS
STRATEGIC PRIORITIES
Set efficiency and
productivity
benchmark
Execute high standards in core technical operations
and management functions
Optimize
business portfolio
Streamline portfolio in order to build local leadership
positions in selected markets and reduce complexity
Leverage financial
market expertise
Leverage leading edge skills and processes in
Asset/Liability, Investment and Risk Management
Build new value
propositions
Develop an agile organization oriented to exploiting
attractive business opportunities
Priorities
Target
OPTIMIZE BUSINESS PORTFOLIO
Exploit clear leadership position in
home market Switzerland
Continue to actively streamline the
portfolio
Develop promising platforms for
future growth
Target
Key initiatives
Streamline portfolio
in order to build
local leadership
positions in selected
markets and reduce
complexity
Europe
PORTFOLIO STREAMLINING 2003 - 2004
Winterthur Portugal
Churchill (UK)
Winterthur Italia
Rhodia (France)
PPML (UK)
North America & Asia
Republic Financial
(USA, Texas)
LUnique (Canada)
Singapore
SET EFFICIENCY AND PRODUCTIVITY BENCHMARK
Enforce productivity in core operations
Continue strict cost management
Compete on process and client service
Ensure underwriting advantages
Leverage client segments and risk drivers
Enhance risk selection and pricing
Create group functional management for
Financial management and controlling
Underwriting and claims management
processes
Investment and risk management
Execute high
standards in core
technical operations
and management
functions
Target
Key initiatives
EXAMPLE: ADMINISTRATION EXPENSES
Expense ratios in % 2)
Total administration expenses in CHF m
1) annualized
2) For Life: Total Expense Ratio; for Non-Life: Administration Expense Ratio
2002
2003
9M 2004 1)
2,646
2,248
2,215
(17%)
2002
2003
9M 2004
13.2
11.7
11.5
11.9
10.8
9.2
Non-Life
Life &
Pensions
GROUP-LIFE PERFORMANCE IMPROVEMENT
Major cost reduction achieved
Legal quote stabilizes earnings
Rules are clear
Policyholder explicitly shares risk
Inherent growth of ~3 to 4% p.a.
New business unambiguously value-creating
Cost, mortality and investment processes all positive
Ultimate strategic flexibility given short-term contracts
Stable financial performance expected
Target
Key initiatives
LEVERAGE FINANCIAL MARKET EXPERTISE
Exploit superior investment execution
Centrally managed, flexible processes
Above-average investment returns
Expand sophisticated Asset/Liability
Management
State-of-the-art procedures and MIS
Integrated with Investment, Risk Management
and Life product development
Deploy dedicated Risk Management
Proactive risk control, strict governance
Optimized exposures and capital deployment
Leverage leading
edge skills
and processes in
Investment,
Asset/Liability and
Risk Management
EXPLOIT SUPERIOR INVESTMENT SKILLS
Centrally managed process ...
... with increased investment flexibility
Fully integrated global platform
Very robust, transparent and
stringent decision making and
controlling
Close link to target setting and
controlling
Integration with group
Asset/Liability and
Risk Management functions
Focus on investment strategy
rather than title selection
Adjustment of investment strategy
based on market development
and policyholder expectations
Flexibility for tactical decisions in
fast moving market environment
State-of-art procedures
Explicit strategy on risk
Daily update and monitoring
of critical information
Modeling of negative
convexity resulting from
policyholder expectations
and guarantees
Active management of
negative convexity
Asset/Liability Management Information System
EXPAND SOPHISTICATED ASSET/LIABILITY MANAGEMENT
Target
Key initiatives
BUILD NEW VALUE PROPOSITION
Leverage strategic resources
Top management and high potentials
Build brand
Benefit from anticipated industry structural
changes
Enhanced client service
Alternative distribution models
Build future growth and profit potential
Innovative products
Promising market/segment niches
Develop an agile
organization
oriented to exploiting
attractive business
opportunities
AGENDA
1. OVERVIEW
3.
STRATEGIC
PRIORITIES AND
KEY INITIATIVES
4. OUTLOOK AND
TARGETS
2. ACHIEVEMENTS
GOALS AND SUMMARY
Priority
Value creation
Set efficiency
benchmark
Optimize
business portfolio
Leverage financial
market expertise
Build new value
propositions
Secure sustainable value creation
Net income of CHF 1.2 bn by 2007
Return on Equity above 12%
Non-Life combined ratio below 98%
and Life expense ratio below 8 %
Solid capital base and
single A rating
QUESTIONS & ANSWERS
INVESTOR DAY 2004
Renato Fassbind
Chief Financial Officer
Credit Suisse Group
Group Financials and Capital
DISCLAIMER
Cautionary Statement regarding forward-looking information
This presentation contains forward-looking statements within the meaning
of the Private Securities Litigation Reform Act of 1995.
Forward-looking statements 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, objectives, 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, 2003 filed with the US Securities and Exchange
Commission, and in other public filings and press releases.
We do not intend to update these forward-looking statements except as
may be required by applicable laws.
THE GROUP HAS RETURNED TO STRONG PROFITABILITY
AND SOLID CAPITAL
Tier 1 ratio and net income
in %
in CHF bn
2000
4Q
2001
1Q
2Q
3Q
4Q
Swiss GAAP
US GAAP
2002
1Q
2Q
3Q
4Q
2003
1Q
2Q
3Q
4Q
2004
1Q
2Q
3Q
BIS Tier 1 ratio (left axis)
Net income (right axis)
Note: Swiss GAAP and US GAAP results are not comparable
ACHIEVED WELL BALANCED BUSINESS MIX
Corporate &
Retail Banking
Institutional
Securities
Wealth & Asset
Management
14%
38%
21%
10%
Private
Banking
1) Excluding Corporate Center and Adjustments and excluding minority interest results related to the FIN 46R consolidation
Insurance
Pre-tax result by segment 9M2004 1)
17%
RECENT RESULTS IMPROVEMENTS
9M2004 net income of CHF 4.7 bn confirms the Groups return to
profitability
Credit Suisse up 36% to CHF 2.5 bn vs 9M2003
Credit Suisse First Boston up 51% to CHF 1.5 bn vs 9M2003
Winterthur net income at CHF 753 m
Solid operating earnings and Group capital position restored at high-end
of peer group
Moving closer to peer performance
Credit Suisse First Boston margins remain well below peers
Credit Suisse peer performance leader in Private Banking
Winterthur technical results in line with peers, and supported by strong
investment performance
HIGHER REVENUES AND EFFICIENCY GAINS HAVE DRIVEN
IMPROVEMENT IN RECENT RESULTS
Net revenues in CHF bn 1)
9M 2003
9M 2004
38.5
41.0
+6%
Income from continuing operations in CHF bn 3)
9M 2003
9M 2004
2.4
4.8
+99%
Cost / income ratio in % 1)2)
9M 2003
9M 2004
78.8
74.5
-4.3pp
1) Excluding minority interest results related to FIN 46R consolidation
2) Excluding results from Life & Pensions and Non-Life
3) Before extraordinary items and cumulative effect of accounting changes and Goodwill impairment of CHF 1,510 m in 9M03
CONSOLIDATED NET INCOME GOAL
Credit Suisse
9M 2004
> 4.0
> 3.0
> 8.0
2007
Goal
Credit Suisse
First Boston
Winterthur
~ 1.2
Corporate Center &
Adjustments
2.5
1.5
0.8
4.7
(0.1)
~ (0.2)
50
38
15
(3)
54
16
(2)
32
% of total
% of total
Net income in CHF bn
PERFORMANCE GOALS OVERVIEW
Mid-Term
Goals
Return on equity
Tier 1 target
Gross margin
Cost/income ratio
Net new assets growth (annualized)
Revenue growth
Cost/income ratio
Return on equity
9M 2004
Pre-tax margin1)
Return on equity
IFS Rating
Return on equity
Combined ratio
Expense ratio
all goals on full-year basis
1) Excluding minority interests results relating to the FIN 46R consolidation
2) For Moodys, Standard & Poors and Fitch Ratings 3) Goal 2007
Credit Suisse
First Boston
Credit Suisse
Winterthur
Credit Suisse
Group
3)
3)
2)
3)
3)
130 bp
< 55 %
> 5 %
> 5 %
< 60 %
> 15 %
> 20 %
> 20 %
Single A
> 12 %
< 98 %
< 8 %
15 % to 20 %
> 10 %
136 bp
58 %
5.9 %
3 %
62 %
17 %
Private Banking
Corporate &
Retail Banking
15 %
18 %
Business Unit
A1 / A- / A+
14 %
99.7 %
9.2 %
Business Unit
Non-Life
Life & Pensions
18 %
11.8 %
Consolidated
BEST CAPITALIZED BANK IN PEER GROUP
SOLID RETURN ON EQUITY
BIS Tier 1 ratio 3Q 2004 in %
Return on Equity 9M 2004 in %
2)
2)
1)
1)
Note: all data as reported, unless otherwise stated below
1) Based on reported 1H2004 2) As reported based on equity excluding goodwill
3) Adjusted for litigation reserve strengthening and merger items 4) Adjusted for litigation reserve strengthening
4)
3)
DIVIDEND POLICY
The Group has regained strong capital generation momentum
Intention to return to competitive dividend policy
Management intends to establish an appropriate Dividend Per Share
(DPS) base from which steady growth
can be targeted
Considerations when establishing new base level
Mid-term capital planning
DPS market expectations for Credit Suisse Group
Peer group analysis on dividend payout ratio and dividend yield
Assuming no major negative events, Credit Suisse Group targets a
dividend of CH 1.50 per share for 2004
FUTURE SHARE BUYBACKS POSSIBLE
Corporate
initiatives
(internal)
Regulatory
changes
(external)
Winterthur transaction could significantly affect Group capital ratios
Business plans
Current plans do not call for significant immediate changes to capital
requirements
Future capital requirements expected to be exceeded by earnings
retention
Dividend strategy is an important element of capital management
Basel II regulation planned to be adopted internally in 2006
Preliminary impact analysis suggests a minor impact on a Group
consolidated level
Target ratio currently set at > 10 % and subject to recalibration
pending further Basel II structural impact analysis
Maintain appropriate surplus capital
Excess capital is expected to amount to over CHF 7 bn by 2007
assuming achievement of our plans 1)
Share buyback considered, subject to future capital requirements
Conclusion
1) Does not include impact from Basel II or a possible Winterthur transaction
SUMMARY
The Group has returned to strong profitability with
a balanced
business mix
Future growth to be achieved by
improved execution driven by bottom-line accountability
additional benefits from increased cooperation and integration
Return to competitive dividend payout for 2004 with
intention to pay
CHF 1.50 dividend per share
Share buyback considered, pending Basel II impact analysis
and
potential Winterthur transaction
Group net income goal of over CHF 8 billion by 2007
QUESTIONS & ANSWERS
INVESTOR DAY 2004
Oswald J. Grübel
Chief Executive Officer
Credit Suisse Group
Closing Remarks
DISCLAIMER
Cautionary Statement regarding forward-looking information
This presentation contains forward-looking statements within the meaning
of the Private Securities Litigation Reform Act of 1995.
Forward-looking statements 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, objectives, 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, 2003 filed with the US Securities and Exchange
Commission, and in other public filings and press releases.
We do not intend to update these forward-looking statements except as
may be required by applicable laws.
FOUR INTER-RELATED STRATEGIC THEMES
The Client
Cornerstone of all our activities
Client needs drive innovation and change
Integration
Determined to create a one bank organization in 18 months to 2 years
Will result in revenue increase and cost savings
Focus
Concentration of resources on areas that provide best opportunities
Will result in productivity increase
Growth
Consistent development, with less swings in profitability
Ambitious targets, additional benefits from integration
SIGNATURES
Pursuant
to the requirements of the Securities Exchange Act of 1934, the registrant
has duly caused this report to be signed on its behalf by the undersigned, thereunto duly authorized. |
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CREDIT SUISSE
GROUP (Registrant) |
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Date December 7, 2004 | By: | /s/ David Frick | |
(Signature)* | |||
*Print the name and title of the signing officer under his signature | Head of Legal & Compliance | ||
/s/ Jan Vonder Muehll | |||
Group Communications |