Section Navigation

• Approach
• Standards & Policies
  • Overview
  • Corporate Governance Guidelines
  • Code of Conduct
  • Articles of Association of Credit Suisse Group
  • Organizational Guidelines and Regulations
  • Board of Directors Charter
  • Board of Directors Standing Committees
• Board of Directors
• Committees
  • Overview
  • Chairman's and Governance Committee
  • Audit Committee
  • Compensation Committee
  • Risk Committee
• Executive Board
• Shareholders
  • Overview
  • Shareholder Structure
  • Significant Shareholders
  • Executive Holdings
  • Management Transactions
• Compensation(selected)
  • Overview(selected)
  • Compensation to the Executive Board
  • Compensation to the Board of Directors
• Audit

Compensation

Our approach to compensation is designed to attract and retain talent, recognize excellence and to align the interests of employees and shareholders.

As a global financial institution, Credit Suisse is dependent on highly-skilled individuals who specialize in a broad range of disciplines. Our ability to implement a comprehensive human capital strategy to attract, retain, reward, and motivate such individuals is fundamental to the Group’s long-term success.

Compensation is a key component of our human capital strategy as we pursue our client-focused integrated business model strategy and help clients thrive.

Compensation Policy and Objectives

Credit Suisse is committed to a responsible, performance-based compensation policy that is aligned with the long-term interests of our employees and shareholders.

The Group’s objectives are to maintain a compensation policy that:

• supports a performance culture that is based on merit, and differentiates and rewards excellent performance, both in the short and long term, and recognizes the Group’s company values;
• enables the Group to attract and retain employees, and motivate them to achieve results with integrity and fairness;
• balances the mix of fixed compensation and discretionary variable incentive awards to appropriately reflect the value and responsibility of the role performed day to day, and to influence appropriate behaviors and actions;
• is consistent with, and promotes, effective risk management practices and the Group’s compliance and control culture;
• fosters teamwork and collaboration across the Group;
• takes into account the long-term performance of the Group, in order to create sustainable value for the Group’s shareholders; and
• is approved by the Board of Directors and regularly monitored in terms of implementation by the independent Compensation Committee of the Board of Directors.

2010 Compensation at a Glance

Performance-based

• Average total compensation down 9%
• Variable awards down 27% and down 15% excluding effect of increased base salaries
• Total compensation for the CEO down 34%
• Average total compensation for Executive Board down 32% (excluding joiners/leavers)

Long-term

• 60% of variable awards deferred and subject to future performance provisions
• Versting period extended to four years for deferred awards
• 100% of variable awards for Executive Board members deferred

Responsible

• Compensation approach based on creating sustainable value for shareholders
• Compensation plans simpler and more transparent. Share awards with no leverage. Adjustable Performance Plan awards with claw-back feature
• Maintaining responsible approach to compensation remains key priority

• Increase Contrast
• Print