.credit-suisse Annual Report Part 1 Share performance Market capitalisation as at 31 December

1. ANNUAL REPORT 1999/2000 www.credit-suisse.com

2. Share performance 400 350 300 250 200 150 100 Swiss Market Index Credit Suisse Group 1996 1997 1998 1999 2000 Market capitalisation as at 31 December CHF bn 80 70 60 50 40 30 20 10 0 90 91 92 93 94 95 96 97 98 99 Change Share data 1999 1998 +/-% Number of shares issued at 31 December 272,206,488 269,086,369 1 Shares ranking for dividend at 31 December 272,206,488 269,086,369 1 Average 271,310,760 267,542,466 1 Shares ranking for dividend at 31 March 2000/1999 273,842,638 272,101,488 1 Market capitalisation at year-end (CHF m) 86,153 57,854 49 Earnings per share (CHF) 19.24 11.47 68 Earnings per share fully diluted (CHF) 19.11 11.40 68 Book value per share (CHF) 119.84 96.02 25 Share price (CHF) at year-end 316.5 215 47 for inclusion in Swiss tax returns 302 214 41 year high 316.5 382 –17 year low 212 149.5 42 Dividend (CHF) 7* 5 40 * proposal of the Board of Directors to the AGM

3. FINANCIAL HIGHLIGHTS 1999 1999 1998 Change REVENUE COMPOSITION Consolidated income statement in CHF m in CHF m +/–% 1999 Revenue 227,870 21,700 28 Gross operating profit 18% 9,132 6,641 38 19% Net profit 5,221 3,068 70 Cashflow 7,983 6,066 32 Change ROE in % in % +/–% 24% 39% Credit Suisse Group 18.2 11.7 56 Balance sheet business Banking business 22.1 10.0 121 Commission and service fees Trading Insurance business 11.0 10.3 7 Insurance 31 Dec. 1999 31 Dec. 1998 Change Consolidated balance sheet in CHF m in CHF m +/–% Total assets 722,746 652,437 11 Total shareholders’ equity 34,368 28,162 22 – of which minority interests 1,747 2,325 –25 Total risk-weighted assets (BIS) 213,298 202,078 6 BIS tier 1 capital 28,261 24,198 17 – of which non-cumulative preferred stock 200 0 – BIS total capital 40,843 36,000 13 31 Dec. 1999 31 Dec. 1998 Change Assets under management in CHF bn in CHF bn +/–% 1,180 938 26 Total assets under management 604 523 15 – of which advisory 576 415 39 – of which discretionary Change BIS ratios in % in % +/–% BIS tier 1 ratio Credit Suisse 6.8 7.1 –4 Credit Suisse First Boston 9.9 8.4 18 Credit Suisse Group 13.2 12.0 10 BIS total capital ratio Credit Suisse Group 19.1 17.8 7 Change Staff numbers at year-end 1999 1998 +/–% Total staff 663,963 61,580 4 – of which in Switzerland banking business 20,885 20,625 1 insurance business 6,569 6,827 –4 – of which outside Switzerland banking business 17,249 15,753 10 insurance business 19,260 18,375 5 Financial calendar 2000 Annual General Meeting Friday, 26 May 2000 Dividend payment Friday, 2 June 2000 Publication of 2000 interim results Thursday, 31 August 2000 Publication of 2000 annual results Tuesday, 13 March 2001 2001 Annual General Meeting Friday, 1 June 2001 1

4. HEAD OFFICE OF CREDIT SUISSE GROUP IN ZURICH Renovation has restored the head office of Credit Suisse Group in Zurich to its former glory. This impressive building, which incorporates both Renaissance and Baroque elements, was designed by Jakob Friedrich Wanner and built between 1873 and 1876. 2

5. TO OUR SHAREHOLDERS RAINER E. GUT, CHAIRMAN OF THE BOARD OF DIRECTORS (RIGHT), AND LUKAS MÜHLEMANN, CHIEF EXECUTIVE OFFICER Dear Shareholders We can look back on 1999 as a very good year. Credit Suisse Group increased its net profit by 70% to CHF 5.2 bn and posted a 26% growth in assets under management to CHF 1,180 bn, CHF 62 bn of which were net inflows of new assets. All business units contributed to the Group’s overall performance with record results. Net operating income rose to CHF 27.9 bn, an increase of 28% on the previous year. Especially gratifying was the 31% increase in commission and service fee income to CHF 10.9 bn, which includes income from all areas of asset management. Operat- ing expenses increased by 24% to CHF 18.7 bn. This included a 28% rise in personnel expenses to CHF 13.5 bn, largely as a result of higher staff incentive payments. The increase in other operating expenses was attributable primarily to growth and e-commerce initiatives. The cost/income ratio was improved from just over 72% to 71% and consolidated return on equity (ROE) rose from 11.7% to 18.2%. The results of the individual business units were as follows: Credit Suisse more than doubled its net profit to CHF 451 m. Its return on equity improved from 4.8% to 10.3%. 3

6. Credit Suisse Private Banking posted a net profit of CHF 1.9 bn, an improvement of 14%, and assets under management increased by CHF 74 bn – or 18% – to CHF 477 bn. Credit Suisse First Boston regained its earnings strength and, by consistently building its lower-risk client business, achieved a net profit of CHF 1.9 bn and a return on equity of 19%. Credit Suisse Asset Management reported a 5% increase in net profit to CHF 235 m, while cash earnings, which have become an accepted profit measure for the asset management business, rose by 19% to CHF 279 m. Winterthur posted a 22% rise in net profit to CHF 1.1 bn, with both life and non-life insurance contributing to this good result. 1999 saw the launch of innovative products and services on the Internet by all business units. We are making intensive efforts in the area of e-commerce, which we regard as a driver of fundamental change both in the ‘business-to-business’ and ‘business-to-consumer’ areas of the financial services sector. Timely recognition by Credit Suisse Group of the importance of e-commerce will enable it to capitalise on the resultant opportunities in all of its activities. Since the restructuring which began in 1996, Credit Suisse Group has achieved a sound basis for sustained and profitable growth. Between 1996 – before the new organisation came into effect – and 1999, Group revenues increased by 19% p.a. Assets under management grew by 22% p.a. Excluding the mergers with Winterthur, Warburg Pincus Asset Management and other acquisitions, growth in assets under management was 17% p.a. Based on the 1996 Group operating results, net earnings per share (EPS) have grown by 32% p.a. to CHF 19 for 1999, and return on equity (ROE) has increased from 10% to 18%. Book value per share has increased by 14% p.a. since 1996. 4

7. In the same period, the Credit Suisse business unit achieved revenue growth of 10% p.a., during a highly successful restructuring phase. Credit Suisse Private Banking recorded revenue growth of 15% p.a. and growth in assets under management of 14% p.a., reflecting changes to the traditional business model as well as the launch of innovative products and services. Revenue growth of 29% p.a. at Credit Suisse First Boston reflects success in the execution of its strategy to focus on customer businesses and to close the gap with its three large global competitors. In the last three years, Credit Suisse Asset Management has posted revenue growth of 22% p.a., with 26% growth in assets under management, while building a consolidated global business. Winterthur has achieved net profit growth of 29% p.a. and growth in assets under management of 14% p.a., reflecting its concentration on its core businesses, restructuring efforts and market success. The creation of the new ‘Financial Services’ management division on 1 April 2000 is aimed at further accelerating the Group’s growth and advancing the ‘Personal Finan- cial Services Europe’ project – already successfully running in our pilot market, Italy – with a view to expanding our asset management business in Europe under even better conditions. The new structure will also pave the way for the closer integration of banking, insurance and e-commerce with a view to developing new customer service models as well as innovative products and services. We wish to thank our customers and you, our shareholders, for the trust you have placed in our company. We also extend our warmest thanks to our employees for their valuable contribution to the success of Credit Suisse Group. Rainer E. Gut Lukas Mühlemann Chairman of the Board of Directors Chief Executive Officer 5

8. THE STRUCTURE OF CREDIT SUISSE GROUP Credit Suisse Group is one of the world’s leading international financial services companies. The Group goes back to 1856. It employs around 64,000 staff and is listed on the SWX Swiss Exchange, Frankfurt and Tokyo stock exchanges. The Group comprises the Financial Services management division, incorporating Credit Suisse (corporate and individual customers in Switzerland), Winterthur (worldwide insurance business) and Personal Financial Services Europe (affluent private clients in Europe); the Group also includes Credit Suisse Private Banking (private investors) and Credit Suisse Asset Management (institutional investors), which are responsible for asset management, and Credit Suisse First Boston, the global investment bank. In parallel to its conventional distribution channels, Credit Suisse Group also offers a wide range of e-commerce services across all its business areas. Investment Banking Private Banking Asset Management Financial Services Personal Financial Services Europe Global investment Services for institu- Financial services for Worldwide insurance Services for private Corporate and indi- banking tional and mutual fund affluent customers in business investors in Switzer- vidual customers in investors worldwide Europe land and abroad Switzerland 4 locations in 7 locations in 5 locations in Italy, About 630 locations in 51 locations in 239 locations in Switzerland Switzerland with another 15 to Switzerland, present in Switzerland Switzerland 51 locations 16 locations follow in the course of over 30 countries 36 locations internationally internationally the year 2000 internationally Subsidiaries Subsidiaries Subsidiaries Subsidiaries Subsidiaries Bank Leu* Neue Aargauer Winterthur Life Credit Suisse Credit Suisse Asset First Boston Bank* (98.6%) Management, LLC Clariden Bank* Winterthur International International Credit Suisse Trust Bank Hofmann* DBV-Winterthur Group Credit Suisse & Banking First Boston Corp. Credit Suisse Trust* Winterthur Holding Italia Credit Suisse Asset Credit Suisse Management Credit Suisse Fides* Hispanowin S.A. First Boston (Australia) Banca di Gestione Winterthur (UK) (Europe) Ltd. Credit Suisse Asset Patrimoniale* Holdings Management Ltd. Winterthur U.S. Holdings Winterthur legal entity Credit Suisse legal entity Credit Suisse First Boston legal entity * direct holding of Credit Suisse Group 6

9. THE SIX BUSINESS UNITS OF CREDIT SUISSE GROUP CREDIT SUISSE Credit Suisse serves corporate and Thanks to an innovative range of products individual customers in Switzerland through and services, especially in direct and a multichannel strategy and an efficient Internet banking, it ranks among the branch network covering all major locations. market leaders in its segment. CREDIT SUISSE PRIVATE BANKING Credit Suisse Private Banking is one of providing personal investment counselling the world’s largest private banks and has and professional asset management for a a strong presence in both the Swiss and sophisticated international clientele. international markets. It specialises in CREDIT SUISSE FIRST BOSTON Credit Suisse First Boston is a leading services, sales and trading, and financial global investment banking firm, providing products for users and suppliers of capital financial advisory and capital raising around the world. CREDIT SUISSE ASSET MANAGEMENT Credit Suisse Asset Management is a providing first-class international leading global asset manager focusing on management through domestic operations. institutional and mutual fund investors, WINTERTHUR Winterthur Group is one of the leading and corporate customers tailor-made insurance companies in Europe and one of insurance and pension solutions at a local the largest internationally active insurance and international level. companies in the world. It offers private PERSONAL FINANCIAL SERVICES EUROPE The Personal Financial Services Europe third-party products, personalised advice initiative targets affluent private clients in and Internet content, and seamless ser- selected European markets, offering a vice through a combination of traditional wide range of Credit Suisse Group and and electronic channels. 7

10. CREDIT SUISSE GROUP BUSINESS REVIEW AND CONSOLIDATED RESULTS Credit Suisse Group posted a net profit of CHF 5.2 bn, 70% higher than in the previous year, and an increase in revenue of 28%. All business units achieved record results and strong growth. The Group’s ROE increased to 18.2%. Assets under management grew by CHF 242 bn or 26% to CHF 1,180 bn. As of 1 April 2000, the Group established the new ‘Financial Services’ management division, with the aim of advancing the integration of banking, insurance and e-commerce and supporting dynamic business development. REVENUE CONTRIBUTION Credit Suisse Group’s net operating income rose to CHF 27.9 bn, an increase of 28% BY BUSINESS UNIT on the previous year. Commission and service fee income, which includes income from 12% asset management products and services, rose by 31% to CHF 10.9 bn. After last 16% year’s setback, income from trading rose by 177% to CHF 6.6 bn. Interest income 4% 17% rose by 2% to CHF 5.3 bn. Insurance business contributed CHF 5.1 bn (1998: CHF 5.4 bn) to the Group’s net operating income. Operating expenses rose by 24% to CHF 18.7 bn. Personnel expenses climbed 51% 28% to CHF 13.5 bn, mainly as a result of the 68% increase in performance-related CS CSPB staff incentive payments to CHF 5.2 bn. Other operating expenses rose by 17% to CSFB CSAM CHF 5.2 bn, primarily as a result of investment in growth and e-commerce initiatives. Winterthur The cost/income ratio improved from just over 72% to 71%. Gross operating profit went up by 38% to CHF 9.1 bn. Depreciation, valuation adjustments and losses decreased by 33% to CHF 2.6 bn. The overall tax bill doubled to CHF 1.1 bn, reflecting higher income. After deducting minority interests of CHF 118 m, Credit Suisse Group posted a net profit of CHF 5.2 bn, 70% higher than in 1998, with no extraordinary events having a material impact on the result. Total assets under management grew by CHF 242 bn, or 26%, to CHF 1,180 bn, of which CHF 62 bn, or 7%, were net new assets. At year-end, total equity amounted to CHF 34.4 bn, up 22%. Consolidated return on equity (ROE) improved from 11.7% to 18.2%. Book value per share rose by 25% to CHF 119.84, while net profit per STAFF NUMBERS BY BUSINESS UNIT share (EPS) came to CHF 19.24 (up 68%). At the Annual General Meeting on 26 May 2000 the Board of Directors will propose an increase in dividend from CHF 5 25,829 11,404 to CHF 7 per registered share. As at 31 December 1999, Credit Suisse Group had 63,963 employees 8,371 (1998: 61,580), of which 27,454 were in Switzerland (1998: 27,452). 2,000 Strong growth in all business units Credit Suisse more than doubled its net profit 15,185 CS to CHF 451 m. Its return on equity rose from 4.8% to 10.3%. Total revenue increased CSPB CSFB by 8%, while operating expenses rose by 1%. The cost/income ratio improved further CSAM Winterthur from 71% to 67%. Assets under management rose by CHF 21 bn, or 18%, to 8

11. CHF 141 bn, of which CHF 14 bn, or 12%, was accounted for by net new assets. In PROFIT CONTRIBUTION BY BUSINESS UNIT e-commerce, Credit Suisse continues to take a leading position in Switzerland: the 8% number of online banking customers more than doubled to over 212,000 by the end of 19% the first quarter of 2000. Youtrade, which became the first direct brokerage service in 4% Switzerland when it was launched in April 1999, had around 16,000 customers by end- 35% March 2000. Around 47% of all securities transactions at Credit Suisse are executed online. 34% CS CSPB Credit Suisse Private Banking posted a net profit of CHF 1.9 bn in 1999, a 14% CSFB increase on the previous year. Total revenue rose by 10%, while operating expenses CSAM Winterthur increased by 11%, mainly owing to higher personnel expenses (up 13%) and investment in new technologies. The cost/income ratio remained at 47%. Assets under management expanded by CHF 74 bn or 18% to CHF 477 bn, of which CHF 20 bn (1998: CHF 17 bn) were net new assets. Lugano-based Banca di Gestione Patri- moniale, founded in the second half of 1999, opened its doors for business in mid- February 2000. Zurich-based Bank für Handel und Effekten will, during the second quarter of 2000, be integrated into Bank Hofmann, a Zurich-based independent private bank under the umbrella of Credit Suisse Private Banking. With this step, Bank Hof- mann will expand its asset base, while adding credit expertise to its range of services. With new products in e-commerce (e.g. Fund Lab; Derivatives, IPOs and Bond Issues; Insurance Lab), the business unit continued to be an innovator in the electronic delivery of private banking products and services. Credit Suisse First Boston regained its earnings strength, posting a net profit of USD 1.3 bn (CHF 1.9 bn). The firm has consistently applied its strategy of growing client business involving less capital and risk, and simultaneously achieved good increases in market share in equities and improved its ranking in fixed income, as well as in mergers and acquisitions. Total revenue rose by 45% on a USD basis, or by 51% on a CHF basis, with strong contributions from equities business (up 94%/102%), fixed income and derivatives business (up 63%/70%) and investment banking (up 22%/27%). Operating expenses went up by 35% (USD) or by 40% (CHF), reflecting higher bonus accruals in line with revenue growth, investment in growth and e-commerce initiatives, as well as the significant shift in the business mix. 9

12. Credit Suisse Asset Management posted a net profit of CHF 235 m (up 5%). Cash earnings, which have become an accepted profit measure for the asset management business, increased by 19% to CHF 279 m. Revenue increased by 35%, while operating expenses rose by 44%, mainly reflecting investments in information technology and European retail infrastructure, as well as the acquisition of Warburg Pincus Asset Management. Discretionary assets under management grew by CHF 112 bn, or 53%, to CHF 324 bn, of which CHF 18.5 bn (9%) was attributable to net new assets, CHF 57.5 bn (27%) to market gains and CHF 36 bn (17%) to the acquisition of Warburg Pincus. Total assets under management amounted to CHF 425 bn (up 43%). Winterthur achieved a net profit of CHF 1.1 bn, up 22%, with both non-life and life business contributing to the overall result. Gross premiums in non-life grew by 3%. Following 1998’s tax-driven surge in Switzerland, life insurance premiums fell by 1%; the compounded annual growth between 1997 and 1999 was 10%. Total premiums grew by 1%, and assets under management grew by 16% to CHF 132 bn. The strength of Winterthur’s insurance operations permitted a significant reduction in realised capital gains (investment return was 6.3%). As a result of this investment strategy, which is in line with the current market environment, total reported equity went up by 20%. Through a series of acquisitions, Winterthur increased its customer base to more than 13 m clients in 14 European countries. With regard to e-commerce, it is offering trans- action capabilities for household contents, motor, travel and life insurance in six European countries under the brand name ‘webinsurance’, with more to follow. In Italy – the pilot market for ‘Personal Personal Financial Services Europe Financial Services Europe’ – Credit Suisse (Italy) is already successfully operating with 250 Personal Bankers and its own Call Center. Assets under management have more than doubled since 1998 to CHF 4 bn (EUR 2.5 bn). The fifth Investment Center was opened in Milan at the end of March and another fifteen are to follow over the course of the year. Since April 2000, clients have also had direct access to comprehensive financial and product information and various advisory tools over the Internet. In parallel with these developments, preparations are currently underway for a pan-European e-commerce platform. During the second half of the year, Credit Suisse Group will start to offer online financial services, including brokerage, on the major European and over- seas stock exchanges via a Group company domiciled in Luxembourg. Credit Suisse Group is fully focused on e-commerce, which it regards E-commerce as a driver of fundamental change in both the ‘business-to-business’ and ‘business-to- consumer’ areas. The Group is offering a variety of e-commerce services as an alternative to existing channels, as seen with Direct Net at Credit Suisse, webinsurance at Winterthur and PrimeTrade at Credit Suisse First Boston. It has also used e-commerce as a means 10

13. to offer new products and attract new customer groups, such as with youtrade, yourhome, Fund Lab and many others. Lastly, the Group is undertaking efforts which fundamentally transform existing business concepts through start-ups such as the ‘Personal Financial Services Europe’ project and other initiatives. Credit Suisse Group’s strategy is to capitalise on its strong brand, on its product and service capabilities and on the interplay between traditional and new distribution paradigms. Its goal is to have full e-commerce capabilities in all its primary businesses by the end of this year and to be in a position to move forward as one of the most successful established e-commerce market participants in financial services. In the first months of the current year, all business units have posted excel- Outlook lent results and are maintaining their strong growth momentum. Credit Suisse Group expects the operating environment to remain volatile and challenging, but it is confident of achieving further improvements in performance. New ‘Financial Services’ management division As of 1 April 2000 Credit Suisse Group adapted the organisational structure which was introduced at the beginning of 1997 in line with the altered market environment, in order to accelerate the Group’s growth further. Credit Suisse (corporate and individual customers in Switzerland), Winterthur (worldwide insurance business) and ‘Personal Financial Services Europe’ (affluent private clients in Europe) will be combined to form the new ‘Financial Services’ management division led by Thomas Wellauer, but will continue to appear in the market as independent business units. Thomas Wellauer will remain Chief Executive Officer of Winterthur. The creation of the ‘Financial Services’ management division will pave the way for the closer integration of banking, insurance and e-commerce with a view to developing new customer service models as well as innovative products and services. The focusing of strengths will facilitate the rapid and large-scale expansion of e-commerce activities, the development of new business models in Switzerland and the exploitation of additional business opportunities, especially in Europe. 11

14. OVERVIEW OF BUSINESS UNIT RESULTS Credit Credit Credit Adjustments Suisse Suisse Suisse including Credit 1999 Credit Private First Asset Winterthur Winterthur Corporate Suisse in CHF m Suisse Banking Boston Management Non-life Life Centre Group 3,478 4,715 14,532 1,149 3,016 2) 1,564 2) – 584 27,870 REVENUE Personnel expenses 1,239 2) 509 2) 1,401 1,418 7,999 467 476 13,509 Other operating expenses 783 2) 422 2) 866 768 2,714 377 –701 5,229 2,267 2,186 10,713 844 2,022 931 –225 18,738 TOTAL OPERATING EXPENSES 1,211 2,529 3,819 305 994 633 – 359 9,132 GROSS OPERATING PROFIT Depreciation and write-offs on non-current assets 51 46 439 44 41 75 349 1,045 Valuation adjustments, provisions and losses1) 610 55 786 0 0 0 89 1,540 550 2,428 2,594 261 953 558 –797 6,547 PROFIT BEFORE EXTRAORDINARY ITEMS/TAXES Extraordinary income 0 51 40 0 0 2 93 Extraordinary expenses 111 1) 0 17 22 0 2 152 Taxes 340 130 516 713 24 – 574 1,149 1,171 454 1,930 1,881 235 – 332 5,339 NET PROFIT BEFORE MINORITY INTERESTS – of which minority interests 90 3 19 1 0 5 118 1,081 451 1,911 1,880 235 – 337 5,221 NET PROFIT (after minority interests) Average allocated equity capital 11,618 4,411 2,771 9,925 540 Return on average equity capital 10.1% 10.3% n/a 19.0% n/a Equity capital allocation as of 1 January 2000 12,607 4,611 2,875 10,494 1,054 1) net of allocation (–)/release (+) of reserves for – 68 – 31 0 general banking risks 2) defined as premiums earned (net), less claims incurred and expenses for processing claims as well as actuarial provisions, less commissions (net), plus investment income from insurance business; expenses from the handling of both claims and investments are allocated to revenue; personnel expenses non-life: CHF 365 m, life: CHF 253 m, other operating expenses non-life: CHF 275 m, life: CHF 212 m. OVERVIEW OF ASSETS UNDER MANAGEMENT Credit Credit Suisse Suisse Credit Credit Private Asset Winterthur Suisse 31 Dec. 1999 Suisse Banking Management Group Group in CHF bn 65 38 6 4 112 CASH & TIME DEPOSITS SECURITIES ACCOUNTS Fixed income, equity and balanced safekeeping accounts 34 304 386 102 825 – of which fixed income 9 140 146 66 361 – of which equities 25 164 163 36 387 – of which balanced – – 77 – 77 Investment funds 32 68 – 5 105 – of which Credit Suisse Asset Management investment funds 28 50 – – 78 Other 7 4 31 22 64 73 376 417 128 994 TOTAL SECURITIES ACCOUNTS 3 63 1 – 68 FIDUCIARY TIME DEPOSITS 141 477 425 1 174 132 TOTAL – of which advisory – 604 139 365 100 – of which discretionary 324 132 570 2 112 Private Equity 6 1,180 TOTAL INCL. PRIVATE EQUITY 12

15. BUSINESS UNIT ACCOUNTING PRINCIPLES Unless stated below, Group accounting and valuation principles apply. BUSINESS UNIT FINANCIAL STATEMENTS The Credit Suisse Group financial statements reflect the organisational structure during 1999 and show the results of all business units as if they were legal entities operating independently. Financial information for the Corporate Centre includes income and expenses for the Corporate Centre as well as all consolidation adjustments. Corporate Centre costs attributable to operating business have been allocated to the respective business units. The business unit financial results include operating financial information only. For further details please refer to the relevant sections. MATERIAL CHANGES DURING 1999 The following changes are reported for the individual business units (for details see page 59): Credit Suisse Private Banking BGP Banca di Gestione Patrimoniale SA, Lugano Credit Suisse Asset Management Warburg Pincus Asset Management, New York Winterthur Group DBV Winterthur Holding National Insurance and Guarantee Corp. Plc (NIG), London Credit Suisse First Boston Credit Suisse First Boston International INCOME STATEMENT General To reconcile business unit accounts with legal entity accounts, certain adjustments have been made in the Corporate Centre (included in the ‘Adjustments including Corporate Centre’ column). Items such as restructuring costs are reflected in the Corporate Centre only. Expenses relating to projects sponsored by Credit Suisse Group that are not charged out to the business units are included in the ‘Adjustments including Corporate Centre’ column. Inter-business unit revenue splits Responsibility for each of our products is allocated to one of the business units. When one business unit contributes to the performance of another, revenue allocations have been established to compensate for such efforts. Revenue allocations are shown in the relevant income statement line. 13

16. Inter-business unit cost allocations Certain administrative and IT tasks (‘services’) may be concentrated in one business unit, which acts as a provider for the other business units. Such services are compensated for on the basis of service level agreements and transfer payments (which include personnel and other operating expenses). These are reflected in the ‘Other operating expenses’ line of the income statement. Real estate used by the bank All real estate in Switzerland, mainly bank premises, is managed centrally. The costs reflect market rent, plus an additional charge if actual costs exceed market rent. These costs are included in ‘Other operating expenses’. Provisions for credit risk Actual credit provisions exceeding the anticipated credit provision derived from statistically expected losses are booked against the ‘Reserves for general banking risks’ held at Group level and netted in the business unit ‘Valuation adjustments, provisions and losses’ income statement line. If the actual credit provisions are below the anticipated credit losses, the remaining amount is allocated to the ‘Reserves for general banking risks’. Taxes Taxes are calculated for individual business units based on average tax rates across their geographical range. The difference between these and actual tax expenses has been adjusted in the ‘Adjustments including Corporate Centre’ column. BALANCE SHEET General The balance sheets of the banking business units include the appropriate proportion of bank premises occupied in Switzerland and abroad. Equity allocation Available equity is allocated to the business units on the basis of average regulatory capital required during the period. KEY PERFORMANCE INDICATORS Ratios per head have not been calculated because some Group-wide services are pro- vided centrally by one or other of the business units, meaning that staffing required for services received is not reflected in the recipient business unit’s headcount. ASSETS UNDER MANAGEMENT Assets under management include client-related on and off-balance-sheet assets. Where two business units share responsibility for managing funds (such as investment funds), the assets under management are included in both business units. 14

17. REPORT OF THE GROUP’S AUDITORS ON THE BUSINESS UNIT FINANCIAL STATEMENTS OF CREDIT SUISSE GROUP, ZURICH We have performed certain procedures enumerated below in relation to the 1999 business unit financial statements of Credit Suisse Group and its subsidiary undertakings (‘the business unit financial statements’) for which the Directors of Credit Suisse Group are solely responsible. The business unit financial statements, which have been pre- pared for illustrative purposes only, are set out on pages 12 – 34 of the annual report. We have performed limited review procedures with regard to the business unit financial statements as follows: – reviewed the methodology for preparation of the business unit financial statements as described therein and their proper application; – given the methodology for preparation, reviewed the consistent application of the accounting policies; and – reviewed the reconciliation between the business unit financial statements and the consolidated Group results presented in the audited financial statements for the year. Nothing has come to our attention as a result of the foregoing limited review procedures that would lead us to believe that the business unit financial statements have not been properly compiled on the basis of the preparation set out therein or are materially misstated. KPMG Klynveld Peat Marwick Goerdeler SA Brendan R. Nelson Peter Hanimann Chartered Accountant Certified Accountant Auditors in Charge Zurich, 9 March 2000 15

18. CORPORATE AND INDIVIDUAL CUSTOMERS IN SWITZERLAND 1999 was a very successful year for Credit Suisse. Net profit more than doubled to CHF 451 m compared to the previous year. The bank’s return on equity rose from 4.8% to 10.3%. Total revenue increased by 8.4%, while operating expenses increased modestly – up 0.6%. The cost/income ratio improved from 71.2% to 66.6%. During 1999, Credit Suisse continued to improve its profitability through strong revenue growth. Lendings increased by 7.1% or CHF 6.0 bn, with mortgage growth accounting for 5.2%, or CHF 4.4 bn. This growth was achieved without compromising lending policy or the strict application of risk-adjusted pricing. Assets under management rose by more than 17.5% or CHF 21 bn to CHF 141 bn, of which 11.7% or CHF 14 bn was net new business. Credit Suisse also further grew its market share in the investment fund business. Assets under management held in investment funds grew by 34% to CHF 32.2 bn. In individual customer business, the trend towards greater savings through investment in securities continued. In pensions business, the volume of security investments rose by over 70% to CHF 1.6 bn. Further progress was made in expanding bancassurance activities. The travel insurance package launched with Winterthur at the beginning of June was well received, selling 14,000 units. In credit card business, a 35% increase in cards issued and the purchase of about 340,000 cards from Europay’s Eurocard portfolio enabled Credit Suisse to double its market share to 24%. RATIOS/KEY PERFORMANCE INDICATORS 1999 1998 Average allocated equity capital CHF m 4,411 4,230 Allocated equity capital CHF m (1 January 2000/1999) 4,611 4,450 Cost/income ratio 66.6% 71.2% – excl. amortisation of goodwill 66.3% 71.1% Return on average equity capital 10.3% 4.8% Number of employees at 31 Dec. 11,404 11,568 Pre-tax margin 16.8% 7.6% Personnel expenses/total expenses 61.8% 62.6% Personnel expenses/total income 40.3% 44.0% Number of branches at 31 Dec. 239 241 Net interest margin 2.35% 2.21% Loan growth at 31 Dec. 7.8% 10.4% Deposit/loan ratio at 31 Dec. 71.4% 71.8% Assets under management CHF bn at 31 Dec. 141 120 16

19. In corporate customer business, lendings in the low and medium risk classes grew 4.9%. Above-average growth was recorded in lendings to small and medium-sized enterprises (SME), with venture capital financing and consultancy services for struc- tured financing contributing to this success. Trade financing volumes were up 30%, with Credit Suisse’s wider range of services and high level of commitment in this area both having a positive impact. Market share in foreign exchange trading was further expanded, reflecting the range of comprehensive, tailor-made hedging solutions on offer. Direct banking saw the number of online customers more than double to over 212,000 by the end of the first quarter of 2000. Youtrade, the first discount brokerage service via telephone and the Internet in Switzerland, launched in April 1999, proved a great success, with around 16,000 customers by the end of March 2000. 47% of all securities transactions at Credit Suisse are now executed online via Direct Net and youtrade. Yourhome is another innovative package of Internet-based services from Credit Suisse. It is aimed at people looking to buy a home and offers a full range of relevant products and services both from Credit Suisse and from external partners. E-commerce services will be expanded continuously. Lafferty Internet Ratings recently named Credit Suisse the best Internet bank in Europe for the second year running. INCOME STATEMENT 1999 1998 Change in CHF m in CHF m in % Net interest income 2,227 2,096 6 Net commission and service fee income 946 845 12 Net trading income 230 220 5 Other ordinary income 75 48 56 3,478 3,209 8 REVENUE Personnel expenses 1,401 1,412 –1 Other operating expenses 866 842 3 2,267 2,254 1 TOTAL OPERATING EXPENSES 1,211 955 27 GROSS OPERATING PROFIT Depreciation and write-offs on non-current assets 51 30 70 – of which amortisation of goodwill 13 4 225 Valuation adjustments, provisions and losses* 610 666 –8 PROFIT BEFORE EXTRAORDINARY ITEMS 550 259 112 AND TAXES Extraordinary income 51 36 42 Extraordinary expenses 17 51 – 67 Taxes 130 43 202 454 201 126 NET PROFIT – of which minority interests 3 –4 – 451 205 120 NET PROFIT (after minority interests) – 68 11 * net of allocation (–)/release (+) of reserves for general banking risks 17

20. Total revenue increased 8.4% to CHF 3,478 m. An increase in lending 1999 results volumes and an improved overall interest margin owing to lower interest arrears from non- performing loans resulted in a 6% increase in interest income. Commission and service fee income rose by 12%, with securities (including investment fund commissions) and service fee business contributing in equal parts to this growth. Trading income gener- ated from revenues from customers’ foreign exchange, foreign banknotes and precious metals business rose 5%, despite the introduction of the euro. Operating expenses increased modestly (0.6%), resulting in gross operating profit of CHF 1,211 m, up 27%. As a result, the cost/income ratio improved a further 4.6 percentage points to 66.6%. At CHF 99.9 bn, total assets were up 7% over 31 December 1998. Lending volumes increased by 7.1% to CHF 90.8 bn over the same period, while customer deposits grew by 6.4% to CHF 64.9 bn. Valuation adjustments, provisions and losses amounted to CHF 610 m. This fig- ure includes statistically determined credit risk costs of CHF 600 m and CHF 10 m in other provisions. Actual valuation adjustments on credit exposure decreased by 20% compared with 1998 and were CHF 68 m below the statistically anticipated value. Overall, the risk profile of the credit portfolio improved substantially. Net profit for the year was CHF 451 m, which represents an ROE of 10.3%, more than double the result for the previous year. 18

21. BALANCE SHEET 31 Dec. 1999 31 Dec.1998 * Change in CHF m in CHF m in % Cash and other liquid assets 1,374 869 58 Money market claims 489 563 –13 Due from banks 654 633 3 Due from other business units 1,080 1,187 –9 Due from customers 27,816 26,245 6 Mortgages 63,024 58,596 8 Securities and precious metals trading portfolio 21 54 – 61 Financial investments 1,711 1,873 –9 Participations 31 49 – 37 Tangible fixed assets 2,237 2,278 –2 Accrued income and prepaid expenses 292 194 51 Other assets 1,174 894 31 99,903 93,435 7 TOTAL ASSETS Due to banks 1,938 1,888 3 Due to other business units 16,689 13,101 27 Due to customers, in savings and investment accounts 36,330 37,429 –3 Due to customers, other 28,530 23,517 21 Medium-term notes 3,883 5,841 – 34 Bonds and mortgage-backed bonds 5,563 5,399 3 Accrued expenses and deferred income 504 548 –8 Other liabilities 1,501 903 66 Valuation adjustments and provisions 135 169 –20 Capital 4,830 4,640 4 – of which minority interests 13 10 30 99,903 93,435 7 TOTAL LIABILITIES * On the basis of the changes to the accounting principles, the accounting for securities lending and borrowing transactions was changed in 1999. Using the revised accounting rules, the 1998 balance sheet total would have been reduced by CHF 166 m. 19

22. SERVICES FOR PRIVATE INVESTORS IN SWITZERLAND AND ABROAD In 1999 Credit Suisse Private Banking improved on its excellent performance in 1998. Net profit before minority interests increased by 14% to CHF 1,911 m and assets under management grew by 18% to CHF 477 bn. The growth was the result of innovative product offerings, very strong investment performance and the acquisition of new portfolios. Credit Suisse Private Banking was thus able to further strengthen its position as one of the world’s leading private banks. At the same time, it consolidated its position as one of the most dynamic providers of Internet banking services. In 1999, Credit Suisse Private Banking produced strong growth and very good results in an increasingly competitive environment, and invested heavily in its business activities. In three areas, the bank faced particularly large challenges: new client groups with different requirements, increasing performance pressure, and price pressure caused by the deployment of new technologies. In all three areas, Credit Suisse Private Banking tackled the challenges head on and came up with innovative solutions. INCOME STATEMENT 1999 1998 Change in CHF m in CHF m in % Net interest income 898 852 5 Net commission and service fee income 3,115 2,713 15 Net trading income 592 551 7 Other ordinary income 110 159 – 31 4,715 4,275 10 REVENUE Personnel expenses 1,418 1,250 13 Other operating expenses 768 712 8 2,186 1,962 11 TOTAL OPERATING EXPENSES 2,529 2,313 9 GROSS OPERATING PROFIT Depreciation and write-offs on non-current assets 46 39 18 – of which amortisation of goodwill 7 5 40 Valuation adjustments, provisions and losses* 55 177 – 69 PROFIT BEFORE EXTRAORDINARY ITEMS 2,428 2,097 16 AND TAXES Extraordinary income 40 60 – 33 Extraordinary expenses 22 35 – 37 Taxes 516 435 19 1,930 1,687 14 NET PROFIT – of which minority interests 19 16 19 1,911 1,671 14 NET PROFIT (after minority interests) – 31 25 * net of allocation (–)/release (+) of reserves for general banking risks 20

23. In traditional private banking, where the relationship manager plays the central role, the trend away from product-focused portfolio management and towards comprehensive financial advice intensified. Credit Suisse Private Banking responded by expanding the breadth and depth of individual investment consulting services, offering its clients added value through comprehensive solutions to complex problems. One of Credit Suisse Private Banking’s main goals last year was to substantially increase the quality of its products and services. It managed to do this by implement- ing the following measures: specialisation in the products and services area, greater use of new technologies for the benefit of clients, and selling its own and other companies’ products with the aim of offering its clients the best products on the market. The clearest demonstration of these fundamental changes in strategy and posi- tioning came with the wide range of online services that Credit Suisse Private Banking launched at www.cspb.com in 1999. These services have helped to make the market much more transparent for users: – Fund Lab, launched in March 1999, made it possible for the first time to compare and purchase mutual funds from a wide selection of European, American and Asian providers. By the end of the year, more than 700 investment funds from 28 providers were available through Fund Lab. All products – the bank’s own and those of other companies – are, with a few exceptions, offered at uniform issuing rates. – In April, youtrade was launched in conjunction with Credit Suisse. This service offers investors the opportunity to trade in securities directly, quickly, securely and on favourable terms via the Internet and by telephone. – Since June, Investors’ Circle has allowed clients to access relevant market and research information specifically designed for private clients. – During October, three additional Internet services were launched: Investment Pro- posal Online, an interactive advisory program, generates an investment proposal based on the investor’s personal risk profile; a second database gives an overview of the latest IPOs, derivatives and bond issues from leading issuing houses, whilst an information service from Reuters provides market quotes and news. – Launched in December, Insurance Lab enables clients to compare life insurance products from different companies and select interactively the insurance product best suited to their individual needs. 21

24. Fund Lab demonstrates the importance of the new Internet services to the bank’s overall success. In 1999 it contributed substantially to the massive and sustained increase in sales of proprietary and third-party funds. Every week Credit Suisse Private Banking receives requests from external fund companies wanting to have their funds included in Fund Lab. The database registers more than 50,000 hits per day. The innovative qualities of Fund Lab won Credit Suisse Private Banking the ‘Global Fund Leader of the Year 1999’ award from a leading UK investment fund publication. The creation of a new bank and two acquisitions added to Credit Suisse Private Banking’s progress in 1999. In the second half of the year, a new private bank, Banca di Gestione Patrimoniale, was founded in Lugano. As an independent private bank, it fills a strategic gap in the Italian-speaking market. The new bank opened for business in the middle of February 2000. Outside Switzerland, Credit Suisse Private Banking made two acquisitions in Spain during 1999. In March it bought Gestión Integral and in July it acquired the private banking business of ABN AMRO. These purchases strengthened Credit Suisse Private Banking’s position as one of the leading foreign financial institutions in the strategically important Spanish market. New representative offices in Beirut, Athens and Istanbul were opened during 1999 and Credit Suisse Trust Limited was established in the Bahamas. Bank für Han- del und Effekten will, during the second quarter of 2000, be integrated into Bank Hof- mann, an independent private bank under the umbrella of Credit Suisse Private Bank- ing. Bank Hofmann will thus expand its asset base while adding credit expertise to its range of services. At the end of 1999 Credit Suisse Private Banking had a total of 51 Swiss branches and a further 36 offices outside Switzerland. BALANCE SHEET INFORMATION 31 Dec. 1999 31 Dec.1998* in CHF m in CHF m Total assets 99,651 83,913 Due from customers 31,902 22,544 – of which secured by mortgages 7,667 6,505 – of which secured by other collateral 22,731 14,042 * On the basis of the changes to the accounting principles, the accounting for securities lending and borrowing transactions was changed in 1999. Using the revised accounting rules, the 1998 balance sheet total would have been reduced by CHF 6,515 m. 22

25. In a turbulent market characterised by inflationary fears, low bond yields 1999 results and resurgent equity markets, Credit Suisse Private Banking was able to repeat its strong first-half performance in the second half of the year. Assets under management grew by CHF 74 bn, or 18%, compared with 1998, of which CHF 20 bn, or 5%, was net new business. At year-end, assets under management totalled CHF 477 bn. Total revenue rose by 10.3%, with most of the growth attributable to a 14.8% improvement in commission and service fee income. Trading income and interest income were also up, by 7.4% and 5.4% respectively. Operating expenses increased by 11.4%, the two main drivers being greater investment in new technologies and performance-related remuneration (+13.4%). Staff numbers decreased slightly – from 8,399 to 8,371. The cost/income ratio was virtually unchanged on last year’s level at 47%. There was a significant reduction in valuation adjustments, provisions and losses (down 69% at CHF 55 m), reflecting improved risk management and much lower provisions. Net profit increased by 14.3% to CHF 1,911 m. The ratio of net profit to average assets under management rose from 42 bp to 44 bp. KEY PERFORMANCE INDICATORS 1999 1998 Average allocated equity capital CHF m 2,771 2,596 Allocated equity capital CHF m (1 January 2000/1999) 2,875 2,200 Cost/income ratio 47.3% 46.8% – excl. amortisation of goodwill 47.2% 46.7% Number of employees at 31 Dec. 8,371 8,399 Pre-tax margin 51.9% 49.6% Fee income/total income 66.1% 63.5% Fee income/operating expenses 142.5% 138.3% Assets under management CHF bn at 31 Dec. 477 403 Growth in assets under management at 31 Dec. 18.4% 5.9% – of which volume 5.0% 4.5% – of which performance 13.4% 1.4% After-tax profit/Ø assets under management 44 bp 42 bp 23

26. GLOBAL INVESTMENT BANKING 1999 was a year of strong achievement and robust financial results at Credit Suisse First Boston. Revenues rose to record levels, up 45% to USD 9.8 bn (CHF 14.5 bn), while net profit was USD 1.3 bn (CHF 1.9 bn), producing a 19% return on equity. Credit Suisse First Boston gained market share worldwide in almost all its client business areas for the third successive year. It aims to cement its position as one of the world’s leading global investment banks through additional investment in expanding client business, modernising infrastructure and strengthen- ing e-commerce activities. Credit Suisse First Boston is positioned at the forefront of its industry in harnessing change for clients and in its own activities – key attributes for success in the ‘new economy’. Credit Suisse First Boston’s strategy since 1997 has been to strengthen its global special bracket position through targeted growth of client business and consolidation of the more capital-intensive Fixed Income & Derivatives businesses in which the firm remains a market leader. This emphasis was accentuated following the losses in 1998. In 1999, further progress was made in moderating value at risk and balance sheet utilisation. The new ‘Strategic Risk Management’ function made a strong contribution, especially to improving the quality of risk assessment and focusing on risk concentrations. Credit Suisse First Boston has come through a demanding period with excellent earnings recovery, underpinned by market share advances and further investment in the future. Stable staff numbers, strategic direction and investment have supported this achievement. CSFB has been distributing fixed income securities electronically since 1993. During 1999 significant effort was expended on ‘e-nabling’ numerous aspects of our interaction with securities clients. Through our affiliation with TradeWeb (which was founded by CSFB), and our proprietary PrimeTrade offering, clients can purchase US government bonds, commercial paper, repurchase agreements, deposits, new issue debt offerings, FX and futures electronically. Indications of interest for equity IPOs can be submitted via the web at ‘IPOs@CSFB’ while clients may execute orders through CSFB’s alliances with e*offering and TD Waterhouse. RATIOS/KEY PERFORMANCE INDICATORS 1999 1998 Average allocated equity capital CHF m 9,925 10,176 Allocated equity capital CHF m (1 January 2000/1999) 10,494 9,340 BIS tier 1 ratio* 9.9% 8.4% Cost/income ratio 76.7% 82.5% – excl. amortisation of goodwill 76.3% 82.4% Return on average equity capital 19.0% –2% Number of employees at 31 Dec. 15,185 14,126 Pre-tax margin 17.9% 0.5% Personnel expenses/total expenses 74.7% 69.8% Personnel expenses/total income 55.0% 55.5% * applies to the Credit Suisse First Boston bank 24

27. Significant enhancements will be implemented this coming year in the web-based distribution of equity and fixed income research (‘Research_View’). CSFB has created a dedicated investment pool to invest in new business models that might impact our institutional businesses, with six investments having been made to date, including Redibook (US), Tradepoint (UK) and Brokertec (US & UK). 1999 results Overall, conditions on the financial markets were good, although they deteriorated in the second half for most fixed income segments. Strong revenue growth (45% on a USD basis) reflects market share gains in most areas, as well as a recovery in Fixed Income & Derivatives versus 1998. The firm’s quality of earnings improved, with revenue diversification in favour of Equities and Investment Banking and the client segments of Fixed Income & Derivatives businesses. Precautionary credit and related reserves increased in view of a cautious medium-term outlook. The firm’s business mix moved to greater client orientation, reflecting a less capital-intensive, more people- intensive strategy. Consequently, average allocated equity for 1999 declined 6% compared to 1998 in USD terms, whilst a strong 9.9%* BIS tier 1 ratio (legal entity) was maintained. The pre-tax margin reflects this mix change, with employee numbers up * applies to the Credit Suisse First Boston bank INCOME STATEMENT 1999 1998 Change 1999 1998 Change in CHF m in CHF m in % in USD m in USD m in % Fixed Income & Derivatives 6,290 3,699 70 4,221 2,586 63 Equity 4,786 2,366 102 3,212 1,655 94 Investment Banking 3,262 2,561 27 2,189 1,791 22 Private Equity 191 745 –74 129 521 –75 Other 3 229 – 99 2 160 – 99 14,532 9,600 51 9,753 6,713 45 REVENUE Personnel expenses 7,999 5,332 50 5,368 3,728 44 Other operating expenses 2,714 2,307 18 1,822 1,613 13 10,713 7,639 40 7,190 5,341 35 TOTAL OPERATING EXPENSES 3,819 1,961 95 2,563 1,372 87 GROSS OPERATING PROFIT Depreciation and write-offs on non-current assets 439 279 57 295 195 51 – of which amortisation of goodwill 62 11 464 42 8 425 Valuation adjustments, provisions and losses** 786 1,566 – 50 527 1,095 – 52 2,594 116 – 1,741 82 – PROFIT BEFORE EXTRAORDINARY ITEMS AND TAXES Extraordinary income 0 15 –100 0 11 –100 Extraordinary expenses 0 81 –100 0 57 –100 Taxes 713 221 223 479 155 209 1,881 –171 n/a 1,262 –119 n/a NET PROFIT/LOSS – of which minority interests 1 50 n/a 0 35 n/a 1,880 –221 n/a 1,262 –154 n/a NET PROFIT/LOSS (after minority interests) 0 306 0 214 ** net of allocation(-)/release(+) of reserves for general banking risks The business unit income statement differs from the Group’s legal accounts in presenting brokerage, execution and clearing expenses as part of operating expenses in common with US competitors, rather than netted against revenues. 25

28. 7.5% over the last twelve months. Operating expenses (excluding compensation) rose 13%, owing to the headcount increase, Y2K costs and other infrastructure expenditure. Total compensation expenses rose as a result of revenue increases, business mix and competitor remuneration. In geographic terms, Credit Suisse First Boston’s unique balance was again reflected by revenues split 42% North America, 35% Europe and 23% the rest of the world. The individual divisions performed as follows (percentages reflect dollar figures): Revenues increased 94%, with ROE significantly exceeding 30% despite Equity continued investment in people for further growth. For the first time Equities’ net profit exceeded that of FID. The ‘cash’ businesses boosted revenues by over 100% from the previous year’s level, while derivatives and other equity businesses also saw strong gains. Growth came from all geographic regions. Excellent gains in primary and sec- ondary market shares and in research rankings around the world underpin this success. The positive impact of Credit Suisse First Boston’s leading position in technology industry activities particularly benefited Equities (and Investment Banking). Fixed Income & Derivatives (FID) Despite market conditions that deteriorated during the year, FID recovered well from 1998’s difficulties with revenues up 63%. Management successfully tackled the challenges of integrating Credit Suisse Financial Products (following the repurchase of the 20% minority stake from Swiss Re in April 1999) and restructuring the division to accommodate tighter risk disciplines and capital profitability. Despite more challenging market conditions in the second half, reduced profit potential following risk reduction and real estate losses, a 16% ROE was achieved. The merged activities in Credit Products enjoyed excellent growth and Emerging Markets’ results were strong. An outstanding performance in Latin America offset the Russian gap and complemented good results from other regions. A recovery in Distressed Securities’ performance compensated for declines in For- eign Exchange and Money Markets. Real Estate products registered losses, reflecting a reduction in risk concentration and increased precautionary provisioning levels. Credit Suisse First Boston’s debt capital markets underwriting position strengthened further to number four in the global rankings. Revenues increased 22% despite further reductions in Investment Banking (IBD) net interest income owing to a smaller loan book. Capital employed in lending has been reduced by 66% since 1997 and has now reached the target range of below USD 1 bn. Underlying growth is excellent, with M&A and capital markets’ gross revenues up 42% on 1998. Credit Suisse First Boston has expanded its client coverage capacity in IBD substantially during the last 24 months. While this heavy investment implies an initial drag on profits, the resultant market share gains, complementing those of Equities, enhance Credit Suisse First Boston’s prospects for growth and diversified earnings. 26

29. Private Equity The investment of Credit Suisse First Boston’s globally managed private equity funds, totalling USD 3.6 bn, is now accelerating. The current level of revenues reflects limited harvesting of previous investments. The organisation was strengthened further, mainly in Europe. BALANCE SHEET 31 Dec. 1999 31 Dec. 1998 * Change in CHF m in CHF m in % Cash 1,161 1,175 –1 Money market paper 22,893 18,860 21 Due from banks 169,030 138,726 22 – of which securities lending and reverse repurchase agreements 134,406 78,303 72 Due from other business units 2,478 1,894 31 Due from customers 54,132 61,522 –12 – of which securities lending and reverse repurchase agreements 23,783 28,634 –17 Mortgages 7,352 7,178 2 Securities and precious metals trading portfolio 122,837 100,963 22 Financial investments 6,354 10,072 – 37 Participations 1,023 436 135 Tangible fixed assets 2,515 1,947 29 Goodwill 1,128 535 111 Accrued income and prepaid expenses 5,823 6,845 –15 Other assets 43,055 49,555 –13 – of which replacement value of derivatives 39,413 46,347 –15 439,781 399,708 10 TOTAL ASSETS in USD m 275,224 290,696 –5 TOTAL ASSETS Money market liabilities 30,118 19,923 51 Due to banks 222,802 185,335 20 – of which securities borrowing and repurchase agreements 67,150 74,915 –10 Due to other business units 9,536 16,350 – 42 Due to customers, in savings and investment deposits 110 180 – 39 Due to customers, other 69,550 71,157 –2 – of which securities borrowing and repurchase agreements 31,357 22,714 38 Bonds and mortgage-backed bonds 34,478 33,464 3 Accrued expenses and deferred income 10,410 8,844 18 Other liabilities 47,956 53,007 –10 – of which replacement value of derivatives 40,644 49,481 –18 Valuation adjustments and provisions 2,366 1,638 44 Capital 12,455 9,810 27 439,781 399,708 10 TOTAL LIABILITIES in USD m 275,224 290,696 –5 TOTAL LIABILITIES * On the basis of the changes to the accounting principles, the accounting for securities lending and borrowing transactions was changed in 1999. Using the revised accounting rules, the 1998 balance sheet total would have been reduced by CHF 9.8 bn. 27

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