“Presentation delivered at the UKCES-OECD workshop on “Employer Ownership: Strengthening Partnerships to Enhance Skills Investment” held on 16 November 2012 at the UK Skills Show, Birmingham, UK.”

1. The Apprenticeship at Credit Suisse
A long Swiss tradition
Marion Fürbeth, Head HR Young Talents, Zurich
16th November 2012

2. Credit Suisse today
Facts & Figures
Global bank headquartered in Zurich, serving clients in private
banking, investment banking and asset management.
Net income: reported: CHF 1,086 million
Assets under management: CHF 1,250.7 billion
Total number of employees: 48,400.
HR Young Talents Zurich November 2012

3. Credit Suisse today
Global reach
Europe, Middle East, Africa Switzerland
 Regional Headquarter: London  Regional Headquarter: Zurich
 78 branches in 30 countries  branches in almost 200 locations for
private clients
Americas
 Regional Headquarter: New York Asia Pacific
 44 offices in 14 countries Credit Suisse locations
Regional headquarters  Regional Hubs: Hong Kong and
Centers of Excellence Singapore
 25 branches in 13 markets
HR Young Talents Zurich June 2012

4. Our understanding of Corporate Responsibility
Credit Suisse sees itself as an
integral part of society.
We want to support the economy
through our activities and to play
a constructive role in the
broader social environment.
Credit Suisse aims at
strengthening the society and
supports, together with selected
partners, humanitarian and
charitable projects globally.
HR Young Talents November 2012

5. For example in 2009, Credit Suisse launched the initiative
"Together We Can Tackle Youth Unemployment"
The economic crisis had a particularly
devastating effect on young people.
In September 2009, a total of 29,999
young people aged between 15 and 24
living in Switzerland were unemployed.
Within a year, unemployment levels had risen by 2.3% to a high of 5.4%.
Credit Suisse therefore announced in December 2009 that it would make
30 million Swiss francs available to help target youth
unemployment over the next five years.
As well as increasing its own in-house apprenticeships.
HR Young Talents Zurich November 2012

6. A strong message from our CEO
"Credit Suisse Wants to Send Out a Signal"
“Until 2013 we will create 150
apprenticeships in all language regions in
Switzerland in addition to the 600 that already
exist.”
Interview with Hans-
Ulrich Meister, CEO “Moreover, we also want to offer prospects
Private Banking & Region to school leavers who are at a
Switzerland: disadvantage in finding a job.”
"Thanks to our bank's
robust constitution we are “What counts is the sum of all measures
in a position to invest in that Credit Suisse has implemented in recent
future growth despite the years to strengthen industry and training
economic climate.“ within Switzerland.“
14th December 2009
HR Young Talents Zurich November 2012

7. Where are we after three years in 2012?
Right on Track!
Credit Suisse has over
750 apprentices (plus 150)
under training in Switzerland for:
Banking (Commercial)
IT (System Technology)
IT (Application Development)
Award Ceremony 2012
Credit Suisse also supports young people in Swiss Society. A main
part of the 30 millions Swiss francs has since 2009 been invested in training
courses amongst other initiatives for Young (less privileged) People to
secure an apprenticeship.
These initiatives have helped contribute to decline the Youth
Unemployment to 3.5% (2011: 3.2%; 2009: 5.4%)
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8. High quality training thanks to strong Partnerships
The strength of the Vocational Education
There is a close collaboration between
the Vocational College, Credit Suisse and
the CYP (provides courses in Banking).
The CYP (Centre for Young Professional)
has been founded from Swiss banks
to centralise and outsource the off-the-job
education in Banking. It stands for a modern
(blended) learning concept. «just-in-time» learning
All three learning environment refer to the same curriculum and provide that
learning objectives are connected to each other. This supports knowledge
transfer and a «just in-time learning» of required business skills.
You learn what you need in practise and you practise what you have
learned. Every apprentice in a Swiss bank has the same learning
objectives. Final exams are executed as an industrial association.
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9. We set also high value on social skills …
Onboarding Days 2011
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10. … or learning experiences outside the bank
Volunteering Project «Forest»
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11. It is a noble mission to make young people fit for life
Award Ceremony - Graduation 2012
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12. A high retention-rate is one of our commitment
This also makes part of our social responsibility
Minimal 85% of apprentices are hired after their program for diverse entry level
positions:
 Cash Service
 Ass. Relationship Manager
 Credit Management
 Operations
 etc.
 Application Developer IT
 System Engineer IT
 PM Operations IT
 Project Management IT
 etc. Award Ceremony 2012
Paul Arni, Regional CEO Zurich
Several further training and career development is provided after
graduation
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13. There are also other reasons why
we invest in our apprentices …
Unique chance to introduce a young person
from the very beginning of her career
to your corporate culture (creates lifelong loyalty) Olivia, Award Ceremony 2012
Employees who has done an apprenticeship are generally more willing to
dedicate their time to coach and train beginners on-the-job (cultural
component)
The role as a Vocational Coach gives opportunity to gain first leadership
experience and trains him to train people
Unique chance to introduce a young person from the very beginning of her
career to your corporate culture (creates lifelong loyalty)
You import fresh ideas and innovation from the next generation into your
company (young people ask clever questions)
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14. … and there are many more
You can profit from a unique peer-to-peer
learning and coaching approach
Systematic teaching of business
skills and job rotation is never that easy
to manage as during apprenticeship Joël, Trial Days Credit Suisse, 2011
(«ring-fenced», not FTE-relevant)
During every assignment apprentices have to adapt, learn to integrate and to
deal with different cultures/teams as key competences
At the end of the program apprentices know your company by heart and
have built up a valuable network (an asset for every large company)
An apprenticeship provides a solid base giving in-depth business knowledge for
further personal and career development (intern mobility)
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15. But there are also daily and increasing challenges ….
 Duration of the programs (3 e.g. 4 years)
 Quantity and quality of needed assignments
 Outsourcing of lower qualified tasks (trend)
 750 job rotations every 6 months (IT 12 months)
 Committing 700 qualified vocational trainers
 Coordination of 3 training platforms
 Many different education providers
Mario, 2nd Year
Banking  Age of apprentices between 16 – 20 years
Mario, Trial Days 2011
 Coordinate and monitor the on-the-job and off-the-job education, provide
successful graduation and perspectives after the program
HR Young Talents Zürich, HRCS 12 15.11.2012 15

16. … and probably not that easy to «copy/paste» the Swiss
style into another country
Acceptance/value in society and on the labour
market or within the companies is depending
on each other
High qualified environments usually feed their
talent pipelines only from universities
(not many entry level positions available)
Establishment of infrastructure and partnership
working culture (between society, government,OliviaTrial Days Credit Suisse, 2011
educational providers and corporate world) takes a long time to develop
Employers have to be willing to invest on a long term perspective in their
trainees (high quality Vocational Education costs a lot) and take over
social responsibility (missing commitment of the industries)
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17. We truly believe that for a solid future the apprenticeship
scheme is the best investment an employer, the
government and the society can do!
Anna, Apprentice in Banking,1st Year
Thank you for your attention!
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