UNITED STATES
SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

FORM 20–F

(Mark One)

   
[  ](Mark One)
o REGISTRATION STATEMENT PURSUANT TO SECTION 12(b) OR (g) OF THE SECURITIES EXCHANGE ACT OF 1934
 
OR
 
[X]þ ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934
 
For the fiscal year ended December 31, 20022004
 
OR
 
[  ]o TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934
For the transition period from                      to                     .
Commission file number: 1-15060

For the transition period from                      to                     .

Commission file number: 1-15060

UBS AG

(Exact Name of Registrant as Specified in Its Charter)

Switzerland
(Jurisdiction of Incorporation or Organization)

Bahnhofstrasse 45
CH-8098 Zurich, Switzerland

and

Aeschenvorstadt 1,
CH-4051 Basel, Switzerland

(Address of Principal Executive Offices)

Securities registered or to be registered pursuant to Section 12(b) of the Act:

Please see the following page.

Securities registered or to be registered pursuant to Section 12 (g) of the Act:

None.

Securities for which there is a reporting obligation pursuant to Section 15 (d) of the Act:

Please see the following page.

 


Indicate the number of outstanding shares of each of the issuer’s classes of
capital or common stock as of 31 December 2002:2004:

Ordinary shares, par value CHF 0.80 per share: 1,256,297,6781,126,858,177 ordinary shares
(including 97,181,094103,524,971 treasury shares)

Indicate by check mark whether the Registrant (1) has filed all reports
required to be filed by Section 13 or 15(d) of the Securities Exchange Act of
1934 during the preceding 12 months (or for such shorter period that the
Registrant was required to file such reports) and (2) has been subject to such
filing requirements for the past 90 days.

Yes [X]No [ ]

Yes þ   No o

Indicate by check mark which financial statement item the registrant has
elected to follow.

Item 17 [ ]Item 18 [X]

Item 17 o   Item 18 þ

2


Securities registered or to be registered pursuant to Section 12(b) of the Act:

   
  Name of each exchange on
Title of each class which registered


Ordinary Shares (par value of CHF 0.80 each) New York Stock Exchange
$300,000,000 7.25% Noncumulative Trust Preferred Securities New York Stock Exchange
$300,000,000 7.25% Noncumulative Company Preferred SecuritiesNew York Stock Exchange*
$300,000,000 Floating Rate Noncumulative Trust Preferred SecuritiesNew York Stock Exchange
$300,000,000 Floating Rate Noncumulative Company Preferred Securities New York Stock Exchange*
Subordinated Guarantee of UBS AG with respect to
Company Preferred Securities New York Stock Exchange*
$80,000,000 BULs due April 10, 2003American Stock Exchange
$40,000,000 BULs due April 28, 2003American Stock Exchange
$32,000,000 BULs due May 16, 2003American Stock Exchange
$54,000,000 BULs due September 1, 2006 American Stock Exchange
$4,500,000 BULs due October 17, 2006 American Stock Exchange
$46,000,000 PPNs due May 4, 2005 American Stock Exchange
$16,500,000 PPNs due June 3, 2005 American Stock Exchange
$8,129,000 PPNs due November 3, 2005 American Stock Exchange
$8,961,000 PPNs due December 5, 2005 American Stock Exchange
$31,517,000 PPNs due November 5, 2007 American Stock Exchange
$52,000,000 PPNs due November 7, 2007 American Stock Exchange
$14,500,000 PPNs due December 7, 2007 American Stock Exchange
$20,000,000 PPNs due February 7, 2008 American Stock Exchange
$16,000,000 PPNs due February 28, 2008 American Stock Exchange
$9,000,000 PPNs due April 25, 2009 American Stock Exchange
$6,900,000 PPNs due May 29, 2009 American Stock Exchange
$12,660,000 PPNs due September 8, 2010 American Stock Exchange
$17,842,000 PPNs due October 7, 2011 American Stock Exchange
$63,000,000 EASs30,000,000 PPNs due December 2, 2003Apr 2010 American Stock Exchange
$35,000,000 EASs24,223,000 PPNs due January 15, 2004Oct 2009 American Stock Exchange
$7,300,000 EASs31,000,000 PPNs due February 4, 2004May 2010 American Stock Exchange
$6,800,00023,000,000 PPNs due June 2010American Stock Exchange
$26,000,000 PPNs due August 2008American Stock Exchange
$10,000,000 PPNs due July 2010American Stock Exchange
$11,200,000 PPNs due February 2011American Stock Exchange
$7,750,000 PPNs due August 2010American Stock Exchange
$5,100,000 PPNs due September 2009American Stock Exchange
$4,500,000 PPNs due July 2009American Stock Exchange
$11,000,000 PPCNs due January 2012American Stock Exchange
$22,000,000 EASs due March 3, 20042005American Stock Exchange
$19,100,000 EASs due March 2005American Stock Exchange
$25,500,000 PPNs due January 2009American Stock Exchange
$26,000,000 EASs due April 2005American Stock Exchange
$11,500,000 CPNs due August 2009American Stock Exchange
$7,500,000 PPNs due February 2009 American Stock Exchange

Securities registered or to be registered pursuant to Section12(g)Section 12(g) of the Act:

None

Securities for which there is a reporting obligation pursuant to Section15(d)Section 15(d)
of the Act:

3


$1,500,000,000 8.622% Noncumulative Trust Preferred Securities
$1,500,000,000 8.622% Noncumulative Company Preferred Securities
$500,000,000 7.247% Noncumulative Trust Preferred Securities
$500,000,000 7.247% Noncumulative Company Preferred Securities
Subordinated Guarantee of UBS AG with respect to Company Preferred Securities
$14,000,000 Equity Linked Notes due February 1, 2007
$4,976,000 Equity Linked Notes due June 20, 2007
$150,000,000 Variable Rate Credit Linked Notes due October 24, 2003
$1,667,000 12.5% GOALs due June 23, 2003
Guarantees with respect to certain securities of UBS Americas Inc.


* Not for trading, but solely in connection with the registration of the corresponding Trust Preferred Securities.

4


CONTENTS

TABLE OF CONTENTS

CAUTIONARY STATEMENT REGARDING FORWARD-LOOKING STATEMENTSPage
6
8
8
8
8
8
9
10
10
10
11
12
16
16
17
17
17
17
17
17
17
17
17
18
18
18
18
19
20
Introduction
UBS Group Financial Highlights
UBS Group
Our Business Groups
Sources of Information about UBS
Information for Readers
Group Financial Review
Group Results
Review of Business Group Performance
Introduction
UBS Wealth Management & Business Banking
UBS Global Asset Management
UBS Warburg
UBS PaineWebber
Corporate Center
UBS Group Financial Statements
UBS Group Income Statement
UBS Group Balance Sheet
UBS Group Statement of Changes in Equity
UBS Group Statement of Cash Flows
Notes to the Financial Statements
Note 1 Summary of Significant Accounting Policies
Note 2a Segment Reporting by Business Group
Note 2b Segment Reporting by Geographic Location
Income Statement
Note 3 Net Interest and Trading Income
Note 4 Net Fee and Commission Income
Note 5 Other Income
Note 6 Personnel Expenses
Note 7 General and Administrative Expenses
Note 8 Earnings per Share (EPS) and Shares Outstanding
Balance Sheet: Assets
Note 9a Due from Banks and Loans
Note 9b Allowances and Provisions for Credit Losses
Note 9c Impaired Loans
Note 9d Non-Performing Loans
Note 10 Securities Borrowing, Securities Lending, Repurchase and Reverse Repurchase Agreements
Note 11 Trading Portfolio
Note 12 Financial Investments

Note 13 Investments in Associates
Note 14 Property and Equipment
Note 15 Goodwill and Other Intangible Assets
Note 16 Other Assets
Balance Sheet: Liabilities
Note 17 Due to Banks and Customers
Note 18 Debt Issued
Note 19 Other Liabilities
Note 20 Provisions
Note 21 Income Taxes
Note 21 Income Taxes (continued)
Note 22 Minority Interests
Note 23 Derivative Instruments
Off-Balance Sheet Information
Note 24 Fiduciary Transactions
Note 25 Commitments and Contingent Liabilities
Note 26 Operating Lease Commitments
Additional Information
Note 27 Pledged Assets
Note 28 Litigation
Note 29 Financial Instruments Risk Position
a) Market Risk
(a)(i) Overview
(a)(ii) Interest Rate Risk
(a)(iii) Currency Risk
(a)(iv) Equity Risk
(a)(v) Issuer Risk
b) Credit Risk
c) Liquidity Risk
Note 30 Fair Value of Financial Instruments
Note 32 Equity Participation Plans
a) Equity Participation Plans Offered
b) UBS share awards
c) UBS option awards
d) Compensation Expense
e) Pro-Forma Net Income
Note 33 Related Parties
Note 34 Post-Balance Sheet Events
Note 35 Significant Subsidiaries and Associates
Note 36 Acquisition of Paine Webber Group, Inc.
Note 37 Currency Translation Rates
Note 38 Swiss Banking Law Requirements
Reconciliation to US GAAP
Note 40 Additional Disclosures Required under US GAAP and SEC Rules
Report of the Group Auditors
UBS AG (Parent Bank)
Parent Bank Review
Income Statement
Balance Sheet
Financial Statements
Statement of Appropriation of Retained Earnings
Notes to the Financial Statements
Additional Income Statement Information
Net Trading Income
Extraordinary Income and Expenses
Additional Balance Sheet Information
Value Adjustments and Provisions
Statement of Shareholders’ Equity
Share Capital
Off-Balance Sheet and Other Information
Assets Pledged or Assigned as Security for Own Obligations, Assets Subject to Reservation of Title
Fiduciary Transactions
Due to UBS Pension Plans, Loans to Corporate Bodies/Related Parties
Report of the Statutory Auditors
Report of the Capital Increase Auditors
Additional Disclosure Required under SEC Regulations
A — Introduction
B — Selected Financial Data
Balance Sheet Data
US GAAP Income Statement Data
US GAAP Balance Sheet Data
Ratio of Earnings to Fixed Charges
C — Information on the Company
Property, Plant and Equipment
D -- Information Required by Industry Guide 3
Selected Statistical Information
Average Balances and Interest Rates
Analysis of Changes in Interest Income and Expense
Deposits
Short-term Borrowings
Loans
Loan Maturities
Impaired, Non-performing and Restructured Loans
Cross-Border Outstandings
Summary of Movements in Allowances and Provisions for Credit Losses
Allocation of the Allowances and Provisions for Credit Losses
Loans by industry sector
Loss History Statistics
Introduction
UBS Group Financial Highlights
The UBS Group
Our Business Groups
Sources of Information about UBS
THE UBS Group
Strategy, Structure and History
Strategy, Structure and History
The Business Groups
UBS Wealth Management&Business Banking
UBS Global Asset Management
UBS Warburg
UBS PaineWebber
Corporate Center
Risk Management and Control
Risk Analysis
Group Treasury
Corporate Governance
Introduction and Principles
Group Structure and Shareholders
Capital Structure
Board of Directors
Group Executive Board
Compensation, Shareholdings and Loans
Shareholders’ Participation Rights
Change of Control and Defensive Measures
Auditors
Information Policy: UBS Financial Disclosure Principles
Regulation and Supervision
Compliance with NYSE Listing Standards on Corporate Governance
Group Managing Board
Corporate Responsibility
UBS Share Information
The Global Registered Share
The UBS Share 2002
INDEX TO EXHIBITS
EX-1.1: ARTICLES OF ASSOCIATION OF UBS AG
EX-1.2: ORGANIZATION REGULATIONS OF UBS AG
EX-7: STATEMENT RE:REGARDING RATIO OF EARNINGS TO FIXED CHARGES
EX-10:EX-12: CERTIFICATIONS
EX-13: CERTIFICATIONS
EX-15: CONSENT OF ERNST & YOUNG LTD.


5

CONTENTS

Page

Cautionary Statement Regarding Forward-Looking Statements1
PART I3
Item 1. Identity of Directors, Senior Management and Advisors3
Item 2. Offer Statistics and Expected Timetable3
Item 3. Key Information3
Item 4. Information on the Company3
Item 5. Operating and Financial Review and Prospects4
Item 6. Directors, Senior Management and Employees5
Item 7. Major Shareholders and Related Party Transactions5
Item 8. Financial Information6
Item 9. The Offer and Listing6
Item 10. Additional Information8
Item 11. Quantitative and Qualitative Disclosures About Market Risk11
Item 12. Description of Securities Other than Equity Securities12
PART II13
Item 13. Defaults, Dividend Arrearages and Delinquencies13
Item 14. Material Modifications to the Rights of Security Holders and Use of Proceeds13
Item 15. Controls and Procedures13
Item 16. [Reserved]13
Item 17. Financial Statements13
Item 18. Financial Statements13
Item 19. Exhibits13
Signatures14
Certifications under Section 302 of the Sarbanes-Oxley Act of 200215
Index to Exhibits


CAUTIONARY STATEMENT REGARDING FORWARD-LOOKING STATEMENTS

     This annual report contains statements that constitute “forward-looking statements” within the meaning of Section 21E of the Securities Exchange Act of 1934. The Private Securities Litigation Reform Act of 1995 provides a “safe harbor” for forward-looking information to encourage companies to provide prospective information about themselves without fear of litigation so long as the information is identified as forward-looking and is accompanied by meaningful cautionary statements identifying important factors that could cause actual results to differ materially from those projected in the information. The words “anticipate”, “believe”, “expect”, “estimate”, “intend”, “plan”, “should”, “could”, “may” and other similar expressions are used in connection with forward-looking statements. In this annual report, forward-looking statements may, without limitation, relate to:

   The implementation of strategic initiatives, such as the implementation of the European wealth management strategy and our plans to continue to expand our corporate finance business;
 
   The development of revenues overall and within specific business areas, including the possibility of further losses in UBS CapitalPrivate Equity in 2003;2005;
 
   The development of operating expenses;
 
   The anticipated level of capital expenditures and associated depreciation expense;
 
   The expected impact of the risks that affect UBS’s business, including the risk of loss resulting from the default of an obligor or counterparty;
 
   Expected credit losses based upon UBS’s credit review; and
 
   Other statements relating to UBS’s future business development and economic performance.

     There can be no assurance that forward-looking statements will approximate actual experience. Several important factors exist that could cause UBS’s actual results to differ materially from expected results as described in the forward-looking statements. Such factors include:

   General economic conditions, including prevailing interest rates and performance of financial markets, which may affect demand for products and services and the value of our assets;
 
   Changes in UBS’s expenses associated with acquisitions and dispositions;
 
   General competitive factors, locally, nationally, regionally and globally;
 
   Industry consolidation and competition;
 
   Changes affecting the banking industry generally and UBS’s banking operations specifically, including asset quality;
 
   Developments in technology;
 
   Credit ratings and the financial position of obligors and counterparties;
 
   UBS’s ability to control risk in its businesses;
 
   Changes in tax laws in the countries in which UBS operates, which could adversely affect the tax advantages of certain of UBS’s products or subject it to increased taxation;
 
   Changes in accounting standards applicable to UBS, as more fully described below;


   Changes in investor confidence in the future performance of financial markets, affecting the level of transactions they

6


undertake, and hence the levels of transaction-based fees UBS earns;
 
   Changes in the market value of securities held by UBS’s clients, affecting the level of asset-based fees UBS can earn on the services it provides; and
 
   Changes in currency exchange rates, including the exchange rate for the Swiss franc into US dollars.

     UBS is not under any obligation to (and expressly disclaims any such obligations to) update or alter its forward-looking statements, whether as a result of new information, future events, or otherwise.

The effect of future changes in accounting standards

     Included in the Notes to the Financial Statements is a description of the expected effect of accounting standards that have been issued but have not yet been adopted, for both IFRS and US GAAP.

     Although we believe that description includes all significant matters that have been approved by the IASB and the FASB, those standard-setting bodies have a large number of projects in process that could result in significant new accounting standards or significant changes to existing standards.

     This increased level of activity includes normal ongoing development and efforts to improve the existing body of accounting standards, and also is in response to a number of perceived deficiencies in accounting standards exemplified by reported abuses by various companies.

     We believe it is likely that several new accounting standards will be issued in the near future, and that those new standards could have a significant effect on our reported results of operations and financial position, but cannot predict the precise nature or amounts of any such changes.

- 2 -7


PART I

Item 1. Identity of Directors, Senior Management and Advisors.

     Not required because this Form 20-F is filed as an annual report.

Item 2. Offer Statistics and Expected Timetable.

     Not required because this Form 20-F is filed as an annual report.

Item 3. Key Information.

A—Selected Financial Data.

     Please see pages 195207 to 199211 of the attached Financial Report 2002.2004 (U.S. Version), also referred to as “Financial Report 2004”.

Ratio of Earnings to Fixed Charges

     Please see page 199211 of the attached Financial Report 2002,2004, and Exhibit 7 to this Form 20-F.

B—Capitalization and Indebtedness.

     Not required because this Form 20-F is filed as an annual report.

C—Reasons for the Offer and Use of Proceeds.

     Not required because this Form 20-F is filed as an annual report.

D—Risk Factors.

     Please see pages 16 and 17 of the attached Financial Report 20022004.

Item 4. Information on the Company.

A—History and Development of the Company.

 
1-3 Please see page 65 of the attached Handbook 2002/20032004/2005 (U.S. version), also referred to as “Handbook 2004/2005”, and page 65 of the attached Financial Report 2002.2004.
 
 
4 Please see pages 18 and 19page 15 of the attached Handbook 2002/2003.2004/2005.
 
 
5, 6 Please see the sectionInformation for Readerson pages 8 to 15 of the attached Financial Report 2002, in particular, subsectionsPaineWebber merger,Restructuring provisionandSignificant financial events; also see sectionGroup Resultson pages 20 to 32 of the attached Financial Report 2002, in particular, the subsections regarding PaineWebber merger-related costs.None.
 
 
7 Not applicable.

B—Business Overview.

 
1, 2, 3, 5, 7 Please see sectionThe Business Groupson pages 2117 to 5140 of the attached Handbook 2002/20032004/2005 and the sectionSeasonal Characteristicson page 399 of the attached Financial Report 2002.2004. For a breakdown of revenues by category of activity and geographic market for each of the last three financial years, please refer to Notes 2a and 2b to the Financial Statements, on pages 101 to 108 of the attached Financial Report 2004.

-3-


   Statements, on pages 96 to 99 of the attached Financial Report 2002.
4, 6 Not applicable.
 
 
8 Please see the sectionRegulation and Supervisionon pages 117111 to 120113 of the attached Handbook 2002/2003.2004/2005.

8


C—Organizational Structure.

     Please see Note 3536 to the Financial Statements on pages 153162 to 156165 of the attached Financial Report 2002.2004.

D—Property, Plant and Equipment.

     Please see the sectionProperty, Plant and Equipmenton page 199211 of the attached Financial Report 2002.2004.

Information Required by Industry Guide 3

     Please see pages 200212 to 216227 of the attached Financial Report 2002.2004.

Item 5. Operating and Financial Review and Prospects.

A—Operating Results.

     Please see sectionsPresentation of Financial Information, for Readers,GroupUBS, UBS Performance Indicators, Financial ReviewBusinesses, Industrial HoldingsandReview of Business Group PerformanceBalance Sheet and Cash Flowson pages 87 to 7472 of the attached Financial Report 2002.2004.

     Please also see Note 3941 to the Financial StatementsReconciliation of International Financial Reporting Standards (IFRS) to United States Generally Accepted Accounting Principles (US GAAP)on pages 160172 to 171182 of the attached Financial Report 20022004 and theCurrency managementManagement of non-trading currency risksubsection of theGroup TreasuryFinancial Managementsection, on pages 84 to 85page 64 of the attached Handbook 2002/2003.2004/2005.

B—Liquidity and Capital Resources.

     We believe that our working capital is sufficient for the company’s present requirements.

     Group     UBS liquidity and capital management is undertaken at UBS by Group Treasury as an integrated asset and liability management function. For a detailed discussion of Group Treasury’s functions and results, including our capital resources, please see pages 78 to 8765 and 66 of the attached Handbook 2002/2003,2004/2005, and Note 18 to the Financial StatementsDebt IssuedFinancial Liabilities designated at fair value and debt issuedon pages 114 to 119123 and 124 of the attached Financial Report 2002.2004.

     For a discussion of UBS Group’sUBS’s balance sheet and cash flows, please see pages 2667 to 2872 of the attached Financial Report 2002.2004.

     For a discussion of UBS’s long term credit ratings, please see theCapital Strengthsubsection of the sectionStrategy, Structure and HistoryCapital Management & the UBS Shareon pages 10 and 11page 73 of the attached Handbook 2002/2003.2004/2005.

C—Research and Development, Patents and Licenses, etc.

     Not applicable.

D—Trend Information.

     Please seeOutlook 20032004subsection of the sectionGroup ResultsFinancial Businesses-Resultson page 28 of the attached Financial Report 2002,2004, and pages 15,10 to 12, 20, 28, 33 and 37 42 and 49 of the attached Handbook 2002/2003,2004/2005, which contain more detailed trend information.

-4-E—Off-balance Sheet Arrangements.

     Please seeOff-balance sheet arrangementssubsection of the sectionBalance Sheet and off-balance sheeton pages 69 and 70 of the attached Financial Report 2004.

F—Tabular Disclosure of Contractual Obligations.

     Please seeContractual obligationssubsection of the sectionBalance Sheet and off-balance sheeton page 69 of the attached Financial Report 2004.

9


Item 6. Directors, Senior Management and Employees.

A— Directors and Senior Management.

 
1, 2, 3 Please see pages 9587 to 10395 of the attached Handbook 2002/2003.2004/2005.
 
 
4 and 5 None.

B—Compensation.

     Please see theCompensation, Shareholdingsshareholdings and Loansloanssection on pages 10496 to 108103 of the attached Handbook 2002/20032004/2005 and also Notes 32 and 33 to the Financial Statements on pages 147155 to 152160 of the attached Financial Report 2002.2004.

C—Board Practices.

     Please see pages 9587 to 10092 of the attached Handbook 2002/20032004/2005 and Note 33 to the Financial Statements on pages 151 to 152159 and 160 of the attached Financial Report 2002.2004.

D—Employees.

     Please see page 25pages 28 and 29 of the attached Financial Report 20022004.

E—Share Ownership.

     Please see the subsectionCompensation, shareholdings and loansin the chartsCorporate Governance section on page 14pages 96 to 103 of the attached Handbook 2002/2003.

E—Share Ownership.

     Please see the sectionCompensation, Shareholdings and Loanson pages 104 to 108 of the attached Handbook 2002/20032004/2005 and also Notes 32 and 33 to the Financial Statements on pages 147155 to 152160 of the attached Financial Report 2002.2004.

Item 7. Major Shareholders and Related Party Transactions.

A—Major Shareholders.

     Please see pages 91 to 9283 and 139 and 14084 of the attached Handbook 2002/2003.2004/2005.

B—Related Party Transactions.

     For 2002The total number of shares held by members of the Board of Directors (including those nominated for election to the board of directors at the annual general meeting to be held on 21 April 2005), and 2001, pleasethe Group Executive Board and parties closely linked to them was 3,562,110 at 31 December 2004, 3,152,617 at 31 December 2003 and 2,139,371 at 31 December 2002. No member of the Board of Directors or Group Executive Board is the beneficial owner of more than 1% of the Group’s shares at 31 December 2004.

     Please see Note 33 to the Financial Statements on pages 151 to 152159 and 160 of the attached Financial Report 2002.2004.

     The number of long-term stock options outstanding to members of the Board of Directors, Group Executive Board and Group Managing Board from equity participation plans was 4,693,458 at 31 December 2000.

     The total loans and advances receivable were CHF 36 million at 31 December 2000.

     The total amounts of shares and warrants held by members of the Board of Directors, Group Executive Board and Group Managing Board were 7,583,184 and 69,504,577 as of 31 December 2000.

C—Interests of Experts and Counsel.

     Not applicable because this Form 20-F is filed as an annual report.

-5-


Item 8. Financial Information.

A—Consolidated Statements and Other Financial Information.

     Please see Item 18 of this Form 20-F.

B—Significant Changes.

10


     UBS is not aware of any significant change that has occurred since the date of the annual financial statements included in this Form 20-F.

Item 9. The Offer and Listing.

A—Offer and Listing Details.

 
1, 2, 3, 5, 6, 7 Not required because this Form 20-F is filed as an annual report.
 
 
4 Please see page 13879 of the attached Handbook 2002/2003.2004/2005.

B—Plan of Distribution

     Not required because this Form 20-F is filed as an annual report.

C—Markets.

     UBS’s shares are traded on the virt-x, the New York Stock Exchange and the Tokyo Stock Exchange. The symbols are shown on page 13577 of the attached Handbook 2002/2003.2004/2005.

Trading on virt-x

     Since July 2001, Swiss blue chip stocks have no longer been traded on the SWX Swiss Exchange. All trading in the shares of members of the Swiss Market Index (SMI) now takes place on virt-x, although these stocks remain listed on the SWX Swiss Exchange. Altogether, approximately 600270 blue-chip stocks representing around 80% of European market capitalization are traded on virt-x, in the currency of their home market.

     virt-x is majoritywholly owned by the SWX Swiss Exchange. It provides an efficient and cost effective pan-European blue-chip market. It addresses the increasing requirement for equity investment to be conducted on a sectoral basis across Europe rather than being limited to national markets.

     virt-x is a Recognized Investment Exchange supervised by the Financial Services Authority in the United Kingdom. It is delivered on the modern, scalable SWX trading platform.

     Trading is possible on all target days, as specified by the European Central Bank. The opening hours are 06:00 to 22:00 CET and the trading hours are 09:00 to 17:30 CET. During the after-hours trading phase from 17:30 to 22:00 CET and in the pre-trading phase from 06:00 to 09:00 CET, orders can be entered or deleted. From 09:00 CET, once the opening price is set, trading begins. Orders are executed automatically according to established rules that match bid and askedask prices. Regardless of their size or origin, incoming orders are executed on a price/time priority, i.e., in the order of price (first priority) and time received (second priority). Depending on the type of transaction, the order and trade details are also transmitted to data vendors (Reuters, Bloomberg, Telekurs, etc.).

     In most cases, each trade triggers an automatic settlement instruction which is routed through one of three central securities depositories (CSD); SIS SEGAINTERSETTLESegaInterSettle AG, CRESTCoCrestCo or Euroclear. Members can choose to settle from one or more account within these CSD’s and when counterparties have selected different CSD’s, settlement will be cross-border. The introduction of a central counterparty is plannedAdditionally, virt-x introduced the first pan-European Central Counterparty (CCP) for the beginning of 2003 which will allow optional netting of trades.

-6-


cross-border trading in May 2003.

     All trades executed through the order book settle on a uniform “T+3” basis, meaning that delivery and payment of exchange transactions occur three days after the trade date. The buyer is able to ask virt-x to enforce settlement if the seller has not delivered within twothree days of the intended settlement date.

     Any transaction executed under the rules of virt-x must be reported to virt-x. Order book executions are automatically reported by the trading system. There are separate provisions for the delayed reporting of certain qualifying trades. Individual elements of Portfolio Trades must be reported within one hour while Block Trades and enlarged risk trades must be reported when the business is substantially (80%) complete, or by the end of order book trading that day, unless the trade is agreed one hour or less before the market close, when the Trade must be reported by the end of order book trading on the following market day. Block Trades and

11


Enlarged Risk Trades are subject to minimum trade size criteria. During normal trading hours all other transactions must be reported within three minutes. The Enlarged Risk Trades provisions enable a member to protect a client’s interest while the member works a large trade on behalf of the client. The Block Trade provisions allow a member a publication delay when the member has executed a large transaction for a client; the delay gives the member time in which to offset the risk of the large trade.

     In the event of extraordinary situations such as large price fluctuations and other situations likely to hamper fair and orderly trading, virt-x may take whatever measures it deems necessary to maintain fair and orderly markets. A listed security may be suspended, the opening of trading in that security may be delayed or continuous trading may be interrupted.

Trading on the New York Stock Exchange

     UBS listed its shares on the New York Stock Exchange (“NYSE”) on 16 May 2000.

     As of 31 December 2002,2004, the equity securities of nearly 2,800 corporations were listed on the NYSE. Non-US issuers, currently over 470nearly 460 in number with a combined market valuation exceedingof USD 47.1 trillion, are playing an increasingly important role on the NYSE.

     The NYSE is open Monday through Friday, 9:30 A.M. - 4:A.M.-4:00 P.M., EST.

     The NYSE is an agency auction market. Trading at the NYSE takes place by open bids and offers by Exchange members, acting as agents for institutions or individual investors. Buy and sell orders meet directly on the trading floor, and prices are determined by the interplay of supply and demand. In contrast, in the US over-the-counter market, the price is determined by a dealer who buys and sells out of inventory.

     At the NYSE, each listed stock is assigned to a single post where the specialist manages the auction process. NYSE members bring all orders for NYSE-listed stocks to the Exchange floor either electronically or through a floor broker. As a result, the flow of buy and sell orders for each stock is funnelled to a single location.

     This heavy stream of diverse orders is one of the great strengths of the Exchange. It provides liquidity — the ease with which securities can be bought and sold without wide price fluctuations.

     When an investor’s transaction is completed, the best price will have been exposed to a wide range of potential buyers and sellers.

     Every transaction made at the NYSE is under continuous surveillance during the trading day. Stock Watch, a computer system that searches for unusual trading patterns, alerts NYSE regulatory personnel to possible insider trading abuses or other prohibited trading practices. The NYSE’s other regulatory activities include the supervision of member firms to enforce compliance with financial and operational requirements, periodic checks on brokers’ sales practices, and the continuous monitoring of specialist operations.

-7-


Trading on the Tokyo Stock Exchange

     The volume of UBS shares traded on the Tokyo Stock Exchange is negligible in comparison to the volume on virt-x or on the NYSE.

D—Selling Shareholders.

     Not required because this Form 20-F is filed as an annual report.

E—Dilution.

     Not required because this Form 20-F is filed as an annual report.

F—Expenses of the Issue.

     Not required because this Form 20-F is filed as an annual report.

Item 10. Additional Information.

12


A—Share Capital.

     Not required because this Form 20-F is filed as an annual report.

B—Memorandum and Articles of Association.

     Please see:

 a)  Item 14 of our registration statement on Form 20-F filed 9 May 2000. Please see Articles of Association of UBS AG and Organization Regulations of UBS AG filed as Exhibits 1.1 and 1.2, respectively.
 
 b)The sectionGlobal Registered ShareCapital Structureon pages 134 to 13585 and 86 of the attached Handbook 2002/2003 which provides details of recent changes relating to the par value of the UBS share.2004/2005.
 
 c)  Pages 76 and 13476 of the attached Handbook 2002/20032004/2005 which provide details of our new transfer agent in the US, Mellon Investor Services.

C—Material Contracts.

     None.

D—Exchange Controls.

     There are no restrictions under UBS’s Articles of Association or Swiss law, presently in force, that limit the right of non-resident or foreign owners to hold UBS’s securities freely. There are currently no Swiss foreign exchange controls or other Swiss laws restricting the import or export of capital by UBS or its subsidiaries. In addition, there are currently no restrictions under Swiss law affecting the remittance of dividends, interest or other payments to non-resident holders of UBS securities.

E—Taxation.

     This section outlines the material Swiss tax and United States federal income tax consequences of the ownership of UBS ordinary shares by a US holder (as defined below) who holds UBS ordinary shares as capital assets. It is designed to explain the major interactions between Swiss and US taxation for US persons who hold UBS shares.

-8-


     The discussion does not address the tax consequences to persons who hold UBS ordinary shares in particular circumstances, such as tax-exempt entities, banks, financial institutions, insurance companies, broker-dealers, traders in securities that elect to mark to market, holders liable for alternative minimum tax, holders that actually or constructively own 10% or more of the voting stock of UBS, holders that hold UBS ordinary shares as part of a straddle or a hedging or conversion transaction or US holders (as defined below) whose functional currency for US tax purposes is not the US dollar. This discussion also does not apply to holders who acquired their UBS ordinary shares pursuant to the exercise of employee stock options or otherwise as compensation or through a tax-qualified retirement plan.

     The discussion is based on the tax laws of Switzerland and the United States, including the US Internal Revenue Code of 1986, as amended, its legislative history, existing and proposed regulations under the Internal Revenue Code, published rulings and court decisions, as in effect on the date of this document, as well as the convention between the United States of America and Switzerland, which we call the “Treaty,” all of which may be subject to change or change in interpretation, possibly with retroactive effect.

     For purposes of this discussion, a “US holder” is any beneficial owner of UBS ordinary shares that is:is for US federal income tax purposes:

  a citizen or resident of the United States,
 
  a domestic corporation or other entity taxable as a corporation, organized under the laws of the United States or any political subdivision of the United States,
 
  an estate, the income of which is subject to United States federal income tax without regard to its source, or

13


  a trust, if a court within the United States is able to exercise primary supervision over the administration of the trust and one or more United States persons have the authority to control all substantial decisions of the trust.

     The discussion does not generally address any aspects of Swiss taxation other than income and capital taxation or of United States taxation other than federal income taxation. Holders of UBS shares are urged to consult their tax advisors regarding the United States federal, state and local and the Swiss and other tax consequences of owning and disposing of these shares.shares in their particular circumstances.

Ownership of UBS Ordinary Shares—SwissShares-Swiss Taxation

Dividends and Distributions

     Dividends paid by UBS to a holder of UBS ordinary shares (including dividends on liquidation proceeds and stock dividends) are subject to a Swiss federal withholding tax at a rate of 35%. The withholding tax must be withheld from the gross distribution, and be paid to the Swiss Federal Tax Administration.

     A US holder that qualifies for Treaty benefits may apply for a refund of the withholding tax withheld in excess of the 15% Treaty rate. The claim for refund must be filed with the Swiss Federal Tax Administration, Eigerstrasse 65, CH-3003 Berne, Switzerland no later than December 31 of the third year following the end of the calendar year in which the income subject to withholding was due. The form used for obtaining a refund is Swiss Tax Form 82 (82C for companies; 82E for other entities; 82I821 for individuals), which may be obtained from any Swiss Consulate General in the United States or from the Swiss Federal Tax Administration at the address above. The form must be filled out in triplicate with each copy duly completed and signed before a notary public in the United States. The form must be accompanied by evidence of the deduction of withholding tax withheld at the source.

     Mellon Investor Services, the registrar for UBS AG shares in the US, is offering tax reclamation services for the cash dividends.

Repayment of capital in the form of a par value reduction is not subject to Swiss withholding tax.

-9-


Transfers of UBS Ordinary Shares

     The sale of UBS ordinary shares, whether by Swiss resident or non-resident holders (including US holders), may be subject to a Swiss securities transfer stamp duty of up to 0.15% calculated on the sale proceeds if it occurs through or with a bank or other securities dealer in Switzerland as defined in the Swiss Federal Stamp Tax Act. In addition to the stamp duty, the sale of UBS ordinary shares by or through a member of a recognized stock exchange may be subject to a stock exchange levy. Capital gains realized by a US holder upon the sale of UBS ordinary shares are not subject to Swiss income or gains taxes, unless such US holder holds such shares as business assets of a Swiss business operation qualifying as a permanent establishment for the purposes of the Treaty. In the latter case, gains are taxed at ordinary Swiss individual or corporate income tax rates, as the case may be, and losses are deductible for purposes of Swiss income taxes.

Ownership of UBS Ordinary Shares—UnitedShares-United States Federal Income Taxation

Dividends and Distribution

     Subject to the passive foreign investment company rules discussed below, US holders will include in gross income the gross amount of any dividend paid, before reduction for Swiss withholding taxes, by UBS out of its current or accumulated earnings and profits, as determined for United States federal income tax purposes, as ordinary income when the dividend is actually or constructively received by the US holder. Dividends paid to a noncorporate US holder in taxable years beginning before January 1, 2009 that constitute qualified dividend income will be taxable to the holder at a maximum rate of 15%, provided that the holder has a holding period in the shares of more than 61 days during the 120-day period beginning 60 days before the ex-dividend date and meets other holding period requirements. Dividends paid by UBS with respect to the shares will generally be qualified dividend income.

14


     For United States federal income tax purposes, a dividend will include a distribution characterized as a repayment of capital in the form of a par value reduction, if the distribution is made out of current or accumulated earnings and profits, as described above.

     Dividends will be income from sources outside the United States for foreign tax credit limitation purposes, but generally will be “passive income” or “financial services income,” which are treated separately from other types of income for foreign tax credit limitation purposes. Special rules apply in determining the foreign tax credit limitation with respect to dividends that are subject to the maximum 15% rate. The dividend will not be eligible for the dividends-received deduction generally allowed to United States corporations in respect of dividends received from other United States corporations.

     The amount of the dividend distribution included in income of a US holder will be the US dollar value of the Swiss franc payments made, determined at the spot Swiss franc/US dollar rate on the date such dividend distribution is included in the income of the US holder, regardless of whether the payment is in fact converted into US dollars. Generally, any gain or loss resulting from currency exchange fluctuations during the period from the date the dividend distribution is included in income to the date such dividend distribution is converted into US dollars will be treated as ordinary income or loss. Such gain or loss will generally be income or loss from sources within the United States for foreign tax credit limitation purposes. Distributions in excess of current and accumulated earnings and profits, as determined for United States federal income tax purposes, will be treated as a return of capital to the extent of the US holder’s basis in its UBS ordinary shares and thereafter as capital gain.

     Subject to certain limitations, the Swiss tax withheld in accordance with the Treaty and paid over to Switzerland will be creditable against the US holder’s United States federal income tax liability. To the extent a refund of the tax withheld is available to a US holder under the laws of Switzerland or under the Treaty, the amount of tax withheld that is refundable will not be eligible for credit against the US holder’s United States federal income tax liability, whether or not the refund is actually obtained.

     Stock dividends to US holders that are made as part of a pro rata distribution to all shareholders of UBS generally will not be subject to United States federal income tax. US holders that received a stock dividend that is subject to Swiss tax but not US tax may not have enough foreign income for US tax purposes to receive the benefit of the foreign tax credit associated with that tax, unless the holder has foreign income from other sources.

Transfers of UBS Ordinary Shares

     Subject to the passive foreign investment company rules discussed below, a US holder that sells or otherwise disposes of UBS ordinary shares generally will recognize capital gain or loss for United States federal income tax purposes equal to the difference between the US dollar value of the amount realized and the tax basis,

-10-


determined in US dollars, in the UBS ordinary shares. Capital gain of a non-corporate US holder that is recognized before January 1, 2009 is generally taxed at a maximum rate of 20%15% if the UBS ordinary shares were held for more than one year. The gain or loss will generally be income or loss from sources within the United States for foreign tax credit limitation purposes.

Passive Foreign Investment Company Rules

     UBS believes that UBS ordinary shares should not be treated as stock of a passive foreign investment company for United States federal income tax purposes, but this conclusion is a factual determination made annually and thus may be subject to change. In general, UBS will be a passive foreign investment company with respect to a US holder if, for any taxable year in which the US holder held UBS ordinary shares, either (i) at least 75% of the gross income of UBS for the taxable year is passive income or (ii) at least 50% of the value, determined on the basis of a quarterly average, of UBS’s assets is attributable to assets that produce or are held for the production of passive income.income (including cash). If UBS were to be treated as a passive foreign investment company, then unless a US holder makes a mark-to-market election, gain realized on the sale or other disposition of UBS ordinary shares would in general not be treated as capital gain. Instead, a US holder would be treated as if the holder had realized such gain and certain “excess distributions” ratably over the holder’s holding period for the shares and would be taxed at the highest tax rate in effect for each such year to which the gain was allocated, together with an interest charge in respect of the tax attributable to each such year. In addition, dividends received from UBS would not be eligible for the preferential tax rate applicable to qualified dividend income if UBS were to be treated as a passive foreign investment company either in the taxable year of the distribution or the preceding taxable year, but would instead be taxable at rates applicable to ordinary income.

F—Dividends and Paying Agents.

15


     Not required because this Form 20-F is filed as an annual report.

G—Statement by Experts.

     Not required because this Form 20-F is filed as an annual report.

G—Statement by Experts.

     Not required because this Form 20-F is filed as an annual report.

H—Documents on Display.

     UBS files periodic reports and other information with the Securities and Exchange Commission. You may read and copy any document that UBS fileswe file with the SEC on the SEC’s website, www.sec.gov, or at the SEC’s public reference room at 450 Fifth Street N.W.,NW, Washington, D.C.DC, 20549. Please call the SEC at 1-800-SEC-0330 (in the US) or at +1 202 942 8088 (outside the US) for further information on the operation of its public reference room. You may also inspect UBS’sour SEC reports and other information at the New York Stock Exchange, Inc., 20 Broad Street, New York, New York 10005 and the American Stock Exchange LLC, 86 Trinity Place, New York, NY 10006. Some10005. Much of this additional information may also be found on the UBS website at www.ubs.com/investors.

I—Subsidiary Information.

     Not applicable.

Item 11. Quantitative and Qualitative Disclosures About Market Risk.

A—Quantitative Information About Market Risk.

     Please see the sectionMarket Riskon pages 7158 to 7564 of the attached Handbook 2002/2003.2004/2005.

B—Qualitative Information About Market Risk.

     Please see the sectionMarket Riskon pages 7158 to 7564 of the attached Handbook 2002/2003.2004/2005.

C—Interim Periods.

     Not applicable.

-11-


D—Safe Harbor.

     The safe harbor provided in Section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange Act of 1934 (“statutory safe harbors”) applies to information provided pursuant to paragraphs (a), (b) and (c) of this Item 11.

E—Small Business Issuers.

     Not applicable.

Item 12. Description of Securities Other than Equity Securities.

     Not required because this Form 20-F is filed as an annual report.

-12-16


PART II

Item 13. Defaults, Dividend Arrearages and Delinquencies.

     There has been no material default in respect of any indebtedness of UBS AG or any of its significant subsidiaries or any arrearages of dividends or any other material delinquency not cured within 30 days relating to any preferred stock of UBS AG or any of its significant subsidiaries.

Item 14. Material Modifications to the Rights of Security Holders and Use of Proceeds.

     Not applicable.

Item 15. Controls and Procedures.

     Please see page 116110 of the attached Handbook 2002/2003.2004/2005.

Item 16. [Reserved].16.A Audit Committee Financial Expert

     See subsectionCompliance with NYSE Listing Standards on Corporate Governancein ourCorporate Governancesection on page 114 of the attached Handbook 2004/2005. Please also see page 91 of the attached Handbook 2004/2005.

Item 16.B Code of Ethics

     See subsectionCompliance with NYSE Listing Standards on Corporate Governancein ourCorporate Governancesection on page 115 of the attached Handbook 2004/2005. The code is published on our website under http://www.ubs.com/about.

Item 16.C Principal Accountant Fees and Services

     See subsectionAuditorsin ourCorporate Governancesection on pages 107 and 108 of the attached Handbook 2004/2005.

Item 16.D Exemptions from the Listing Standards for Audit Committee

     Not applicable.

Item 16.E Purchases of Equity Securities by the Issuer and Affiliated Purchasers

     See subsectionTreasury Sharesin sectionCapital Management & the UBS shareon page 75 of the attached Handbook 2004/2005.

17


PART III

Item 17. Financial Statements.

     Not applicable.

Item 18. Financial Statements.

     The Financial Statements included on pages 7781 to 177190 of the attached Financial Report 20022004 are incorporated by reference herein.

Item 19. Exhibits.

   
Exhibit  
Number Description
1.1. Articles of Association of UBS AG.
   
1.2. Organization Regulations of UBS AG.
   
2(b) Instruments defining the rights of the holders of long-term debt issued by UBS AG and its subsidiaries.

We agree to furnish to the SEC upon request, copies of the instruments, including indentures, defining the rights of the holders of our long-term debt and of our subsidiaries’ long-term debt.
   
7. Statement regarding ratio of earnings to fixed charges.
   
8. Significant Subsidiaries of UBS AG.

Please see Note 35 on pages 153 to 156 of the attached Financial Report 2002.
   
10.Please see Note 36 on pages 162 to 165 of the attached Financial Report 2004.
12.The certifications required by Rule 13(a)-14(a) (17 CFR 240.13a-14(a)).
13.The certifications required by Rule 13(a)-14(b) (17 CFR 240.13a-14(b)) and Section 1350 of Chapter 63 of Title 18 of the United States Code (18 U.S.C. 1350).
15. Consent of Ernst & Young Ltd.

-13-18


SIGNATURES

SIGNATURES

     The registrant hereby certifies that it meets all of the requirements for filing on Form 20-F and that it has duly caused and authorized the undersigned to sign this annual report on its behalf.

   
 UBS AG
 
 /s/ Peter A. Wuffli
————————————————————————
Name:  Peter A. Wuffli
Title:  President of the GroupChief Executive BoardOfficer
 
   
 
/s/ Hugo Schaub
————————————————————————
Name:    Hugo Schaub
Title:      Group Controller
Clive Standish
Date: March 19, 2003

-14-


CERTIFICATIONS UNDER SECTION 302 OF THE SARBANES-OXLEY ACT OF 2002

I, Peter A. Wuffli, certify that:

1.I have reviewed this annual report on Form 20-F of UBS AG;
 
 2.Name:  Clive StandishBased on my knowledge, this annual report does not contain any untrue statement of a material fact or omit to state a material fact necessary to make the statements made, in light of the circumstances under which such statements were made, not misleading with respect to the period covered by this annual report;
 
 3.Title:  Group Chief Financial OfficerBased on my knowledge, the financial statements, and other financial information included in this annual report, fairly present in all material respects the financial condition, results of operations and cash flows of the registrant as of, and for, the periods presented in this annual report;
 
 4.The registrant’s other certifying officers and I are responsible for establishing and maintaining disclosure controls and procedures (as defined in Exchange Act Rules 13a-14 and 15d-14) for the registrant and have:

       a) designed such disclosure controls and procedures to ensure that material information relating to the registrant, including its consolidated subsidiaries, is made known to us by others within those entities, particularly during the period in which this annual report is being prepared;
       b) evaluated the effectiveness of the registrant’s disclosure controls and procedures as of a date within 90 days prior to the filing date of this annual report (the “Evaluation Date”); and
       c) presented in this annual report our conclusions about the effectiveness of the disclosure controls and procedures based on our evaluation as of the Evaluation Date;
Date: March 16, 2005

5.The registrant’s other certifying officers and I have disclosed, based on our most recent evaluation, to the registrant’s auditors and the audit committee of registrant’s board of directors (or persons performing the equivalent function):
19

       a) all significant deficiencies in the design or operation of internal controls which could adversely affect the registrant’s ability to record, process, summarize and report financial data and have identified for the registrant’s auditors any material weaknesses in internal controls; and
       b) any fraud, whether or not material, that involves management or other employees who have a significant role in the registrant’s internal controls; and


6.The registrant’s other certifying officers and I have indicated in this annual report whether or not there were significant changes in internal controls or in other factors that could significantly affect internal controls subsequent to the date of our most recent evaluation, including any corrective actions with regard to significant deficiencies and material weaknesses.

INDEX TO EXHIBITS

   
Date: March 19, 2003Exhibit  
Number /s/ Peter A. Wuffli

Name:    Peter A. Wuffli
Title:      President of the Group Executive Board
              (principal executive officer)
Description

-15-


I, Hugo Schaub, certify that:

1.1.1. I have reviewed this annual report on Form 20-FArticles of Association of UBS AG;AG.
2.Based on my knowledge, this annual report does not contain any untrue statement of a material fact or omit to state a material fact necessary to make the statements made, in light of the circumstances under which such statements were made, not misleading with respect to the period covered by this annual report;
3.Based on my knowledge, the financial statements, and other financial information included in this annual report, fairly present in all material respects the financial condition, results of operations and cash flows of the registrant as of, and for, the periods presented in this annual report;
4.The registrant’s other certifying officers and I are responsible for establishing and maintaining disclosure controls and procedures (as defined in Exchange Act Rules 13a-14 and 15d-14) for the registrant and have:

       a) designed such disclosure controls and procedures to ensure that material information relating to the registrant, including its consolidated subsidiaries, is made known to us by others within those entities, particularly during the period in which this annual report is being prepared;
       b) evaluated the effectiveness of the registrant’s disclosure controls and procedures as of a date within 90 days prior to the filing date of this annual report (the “Evaluation Date”); and
       c) presented in this annual report our conclusions about the effectiveness of the disclosure controls and procedures based on our evaluation as of the Evaluation Date;

5.The registrant’s other certifying officers and I have disclosed, based on our most recent evaluation, to the registrant’s auditors and the audit committee of registrant’s board of directors (or persons performing the equivalent function):

       a) all significant deficiencies in the design or operation of internal controls which could adversely affect the registrant’s ability to record, process, summarize and report financial data and have identified for the registrant’s auditors any material weaknesses in internal controls; and
       b) any fraud, whether or not material, that involves management or other employees who have a significant role in the registrant’s internal controls; and

6.The registrant’s other certifying officers and I have indicated in this annual report whether or not there were significant changes in internal controls or in other factors that could significantly affect internal controls subsequent to the date of our most recent evaluation, including any corrective actions with regard to significant deficiencies and material weaknesses.

   
Date: March 19, 20031.2.Organization Regulations of UBS AG.
2(b)Instruments defining the rights of the holders of long-term debt issued by UBS AG and its subsidiaries. We agree to furnish to the SEC upon request, copies of the instruments, including indentures, defining the rights of the holders of our long-term debt and of our subsidiaries’ long-term debt.
7.Statement regarding ratio of earnings to fixed charges.
8.Significant Subsidiaries of UBS AG.
  
 Please see Note 36 on pages 162 to 165 of the attached Financial Report 2004.
  /s/ Hugo Schaub

Name:    Hugo Schaub
Title:     Group Controller
              (principal accounting officer
12.The certifications required by Rule 13(a)-14(a) (17 CFR 240.13a-14(a)).
13.The certifications required by Rule 13(a)-14(b) (17 CFR 240.13a-14(b)) and
              principal financial officer) Section 1350 of Chapter 63 of Title 18 of the United States Code (18 U.S.C. 1350).
15.Consent of Ernst & Young Ltd.

-16-20


(UBS LOGO)

Financial Report 2004 – U.S. Version

(GRAPHIC)


     
ContentsIntroduction
  1
2
3
4
6 
     
Profile7
8
9
10
    
Introduction  115 
UBS Group Financial Highlights  216 
UBS Group  3
Our Business Groups4
Sources of Information about UBS5
Information for Readers816 
 
Group Financial ReviewUBS Performance Indicators
  19
Group Results20 
     
Review of23
24
32
41
47
52
58
    
Group PerformanceIndustrial Holdings
  35
Introduction36
UBS Wealth Management &
Business Banking
42
UBS Global Asset Management52
UBS Warburg57
UBS PaineWebber66
Corporate Center7265 
 
UBS Group Financial StatementsBalance Sheet and Cash Flows
  7767
68
71
73
74
76
81 
 
  179191 
 
  193205 

Introduction

Introduction

TheOur Financial Report 2002 forms an essential part of our annual reporting portfolio. It includes the audited Financial Statementsfinancial statements of the UBS Group for 20022004 and 2001,2003, prepared according to International Financial Reporting Standards (IFRS) and reconciled to the United States’ Generally Accepted Accounting Principles (US GAAP), and the audited financial statements of UBS AG (the “Parent Bank”) for 2002,2004 and 2003, prepared according to Swiss Banking Law requirements. It also contains a discussion and analysis of the financial and business performance of the UBS Group and its Business Groups, and additional disclosures required under Swiss and US regulations.

The Financial Report should be read in conjunction with the other information published by UBS, described on pages 5 and 6.page 4.

We sincerely hope that you will find the information in our reporting documentsannual reports useful and informative. We believe that UBS is amongone of the leaders in corporate disclosure, butalthough we would be very interested to hear your views on how we might improve the content, information and presentation of our information portfolio.the reporting products that we publish.


Mark Branson
Chief Communication Officer
UBS AG



1


                                                                                 Profile

Introduction

UBS Group Financial Highlights

financial highlights

1Operating expenses/operating incomebefore credit loss expense.
2Excludes the amortization of goodwilland other intangible assets.
3For EPS calculation, see Note 8 to theFinancial Statements.
4Net profit/average shareholders’ equityexcluding dividends.
5Includes hybrid Tier 1 capital, pleaserefer to Note 29e in the Notes to the Financial Statements.
6Klinik Hirslanden was sold on 5December 2002. The Group headcount does not include the Klinik Hirslanden headcount of 2,450 and 1,839 for 31 December 2001 and 31 December 2000, respectively.
7See the Capital strength section onpages 10 and 11 of the UBS Handbook 2002/2003.
8Details of significant financial eventscan be found in the Group Financial Review section.
The segment results have been restated to reflect the new Business Group structure and associated management accounting changes implemented during 2002.
All results presented include PaineWebber from the date of acquisition, 3 November 2000.
                 
UBS Income Statement
  For the year ended  % change from 
     
CHF million, except where indicated
  31.12.04   31.12.03   31.12.02   31.12.03 
 
Net profit  8,089   6,239   3,530   30 
 
Basic earnings per share (CHF)1
  7.68   5.59   2.92   37 
 
Diluted earnings per share (CHF)1
  7.47   5.48   2.87   36 
 
Return on shareholders’ equity (%)2
  24.7   17.8   8.9     
 
                 
Financial Businesses3
                
 
Operating income  37,402   33,790   34,107   11 
 
Operating expenses  26,935   25,613   29,570   5 
 
Net profit  8,044   6,239   3,530   29 
 
Cost/income ratio (%)4
  72.6   75.6   86.4     
 
Net new money, wealth management businesses (CHF billion)5
  59.4   50.8   36.2     
 
Headcount (full-time equivalents)  67,424   65,929   69,061   2 
 
                 
UBS balance sheet and capital management
      As at      % change from 
     
CHF million, except where indicated
  31.12.04   31.12.03   31.12.02   31.12.03 
 
Balance sheet key figures
                
 
Total assets  1,734,784   1,550,056   1,346,678   12 
 
Shareholders’ equity  34,978   35,310   38,952   (1)
 
Market capitalization
  103,638   95,401   79,448   9 
 
BIS capital ratios
                
 
Tier 1 (%)6
  11.8   11.8   11.3     
 
Total BIS (%)  13.6   13.3   13.8     
 
Risk-weighted assets  264,125   251,901   238,790   5 
 
Invested assets (CHF billion)
  2,250   2,133   1,959   5 
 
Long-term ratings
                
 
Fitch, London  AA+
   AA+
   AAA
     
 
Moody’s, New York  Aa2
   Aa2
   Aa2
     
 
Standard & Poor’s, New York  AA+
   AA+
   AA+
     
 
                 
CHF million, except where indicated % change from 
For the year ended  31.12.02   31.12.01   31.12.00   31.12.01 

Income statement key figures
                
Operating income  34,121   37,114   36,402   (8)
Operating expenses  29,577   30,396   26,203   (3)
Operating profit before tax  4,544   6,718   10,199   (32)
Net profit  3,535   4,973   7,792   (29)
Cost/income ratio (%)1
  86.2   80.8   72.2     
Cost/income ratio before goodwill (%)1, 2
  79.0   77.3   70.4     

Per share data (CHF)
                
Basic earnings per share3
  2.92   3.93   6.44   (26)
Basic earnings per share before goodwill2, 3
  4.73   4.97   7.00   (5)
Diluted earnings per share3
  2.87   3.78   6.35   (24)
Diluted earnings per share before goodwill2, 3
  4.65   4.81   6.89   (3)

Return on shareholders’ equity (%)
                
Return on shareholders’ equity4
  8.9   11.7   21.5     
Return on shareholders’ equity before goodwill2, 4
  14.4   14.8   23.4     

CHF million, except where indicated           % change from
As at  31.12.02   31.12.01   31.12.00   31.12.01 

Balance sheet key figures
                
Total assets  1,181,118   1,253,297   1,087,552   (6)
Shareholders’ equity  38,991   43,530   44,833   (10)

Market capitalization
  79,448   105,475   112,666   (25)

BIS capital ratios
                
Tier 1 (%)5
  11.3   11.6   11.7   7 
Total BIS (%)  13.8   14.8   15.7     
Risk-weighted assets  238,790   253,735   273,290   (6)

Invested assets (CHF billion)
  2,037   2,448   2,445   (17)

Headcount (full-time equivalents)
  69,061   69,9856   71,0766   (1)

Long-term ratings7
   ��            
Fitch, London AAA AAA AAA    
Moody’s, New York Aa2 Aa2 Aa1    
Standard & Poor’s, New York AA+ AA+ AA+    

 
Earnings adjusted for significant financial events and pre-goodwill2, 8
CHF million, except where indicated           % change from
For the year ended  31.12.02   31.12.01   31.12.00   31.12.01 

Operating income  33,894   37,114   36,402   (9)
Operating expenses  27,117   29,073   25,096   (7)
Operating profit before tax  6,777   8,041   11,306   (16)
Net profit  5,529   6,296   8,799   (12)

Cost/income ratio (%)1
  79.5   77.3   69.2     
Basic earnings per share (CHF)3
  4.57   4.97   7.28   (8)
Diluted earnings per share (CHF)3
  4.50   4.81   7.17   (6)

Return on shareholders’ equity (%)4
  13.9   14.8   24.3     

1 For the EPS calculation, see note 8 to the financial statements.  2 Net profit/average shareholders’ equity less dividends.  3 Excludes results from Industrial Holdings.  4 Operating expenses/operating income less credit loss expense or recovery.  5 Includes Wealth Management and Wealth Management USA. Excludes interest and dividend income.  6 Includes hybrid Tier 1 capital, please refer to note 29 to the financial statements.


From third quarter 2004 onwards, Motor-Columbus has been fully consolidated in UBS’s Financial Statements. The reporting structure is split into two components: Financial Businesses and Industrial Holdings.

2


UBS Group

UBS at a glance

UBS is one of the world’s leading financial firms, serving a discerning global client base. As an organization, we combineit combines financial strength with a global culture that embraces change. We are the world’s leading provider of wealth management services and one of the largest asset managers globally. In the investment banking and securities businesses, we are among the select bracket of major global houses. In Switzerland, we are the clear market leader serving corporate and retail clients. As an integrated firm, we createUBS creates added value for our clients by drawing on the combined resources and expertise of all ourits businesses.

Our first priority

UBS is always our clients’ successpresent in all major financial centers worldwide, with offices in 50 countries. UBS employs 67,424 people, 39% in the Americas, 38% in Switzerland, 16% in Europe and we put advice at7% in the heartAsia Pacific time zone.
UBS is one of our relationships with them. We take the time to understandbest-capitalized financial institutions in the unique needs and goals of each of our clients. Our priority is to provide premium quality services to our clients, giving them the best possible choice by supplementing best-in-class solutions we develop ourselvesworld, with a quality-screened selectionBIS Tier 1 ratio of products from others.11.8%, invested assets of CHF 2.25 trillion, shareholders’ equity of CHF 35.0 billion and market capitalization of CHF 103.6 billion on 31 December 2004.

Businesses

Wealth management

With head offices in Zurich and Basel, and more than 69,000 employees, we operate140 years of experience, an extensive global network of around 180 offices and almost CHF 800 billion in over 50 countries and from all major international financial centers. Our global physical presence is complemented by our strategy of offering clients products and services via a variety of different channels — from the traditional retail bank branch to sophisticated, interactive online tools, helping us to deliver our services more quickly, widely and cost-effectively than ever before.


3


Profile

Our Business Groups

All our Business Groups are in the top echelons of their sectors globally and are committed to vigorously growing their franchises.

invested assets, UBS Wealth Management & Business Banking

UBS Wealth Management & Business Banking is the world’s leading wealth management business and the leading corporate and retail bank in Switzerland. Almost 3,300 private bankingbusiness. Some 3,700 client advisors working from offices around the world, provide a comprehensive range of in-house and third party products and services customized for wealthy individuals. The Business Banking unit, holding roughly a quarterindividuals, ranging from asset management to estate planning and from corporate finance to art banking. In the US, UBS is one of the Swiss lending market, offers comprehensivebiggest private client businesses with a client base of nearly 2 million. Its American network of around 7,500 financial advisors manages roughly CHF 640 billion in invested assets and provides sophisticated services to affluent and high net worth clients.

Investment banking and securities services for 3.5 million individuals and 180,000 corporate clients in Switzerland as well as 5,000 financial institutions worldwide.

UBS Global Asset Management

UBS Global Asset Management is a leading institutional asset manager and mutual fund provider, with invested assets of CHF 557 billion. It offers a broad range of asset management services and products for institutional clients and financial intermediaries across the world.

UBS Warburg

UBS Warburg is a global investment banking and securities firm. Consistently placingfirm with a strong institutional and corporate client franchise. Consis-

tently placed in the top tiertiers of major industry rankings, it is a leading player in the global primary and secondary markets for equity, equity-linked and equity derivative products. In fixed income, products.it is a first-rate global player. In foreign exchange, it places first in many key industry rankings. In investment banking, it provides first-class advice and execution capabilities to its corporate client base worldwide. SharplyAll its businesses are sharply client-focused, it providesproviding innovative products, top-quality research and comprehensive access to the world’s capital marketsmarkets.

Asset management

UBS, a leading asset manager with invested assets of slightly more than CHF 600 billion, provides a broad base of innovative capabilities stretching from traditional to alternative investment solutions for, itsamong other clients, financial intermediaries and institutional investors across the world.

Swiss corporate and institutionalindividual clients

Depending on segment, UBS holds roughly a quarter and for the rest of UBS.

UBS PaineWebber

UBS PaineWebber is the fourth largest private client business in the US, with a client base of over 2 million private investors — focused on the most affluent in the country. Its network of almost 9,000 financial advisors manage CHF 584 billion in invested assets and provide sophisticated wealth management services to their clients.

Corporate Center

The rolethird of the Swiss banking market. It offers comprehensive banking and securities services for approximately 3.5 million individual and around 143,000 corporate clients, including institutional investors, public entities and foundations based in Switzerland, as well as 3,000 financial institutions worldwide. With a total loan book of nearly CHF 140 billion, UBS leads the Swiss lending and retail mortgage markets.

Corporate Center

The Corporate Center is to ensurepartners with the businesses, ensuring that the Business Groups operatefirm operates as a coherent and effectiveintegrated whole in alignment with UBS’s overall corporate goals. The scopea common vision and set of Corporate Center’s activities covers financial and capital management, risk management and control, branding, communication, legal advice and human resources management.values.



43


Introduction

Sources of Information about UBSinformation

This Financial Report contains our audited Financial Statementsfinancial statements for the year 20022004 and the related detailed analysis. You can find out more about UBS from the sources shown below.below.

Publications

Publications

This Financial Report is available in English and German. (SAP-R/3 80531-0301)(SAP no. 80531-0501).

Annual Review 20022004

Our Annual Review contains a short description of UBS whatand our vision and values are,Business Groups, as well as a summary review of our performance in the year 2002.2004. It is available in English, German, French, Italian, Spanish and Spanish. (SAP-R/3 80530-0301)Japanese. (SAP no. 80530-0501).

Handbook 2002/20032004/2005

OurThe Handbook 2002/20032004/2005 contains a detailed description of UBS, itsour strategy, organization, and the businesses, that make it up.as well as our financial management including credit, market and operational risk, our capital management approach and details of our corporate governance. It is available in English and German. (SAP-R/3 80532-0301)(SAP no. 80532-0501).

Quarterly reports

We provide detailed quarterly financial reporting and analysis, including comment on the progress of our businesses and key strategic initiatives. These quarterly reports are available in English.

The compensation report

Our compensation report provides detailed information on the compensation paid in 2004 to the members of UBS’s Board of Directors (BoD) and the Group Executive Board (GEB). The report is available in English and German. (SAP no. 82307-0501). The same information can also be read in the Corporate Governance chapter of the Handbook 2004/2005.

The making of UBS

A brochure published in early 2005 outlines the series of transformational mergers and acquisitions that created today’s UBS. It also includes brief profiles of the firm’s antecedent companies and their historical roots. It is available in English and German. (SAP no. 82252).

How to order reports

Each of these reports is available on the internet at: www.ubs.com/investors, in the “Financials”Financials section. Alternatively, printed copies can be ordered, quoting the SAP numbernum-

ber and the language preference where applicable, from UBS AG, Information Center, CA50-XMB, P.O. Box, CH-8098 Zurich, Switzerland.

Information tools for investors

E-information tools for investors

Website

Our InvestorsAnalysts and AnalystsInvestors website at www.ubs.com/investors offers a wide range of information about UBS, including our financial reporting, media releases, UBSinformation (including SEC filings), corporate information, share price graphs and data, corporatean event calendar, and dividend information and copies of recent presen-

tationspresentations given by members of senior management to investors at external conferences.
Our internet-based information on the internet is available in English and German, with some sections in French and Italian.Italian as well.

MessengerMessaging service

On the InvestorsAnalysts and AnalystsInvestors website, you can register to receive news alerts about UBS via Short Messaging System (SMS) or e-mail. Messages are sent in either English or German and users are able to state their preferences for the topics of the alerts received.

Results presentations

Senior management presentpresents UBS’s results every quarter. These presentations are broadcast live over the internet, and can be downloaded on demand. The most recent resultsresult webcasts can be found in the “Financials”Financials section of our Investors and Analysts website.

UBS and the environment

The Handbook 2002/2003 contains a summary of UBS environmental policies as part of the Corporate Responsibility section. More detailed information is available at: www.ubs.com/ environment

Form 20-F and other submissions to the US Securities and Exchange Commission

We file periodic reports and submit other information about UBS withto the US Securities and Exchange Commission (SEC). Principal among these filings is the Form 20-F,20-F; our Annual Report filed pursuant to the US Securities Exchange Act of 1934.

Our Form 20-F filing is structured as a “wrap-around” document. Most sections of the filing are satisfied by referring to parts of this


5


                                                                Profile

the Handbook 2004/2005 or to parts of thethis Financial Report 2002.2004. However, there is a small amount of additional information in the Form 20-F which is not presented elsewhere, and is particularly targeted at readers in the US. You are encouraged to refer to this additional disclosure.



4


You may read and copy any document that we file with the SEC on the SEC’s website, www.sec.gov, or at the SEC’s public reference room at 450 Fifth Street NW, Washington, DC, 20549. Please call the SEC at 1-800-SEC-0330 (in the US) or at +1 202 942 8088 (outside the

US) for further information on the operation of its public reference room. You may also

inspect our SEC reports and other information at the New York Stock Exchange, Inc., 20 Broad Street, New York, NY 10005 and the American Stock Exchange LLC, 86 Trinity Place, New York, NY 10006.10005. Much of this additional information may also be found on the UBS website at www.ubs.com/investors, and copies of documents filed with the SEC may be obtained from UBS’s Investor Relations team, at the addresses shown on the followingnext page.




Corporate information

Corporate information

The legal and commercial name of the company is UBS AG. The company was formed on 29 June 1998, when Union Bank of Switzerland (founded 1862) and Swiss Bank Corporation (founded 1872) merged to form UBS.

UBS AG is incorporated and domiciled in Switzerland and operates under Swiss Company Law and Swiss Federal
Banking Law as an Aktiengesellschaft, a corporation that has issued shares of common stock to investors.
The addresses and telephone numbers of our

two registered offices and principal places of business are:

Bahnhofstrasse 45, CH-8098 Zurich, Switzerland, telephone +41-1-234+41-44-234 11 11;
and Aeschenvorstadt 1,
CH-4051 Basel, Switzerland, telephone +41-61-288 20 20.
UBS AG shares are listed on the SWX Swiss Exchange and traded(traded through the latter’s majority-owned virt-xits trading platform. UBS shares are also listedplatform virt-x), on the New York Stock Exchange and on the Tokyo Stock Exchange.



65


Introduction

Contacts

       

Switchboards
Zurich+41 1 234 1111
For all general queries.London+44 20 7568 0000
New York+1 212 821 3000
Hong Kong+852 2971 8888

UBS Investor RelationsZurich
Our Investor Relations team supportsHotline:+41 1 234 4100UBS AG
institutional, professionalChristian Gruetter+41 1 234 4360Investor Relations G41B
and retail investors from offices inMark Hengel+41 1 234 8439P.O. Box
Zurich and New York.Catherine Lybrook+41 1 234 2281CH-8098 Zurich, Switzerland
Oliver Lee+41 1 234 2733
www.ubs.com/investorsFax+41 1 234 3415
New York
Hotline:+1 212 713 3641UBS Americas Inc.
Richard Feder+1 212 713 6142Investor Relations
Christopher McNamee+1 212 713 3091135 W. 50th Street, 9th Floor
Fax+1 212 713 1381New York, NY 10020, USA
sh-investorrelations@ubs.com

UBS Group Media RelationsZurich+41 1 234 8500sh-gpr@ubs.com
Our Group Media Relations teamLondon+44 20 7567 4714sh-mr-london@ubsw.com
supports global media andNew York+1 212 713 8391sh-mediarelations-ny@ubsw.com
journalists from offices in Zurich, London,Hong Kong+852 2971 8200sh-mediarelations-ap@ubs.com
New York and Hong Kong.      
 
www.ubs.com/mediaFor all general queries.Zurich+41-44-234 1111
London+44-20-7568 0000
New York+1-212-821 3000
Hong Kong+852-2971 8888
      

UBS Shareholder ServicesInvestor Relations
 Hotline 
Our Investor Relations team supports institutional, professional and retail investors from our office in Zurich.Zurich
Hotline+41 1 235 620241-44-234 4100 UBS AG
www.ubs.com/investorsMatthew Miller+41-44-234 4360Investor Relations
Patrick Zuppiger+41-44-234 3614P.O. Box
Caroline Ryton+41-44-234 2281CH-8098 Zurich, Switzerland
Fax+41-44-234 3415sh-investorrelations@ubs.com
Media Relations
Our Media Relations team supports global media and journalists from offices in Zurich, London, New York and Hong Kong.Zurich+41-44-234 8500mediarelations@ubs.com
London+44-20-7567 4714ubs-media-relations@ubs.com
www.ubs.com/mediaNew York+1-212-882 5857mediarelations-ny@ubs.com
Hong Kong+852-2971 8200sh-mediarelations-ap@ubs.com
Shareholder Services
UBS Shareholder Services, a unit of the Company Secretary, is responsible for the registration of the Global Registered Shares.Hotline+41-44-235 6202UBS AG
 Fax +41 1 23541-44-235 3154 Shareholder Services — GUMV
the Company Secretary, is responsible
     P.O. Box
for the registration of the Global
     CH-8098 Zurich, Switzerland
Registered Shares. It is split into two
      
parts — a Swiss register, which is
     sh-shareholder-service@ubs.comsh-shareholder-services@ubs.com
maintained by UBS acting as Swiss transfer
      
agent, and a
US register, which isTransfer Agent
      
maintained by
For all Global Registered Share-
related queries in the US.

www.melloninvestor.com
Calls from the US+1-866-541 9689Mellon Investor ServiceServices
 
Calls outside the US+1-201-329 8451Overpeck Centre
Fax+1-201-296 480185 Challenger Road
Ridgefield Park, NJ 07660, USA
sh-relations@melloninvestor.com

6


Presentation of Financial Information


Presentation of Financial Information

UBS reporting structure

Changes to reporting structure in 2004

We implemented a new reporting structure during 2004, under which we separate the analysis of our financial businesses from the impact of our industrial holdings. We adopted this new reporting structure on assuming majority ownership of the holding company Motor-Columbus after purchasing an additional 20% stake on 1 July 2004. Motor-Columbus’s only significant asset is a 59.3% interest in the Atel Group. Atel, based in Olten, Switzerland, is an energy provider focused on domestic and international power generation, electricity transmission, energy services as well as electricity trading and marketing. Due to the increased complexity that the consolidation of this energy utility adds to our financial reporting, we have split the commentary of our results into two parts. We have provided commentary and analysis of our financial businesses – which include all our pre-existing business units – separately from the new industrial holdings unit, housing Motor-Columbus. In this way, we aim for complete continuity in the presentation and analysis of our core businesses. The new reporting structure is shown in detail in the diagram below.

We also decided in 2004 to increase the transparency of our Corporate Center by splitting it into two business units: Corporate Functions and Private Banks & GAM, showing separately the performance of the holding company which contains our independently branded private banks and the specialist asset manager GAM.
None of the above changes had an impact on our consolidated financial statements, but we have restated our segment reporting for prior periods for all business units affected to reflect these changes.

Changes to accounting in 2004

At the start of 2004, we implemented the following changes in accounting:
early adoption of revisedIAS 32 Financial Instruments: Disclosure and Presentationand revisedIAS 39 Financial Instruments: Recognition and Measurement.

change in the accounting for investment property from historical cost less accumulated depreciation to the fair value method.
change in accounting for credit losses on over-the-counter (OTC) derivatives which are now reported as incurred in net trading income and no longer charged to credit loss expense (and deferred over three years for internal management reporting and in the results discussion).
exclusion from invested assets of corporate client assets in the Business Banking Switzerland unit (except for pension fund assets).
These changes lowered 2003 and 2002 net profit by CHF 146 million and CHF 5 million respectively. All figures and results presented in this report reflect these changes.

Other new disclosures

As part of our continuing effort to improve the transparency of our financial reporting and provide the best possible understanding of our business, we have made a number of enhancements to our disclosure.

In the results discussion, we split our underwriting fee results to show equity and fixed income contributions separately.
In our Business Banking Switzerland unit, we split our revenues to show the breakdown between interest income and non-interest income, giving a more distinct picture of the unit’s sources of revenue.
In the Wealth Management USA Business Group, we now indicate the split between private client and municipal finance revenues, better explaining the performance of the business. To that end, we have also introduced a new performance indicator that shows the productivity per financial advisor.
With the launch of our IT infrastructure unit (ITI), we have also started to show a new line called ‘Services to/from other business units’. This line is a net figure consisting of all inter-business services, the majority of which relate to ITI.



(GRAPHIC)

8


Measurement and analysis of performance

UBS’s performance is reported in accordance with International Financial Reporting Standards (IFRS).

Seasonal characteristics

Our main businesses do not generally show significant seasonal patterns – except for the Investment Bank Business Group, where revenues are impacted by the seasonal characteristics of general financial market activity and deal flows in investment banking.

When discussing quarterly performance, we therefore compare the Investment Bank’s results of the reported quarter with those achieved in the same period of the previous year. Similarly, when considering the impact of the Investment Bank’s performance on UBS’s financial statements, we discuss our overall quarterly performance on a year-on-year basis–comparing the actual quarter with the same quarter in the previous year. For all other Business Groups, results are compared with the previous quarter as they are only slightly impacted by seasonal components (e. g. asset withdrawals in fourth quarter or lower client activity levels during the holiday season).

Performance indicators

UBS performance indicators

We focus on a consistent set of four long-term performance indicators designed to ensure that we deliver continuously improving returns to our shareholders. We report our performance each quarter:
return on equity
growth in basic earnings per share (EPS)
cost/income ratio
net new money in our wealth management units (Wealth Management and Wealth Management USA

Business Group performance indicators

At the Business Group or business unit level, performance is measured with carefully chosen performance indicators. These do not carry explicit targets, but are indicators of the business units’ success in creating value for shareholders. They reflect the key drivers of each unit’s core business activities and include both financial metrics, such as the cost/income ratio, and non-financial metrics, such as invested assets or the number of client advisors.
These performance indicators are used for internal performance measurement and planning as well as external reporting. This ensures that management has a clear responsibility to lead businesses towards achieving success in the

externally reported value drivers, avoiding the risk of management to purely internal performance measures.

Client / invested assets reporting

Since 2001, we have reported two distinct metrics for client funds:
Client assetsare all client assets managed by or deposited with UBS including custody-only assets and assets held for purely transactional purposes.
Invested assetsis a more restrictive term and includes all client assets managed by or deposited with UBS for investment purposes.
Invested assets is our central measure and excludes all assets held for purely transactional and or custody-only purposes. It includes, for example, discretionary and advisory wealth management portfolios, managed institutional assets, managed fund assets and wealth management securities or brokerage accounts, but excludes custody-only assets, and transactional cash or current accounts. Since 1 January 2004, corporate client assets (other than pension funds) deposited with the Business Banking Switzerland unit have been excluded, as we have a minimal advisory role for such clients and as asset flows are driven more by liquidity requirements than investment reasons. Non-bankable assets (e. g. art collections) and deposits from third-party banks for funding or trading purposes are excluded from both measures.
Net new money is defined as the sum of the acquisition of invested assets from new clients, the loss of invested assets due to client defection and inflows and outflows of invested assets from existing clients. Interest and dividend income, the effects of market or currency movements as well as acquisitions and divestments are excluded from net new money. The use of invested assets to fund interest expense on clients’ loans results in net new money outflows.
When products are managed in one Business Group and sold in another, they are counted in both the investment management unit and the distribution unit. This results in double counting in UBS’s total invested assets as both units provide an independent service to their respective client, add value and generate revenues. Most double counting arises where mutual funds are managed by the Global Asset Management business or GAM and sold by a wealth management business (Wealth Management or Wealth Management USA). Both businesses involved count these funds as invested assets. This approach is in line with industry practice and our open architecture strategy and allows us to accurately reflect the performance of each individual business. Overall, CHF 294 billion of invested assets were double counted in 2004 (CHF 283 billion in 2003).



9


Presentation of Financial Information

Performance indicators

     
as US transfer agent (see below).Business Performance indicatorsDefinition
Financial businessesCost/income ratioTotal operating expenses/total operating income before adjusted expected credit loss.
Wealth and asset management businesses and Business Banking SwitzerlandInvested assetsAssets managed by or deposited with UBS for investment purposes only (for further details please refer to page 11).
Net new moneyInflow of invested assets from new clients
– outflows due to client defection
+/– inflows/outflows from existing clients.
(for further details please refer to page 11).
Wealth and asset management businessesGross margin on invested assetsOperating income before adjusted expected credit loss/average invested assets.
Wealth ManagementClient advisors (CAs)Expressed in full-time equivalents.
Business Banking SwitzerlandNon-performing loans (%)Non-performing loans/gross loans.
Impaired loans (%)Impaired loans/gross loans.
Investment BankCompensation ratio (%)Personnel expenses/operating income before adjusted expected credit loss.
Non-performing loans (%)Non-performing loans/gross loans.
Impaired loans (%)Impaired loans/gross loans.
Average VaR (10-day 99%)VaR expresses the potential loss on a trading portfolio assuming a 10-day time horizon before positions can be adjusted, and measured to a 99% level of confidence.
Value creation (private equity)Value creation adds the increase in the unrealized portfolio gains/(losses) to realized gains/(losses) for the period.
Investment (private equity)Historical cost of investment made, less divestments and impairments.
Portfolio fair value (private equity)The fair value of a portfolio is the estimated amount for which the assets could be exchanged between willing buyers and willing sellers in an arm’s length transaction after an orderly sale process where the parties each act knowledgeably, prudently and without compulsion.
Wealth Management USARecurring feesAsset-based fees for portfolio management and fund distribution, account-based and advisory fees (as opposed to transactional fees).
Financial advisor productivityPrivate client revenues divided by average number of financial advisors.

10


Changes in accounting and presentation in 2005

Effective 2005, we will make a number of changes in accounting and disclosure – some are driven by changes in accounting standards, others concern the presentation of our financial results.
The International Accounting Standards Board (IASB) issued revisions to 15 of its 32 International Accounting Standards (IAS) in December 2003 in an effort to clarify and simplify them and make them more compatible with other accounting standards, notably US GAAP. All 15 revisions became effective on 1 January 2005. We decided to adopt two of the revisions, IAS 32 and 39, early, at the beginning of 2004. Together these two revisions provide comprehensive guidance on recognition, measurement, presentation and disclosure of financial instruments. We adopted the remaining revisions at the beginning of 2005. As a result, we will make a number of changes to our accounting, presentation and disclosure in 2005. The IASB now calls new standards International Financial Reporting Standards (IFRS).
Several of the changes will require us to restate comparative prior periods, although not all of them will have an effect on net profit or shareholders’ equity. We will release restated interim and annual financial statement figures for 2004 and 2003 before we publish our first quarter 2005 report.

Accounting treatment and presentation of private equity investments

In the past we treated all our private equity investments as “Financial investments available-for-sale”. The revised IAS 27 and 28 will require us to change this approach, with some investments no longer exempt from consolidation.
Depending on the size of our stake, these investments will have to be treated according to one of the three following methods:

full consolidation (according to IAS 27) for investments in which we have a controlling interest
equity method accounting (according to IAS 28) for investments in which we have significant influence
treatment as “Financial investments available-for-sale” for all remaining private equity investments.
Under the old method, all investments were accounted for as “available-for-sale”. That means that even if the value of an investment rose or fell, corresponding gains or losses were only recognized in the income statement on sale, unless an impairment occurred. Changes in the fair value of the investment were booked directly in equity for the time that we held it. Once an investment was sold, the gain or loss recognized was the difference between the value of the investment at the time that it was purchased (adjusted for any impairments) and its selling price. The introduction of revised IAS 27 and 28 requires that we adopt a new approach. Now, for an investment where we have a controlling interest or a significant influence, we will record our share of its net profit or loss directly through our income statement. Doing that will prompt corresponding changes to the carrying value of the investment – meaning its value on the balance sheet will be updated according to the accumulated profits and losses. Then, at the time of sale, any gain or loss we record will be based on the difference between the latest carrying value and the selling price.

Full consolidation according to IAS 27

The revision of IAS 27 requires companies to fully consolidate subsidiaries even when control over them is only temporary. As a result, from 2005 onwards we will consolidate line by line those private equity investments in which we have a controlling interest – in total 12 investments. As a conse-

quence, we will debit approximately CHF 723 million to our equity (including minority interests) as at 1 January 2003. The move will add CHF 1.7 billion and CHF 2.9 billion in assets to our balance sheet for year-end 2004 and 2003 respectively. It will increase total operating income in 2004 and 2003 by approximately CHF 3.8 billion and CHF 4.1 billion respectively. It will also add approximately CHF 92 million and CHF 86 million to 2004 and 2003 in operating net profit.
In our restatement for 2004 and 2003, we will also have to reflect the impact on the sale of these types of investments in accordance with IFRS 5 (explained in detail below). Seven of the private equity investments in which we had a controlling interest on 1 January 2003 were sold during 2003 or 2004 and will therefore be presented as discontinued operations in the restated financial results for these years. Under the revised accounting method, the additional net profit /(loss) from these exits, which is not included in the changes to operating profit mentioned above, totaled CHF 55 million in 2004 and CHF (8) million in 2003. Under the old method, the corresponding figures were CHF 90 million and CHF 194 million.

Equity method according to IAS 28

Investments in companies in which we have a significant influence must now be accounted for under the equity method, even if they are held exclusively for future sale. From 2005 onwards we will therefore account for 15 private equity investments in which we have a stake between 20% and 50% using the equity method. As a consequence, we will debit CHF 266 million to our equity as at 1 January 2003. That debit is the difference between the carrying value of those private equity investments under the new and the old methods. The restated carrying values will be CHF 248 mil-



11


Changes in accounting and presentation in 2005 (continued)

lion and CHF 393 million on 31 December 2004 and 2003 respectively, which include equity in income of CHF (55) million and CHF 10 million recognized in the income statement in 2004 and 2003 respectively.
During 2004 and 2003, we exited five of these private equity investments accounted for using the equity method. Under the new accounting method, the gains on sale were CHF 1 million and zero in 2004 and 2003 respectively, compared to CHF 70 million and CHF 34 million in 2004 and 2003 respectively under the old method.

Changes in presentation

From first quarter 2005, our private equity business including all its investments will be reported as part of the Industrial Holdings segment. This is in line with our ongoing strategy of discontinuing this business. The fair value of the private equity portfolio was CHF 2.7 billion at end-December 2004, compared to CHF 6.9 billion at the end of 2000 – when it was at its highest. Current management will continue to look after the portfolio.

IFRS 2 Share-based payment

IFRS 2 will require entities to recognize the fair value of share-based payments made to employees as compensation expense, recognized over the service period, which is generally equal to the vesting period. The new treatment differs from our current practice in two ways. First, option awards will be expensed over their vesting period whereas currently UBS discloses the pro-forma impact of expensing the fair value of such awards at grant. Second, share awards, which are currently expensed in the performance year (generally the year before grant), will in future be expensed from the date of grant over the vesting period. We will apply the new requirements to all prior period awards that impact income statements from 2003 onwards. This includes all unvested or outstanding awards as at 1 January 2003. The opening balance of retained earnings on 1 January 2003 will be adjusted by a credit of CHF 559 million after-tax for the effects these awards have on income statements prior to 2003. With regard to our income statement, we will record zero and CHF 558 million as

additional compensation expense for 2004 and 2003 respectively. The significantly lower impact on the 2004 income statement is due to the fact that we have substantially raised the proportion of bonus payments made in the form of restricted stock rather than cash. The CHF 1,406 million expense related to these stock awards shifts under IFRS 2 from 2004 to the vesting period starting in 2005, and significantly exceeds the impact of prior year stock grants on 2004 expenses.
We will also introduce an updated option valuation model to determine the fair value of share options granted in 2005 and beyond. The new model will better reflect observed exercise behavior. This will reduce the value of an option and accordingly the new model will result in lower average values per option – other factors being equal. The new model will not affect the valuation of share options granted in 2004 and earlier.
UBS also has employee benefit trusts that are used in connection with share-based payment arrangements and deferred compensation schemes.


12


Henceforth, we will be required to consolidate these trusts. This will result in us recognizing assets of CHF 1.1 billion and CHF 1.3 billion and liabilities of CHF 1.1 billion and CHF 1.3 billion on our year-end 2004 and 2003 balance sheets respectively. The weighted average number of treasury shares held by these trusts was 22,995,954 in 2004 and 30,792,147 in 2003. The new standard will lower the weighted average number of shares outstanding used to calculate basic earnings per share. There will be no impact on diluted earnings per share.
The net impact of IFRS 2 and the trust consolidation on shareholder’s equity is a debit of CHF 166 million as at 31 December 2004 and a debit of CHF 674 million as at 31 December 2003.

IFRS 3 Business Combinations, IAS 36 Impairment of Assets and IAS 38 Intangible Assets

IFRS 3 requires that all business combinations be accounted for under the purchase method. The pooling-of-interests method is eliminated. Under

the new accounting standard, we will cease to amortize existing goodwill beginning in 2005 and will instead conduct annual impairment tests. Goodwill from business combinations entered into on or after 31 March 2004 – including, for UBS, the Motor-Columbus transaction – has already been accounted for under the new guidance and has not been amortized during 2004. Goodwill from business combinations closed prior to 31 March 2004 continued to be amortized until 31 December 2004. We recorded goodwill amortization expense of CHF 713 million in 2004, and CHF 756 million in 2003. There will be no restatement of prior years with regard to this standard.
Following the new standard, we have also reclassified the net book value of the former PaineWebber trained workforce intangible asset to goodwill (book value CHF 1.0 billion). On 1 January 2005, we held CHF 2.3 billion in total intangible assets and we anticipate recording approximately CHF 300 million in related amortization expense in 2005.

IFRS 5 Non-current Assets Held for Sale and Discontinued Operations

The IASB issued this new standard on 31 March 2004. It requires that subsidiaries that are acquired exclusively for future sale be presented as discontinued operations at the time a sale is highly likely to occur. As certain of our private equity investments meet the criteria as discontinued operations, we will reclassify them accordingly. Although the impact from IFRS 5 on our financial statements will not be material, our income statement will be divided into two sections – net income from continuing operations and net income from discontinued operations.

Minority interests

Beginning in 2005, the revision of IAS 1 will require the presentation of net profit and equity to include minority interests. Net profit will be allocated to net profit attributable to UBS shareholders and net profit attributable to minority interests. Earnings per share and all our analysis of UBS performance will continue to be presented based on net profit attributable to UBS shareholders.



13


14


UBS


UBS

Results

In 2004, UBS reported net profit of CHF 8,089 million, up 30% from CHF 6,239 million a year earlier and up 129% from CHF 3,530 million in 2002.

Our financial businesses achieved a record result in 2004, contributing CHF 8,044 million to net profit, up 29% from CHF 6,239 million a year earlier. Our industrial holdings made a CHF 45 million contribution to 2004 net profit.

Dividend

The Board of Directors will recommend at the Annual General Meeting on 21 April 2005 that UBS should pay a dividend of CHF 3.00 per share for the 2004 financial year, an increase of 15% or CHF 0.40 from the CHF 2.60 dividend paid for the 2003 financial year and up 50% or CHF 1.00 from the CHF 2.00 dividend paid for the 2002 financial year.

If the dividend is approved, the ex-dividend date will be 22 April 2005, with payment on 26 April 2005 for shareholders of record on 21 April 2005.



Risk factors

As a global financial services firm, we are affected by the factors driving the markets in which we operate. Different risk factors can impact our ability to effectively carry out our business strategies and can directly affect our earnings. The factors described below, as well as other influences beyond our control, mean that our revenues and operating profit have been and are likely to continue to be subject to a measure of variability from period to period. Our revenues and operating profit for any particular period may not, therefore, be indicative of sustainable results, they may vary from year to year and may affect our ability to achieve UBS’s strategic objectives.

Interest rates, equity prices, foreign exchange levels and other market fluctuations may affect earnings

A substantial part of our business consists in taking trading positions in the interest rate, debt, currency, equity, precious metal and energy markets. The value of these assets and liabilities can be adversely affected by fluctuations in financial markets. Our market risks are subject to a control framework and to portfolio and concentration limits. We avoid undue concentrations of risk and, where appropriate,

hedge exposure to stress events. Nevertheless, in the event of sudden, severe or unexpected market movements, we might suffer significant losses. A description of our controls and limits, including limits on our exposure to a range of market stress events, is provided on page 43 of our Handbook 2004/2005.
Because we prepare our accounts in Swiss francs while assets, liabilities, revenues and expenses from certain businesses are denominated in other currencies, changes in foreign exchange rates, particularly between the Swiss franc and the US dollar (US dollar income representing the major part of our non-Swiss franc income), may have an effect on our reported earnings. Our approach to currency management is explained on page 64 of our Handbook 2004/2005.
Regulatory or political changes impacting financial market structures can affect our earnings – an example was the introduction of the euro in 1999, which affected European foreign exchange markets by reducing the volume of foreign exchange business, and prompted greater harmonization between financial products. Movements in interest rates can affect our net interest income and the value of
our fixed income trading portfolio, while movements in equity markets can affect the value of our equity trading portfolio. Changes in both can affect the investment performance of our asset management businesses. Our fixed income and equity trading portfolios and our asset management businesses may also be impacted by credit events, including defaults, related to the issuers of bonds and equities. Our private equity and commercial real estate investments can be adversely affected by economic, business and general market conditions. Furthermore, income in businesses such as investment banking, and wealth and asset management is often directly related to client activity levels. As a result, our income can be susceptible to adverse effects from sustained market downturns as well as any significant deterioration of investor sentiment. Asset-based revenues generated in our wealth and asset management businesses depend on the levels of client assets which can, in themselves, be adversely affected by deteriorating market valuations.
Market levels and trading volumes may be affected by a broad range of geopolitical or regional issues or events beyond our control, such as


16


Risk factors (continued)

the possibility of war, terrorism, or economic developments such as low growth, inflation, recession or depression.

Counterparty failure may lead to credit loss

Credit is an integral part of many of our business activities. The results of our credit-related activities (including loans, commitments to lend, contingent liabilities such as letters of credit, and derivative products such as swaps and options) would be adversely affected by any deterioration in the creditworthiness of our counterparties and the ability of clients to meet their obligations. The credit quality of our counterparties may be affected by various factors, such as an economic downturn, lack of liquidity, or an unexpected political event. Any of these events could lead us to incur losses. We believe that impairments in the portfolio at the balance sheet date are adequately covered by our allowances and provisions. In general, we aim to avoid risk concentrations in our credit portfolio and we make active use of credit protection. If our risk management and control measures prove inadequate or ineffective, then any credit losses sustained might have a material adverse effect on both our income and the value of our assets. A discussion of our approach to managing credit risk can be found on page 47 of our Handbook 2004/2005.

Operational risk may increase costs and impact revenues

All our businesses are dependent on our ability to process a large number of complex transactions across many and diverse markets in different currencies and subject to many different

legal and regulatory regimes. Our systems and processes are designed to ensure that the risks associated with our activities, including those arising from process error, failed execution, fraud, systems failure, and failure of security and physical protection, are appropriately controlled. However, if our system of internal controls is ineffective in identifying and remedying such risks, we will be exposed to operational failures that might result in losses. A discussion of our approach to the management and control of operational risks is provided on page 67 of our Handbook 2004/2005.

Legal claims may arise in the conduct of our business

Due to the nature of our business, we are involved in various claims, disputes and legal proceedings in Switzerland and in a number of jurisdictions outside Switzerland, including the United States, arising in the ordinary course of business. Such legal proceedings may expose us to substantial monetary damages and legal defense costs, injunctive relief and criminal and civil penalties.

Competitive forces may influence business direction

We face intense competition in all aspects of our business. In our various lines of business we compete, both domestically and internationally, with asset managers, retail and commercial banks, and private banking, investment banking, brokerage and other investment services firms. We face intense competition not only from firms competing locally in particular lines of business, but also from global financial institutions that are comparable to us in size and breadth.

In addition, the trend towards consolidation in the global financial services industry is creating competitors with broad ranges of product and service offerings, increased access to capital, and greater efficiency and pricing power. We expect these trends to continue and competition to increase in the future. Our competitive strength will depend on the ability of our businesses to adapt quickly to significant market and industry trends.

Our global presence exposes us to other risks

We operate in over 50 countries, earn income and hold assets and liabilities in many different currencies and are subject to many different legal and regulatory regimes. Changes in local tax or legal regulations may affect our clients’ ability or willingness to do business with us. Country, regional and political risks may increase market and credit risk. Political, economic and social deterioration in a country or region, including local market disruptions, currency crises, the breakdown of monetary controls or terrorism, may adversely affect the ability of clients or counterparties located in that country or region to obtain foreign exchange or credit and, therefore, to satisfy their obligations towards us. As a truly global financial services company, we are also exposed to economic instability in emerging markets. We have a system of controls and procedures to mitigate this risk. A discussion of our country risk controls is provided on page 54 of our Handbook 2004/2005. However, if our controls fail to fully identify and respond to country risk, we may suffer a negative impact on our results and financial condition.



17


18


UBS Performance Indicators


UBS Performance Indicators

             
 
  For the year ended 
   
   31.12.04   31.12.03   31.12.02 
 
RoE (%)1
  24.7   17.8   8.9 
 
Basic EPS (CHF)2
  7.68   5.59   2.92 
 
Cost/income ratio of the financial businesses (%)3, 4
  72.6   75.6   86.4 
 
Net new money, wealth management businesses (CHF billion)5
            
 
Wealth Management  42.3   29.7   17.7 
 
Wealth Management USA  17.1   21.1   18.5 
 
Total
  59.4   50.8   36.2 
 

(BAR GRAPHS)

1 Net profit/average shareholders’ equity less dividends.  2 Details of the EPS calculation can be found in note 8 to the financial statements.  3 Excludes results from Industrial Holdings.  4 Operating expenses/operating income less credit loss expense or recovery.  5 Excludes interest and dividend income.

20


2004

We focus on four main performance indicators, which indicate how we focus on continually improving returns to our shareholders.

This is the first time that, on an annual basis, we have split the commentary of our results between financial businesses and industrial holdings. The first two of our four indicators, return on equity and earnings per share, are calculated on a full UBS basis. Our cost/income ratio is limited to our financial businesses, to avoid the distortion from industrial holdings, which operates at a cost/income ratio of around 90%.
For full-year 2004, our return on equity was 24.7%, up from 17.8% in 2003. The increase, exceeding net profit growth, reflects our continued buyback programs and dividend outpacing increased retained earnings. Amortization of goodwill reduced the 2004 ratio by 3.0 percentage points and lowered it by 2.7 percentage points in 2003.
Basic earnings per share (EPS) stood at CHF 7.68, up 37% from CHF 5.59 in 2003, reflecting the increase in net profit as well as the 6% reduction in the average number of shares out-

standing due to our continuing repurchase of shares. Amortization of goodwill and other intangible assets reduced basic earnings per share by CHF 0.92 in 2004 and by CHF 0.84 in 2003.

The cost/income ratio of our financial businesses stood at 72.6% in 2004, an improvement from 75.6% in 2003. Strong asset-based revenues drove fee and commission income higher, demonstrating the inherent operating leverage in our wealth and asset management businesses. Amortization of goodwill and other intangible assets accounted for 2.4 percentage points of the ratio in 2004 and, when additionally adjusted for the divestment of CSC, also made up 2.4% of the ratio in 2003.
Our wealth management businesses continued to show strong inflows of net new money. For full-year 2004, net new money inflows into our wealth management businesses totaled CHF 59.4 billion, up 17% from CHF 50.8 billion in 2003, corresponding to an annual growth rate of 4.4% of the asset base at the end of 2003. Wealth Management attracted CHF 42.3 billion in 2004, compared to CHF 29.7 billion in 2003. This excellent performance saw gains in all geograph-



Invested assets

                 
 
  As at  % change from 
     
CHF billion
  31.12.04   31.12.03   31.12.02   31.12.03 
 
UBS
  2,250   2,133   1,959   5 
 
Wealth Management & Business Banking
                
 
Wealth Management  778   701   642   11 
 
Business Banking Switzerland  140   136   127   3 
 
Global Asset Management
                
 
Institutional  344   313   274   10 
 
Wholesale intermediary  257   261   259   (2)
 
Investment Bank
  0   4   3   (100)
 
Wealth Management USA
  639   634   584   1 
 
Corporate Center
                
 
Private Banks & GAM  92   84   70   10 
 

Net new money1

             
 
  For the year ended 
   
CHF billion
  31.12.04   31.12.03   31.12.02 
 
UBS
  88.9   69.1   36.9 
 
Wealth Management & Business Banking
            
 
Wealth Management  42.3   29.7   17.7 
 
Business Banking Switzerland  2.6   2.5   3.7 
 
Global Asset Management
            
 
Institutional  23.7   12.7   (1.4)
 
Wholesale intermediary  (4.5)  (5.0)  (6.3)
 
Investment Bank
  0.0   0.9   0.5 
 
Wealth Management USA
  17.1   21.1   18.5 
 
Corporate Center
            
 
Private Banks & GAM  7.7   7.2   4.2 
 
1 Excludes interest and dividend income.

21


UBS Performance Indicators

strong CHF 13.7 billion inflow into our European wealth management business. In our Wealth Management USA business, net new money was CHF 17.1 billion, down from CHF 21.1 billion a year earlier, reflecting a slow asset-gathering performance at the beginning of the year as well as the US dollar’s weakening against the Swiss franc.

2003

We have four main performance indicators, which indicate how we focus on continually improving returns to our shareholders.
Our return on equity for 2003 was 17.8%, up from 8.9% a year ago and within our target range of 15% to 20%. The increase reflects our much improved net profit combined with a lower average level of equity resulting from our continued buyback programs. In 2002, return on equity saw a 0.5 percentage point boost from the Klinik Hirslanden and Hyposwiss divestments, although the writedown of the PaineWebber brand lowered it by 2.4 percentage points. Amortization of goodwill and other intangible assets accounted for 2.7 percentage points of the ratio in 2003, compared to 5.5 percentage points of the ratio in 2002. Excluding these divestment gains and the amortization of goodwill and other intangibles, return on equity increased by 6.6 percentage points.
Basic earnings per share (EPS) were CHF 5.59, an increase of 91% from 2002, reflecting the increase in profit as well as the 8% reduction in average number of shares outstand-

ing due to our continued share buybacks. In 2002, basic EPS was boosted by CHF 0.15 from Klinik Hirslanden and Hyposwiss divestments, but lowered by CHF 0.79 through the writedown of the PaineWebber brand. Amortization of goodwill and other intangible assets accounted for CHF 0.84 of our 2003 basic earnings per share, compared to CHF 1.80 in 2002. Excluding these divestment gains and the amortization of goodwill and other intangible assets, basic earnings per share increased by CHF 1.86.
The cost/income ratio was 75.6% in 2003, an improvement from 86.4% in 2002. Operating expenses fell at a faster pace than income, reflecting ongoing cost management initiatives, the downward pressure on compensation ratios, and the difficult market environment in first half. In 2002, the ratio improved by 0.6 percentage points from the Klinik Hirslanden and Hyposwiss divestments, although the PaineWebber brand writedown increased the ratio by 3.6 percentage points. Amortization of goodwill and other intangible assets accounted for 2.7 percentage points of the ratio in 2003, compared to 7.2 percentage points in 2002. Excluding these divestment gains and the amortization of goodwill and other intangibles, the ratio decreased by 6.5 percentage points between 2003 and 2002.
In full-year 2003, net new money inflows into our wealth management businesses totaled CHF 50.8 billion compared with CHF 36.2 billion in 2002. This is an increase of 40% and corresponded to an annual growth rate of 4.2%. Both the Wealth Management and Wealth Management USA businesses were able to attract more client money in 2003 than in 2002.


22


Financial Businesses


Financial Businesses
Results

Results

Income statement1

                 
 
  For the year ended  % change from 
     
CHF million, except where indicated
  31.12.04   31.12.03   31.12.02   31.12.03 
 
                 
Operating income
                
 
Interest income  39,398   40,159   39,963   (2)
 
Interest expense  (27,538)  (27,860)  (29,417)  (1)
 
Net interest income  11,860   12,299   10,546   (4)
 
Credit loss (expense)/recovery  276   (72)  (115)    
 
Net interest income after credit loss expense  12,136   12,227   10,431   (1)
 
Net fee and commission income  19,416   17,345   18,221   12 
 
Net trading income  4,972   3,756   5,451   32 
 
Other income  878   462   4   90 
 
Total operating income  37,402   33,790   34,107   11 
 
                 
Operating expenses
                
 
Personnel expenses  18,189   17,231   18,524   6 
 
General and administrative expenses  6,577   6,086   7,072   8 
 
Depreciation of property and equipment  1,282   1,353   1,514   (5)
 
Amortization of goodwill and other intangible assets  887   943   2,460   (6)
 
Total operating expenses  26,935   25,613   29,570   5 
 
Operating profit before tax and minority interests
  10,467   8,177   4,537   28 
 
Tax expense  2,086   1,593   676   31 
 
Net profit before minority interests
  8,381   6,584   3,861   27 
 
Minority interests  (337)  (345)  (331)  (2)
 
Net profit
  8,044   6,239   3,530   29 
 
                 
Additional information
     As at
     % change from
     
   31.12.04   31.12.03   31.12.02   31.12.03 
 
Headcount (full-time equivalents)  67,424   65,929   69,061   2 
 
1 Excludes results from Industrial Holdings.

2004

Results

Our 2004 result was the best ever. The first quarter saw an all-time performance record and the year ended with our best-ever fourth quarter. Net profit in 2004 was CHF 8,044 million, up by 29% from CHF 6,239 million in 2003. Before goodwill and excluding the sale of our Correspondent Services Corporation (CSC) clearing subsidiary, completed in second quarter 2003, net profit rose by 24%. The increase was driven by higher revenues in all categories, clearly outpacing cost growth. Our asset-based revenues showed particular strength, reflecting improved market valuations as well as strong inflows of net new money into our wealth and asset management businesses. Overall, we attracted CHF 88.9 billion in net new money in 2004, up 29% from CHF 69.1 billion in 2003. As a

result, our invested asset base rose to CHF 2.25 trillion. We also saw a strong increase in brokerage, corporate finance and underwriting fees. Overall fee and commission income now contributes 52% to total operating income. Trading income also contributed to the growth, as improved market conditions boosted opportunities, particularly in the first and fourth quarters. We also saw improving results in our private equity business, which recorded positive revenues for the first time in three years on higher divestment gains and lower write-downs. We also reported record credit loss recoveries. Performance-related compensation rose in line with revenues. Higher general and administrative expenses were driven by higher legal provisions, and operational risk costs.

Operating income

Total operating income was CHF 37,402 million in 2004, up 11% from CHF 33,790 million in 2003. This was the highest



24


level ever. The increase was driven by our ability to capture opportunities in increasingly active financial markets. The increase in market levels positively impacted the asset base of our wealth and asset management businesses, prompting fee-based revenues to rise. Trading and brokerage income also profited from the improved market environment that boosted institutional and private client transaction activity. Private equity made a positive contribution, reflecting lower writedowns and higher divestment gains. We also recorded higher credit loss recoveries in 2004. The overall rise in 2004’s revenues, however, was partially offset by the weakening of the US dollar against the Swiss franc.

Net interest incomewas CHF 11,860 million in 2004, down from CHF 12,299 million in the same period a year earlier.Net trading incomewas CHF 4,972 million, up from CHF 3,756 million in 2003.
As well as income from interest margin-based activities (loans and deposits), net interest income includes income earned as a result of trading activities (for example, coupon and dividend income). This component is volatile from period to period, depending on the composition of the trading portfolio. In order to provide a better explanation of the movements in net interest income and net trading income, we analyze the total according to the business activities that give rise to the income, rather than by the type of income generated.
At CHF 5,139 million, net income from interest margin productsin 2004 was 1% higher than CHF 5,077 million a year earlier. The increase was driven by the growth in lending to wealthy US clients through our US bank, UBS Bank USA. Our domestic Swiss mortgage business and wealth management margin lending business also grew over the year. This increase was nearly offset by lower income from our shrinking Swiss recovery portfolio, which dropped by CHF 2.0 bil-

lion compared to year-end 2003, reduced interest margin on client cash and savings accounts, as well as declining revenues from US dollar-denominated accounts.

Net income from trading activitieswas CHF 11,102 million in 2004, up by 4% or CHF 421 million from CHF 10,681 million a year ago. At CHF 3,098 million, equities trading income in 2004 was up 27% or CHF 653 million from CHF 2,445 million in 2003. The increase reflects expansion in market volumes and, hence, improved trading opportunities, especially during the particularly strong first quarter and after the US elections in November. Our proprietary trading strategies performed well. Equity finance revenues increased strongly, reflecting the successful integration of ABN Amro’s prime brokerage business. Fixed income trading revenues, at CHF 6,264 million in 2004, were down 3% from CHF 6,474 million in 2003. The drop was driven by declines in our principal finance, commercial real estate and fixed income businesses, partially offset by improved revenues in our rates business. Compared to 2003, last year’s market environment saw rising interest rates and lower volatility, which drove activity from the market. We recorded an unrealized loss of CHF 62 million relating to Credit Default Swaps (CDSs) hedging existing credit exposure in the loan book, against a mark to market loss of CHF 678 million a year earlier. Foreign exchange trading revenues increased by 2% to CHF 1,467 million in 2004 from CHF 1,436 million a year earlier, reflecting an outstanding performance in our derivative trading business as well as strong sales volumes.
At CHF 1,298 million,net income from treasury activitiesin 2004 was CHF 119 million or 8% lower than CHF 1,417 million in 2003. The drop was mainly due to lower returns on invested equity as we continued to repurchase shares. The impact of falling interest rates was partially offset by the diversification of our invested equity into currencies other than the Swiss franc.



Net interest and trading income

                 
 
  For the year ended  % change from 
     
CHF million
  31.12.04   31.12.03   31.12.02   31.12.03 
 
Net interest income  11,860   12,299   10,546   (4)
 
Net trading income  4,972   3,756   5,451   32 
 
Total net interest and trading income
  16,832   16,055   15,997   5 
 
                 
Breakdown by business activity
                
 
  For the year ended
 % change from
     
CHF million
  31.12.04   31.12.03   31.12.02   31.12.03 
 
Net income from interest margin products
  5,139   5,077   5,275   1 
Equities  3,098   2,445   2,777   27 
 
Fixed income  6,264   6,474   5,977   (3)
 
Foreign exchange  1,467   1,436   1,506   2 
 
Other  273   326   245   (16)
 
Net income from trading activities
  11,102   10,681   10,505   4 
 
Net income from treasury activities
  1,298   1,417   1,646   (8)
 
Other1
  (707)  (1,120)  (1,429)  37 
 
Total net interest and trading income
  16,832   16,055   15,997   5 
 
1 Includes external funding costs of the PaineWebber Group, Inc. acquisition.

25


Financial Businesses
Results

Credit loss (expense)/recovery

             
 
  For the year ended 
   
CHF million
  31.12.04   31.12.03   31.12.02 
 
Wealth Management & Business Banking
  91   (67)  (238)
 
Wealth Management  (1)  4   1 
 
Business Banking Switzerland  92   (71)  (239)
 
Investment Bank
  240   (4)  126 
 
Wealth Management USA
  3   (3)  (15)
 
Corporate Center
  (58)  2   12 
 
Private Banks & GAM  (58)  2   (3)
 
Corporate Functions  0   0   15 
 
UBS
  276   (72)  (115)
 

Other net trading and interest incomewas negative CHF 707 million in 2004 compared to negative CHF 1,120 million a year earlier. The improvement was due to lower goodwill funding costs, as well as declining costs for funding our private equity portfolio.

In 2004, we experienced anet credit loss recoveryof CHF 276 million, compared to net credit loss expense of CHF 72 million in 2003 and CHF 115 million in 2002. This favorable result was achieved in a period which saw a very sanguine environment for credit markets globally. Economic expansion in the US provided a strong stimulus for growth worldwide. Almost without exception, credit spreads contracted in all the major developed and emerging capital markets, as healthy expansion of cash flows allowed the corporate sector to de-leverage and build liquidity.
Net credit loss recovery at Wealth Management & Business Banking amounted to CHF 91 million in 2004 compared to net credit loss expenses of CHF 67 million in 2003 and CHF 238 million in 2002. Our domestic credit portfolio demonstrated strong resilience in a Swiss economic environment which saw a 9.2% increase in corporate bankruptcies compared to 2003. The measures taken in recent years to improve the quality of our credit portfolio have resulted in lower levels of new defaults and our success in managing the impaired portfolio has resulted in a higher than anticipated level of recoveries.
The Investment Bank experienced a net credit loss recovery of CHF 240 million in 2004, compared to net credit loss expense of CHF 4 million in 2003 and credit loss recovery of CHF 126 million in 2002. This continued strong performance was the result of minimal exposure to new defaults and strong recoveries of previously established allowances and provisions. Releases in country allowances and provisions were due partly to exposure reductions in the affected countries and partly to a more favorable outlook for emerging market economies. There was also a partial release of a sizeable allowance for a corporate counterparty which managed a turnaround during 2004.
For further details on our risk management approach, how we measure credit risk and the development of our credit risk

exposures, please see the “Financial Management” chapter of our Handbook 2004/2005.

In 2004,net fee and commission incomewas CHF 19,416 million, up 12% from CHF 17,345 million a year earlier. The increase was driven by a strong contribution from recurring asset-based fees, higher net brokerage fees, rising corporate finance fees as well as an increase in underwriting fees. Underwriting fees, at their highest level ever, were CHF 2,544 million in 2004, up 8% from CHF 2,354 million in 2003. Both equity and fixed income underwriting fees increased. Fixed income underwriting was CHF 1,114 million in 2004, up 3% from CHF 1,084 million in 2003. Equity underwriting increased 13% to CHF 1,430 million in the same period. At CHF 1,078 million, corporate finance fees in 2004 were up 42% from CHF 761 million a year earlier. We were able to benefit from the pick-up in merger and acquisition activity, and our strengthened advisory business, particularly in the US. Net brokerage fees were CHF 4,517 million in 2004, up 10% or CHF 392 million from CHF 4,125 million in 2003, reflecting the improved markets and the resulting higher institutional and individual client activity – especially in the first and fourth quarters of 2004. Investment fund fees, at their highest level ever, were CHF 4,588 million in 2004, up 18% from CHF 3,895 million in 2003, mainly reflecting higher asset-based fees for our wealth and asset management businesses. At CHF 1,261 million, custodian fees in 2004 were up 5% from CHF 1,201 million in 2003. This increase was entirely due to an enlarged asset base. Insurance-related and other fees, at CHF 342 million in 2004, decreased by 4% from a year earlier. Excluding the effect of the weakening dollar, insurance-related and other fees were actually slightly higher compared to 2003. Credit-related fees and commissions increased by 7% to CHF 266 million in 2004 from CHF 249 million in 2003, reflecting improved market conditions which brought higher volumes. Portfolio and other management and advisory fees increased by 20% to CHF 4,611 million in 2004 from CHF 3,855 million in 2003. The increase is again the result of rising invested asset levels driven by market valuations and strong net new money inflows, as well as an increase in performance fees.



26


Net fee and commission income

                 
 
  For the year ended  % change from 
     
CHF million
  31.12.04   31.12.03   31.12.02   31.12.03 
 
Equity underwriting fees  1,430   1,270   1,166   13 
 
Bond underwriting fees  1,114   1,084   968   3 
 
Total underwriting fees  2,544   2,354   2,134   8 
 
Corporate finance fees  1,078   761   848   42 
 
Brokerage fees  5,916   5,608   5,987   5 
 
Investment fund fees  4,588   3,895   4,033   18 
 
Fiduciary fees  220   241   300   (9)
 
Custodian fees  1,261   1,201   1,302   5 
 
Portfolio and other management and advisory fees  4,611   3,855   4,065   20 
 
Insurance-related and other fees  342   355   417   (4)
 
Total securities trading and investment activity fees  20,560   18,270   19,086   13 
 
Credit-related fees and commissions  266   249   275   7 
 
Commission income from other services  988   1,087   1,006   (9)
 
Total fee and commission income  21,814   19,606   20,367   11 
 
Brokerage fees paid  1,399   1,483   1,349   (6)
 
Other  999   778   797   28 
 
Total fee and commission expense  2,398   2,261   2,146   6 
 
Net fee and commission income
  19,416   17,345   18,221   12 
 

Other incomeincreased by 90% to CHF 878 million in 2004 from CHF 462 million in 2003. The increase was driven by higher disposal gains from private equity investments (up CHF 205 million) and lower impairment charges (down CHF 318 million). This was partially offset by lower gains from the divestment of associates and subsidiaries which dropped by nearly 50% to CHF 84 million in 2004 (the major disposal being the Noga Hilton hotel in Geneva) from CHF 162 million in 2003 (the major disposal being Correspondent Services Corporation (CSC)).

Operating expenses

We continue to tightly manage our cost base with a clear focus on improving the efficiency of our businesses. Total operating expenses increased by 5% to CHF 26,935 million in 2004 from CHF 25,613 million in 2003.
Personnel expensesincreased by CHF 958 million or 6% to CHF 18,189 million in 2004 from CHF 17,231 million in 2003. The rise was driven by higher performance-related compensation reflecting the better performance in most of our businesses. Personnel expenses are managed on a full-year basis with final fixing of annual performance-related payments in fourth quarter. Salary expenses rose due to the 2% increase in headcount over the year. Contractor’s expenses increased to CHF 572 million in 2004, up 6% from CHF 539 million in 2003, reflecting higher usage, mainly in our Investment Bank in support of increased business flows. At CHF 1,299 million in 2004, other personnel expenses dropped CHF 271 million from CHF 1,570 million in 2003 due to the end of retention payments in the Wealth Management USA business and lower severance payments. For 2004, approximately 49% of personnel expenses took the form of bonus or variable com-

pensation, up from 44% in 2003. Average variable compensation per head in 2004 was 17% higher than in 2003.
At CHF 6,577 million in 2004,general and administrative expensesincreased CHF 491 million from CHF 6,086 million in the same period a year ago. The increase was driven by higher provisions (up CHF 252 million) which rose due to specific operational and legal provisions (including the civil penalty levied by the Federal Reserve Board relating to our banknote trading business), higher IT and other outsourcing expenses as well as professional fees, the latter due to higher legal and project costs. This was partially offset by savings in telecommunication, rent and maintenance expenses.
Depreciationwas CHF 1,282 million in 2004, down 5% from CHF 1,353 million in 2003. This was the lowest level ever, reflecting falling IT-related charges as well as lower writedowns of equipment.
At CHF 887 million,amortization of goodwill and other intangible assetswas down 6% from CHF 943 million a year earlier, reflecting lower amortization charges and the weakening of the US dollar against the Swiss franc.

Tax

In 2004, we incurred a tax expense of CHF 2,086 million, reflecting an effective tax rate of 19.9% for the full year. That compares to 2003’s full-year rate of 19.5%. The 2003 tax rate was positively influenced by a favorable regional profit mix. The higher rate for 2004 was driven by an increase in profitability in higher tax jurisdictions, mainly the US. We believe that a similar underlying tax rate is a reasonable indicator for 2005.



27


Financial Businesses
Results

Indicative pre-goodwill tax rates for financial businesses

             
 
  For the year ended 
   
in %  31.12.04   31.12.03   31.12.02 
 
Wealth Management & Business Banking
  18   18   19 
 
Wealth Management  18   16   18 
 
Business Banking Switzerland  19   20   20 
 
Global Asset Management
  21   20   22 
 
Investment Bank
  30   32   38 
 
Wealth Management USA
  37   38   37 
 

Business Group tax rates

Indicative Business Group and business unit tax rates are calculated on an annual basis based on the results and statutory tax rates of the financial year. These rates are approximate calculations, based upon the application to the year’s adjusted earnings of statutory tax rates for the locations in which the Business Groups operated. These tax rates, therefore, give guidance on the tax cost to each Business Group of doing business during 2004 on a stand-alone basis, without the benefit of tax losses brought forward from earlier years.
The indicative tax rates are presented pre-goodwill. They give an indication of what the tax rate would have been if goodwill were not charged for accounting purposes. It is the sum of the tax expense payable on net profit before tax and goodwill in each location, calculated on the above basis, divided by the total net profit before tax and goodwill. Tax rates post-goodwill are higher than the pre-goodwill rates, because in some jurisdictions there are limitations on the tax deductibility of amortization costs.
Please note that these tax rates are not necessarily indicative of future tax rates for the businesses or UBS as a whole.

Headcount

Headcount in our financial businesses was 67,424 on 31 December 2004, up 1,495 from 65,929 on 31 December 2003. The increase was driven by the expansion of UBS’s wealth management and securities businesses around the globe.

Fair value disclosure of options

The fair value of options granted in 2004 was CHF 508 million (pre-tax: CHF 543 million) compared to CHF 439 million

(pre-tax: CHF 576 million) in the same period a year ago. The after-tax increase was driven by a higher UBS share price, a lower pro-forma tax benefit, and adjusted assumptions for the valuation of options. In fact, significantly fewer option grants were made in 2004 (down nearly 40% from 2003), in line with our strategy of granting options more selectively.
Our option valuation model will change for 2005 due to work we are undertaking in connection with the implementation of the new IFRS 2 standard. For further details, please refer to page 12.

Outlook

A record result is always challenging to beat. As every year, our investment banking and securities business will have to contend with the somewhat unpredictable rise and fall of the world’s financial markets. But 2004 showed that our wealth and asset

Headcount (in FTE)1: regional distribution

(LINE CHART)



Headcount financial businesses

                 
 
      As at      % change from 
     
Full-time equivalents
  31.12.04   31.12.03   31.12.02   31.12.03 
 
Switzerland  25,990   26,662   27,972   (3)
 
Rest of Europe / Africa / Middle East  10,764   9,906   10,009   9 
 
Americas  26,232   25,511   27,350   3 
 
Asia Pacific  4,438   3,850   3,730   15 
 
Total
  67,424   65,929   69,061   2 
 

28


(LINE CHART)

management businesses can provide both growth momentum and earnings quality, even if trading conditions fluctuate. We will continue re-investing in our growth businesses and expect 2005 to be the next exciting step on a journey we believe will be very rewarding for our long-term investors.

2003

Results

In 2003, all businesses reported stronger results compared to 2002. Our net profit in full-year 2003 was CHF 6,239 million, up from CHF 3,530 million in 2002 – an increase of 77%. In 2002, our results were negatively influenced by the CHF 953 million writedown of the value of the PaineWebber brand. At the same time, they benefited from the sale of private bank Hyposwiss, which resulted in a net gain of CHF 125 million, and the divestment of Klinik Hirslanden, a private hospital group, which contributed a net gain of CHF 60 million. Excluding these items and before the amortization of goodwill and other intangibles, net profit increased 30% between 2002 and 2003. The gain reflected our tight management of costs and ability to build market share and capture revenues as financial markets steadily recovered as the year progressed. In particular, asset-based revenues recovered from the lows posted in 2002. Our result was further helped by much improved trading opportunities, a gradual improvement in investor sentiment and significantly lower writedowns in our private equity business. At the same time, expenses remained under tight control. We recorded reductions in all cost categories compared to 2002, with non-personnel expenses falling below their level in 2000.

Operating income

Total operating income, at CHF 33,790 million in 2003, was down slightly from CHF 34,107 million in 2002. Excluding the

divestment gains of CHF 227 million from the sale of Hyposwiss and Klinik Hirslanden in 2002 and CHF 161 million from the sale of Correspondent Services Corporation in 2003, total operating income fell 1%. The drop was caused by lower asset-based revenues, which were impacted by low market levels in early 2003 (they only started to recover in second half). Operating income was also affected by the weakening of major currencies against the Swiss franc, including the 13% drop of the US dollar. This was partially offset by higher revenue from fixed income trading and a significant decline in private equity writedowns.
Net interest income, atCHF 12,299 million in 2003, was 17% higher than the CHF 10,546 million in 2002.Net trading income,at CHF 3,756 million in 2003, declined 31% from CHF 5,451 million a year earlier.
Net income from interest margin products dropped 4% to CHF 5,077 million in 2003 from CHF 5,275 million in 2002. The result reflected lower interest margins on client savings and cash accounts, and declining revenues from our diminishing recovery portfolio in Switzerland as well as lower interest revenue on margin loans in the US as we sold our Correspondent Services Corporation (CSC) clearing business. These effects were partially offset by higher mortgages and saving accounts volumes in Switzerland.
In 2003,net income from trading activities,at CHF 10,681 million, rose 2% from CHF 10,505 million a year earlier. Equity trading income, at CHF 2,445 million, fell 12% from CHF 2,777 million a year earlier. The drop reflected the weakening of most major currencies against the Swiss franc. Excluding currency fluctuations, equity trading revenues increased as the business benefited from improved trading opportunities following the strong market recovery. Fixed income trading revenue was CHF 6,474 million in 2003, up 8% from CHF 5,977 million in the same period a year earlier. This increase was due to better performances across our businesses, with very strong revenues in our principal finance, mortgage-backed securities and derivatives businesses. However, results were also affected by the US dollar’s decline against the Swiss franc and negative revenues of CHF 678 million relating to Credit Default Swaps (CDSs) hedging existing credit exposure in the loan book. In 2002, we recorded a mark to market gain of CHF 226 million on these CDS positions. Our use of CDSs as hedging instruments for our loan book is only one part of our overall management approach to trading credit risk. Over the full year,foreign exchange trading revenues,at CHF 1,436 million, were slightly lower than CHF 1,506 million in 2002.
Net income from treasury activities,at CHF 1,417 million in 2003, was down 14% from CHF 1,646 million a year earlier. The drop mainly reflected lower income from our invested equity as we continued to buy back shares, as well as a further decline in interest rates. The impact of falling interest rates was partially offset by the diversification of our invested equity into currencies other than Swiss francs.


29


Financial Businesses
Results

In 2003,other net trading and interest income showed negative revenues of CHF 1,120 million compared to negative CHF 1,429 million a year earlier. The improvement was mainly due to lower goodwill funding costs related to the writedown of the value of the PaineWebber brand, and lower funding needs for our private equity portfolio.
Totalcredit loss expensefor UBS in 2003 amounted to CHF 72 million, compared to CHF 115 million in 2002. Net credit loss expense at Wealth Management & Business Banking amounted to CHF 67 million compared to CHF 238 million in 2002. This exceptionally strong result was achieved despite the negative impact of the Erb Group, a privately held Swiss conglomerate which defaulted in fourth quarter 2003. Our domestic credit portfolio demonstrated strong resilience in a Swiss economic environment which saw an increase in the number of corporate bankruptcies by 13.4% compared to 2002. Measures taken in recent years to improve the quality of our credit portfolio resulted in lower levels of new defaults, and our success in managing the impaired portfolio resulted in a higher than anticipated level of recoveries. Because of the improving economic and political environment in some emerging markets, we released country allowances relating to our correspondent banking business. Outside Switzerland, the global credit environment gradually improved during 2003, especially in the second half of the year, reversing the downward trend observed in the previous two years. Although some concerns regarding sustainability remained, signs pointing to a global economic recovery increased. The Investment Bank experienced net credit loss expense of CHF 4 million, compared to net credit loss recoveries of CHF 126 million in 2002 and credit loss expense of CHF 187 million in 2001. This continued strong performance was the result of minimal exposures to new defaults plus the recovery of country provisions consistent with the more favorable outlook for emerging market economies.
At CHF 17,345 million,net fee and commission incomein 2003 was 5% lower than CHF 18,221 million in 2002. The drop was mainly due to the weakening of the US dollar and other major currencies against the Swiss franc. Excluding currency effects, net fee and commission income actually increased, with a record result in our underwriting activities. However, our asset-based revenues suffered from the low market levels in early 2003 and only started to recover in second half. Further, our brokerage revenues only started to rebound as the year progressed, following the gradual rise in market activity levels. Underwriting fees, at their highest level ever, increased 10% from CHF 2,134 million in 2002 to CHF 2,354 million in 2003. Fixed income and equities underwriting revenues increased by 12% and 9%, respectively, compared to a year earlier, reflecting the improved market conditions. Corporate finance fees dropped by 10% to CHF 761 million in 2003 from CHF 848 million in 2002, reflecting lower market activity and a drop in overall size of the global fee pool for mergers and acquisitions, although
we were able to again improve our market share. Net brokerage fees dropped 11% to CHF 4,125 million in 2003 from CHF 4,638 million in 2002. The drop reflects the weakening of the US dollar against the Swiss franc as well as lower client activity, which only recovered in the second half of the year as market activity levels started to improve. The result was further impacted by the sale of our Correspondent Service Corporation (CSC) business. Investment fund fees dropped just 3% to CHF 3,895 million in 2003 from CHF 4,033 million in 2002, reflecting lower asset-based fees. This was partially offset by higher revenues due to the expansion of our alternative and quantitative investment business. Custodian fees, at CHF 1,201 million in 2003, were down 8% from CHF 1,302 million in 2002, principally due to lower market values and, consequently, average asset levels. Portfolio and other management and advisory fees, at CHF 3,855 million in 2003, fell 5% from CHF 4,065 million in 2002. They mostly reflected the drop of the US dollar against the Swiss franc as well as declining management fees from the low market levels at the outset of the year. This was partially offset by higher performance fees. At CHF 355 million in 2003, insurance-related and other fees decreased 15% from a year earlier, mainly reflecting the weakening of the US dollar.
Other incomewas CHF 462 million in 2003 compared with CHF 4 million a year earlier. The increase was mainly due to a drop in private equity impairment charges, as well as higher disposal gains from our private equity investments. This was partially offset by a reduction in divestment gains from other financial investments as well as a decline in gains from disposals of associates and subsidiaries and a fall-off in income from Klinik Hirslanden.

Operating expenses

In 2003, we continued to manage our cost base tightly. Strong cost control measures remained in place and we further streamlined processes and structures across the firm. Total operating expenses fell below their level in 2000. In full-year 2003, they were CHF 25,613 million, down 13% from CHF 29,570 million a year earlier. The drop was influenced by the writedown of the value of the PaineWebber brand in fourth quarter 2002, which resulted in an amortization expense of CHF 1,234 million. Excluding the writedown, expenses declined 10%, with drops recorded in all categories of costs. General and administrative expenses fell 14%, reflecting our continuous cost-cutting initiatives, while personnel expenses dropped by 7%. The weakening of the US dollar against the Swiss franc and last year’s sale of Klinik Hirslanden helped expenses to decline.
Personnel expensesdropped by 7% to CHF 17,231 million in 2003 from CHF 18,524 million in 2002. The drop was mainly due to the weakening of the US dollar against the Swiss franc. Salary expenses fell due to the 5% reduction in head-count over the period. Lower contractor’s expenses and reten-



30


tion payments accentuated the drop. This was partially offset by higher performance-related compensation expenses that increased in line with our improving revenue, as well as slightly higher contributions to retirement plans. Personnel expenses are managed on a full-year basis with final fixing of annual performance-related payments in fourth quarter. Over the full year, approximately 44% of this year’s personnel expense was paid as bonus or other variable compensation, up from 42% last year.
In full-year 2003,general and administrative expenses,at CHF 6,086 million, were down 14% from CHF 7,072 million a year earlier. Strict cost control in all our businesses led to a drop in nearly all cost categories. The biggest falls were in overall provisions, with major declines in legal and security provisions (the 2002 result included the global charge of CHF 111 million (USD 80 million) related to the US equity research settlement). Administration, IT and telecommunication expenses saw significant drops from our continued cost-saving initiatives, partially offset by slightly higher rent and maintenance expenses as well as professional fees, the latter due to higher project-related costs.
At CHF 1,353 million in 2003,depreciationfell 11% from 1,514 million in 2002, mainly due to lower IT-related charges,
as well as the weakening of the US dollar against the Swiss franc.
Amortization of goodwill and other intangible assetsdecreased from CHF 2,460 million in 2002 to CHF 943 million in 2003. The main reason for the drop was the writedown of the value of the PaineWebber brand name. Excluding that charge, the drop would have been 23%, reflecting the full amortization of some businesses, as well as the strengthening of the Swiss franc against the US dollar.

Tax

We incurred a tax expense of CHF 1,593 million in 2003, up from CHF 676 million in 2002. This corresponded to an effective tax rate of 19.5% in 2003, compared to 2002’s full-year rate of 14.9%. The sale of CSC (in second quarter 2003) increased our effective tax rate for the full year by 1.6%. The particularly low 2002 rate was driven by the substantial tax effect of the writedown of the PaineWebber brand, lower progressive tax rates in Switzerland, the ability to benefit from tax losses in the US and UK and a high proportion of earnings generated in lower tax jurisdictions. The 2003 tax rate was positively influenced by a continued favorable regional profit mix and the successful conclusion of tax audits.



31


Financial Businesses
Wealth Management & Business Banking

Wealth Management & Business Banking

In 2004, Wealth Management’s pre-tax profit was CHF 3,435 million, a 32% increase from 2003. Strong inflows from most markets resulted in net new money rising to CHF 42.3 billion from CHF 29.7 billion a year earlier. Business Banking Switzerland’s 2004 pre-tax profit fell 5% to CHF 2,045 million, reflecting lower interest income.

Business Group reporting

                 
 
  For the year ended  % change from 
     
CHF million, except where indicated
  31.12.04   31.12.03   31.12.02   31.12.03 
 
Income  12,764   12,044   12,184   6 
 
Adjusted expected credit loss1
  (33)  (131)  (312)  75 
 
Total operating income
  12,731   11,913   11,872   7 
 
Personnel expenses  4,473   4,350   4,338   3 
 
General and administrative expenses  1,706   1,694   1,922   1 
 
Services to/from other business units  862   870   837   (1)
 
Depreciation  135   170   198   (21)
 
Amortization of goodwill and other intangible assets  75   75   97   0 
 
Total operating expenses
  7,251   7,159   7,392   1 
 
Business Group performance before tax
  5,480   4,754   4,480   15 
 
                 
Additional information
                
 
Regulatory equity allocated (average)  9,400   8,750   8,600   7 
 
Cost/income ratio (%)2
  56.8   59.4   60.7     
 
Fair value of employee stock options granted3
  127   64   92   98 
 
1 In management accounts, adjusted expected credit loss rather than credit loss expense is reported for the Business Groups (see note 2 to the financial statements).  2 Operating expenses/income.  3 For informational purposes only. These pre-tax amounts have not been recorded in the income statement. For details on the fair value calculation, refer to note 32e to the financial statements.

(MARCEL ROHNER INFO)

32


Wealth Management

Business Unit reporting

                 
 
  For the year ended  % change from 
     
CHF million, except where indicated
  31.12.04   31.12.03   31.12.02   31.12.03 
 
Income  7,701   6,797   6,690   13 
 
Adjusted expected credit loss1
  (8)  (4)  (26)  (100)
 
Total operating income
  7,693   6,793   6,664   13 
 
Personnel expenses  2,080   1,944   1,869   7 
 
General and administrative expenses  642   604   617   6 
 
Services to/from other business units  1,395   1,479   1,475   (6)
 
Depreciation  66   82   93   (20)
 
Amortization of goodwill and other intangible assets  75   75   97   0 
 
Total operating expenses
  4,258   4,184   4,151   2 
 
Business Unit performance before tax
  3,435   2,609   2,513   32 
 
                 
Performance indicators
                
 
Invested assets (CHF billion)  778   701   642   11 
 
Net new money (CHF billion)2
  42.3   29.7   17.7     
 
Gross margin on invested assets (bps)3
  103   101   97   2 
 
Cost/income ratio (%)4
  55.3   61.6   62.0     
 
Client advisors (full-time equivalents)  3,744   3,300   3,001   13 
 
                 
International clients
                
 
Income  5,429   4,734   4,640   15 
 
Invested assets (CHF billion)  562   491   447   14 
 
Net new money (CHF billion)2
  40.4   29.7   20.2     
 
Gross margin on invested assets (bps)3
  102   101   98   1 
 
                 
European wealth management (part of international clients)
                
 
Income  437   267   186   64 
 
Invested assets (CHF billion)  82   46   28   78 
 
Net new money (CHF billion)2
  13.7   10.8   7.6     
 
Client advisors (full-time equivalents)  838   672   551   25 
 
                 
Swiss clients
                
 
Income  2,272   2,063   2,050   10 
 
Invested assets (CHF billion)  216   210   195   3 
 
Net new money (CHF billion)2
  1.9   0.0   (2.5)    
 
Gross margin on invested assets (bps)3
  106   102   95   4 
 
                 
Additional information As at or for the year ended  % change from 
     
   31.12.04   31.12.03   31.12.02   31.12.03 
 
Client assets (CHF billion)  972   884   788   10 
 
Regulatory equity allocated (average)  3,150   2,650   2,900   19 
 
Fair value of employee stock options granted5
  81   37   54   119 
 
Headcount (full-time equivalents)  10,093   9,176   9,399   10 
 
1 In management accounts, adjusted expected credit loss rather than credit loss expense is reported for the Business Groups (see note 2 to the financial statements).  2 Excludes interest and dividend income.  3 Income/average invested assets.  4 Operating expenses/income.  5 For informational purposes only. These pre-tax amounts have not been recorded in the income statement. For details on the fair value calculation, refer to note 32e to the financial statements.

33


Financial Businesses
Wealth Management & Business Banking

Components of operating income

Wealth Management derives its operating income principally from:
– fees for financial planning and wealth management services;
– fees for investment management services;
– transaction-related fees; and
– net interest income.

Wealth Management’s fees are based on the market value of invested assets and the level of transaction-related activity. As a result, operating income is affected by factors such as fluctuations in invested assets, changes in market conditions, investment performance and inflows and outflows of client funds.



2004

Performance indicators

In 2004, net new money inflows totaled CHF 42.3 billion, up 42% from CHF 29.7 billion in 2003, representing an annual growth rate of 6% of the underlying invested asset base at end-2003. This excellent performance was driven by gains in all geographical areas, especially from Asian clients, and a particularly strong CHF 13.7 billion inflow into our European wealth management business.

(LINE CHART)

Invested assets, at CHF 778 billion on 31 December 2004, were up 11% from CHF 701 billion a year earlier, mainly reflecting the strong inflow of net new money and CHF 22.6 billion in new assets gained from acquisitions we integrated in 2004. Rising equity markets also had a positive impact on asset levels, helping to compensate for the negative effect of the US dol-

lar’s weakening against the Swiss franc. 35% of invested assets were denominated in US dollars at the end of 2004.

(LINE CHART)

The gross margin on invested assets was 103 basis points in 2004, up 2 basis points from 101 basis points a year earlier, as revenues increased more than the average asset base. Overall, recurring income made up 76 basis points of the margin in 2004, up from 71 basis points in 2003. Non-recurring income comprised 27 basis points of the margin in 2004, against 30 basis points in 2003.

The cost/income ratio improved to 55.3% in 2004 from 61.6% a year earlier, reflecting the strong rise in total operating income, which more than offset the gain in performance-related compensation. Goodwill and other intangible asset amortization accounted for 1.0 percentage points of the ratio in 2004 and for 1.1 percentage points in 2003. Pre-goodwill, the ratio decreased by 6.2 percentage points.



(LINE CHART)

(LINE CHART)



34


European wealth management

Our European wealth management business continued to make significant progress. With a particularly good performance in the UK and Germany, the inflow of net new money in 2004 was CHF 13.7 billion, up 27% from the previous year’s intake of CHF 10.8 billion. The result reflects an annual net new money in-flow rate of 30% of the underlying asset base at year-end 2003.

(LINE CHART)

The level of invested assets was a record CHF 82 billion on 31 December 2004, almost double the CHF 46 billion a year earlier, with the gain reflecting healthy inflows of net new money, and the integration of acquisitions made during the year.

(LINE CHART)

In 2004, income from our European wealth management business was CHF 437 million, up 64% from a year earlier, reflecting our growing asset and client base.

In 2004, the number of client advisors increased by 166, including 144 client advisors who joined us through the various acquisitions made during the year.

Results

In 2004, pre-tax profit, at CHF 3,435 million, was up 32% from 2003. This increase reflects the recovery in major financial markets that started in mid-2003, driving a 13% increase in revenues through higher asset-based fees. Rising interest income, a reflection of the expansion of our margin lending

activities, also bolstered revenues. At the same time, our expenses, up 2% in 2004 from 2003, were kept under tight control. Personnel expenses, up 7%, rose at a slower pace than income.

Operating income

Total operating income in 2004 was CHF 7,693 million, up

(LINE CHART)

13% from CHF 6,793 million a year earlier. This was the highest level ever, reflecting a rise in recurring as well as in non-recurring revenues. Recurring income increased 19% on rising asset-based fees, benefiting from gains in asset levels. This was accentuated by higher interest income due to the expansion of our margin lending activities. Non-recurring income rose due to higher brokerage fees, reflecting an increase in client activity levels, which were particularly strong in the first and fourth quarters of the year. These positive effects were somewhat offset by the weakening of the US dollar against the Swiss franc as well as lower divestment gains (in 2003 we sold a stake in Deutsche Börse).

Operating expenses

At CHF 4,258 million, operating expenses in 2004 were up 2% from CHF 4,184 million a year earlier, reflecting higher personnel expenses as well as the ongoing investment in our growth initiatives. Personnel expenses rose 7% to CHF 2,080 million in 2004 compared to CHF 1,944 million a year earlier, reflecting higher performance-related compensation as well as an increase in salaries due to the expansion of our business. General and administrative expenses, at CHF 642 million, were up 6% in 2004 from CHF 604 million due to higher legal and operational provisions, an increase in travel and entertainment expenses as well as a rise in marketing costs. Expenses for services from other business units, at CHF 1,395 million in 2004, were down 6% from CHF 1,479 million the previous year, mainly due to lower charges for insurance and IT services. Depreciation was CHF 66 million in 2004, down 20% from CHF 82 million a year earlier because of lower charges for information technology equipment. Goodwill amortization was CHF 75 million in 2004, unchanged from the previous year.



35


Financial Businesses
Wealth Management & Business Banking

Headcount

Headcount, at 10,093 on 31 December 2004, increased by 917 from 31 December 2003. One of the major reasons lies in the integration of acquisitions we made last year, which added 379 employees. In 2004, the number of client advisors increased to 3,744, up 13% or 444 advisors from a year earlier.

2003

(LINE CHART)

Performance indicators

In 2003, net new money inflows totaled CHF 29.7 billion, up 68% from CHF 17.7 billion in 2002. The excellent performance was due to strong inflows into our European wealth management business as well as significant inflows from clients in Asia and Eastern Europe.

Invested assets, at CHF 701 billion on 31 December 2003, were up 9% from CHF 642 billion a year earlier, mainly due to the recovery in global equity markets during the second half of the year, as well as the strong inflows of net new money. That more than compensated for the 10% fall in the US dollar against the Swiss franc over 2003, which had a direct impact on the value of Wealth Management’s invested assets, 37% of which were denominated in US dollars at end-2003.
The average asset base in 2003 was lower in comparison to 2002 as asset levels were unusually depressed at the beginning of the year. In contrast, revenues increased due to higher non-recurring income, which was positively influenced by higher trading and brokerage income and a gain on disposal of our participation in Deutsche Börse. The gross margin on invested assets was 101 basis points in 2003, up 4 basis points from 97 basis points a year earlier.
The cost/income ratio declined to 61.6% in 2003 from 62.0% a year earlier, reflecting higher non-recurring revenues, more than offsetting the increased costs from rising personnel expenses. Goodwill and other intangible asset amortization accounted for 1.1 percentage points of the ra-

tio in 2003 and for 1.4 percentage points in 2002. Pre-goodwill, the ratio decreased by 0.1 percentage points.

European wealth management

Our European wealth management business continued to make significant progress. After three years of intense effort, the total level of invested assets in Germany, France, the UK, Spain and Italy reached CHF 46 billion.

With a particularly good performance in the UK and Germany, the inflow of net new money in 2003 was CHF 10.8 billion, up 42% from the year-earlier intake of CHF 7.6 billion. The result reflects an annual net new money inflow rate of 39% of the underlying asset base.
The level of invested assets reached a record CHF 46 billion on 31 December 2003, up from CHF 28 billion a year earlier, reflecting healthy inflows of net new money, our acquisition of the French business of Lloyds TSB, and positive markets.
In 2003, income from our European wealth management business was CHF 267 million, up 44% or CHF 81 million from a year earlier, reflecting the growing asset and client base.
The number of client advisors increased by 121 (including 21 client advisors from the French business of Lloyds TSB), bringing the total on 31 December 2003 to 672.

Results

Wealth Management’s 2003 pre-tax profit, at CHF 2,609 million, increased 4% from 2002 on the financial market recovery in the second half of the year, which resulted in higher revenues.

Operating income

Total operating income in 2003 was CHF 6,793 million, up 2% from CHF 6,664 million in 2002. Recurring income decreased 2% on lower asset-based revenues, reflecting the lower average asset base in 2003. Non-recurring income increased 11% on the Deutsche Börse disposal gain and as trading and brokerage revenues went up because of higher client activity levels in the second half of the year.

Operating expenses

At CHF 4,184 million, operating expenses for 2003 were up 1% from CHF 4,151 million a year earlier, reflecting our investments in the European wealth management business and higher personnel expenses. Personnel expenses rose 4% to CHF 1,944 million in 2003 compared to a year earlier, mainly due to higher severance payments as well as slightly higher performance-related compensation. General and administrative expenses in 2003, at CHF 604 million, were down 2% as our ongoing tight management of costs more than offset the investments in our European wealth management business. Expenses for services from other business units remained virtually unchanged at CHF 1,479 million in 2003



36


compared to CHF 1,475 million in 2002. Depreciation was CHF 82 million in 2003, down 12% from a year earlier because of lower charges for information technology equipment, which is increasingly being leased instead of bought. Goodwill amortization was CHF 75 million in 2003, down 23% from 2002 mainly due to the weakening of the US dollar against the Swiss franc.

Headcount

Headcount, at 9,176 on 31 December 2003, decreased by 223 from 31 December 2002. Although we continued to hire client advisors, we reduced headcount in non-client facing areas as we further streamlined processes and structures. In 2003, the number of client advisors increased to 3,300, up 10% from a year earlier.



37


Financial Businesses
Wealth Management & Business Banking

Business Banking Switzerland

Business Unit reporting

 
  For the year ended  % change from 
     
CHF million, except where indicated
  31.12.04   31.12.03   31.12.02   31.12.03 
 
Interest income  3,390   3,542   3,677   (4)
 
Non-interest income  1,673   1,705   1,817   (2)
 
Income  5,063   5,247   5,494   (4)
 
Adjusted expected credit loss1
  (25)  (127)  (286)  80 
 
Total operating income
  5,038   5,120   5,208   (2)
 
Personnel expenses  2,393   2,406   2,469   (1)
 
General and administrative expenses  1,064   1,090   1,305   (2)
 
Services to/from other business units  (533)  (609)  (638)  12 
 
Depreciation  69   88   105   (22)
 
Amortization of goodwill and other intangible assets  0   0   0     
 
Total operating expenses
  2,993   2,975   3,241   1 
 
Business Unit performance before tax
  2,045   2,145   1,967   (5)
 
                 
Performance indicators
                
 
Invested assets (CHF billion)  140   136   127   3 
 
Net new money (CHF billion)2
  2.6   2.5   3.7     
 
Cost/income ratio (%)3
  59.1   56.7   59.0     
 
Non-performing loans/gross loans (%)  2.3   3.2   3.6     
 
Impaired loans/gross loans (%)  3.0   4.6   6.0     
 
                 
Additional information As at or for the period ended  % change from 
     
   31.12.04   31.12.03   31.12.02   31.12.03 
 
Deferral (included in adjusted expected credit loss)  411   383   240   7 
 
Client assets (CHF billion)  655   622   494   5 
 
Regulatory equity allocated (average)  6,250   6,100   5,700   2 
 
Fair value of employee stock options granted4
  46   27   38   70 
 
Headcount (full-time equivalents)  15,508   16,181   16,967   (4)
 
1In management accounts, adjusted expected credit loss rather than credit loss expense is reported for the Business Groups (see note 2 to the financial statements).  2Excludes interest and dividend income.  3Operating expenses/income.  4For informational purposes only. These pre-tax amounts have not been recorded in the income statement. For details on the fair value calculation, refer to note 32e to the financial statements.

Components of operating income

Business Banking Switzerland derives its operating income principally from:
net interest income from its loan portfolio and customer deposits;
fees for investment management services; and
transaction fees.

As a result, operating income is affected by movements in interest rates, fluctuations in invested assets, client activity levels, investment performance, changes in market conditions and the credit environment.



38


2004

Performance indicators

Net new money was CHF 2.6 billion in 2004, slightly higher than the inflow of CHF 2.5 billion in 2003.

Invested assets rose to CHF 140 billion in 2004 from CHF 136 billion a year earlier as positive market developments and net new money inflows were only partially offset by the weakening of the US dollar against the Swiss franc and the transfer of assets to our Wealth Management business. During the course of 2004, we transferred CHF 7 billion in assets from the Business Banking Switzerland unit to the Wealth Management unit, reflecting the increasing needs of clients.
The cost/income ratio was 59.1%, 2.4 percentage points above the ratio of 56.7% in 2003, reflecting falling interest income in the low interest rate environment.

(BAR CHART)

Business Banking Switzerland’s loan portfolio was CHF 137 billion on 31 December 2004, down CHF 2 billion from the previous year. An increase in volumes of private client mortgages was offset by lower credit demand from corporate clients and a further reduction in the recovery portfolio, which fell to CHF 4.4 billion on 31 December 2004 from CHF 6.4 billion a year earlier. This positive development was also reflected in the key credit quality ratios: the non-performing loan ratio improved to 2.3% from 3.2%, while the ratio of impaired loans to gross loans was 3.0% compared to 4.6% in 2003.

(BAR CHART)

Results

Pre-tax profit in 2004 was CHF 2,045 million, only CHF 100 million or 5% lower than the record result achieved in 2003. It was achieved despite a CHF 184 million fall in income, driven mainly by lower interest income. The result shows the continued tight management of our cost base, with lower credit loss expenses reflecting the structural improvement in our loan portfolio in recent years. In 2004, personnel expenses and depreciation reached their lowest levels since the UBS-SBC merger in 1998.

(BAR CHART)

Operating income

Total operating income in 2004 was CHF 5,038 million, down slightly from 2003’s level of CHF 5,120 million. Interest income declined by 4% to CHF 3,390 million in 2004 from CHF 3,542 million in 2003. The decline reflects lower revenues from our reduced recovery portfolio, as well as lower interest margins on savings and cash accounts. This was partially offset by higher private client mortgage volumes. Non-interest income dropped by CHF 32 million to CHF 1,673 million in 2004 from CHF 1,705 million in 2003, reflecting lower client activity levels, partially offset by the gain from the sale of a participation in the Noga Hilton hotel. Adjusted expected credit loss expenses, at CHF 25 million in 2004, decreased by 80% from CHF 127 million in 2003. This fall reflects the deferred benefit of the structural improvement in our loan portfolio in recent years.

Operating expenses

Operating expenses in 2004 were CHF 2,993 million, up 1% from CHF 2,975 million in 2003. Personnel expenses, at CHF 2,393 million, were down 1% from CHF 2,406 million in 2003, as falling salary costs reflected the 4% drop in headcount, partly offset by an increase in performance-related compensation. General and administrative expenses, at CHF 1,064 million in 2004, continued to drop and were 2% lower than the CHF 1,090 million recorded in 2003, reflecting our continuous tight cost controls. Drops were seen mainly in professional fees. Net charges to other business units fell to CHF 533 million in 2004 from CHF 609 million in 2003



39


Financial Businesses
Wealth Management & Business Banking

because of lower charge-outs for IT services. Depreciation in 2004 dropped to CHF 69 million from CHF 88 million in 2003 due to lower expenses for information technology equipment.

Headcount

Business Banking Switzerland’s headcount was 15,508 on 31 December 2004, a decline of 673 from 31 December 2003, reflecting our continued investment in technology and automation, as well as the ongoing streamlining of processes and structures.

(BAR CHART)

2003

Performance indicators

Net new money was CHF 2.5 billion in 2003 compared with an inflow of CHF 3.7 billion in 2002.

Invested assets rose to CHF 136 billion in 2003 from CHF 127 billion a year earlier as positive market developments and positive inflows of net new money were only partially offset by the weakening of the US dollar against the Swiss franc.
In 2003, the cost/income ratio was 56.7%, 2.3 percentage points below the ratio of 59.0% in 2002, reflecting lower total operating expenses.
Business Banking Switzerland’s loan portfolio was CHF 139 billion on 31 December 2003, unchanged from a year earlier. An increase in volumes of private client mortgages was offset by declining volumes in the corporate clients area and a further reduction in the recovery portfolio, which fell to CHF 6.4 billion on 31 December 2003 from CHF 8.6 billion a year earlier. This positive development was also reflected in the key credit quality ratios: the non-performing loan ratio improved

to 3.2% from 3.6%, while the ratio of impaired loans to gross loans was 4.6% compared with 6.0% in 2002.

Results

Pre-tax profit in 2003 was CHF 2,145 million, up 9% from 2002. The result was achieved despite slightly lower revenues in difficult market conditions. This performance is also evidence of the continued tight management of our cost base, and lower credit loss expenses reflecting the deferred benefit of the structural improvement in our loan portfolio in recent years.

Operating income

Operating income was CHF 5,120 million in 2003, down slightly from 2002’s level of CHF 5,208 million. Interest income declined by 4% to CHF 3,542 million in 2003 from CHF 3,677 million in 2002. The decline reflects lower interest margins on savings and cash accounts as well as lower revenues from our reduced recovery portfolio. This was partially offset by higher mortgage and saving account volumes. Non-interest income dropped by CHF 112 million to CHF 1,705 million in 2003 from CHF 1,817 million in 2002, reflecting the difficult market environment at the beginning of the year. This was partially offset by lower adjusted expected credit loss expenses, which fell to CHF 127 million in 2003, down 56% from CHF 286 million in 2002.

Operating expenses

Operating expenses in 2003 were CHF 2,975 million, down 8% from CHF 3,241 million in 2002. Personnel expenses, at CHF 2,406 million, were down 3% from CHF 2,469 million in 2002, mainly due to lower salary costs reflecting the 5% drop in headcount. General and administrative expenses, at CHF 1,090 million in 2003, continued to drop and were 16% lower than the CHF 1,305 million recorded in 2002. This reflects our continuous efforts to control our costs tightly. Net charges to other business units dropped to CHF 609 million in 2003 from CHF 638 million in 2002 due to lower charge-outs to other business units. Depreciation for 2003 dropped to CHF 88 million from CHF 105 million in 2002 as information technology equipment is increasingly being leased instead of bought.

Headcount

Business Banking Switzerland’s headcount was 16,181 on 31 December 2003, a decline of 786 from 31 December 2002, reflecting our continued investment in technology and automation, as well as the ongoing streamlining of processes and structures.



40


Financial Businesses
Global Asset Management

Global Asset Management

Pre-tax profit was CHF 544 million, an increase of 64% from the 2003 pre-tax profit of CHF 332 million. The increase was driven by higher operating income, which rose 16%, reflecting strong net new money inflows, a continuing change in asset mix towards higher-margin products, and a rise in market valuations resulting in increased asset levels and revenues.

Business Group reporting

 
  For the year ended  % change from 
     
CHF million, except where indicated
  31.12.04   31.12.03   31.12.02   31.12.03 
 
Institutional fees  1,085   922   865   18 
 
Wholesale intermediary fees  937   815   790   15 
 
Total operating income
  2,022   1,737   1,655   16 
 
Personnel expenses  901   806   763   12 
 
General and administrative expenses  299   265   301   13 
 
Services to/from other business units  126   156   164   (19)
 
Depreciation  23   25   22   (8)
 
Amortization of goodwill and other intangible assets  129   153   186   (16)
 
Total operating expenses
  1,478   1,405   1,436   5 
 
Business Group performance before tax
  544   332   219   64 
 
 
Performance indicators
                
 
Cost/income ratio (%)1
  73.1   80.9   86.8     
 
 
Institutional
                
 
Invested assets (CHF billion)  344   313   274   10 
 
of which: money market funds
  17   14   19   21 
 
Net new money (CHF billion)2
  23.7   12.7   (1.4)    
 
of which: money market funds
  (1.2)  (5.0)  (1.8)    
 
Gross margin on invested assets (bps)3
  32   32   29   0 
 
1Operating expenses/operating income.  2Excludes interest and dividend income.  3Operating income/average invested assets.

(PHOTO OF FRASER)

41


Financial Businesses
Global Asset Management

Global Asset Management (continued)

 
Wholesale intermediary As at or for the year ended  % change from 
     
   31.12.04   31.12.03   31.12.02   31.12.03 
 
Invested assets (CHF billion)  257   261   259   (2)
 
of which: money market funds
  64   87   106   (26)
 
Net new money (CHF billion)1
  (4.5)  (5.0)  (6.3)    
 
of which: money market funds
  (20.6)  (23.0)  (6.9)    
 
Gross margin on invested assets (bps)2
  36   31   27   16 
 
                 
Additional information As at or for the year ended  % change from 
     
   31.12.04   31.12.03   31.12.02   31.12.03 
 
Client assets (CHF billion)  601   574   533   5 
 
Regulatory equity allocated (average)  950   1,000   1,100   (5)
 
Fair value of employee stock options granted3
  43   41   43   5 
 
Headcount (full-time equivalents)  2,665   2,627   2,668   1 
 
1Excludes interest and dividend income.  2Operating income / average invested assets.  3For informational purposes only. These pre-tax amounts have not been recorded in the Income statement.
For details on the fair value calculation, refer to note 32e to the financial statements.

Components of operating income

Global Asset Management generates its revenue from the asset management and fund administration services it provides to financial intermediaries and institutional investors. Fees charged to institutional clients and wholesale intermediary clients are based on the market

value of invested assets and on successful investment performance. As a result, revenues are affected by changes in market and currency valuation levels, as well as flows of client funds, and relative investment performance.



2004

Performance indicators

For 2004, the cost/income ratio was 73.1%, a strong improvement of of 7.8 percentage points from 2003. This was a result of improving operating income combined with modest cost growth. Higher market valuations coupled with strong net new money inflows resulted in increased invested asset levels and, subsequently, higher asset-based fees. The continuing change in asset-mix towards higher-margin products increased operating income and overall profitability. Goodwill and other intangible asset amortization accounted for 6.4 per-

centage points of the ratio in 2004 and for 8.8 percentage points in 2003. Pre-goodwill, the ratio dropped by 5.4 percentage points.

Institutional

Institutional invested assets were CHF 344 billion on 31 December 2004 – at their highest level since 2000, and up 10% from CHF 313 billion on 31 December 2003, reflecting both strong net new money and rising financial markets. This increase was partly offset by the weakening of the US dollar against the Swiss franc.
For full-year 2004, net new money inflows were CHF 23.7 billion, up significantly from the CHF 12.7 billion recorded in



(BAR CHART)

(BAR CHART)



42


2003. Alternative and quantitative investments, equity and fixed income mandates experienced strong inflows, partially offset by outflows from asset allocation mandates and money market funds.

(BAR CHART)

The gross margin for full-year 2004 was 32 basis points, on a par with full-year 2003.

(BAR CHART)

Wholesale intermediary

Invested assets were CHF 257 billion on 31 December 2004, down by CHF 4 billion from 31 December 2003. For full-year 2004, the net new money outflow was CHF 4.5 billion compared with a CHF 5.0 billion outflow in 2003.

(BAR CHART)

The money market outflow in 2004 was CHF 20.6 billion. This was partly offset by positive inflows of CHF 16.1 billion, recorded mainly in fixed income mandates (inflow of CHF 7.7 billion) and to a lesser extent in asset allocation and equity funds.

(BAR CHART)

The 2004 gross margin was 36 basis points, up by 5 basis points from a year earlier, reflecting the significant improvement of wholesale intermediary fees as a result of the continuing shift to higher-margin products.

(BAR CHART)

Money market sweep accounts

Some of the money market fund assets managed by our US wholesale intermediary business represent the cash portion of private client accounts. Before launching UBS Bank USA in 2003, the cash balances of private clients in the US were swept into our money market funds. Since the bank’s launch, those cash proceeds have been automatically redirected into its FDIC-insured deposit accounts. Although there was no one time bulk transfer of client money market assets to the bank, the funds invested in our sweep accounts are being used to complete client transactions and will therefore gradually deplete over time. Such funds are a low-fee component of invested assets. Full-year money market outflows in our US wholesale intermediary business were CHF 13.6 billion, of which approximately CHF 11 billion related to UBS Bank USA.



43


Financial Businesses
Global Asset Management

We do not expect further major outflows from our money market funds into UBS Bank USA in 2005.

Investment capabilities and performance

Financial markets experienced greater volatility in 2004 than in the previous year due to rising oil prices and continued geopolitical instability. Still, equity markets made progress, with strong gains during fourth quarter. Most of our actively managed global and regional equity strategies outperformed their benchmarks, with particularly strong performances in European and US asset classes. The Global Equity composite performed marginally below benchmark (after fees) for the year.

Bond markets in the major industrialized countries were surprisingly resilient in 2004, posting solid returns. European bonds were the best performers as investors saw the surge in oil prices as a potential drag on economic growth rather than raising inflationary expectations. A positive economic environment supported corporate bonds and drove spreads to very narrow levels. Overall, our active interest rate strategies continued to outperform their benchmarks, particularly in the US; however, our Global Bond composite performed just below its benchmark (after fees) in 2004.
Asset allocation portfolios outperformed their benchmarks by significant amounts, with market allocation providing much of the added value. Stock selection was positive in US and emerging equities and US bonds. Longer-term returns against benchmarks remain positive.
In alternative and quantitative investments, performance was generally positive in 2004. All key equity-oriented strategies recorded positive returns, while a difficult macroeconomic environment contributed to slightly negative returns for our core “macro” trading strategy. Despite ongoing political and economic uncertainty, the multi-manager teams were able to generate positive returns from most strategies. Overall, funds of hedge funds performance was positive, buoyed by strong fourth quarter performance.
Real estate portfolios in the US, UK and Japan continued to perform strongly during 2004. In publicly traded real estate equities, excellent performance was achieved, with assets doubling in Europe due to a combination of inflows and performance.

Results

We reported a very strong full-year result in 2004. Pre-tax profit was CHF 544 million, an increase of 64% from the 2003

pre-tax profit of CHF 332 million. The increase was driven by higher operating income, which rose 16%, reflecting strong net new money inflows, a continuing change in asset mix towards higher-margin products, and a rise in market valuations resulting in increased asset levels and revenues. This was only partially offset by a slight rise in operating expenses, mainly due to higher incentive-based compensation as a result of the higher revenues.

(BAR CHART)

Operating income

In full-year 2004, operating income was CHF 2,022 million, up 16% from CHF 1,737 million a year earlier. The increase reflects higher financial market valuations and strong inflows into alternative and quantitative investments, and equities and fixed income mandates, resulting in higher invested asset levels and, consequently, higher asset-based revenues. Performance-related fees, especially in alternative and quantitative investments, remained at the strong levels seen in 2003. Institutional revenues increased to CHF 1,085 million in full-year 2004 from CHF 922 million in 2003, driven by both the improved market environment and strong asset inflows. Wholesale intermediary revenues rose to CHF 937 million in 2004 from CHF 815 million in 2003, reflecting higher market valuations and an improvement in the asset mix – as low-margin money market outflows were mostly offset by inflows into higher-margin products.

Operating expenses

In 2004, operating expenses increased to CHF 1,478 million from CHF 1,405 million in 2003, primarily due to higher incentive-based compensation as a result of increased profitability. Personnel expenses were CHF 901 million in 2004, 12% above 2003. General and administrative expenses increased by 13% to CHF 299 million in 2004 from CHF 265 million in



                 
          Annualized     
     
Composite
 1 year 3 years 5 years 10 years
 
Global Equity Composite vs. MSCI World Equity (Free) Index        +   + 
 
Global Bond Composite vs. Citigroup World Government Bond Index     +   +   + 
 
Global Securities Composite vs. Global Securities Markets Index  +   +   +   + 
 
(+) above benchmark; (-) under benchmark. All after fees.

44


2003. This increase was mainly due to a restructuring provision in our business in the Americas booked in third quarter 2004 and the damage caused by Hurricane Ivan in the Cayman Islands. Travel and entertainment costs, IT expenses and professional fees increased year-on-year. Net charges from other business units decreased by CHF 30 million to CHF 126 million in 2004 from CHF 156 million in 2003, partly due to higher charge-outs to the wealth management businesses reflecting the increase in the distribution of alternative investment products. Over the same period, depreciation remained virtually unchanged at CHF 23 million, down by only CHF 2 million. Amortization of goodwill decreased to CHF 129 million in 2004 from CHF 153 million a year earlier, due to the full amortization of the goodwill of some businesses and the US dollar’s decline against the Swiss franc.

Headcount

Headcount was 2,665 on 31 December 2004, up by 38 from 2,627 on 31 December 2003. The increase of 1% is mainly attributable to our expansion of the European real estate business as well as our growing businesses in alternative and quantitative investments and fund services.

(BAR CHART)

2003

Performance indicators

For 2003, the cost/income ratio was 80.9%, a significant improvement of 5.9 percentage points from 2002. This was a result of improving operating income and operating expenses. The recovery in equity markets experienced in the second half of 2003 resulted in higher invested asset levels and, consequently, higher asset-based revenues. Strong inflows of net new money (excluding lower fee money market funds), combined with improved investment performance, especially in the alternative and quantitative platform, helped revenues to rise. These developments were supported by ongoing cost control initiatives that drove operating expenses down by 2%. Goodwill and other intangible asset amortization accounted

for 8.8 percentage points of the ratio in 2003 and for 11.3 percentage points in 2002. Pre-goodwill, the ratio dropped by 3.4 percentage points.

Institutional

Institutional invested assets totaled CHF 313 billion on 31 December 2003, up 14% from CHF 274 billion on 31 December 2002, reflecting the strong market development in the second half of 2003 and strong inflows of net new money. The increase was partly offset by the weakening of major currencies against the Swiss franc.
For full-year 2003, net new money inflows were CHF 12.7 billion, up significantly from the outflows of CHF 1.4 billion recorded in 2002. Equity mandates and alternative and quantitative investments experienced strong inflows, partially offset by outflows from asset allocation mandates and money market funds.
The full-year 2003 gross margin was 32 basis points, up from 29 basis points in 2002, reflecting higher performance fees and an improving asset mix.

Wholesale intermediary

Invested assets were CHF 261 billion on 31 December 2003, up by CHF 2 billion from 31 December 2002. The impact of adverse currency movements and the launch of UBS Bank USA, which prompted outflows from money market funds, nearly offset the positive effect from rising financial markets.
For full-year 2003, the net new money outflow amounted to CHF 5.0 billion compared with the CHF 6.3 billion outflow in 2002. The money market outflow in 2003 was CHF 23.0 billion, partially offset by inflows of CHF 17.1 billion into higher-margin equity and fixed income mandates. The outflows in money market funds were primarily in the Americas as a result of the launch of UBS Bank USA.
The gross margin increased to 31 basis points in 2003 from 27 basis points in 2002, reflecting the change in the asset mix towards higher-margin assets.

Results

Global Asset Management reported a pre-tax profit of CHF 332 million in 2003, an increase of 52% from 2002’s pre-tax profit of CHF 219 million. The recovery in the second half of 2003 in equity market valuations, coupled with strong inflows into alternative investments, equities and fixed income mandates, resulted in higher invested asset levels and, consequently, increased asset-based revenues. Performance-related fees, especially in the alternative and quantitative business, showed significant improvement over 2002. Ongoing cost control initiatives that systematically reduced operating expenses contributed significantly to improved profitability. Lower IT and premises costs prompted general and administrative expenses to decline. Amortization ex-



45


Financial Businesses
Global Asset Management

penses fell as the goodwill of some assets became fully amortized. These developments were partially offset by higher incentive-based compensation resulting from the increase in operating income.

Operating income

In full-year 2003, operating income was CHF 1,737 million, up 5% from CHF 1,655 million a year earlier. It reflected the recovery in equity market valuations in second half 2003, coupled with strong inflows into alternative investments, equities and fixed income mandates, resulting in higher invested asset levels and consequently higher asset-based revenues. Performance-related fees, especially in the alternative and quantitative business, showed significant improvement over 2002. Institutional revenues increased to CHF 922 million in full-year 2003 from CHF 865 million in 2002, driven by both the improved market environment and strong asset inflows, especially in the alternative and quantitative business. For full-year 2003, Wholesale intermediary revenues, at CHF 815 million, increased from CHF 790 million in 2002, reflecting the recovery in the equity markets and an improvement in the asset mix, both of which had a positive impact on our asset-based revenues.

Operating expenses

For full-year 2003, operating expenses declined to CHF 1,405 million from CHF 1,436 million in 2002, primarily due to cost-saving initiatives and lower goodwill amortization. Personnel expenses were CHF 806 million in 2003, 6% above 2002, due to higher incentive-based compensation reflecting improved revenues. General and administrative expenses fell to CHF 265 million in 2003 from CHF 301 million in 2002. The decrease is a result of ongoing cost-saving initiatives, resulting in a significant reduction of IT and premises expenses. These savings were partly offset by non-recurring operational provisions. Charges from other business units decreased by CHF 8 million to CHF 156 million in 2003. Depreciation, at CHF 25 million, increased by CHF 3 million from 2002. Amortization of goodwill decreased to CHF 153 million in 2003 from CHF 186 million a year earlier. The drop was due both to the full amortization of the goodwill of some businesses and to the US dollar’s drop against the Swiss franc.

Headcount

Headcount was 2,627 on 31 December 2003, down by 41 from 2,668 on 31 December 2002. The decrease of 2% primarily reflects cost-saving efforts in the traditional investments business.



46


Financial Businesses
Investment Bank

Investment Bank

In 2004, the Investment Bank’s pre-tax profit was CHF 4,540 million, up 18% from a year earlier. Results were driven by strong performances across all businesses and fueled by a pick-up in market activity.

Business Group reporting

 
  For the year ended  % change from 
   
CHF million, except where indicated
  31.12.04   31.12.03   31.12.02   31.12.03 
 
Investment banking  1,909   1,703   1,915   12 
 
Equities  5,906   4,875   5,608   21 
 
Fixed income, rates and currencies  7,912   7,490   6,498   6 
 
Private equity  257   (77)  (1,602)    
 
Income  15,984   13,991   12,419   14 
 
Adjusted expected credit loss1
  (7)  (55)  (90)  87 
 
Total operating income
  15,977   13,936   12,329   15 
 
Personnel expenses  8,156   7,303   7,815   12 
 
General and administrative expenses  2,535   2,074   2,359   22 
 
Services to/from other business units  219   180   140   22 
 
Depreciation  239   246   320   (3)
 
Amortization of goodwill and other intangible assets  288   278   364   4 
 
Total operating expenses
  11,437   10,081   10,998   13 
 
Business Group performance before tax
  4,540   3,855   1,331   18 
 
 
Performance indicators
                
 
Compensation ratio (%)2
  51   52   63     
 
Cost/income ratio (%)3
  71.6   72.1   88.6     
 
Non-performing loans/gross loans (%)  0.6   0.8   1.5     
 
Impaired loans/gross loans (%)  0.8   1.4   2.5     
 
Average VaR (10-day 99%)  358.0   294.8       21 
 
1In management accounts, adjusted expected credit loss rather than credit loss expense is reported for the Business Groups (see note 2 to the financial statements).  2Personnel expenses/income.  3Operating expenses/income.

(PHOTO OF COSTAS)

47


Financial Businesses
Investment Bank

Investment Bank (continued)

                 
 
Private equity As at or for the year ended  % change from 
     
   31.12.04   31.12.03   31.12.02   31.12.03 
 
Value creation (CHF billion)  0.6   (0.3)  (1.4)    
 
Investment (CHF billion)1
  1.9   2.3   3.1   (17)
 
Portfolio fair value (CHF billion)  2.7   2.9   3.8   (7)
 
                 
Additional information As at or for the year ended  % change from 
     
   31.12.04   31.12.03   31.12.02   31.12.03 
 
Deferral (included in adjusted expected credit loss)  85   29   8   193 
 
Client assets (CHF billion)  147   143   133   3 
 
Regulatory equity allocated (average)  14,100   12,700   13,100   11 
 
Fair value of employee stock options granted2
  258   391   582   (34)
 
Headcount (full-time equivalents)  16,568   15,277   15,791   8 
 
1Historical cost of investments made, less divestments and impairments.  2For informational purposes only. These pre-tax amounts have not been recorded in the income statement. For details on the fair value calculation, refer to note 32e to the financial statements.

Components of operating income

The Investment Bank generates operating income from:
commissions on agency transactions and spreads or markups on principal transactions;
fees from debt and equity capital markets transactions, leveraged finance, and the structuring of derivatives and complex transactions;
mergers and acquisitions and other advisory fees;
interest income on principal transactions and from the loan portfolio; and

gains and losses on market making, proprietary, and arbitrage positions.
As a result, operating income is affected by movements in market conditions, interest rate swings, the level of trading activity in primary and secondary markets and the extent of merger and acquisition activity. These and other factors have had, and may in the future have, a significant impact on results of operations from year to year.


2004

Performance indicators

The cost/income ratio improved to 71.6% in 2004 from 72.1% a year earlier. It reflected a strong revenue performance in all businesses. Goodwill and other intangible asset amortization accounted for 1.8 percentage points of the ratio in 2004 and for 2.0 percentage points in 2003. Pre-goodwill, the ratio dropped by 0.3 percentage points.

Our compensation ratio in 2004 was 51%, down from 52% in 2003, reflecting the completion of our aggressive

investment banking hiring program. Payout levels are driven by the revenue mix across business areas and are managed in line with market levels.

Total loans were CHF 69 billion on 31 December 2004, up 25% from CHF 55 billion a year earlier, reflecting our strengthened business franchise. Continued successful recovery efforts led the ratio of impaired loans to total loans to fall to 0.8% at the end of 2004 from 1.4% on 31 December 2003. The non-performing loans to total loans ratio fell to 0.6% from 0.8% in the same period.
The level of our private equity investments stood at CHF



(BAR CHART)

(BAR CHART)



48


(BAR CHART)

1.9 billion on 31 December 2004, a decline of 17% from CHF 2.3 billion on 31 December 2003, reflecting writedowns and successful divestments. Unfunded commitments fell by 47% to CHF 0.8 billion on 31 December 2004 from CHF 1.5 billion a year ago. The fair value of the portfolio on 31 December 2004 was CHF 2.7 billion, down from CHF 2.9 billion on 31 December 2003, driven by exits and revaluations.

(BAR CHART)

Results

Pre-tax profit was CHF 4,540 million in 2004, up 18% from a year earlier and at its highest level since 2000. Our result was achieved despite the significant weakening of the US dollar against the Swiss franc and reflects revenue growth across all our businesses. In particular, our fixed income, rates and cur-

(BAR CHART)

rencies business posted a record result, up 6% from 2003, while the equities business reported a 21% increase in revenues on the strong improvement in market conditions. Private equity also contributed to our result, recording revenues of CHF 257 million, a significant improvement. At the same time, costs increased as our businesses continued to expand, with specific operational provisions also a factor.

Operating income

Total operating income in 2004 was CHF 15,977 million, up 15% from CHF 13,936 million a year earlier, reflecting strong improvements in all businesses.
Equities revenues, at CHF 5,906 million in 2004, were up 21% from CHF 4,875 million in 2003. Growth in revenues occurred around the globe, but was particularly strong in the US and Europe. Significant increases were seen in secondary cash commissions and proprietary trading revenues. Prime brokerage saw an impressive revenue gain following the acquisition of ABN Amro’s prime brokerage business in the US.
Fixed income, rates and currencies revenues were CHF 7,912 million, up 6% from CHF 7,490 million a year earlier. Strong gains were seen in the rates business, mainly due to the structured LIBOR and mortgage businesses. Fixed income was driven by credit derivatives, emerging markets and global syndicated finance businesses, foreign exchange and cash and collateral trading. The positive result was slightly offset by negative revenues of CHF 62 million relating to Credit Default Swaps (CDSs) hedging existing credit exposure in the loan book – significantly lower than 2003’s negative revenues of CHF 678 million.
Investment banking revenues, at CHF 1,909 million in 2004, increased 12% from CHF 1,703 million a year earlier. Excluding currency fluctuations and hedging costs, revenues were up 32%, reflecting improving corporate activity levels. It was a record year for our global advisory business, with double-digit growth seen in Europe, the US and Asia. According to aDealogicsurvey1, we ranked fifth for investment banking fees in 2004 with a market share of 5.3%, up from sixth and a market share of 5.0% a year earlier.
Private equity also contributed to our result, recording revenues of CHF 257 million in 2004, a significant improvement compared to the negative revenues of CHF 77 million a year earlier, as market conditions allowed for successful divestments and lower writedowns.

Operating expenses

Higher personnel costs and general and administrative expenses prompted total operating expenses in 2004 to rise to CHF 11,437 million, a 13% increase from CHF 10,081 million a year earlier. Personnel expenses, at CHF 8,156 million in 2004, increased 12% from a year earlier, reflecting higher performance-related compensation which rose due to higher rev-

1 Financial Times, 26 January 2005. Table: Global fee ranking 2004



49


Financial Businesses
Investment Bank

(BAR CHART)

enues, as well as an increase in salaries reflecting the 8% additional headcount. General and administrative expenses were CHF 2,535 million in 2004, up 22% from 2003’s CHF 2,074 million. The increase reflected higher operational provisions, rising professional fees and raised IT spending. This was partially offset by a drop in administration and occupancy expenses. Services from other business units increased to CHF 219 million in 2004 from CHF 180 million in 2003. Depreciation eased 3% to CHF 239 million in 2004 from CHF 246 million in 2003 on a decline in writeoffs. Amortization of goodwill and other intangibles, at CHF 288 million in 2004, was up 4% from CHF 278 million a year earlier, reflecting the ABN Amro acquisition.

(BAR CHART)

Headcount

Headcount, at 16,568 on 31 December 2004, was up 8% from a year earlier. Staffing increases were driven by continued business expansion and included the impact of integrating personnel from the Charles Schwab Capital Markets division and the hiring of additional operational risk management and compliance staff.

2003

Performance indicators

The cost/income ratio decreased to 72.1% in 2003 from 88.6% in 2002. The fall reflects an increase in revenues, driven by our fixed income, rates and currencies business and our private equity business, set against the drop in operating expenses, which reflected our disciplined cost control. Both revenues and expenses were affected by the weakening of major currencies, mainly the US dollar, against the Swiss franc. Goodwill and other intangible asset amortization accounted for 2.0 percentage points of the ratio in 2003 and for 3.0 percentage points in 2002. Pre-goodwill, the ratio dropped by 15.5 percentage points.

Our compensation ratio in 2003 was 52%, down from 63% in 2002. The payout levels of annual performance-related payments are driven by the revenue mix across business areas and are managed in line with market levels.
Total loans were CHF 55 billion on 31 December 2003, down 11% from CHF 62 billion a year earlier, mainly due to the drop in the US dollar against the Swiss franc. Continued successful recovery efforts led the ratio of impaired loans to total loans to fall from 2.5% on 31 December 2002 to 1.4% at the end of 2003. The non-performing loans to total loans ratio declined from 1.5% to 0.8% in the same period.
The level of our private equity investments was CHF 2.3 billion on 31 December 2003, down from CHF 3.1 billion a year earlier. The decrease was mainly due to successful divestments alongside further writedowns. The decline in the level of investments was accentuated by exchange rate movements. Driven by exits and revaluations, the fair value of the portfolio decreased to CHF 2.9 billion on 31 December 2003 from



Shift to industrial holdings

From first quarter 2005, our private equity investments will be reported within the Industrial Holdings segment. This matches our strategy of de-emphasizing and reducing
exposure to this asset class while capitalizing on orderly exit opportunities when they arise. Current management will continue to look after the portfolio.


50


CHF 3.8 billion a year earlier. Unfunded commitments continued to fall, totaling CHF 1.5 billion at end-2003, down from CHF 2.1 billion a year earlier.

Results

Pre-tax profit was CHF 3,855 million in full-year 2003, up 190% from a year earlier. This result was achieved despite the weakening of the US dollar against the Swiss franc and reflects strong performances in all our businesses. In particular, the private equity business showed a marked improvement of CHF 1.5 billion, reflecting lower levels of writedowns and a number of successful exits. Writedowns in 2003 totaled CHF 353 million, compared to CHF 1.7 billion in 2002. This was accentuated by a strong result in our fixed income, rates and currencies business, gaining 15% from 2002, reflecting the breadth of our capabilities and our expanding franchise. At the same time, costs were tightly controlled. Both personnel expenses and general and administrative expenses fell because of currency fluctuations. Excluding the impact of currency movements, personnel expenses rose in 2003, reflecting improved revenues, while general and administrative expenses remained largely unchanged from 2002.

Operating income

Full-year 2003 total operating income was CHF 13,936 million, up 13% from CHF 12,329 million in 2002. Investment banking revenues, at CHF 1,703 million in 2003, dropped 11% from CHF 1,915 million a year earlier. Excluding the currency impact, revenues actually rose, reflecting the expansion of our capabilities. Equities revenues in full-year 2003 also reflected negative currency impacts, falling to CHF 4,875 million from CHF 5,608 million in 2002. Excluding currency fluctuations, equity results improved, reflecting strong performances in the equity finance, proprietary and primary businesses. In full-year 2003, the fixed income, rates and currencies business posted an excellent result. Revenues, at CHF 7,490 million in 2003, were up 15% from CHF 6,498 million in 2002. Revenues increased in all businesses, but the gains were particularly strong in fixed income, principal finance, mortgages and foreign exchange. The positive result was

somewhat offset by negative revenues of CHF 678 million relating to Credit Default Swaps (CDSs) hedging existing credit exposure in the loan book. Private equity income for 2003 was negative CHF 77 million, compared to negative CHF 1,602 million in 2002. The significant improvement in performance was primarily driven by a sharp fall in investment writedowns.

Operating expenses

Total operating expenses dropped 8% to CHF 10,081 million in 2003, mainly reflecting the weakening of the US dollar against the Swiss franc, although our continued tight management of costs helped. Personnel expenses in 2003, at CHF 7,303 million, fell 7% from 2002. Excluding currency fluctuations, personnel expenses rose, reflecting higher performance-related compensation, which increased along with revenues, and higher severance expenses. Full-year general and administrative expenses were CHF 2,074 million in 2003, down 12% from 2002’s CHF 2,359 million. Excluding the effect of currencies, expenses rose slightly, reflecting provisions for vacant space, higher professional fees in all businesses and an increase in administration expenses. Services from other business units increased to CHF 180 million in 2003 from CHF 140 million in 2002. Depreciation declined 23% to CHF 246 million in 2003 from CHF 320 million in 2002. The decrease is mainly due to lower depreciation on workstations, servers and other equipment. Amortization of goodwill and other intangibles, at CHF 278 million in 2003, fell 24% from CHF 364 million a year earlier, reflecting the full amortization of the goodwill of various businesses in 2003.

Headcount

Headcount, at 15,277 on 31 December 2003, fell 3% from a year earlier. The drop reflects ongoing, regular reviews of our cost structure and staffing needs, taking into account productivity gains and the automation of services. That was partially offset by the acquisition of ABN Amro’s prime brokerage business and continued investment in specific areas, including our US investment banking and fixed income, rates and currencies businesses.



51


Financial Businesses
Wealth Management USA

Wealth Management USA

In 2004, Wealth Management USA reported a pre-tax gain of CHF 179 million compared to a loss of CHF 5 million in 2003. In US dollar terms, operational performance excluding acquisition costs was the best since PaineWebber became part of UBS, reflecting record recurring fees and increased net interest revenue.

Business Group reporting

                 
  For the year ended  % change from 
     
CHF million, except where indicated
  31.12.04   31.12.03   31.12.02   31.12.03 
 
Private client revenues  4,906   4,9591  5,471   (1)
 
Municipal finance revenues  372   462   480   (19)
 
Net goodwill funding  (180)  (231)  (390)  22 
 
Income  5,098   5,190   5,561   (2)
 
Adjusted expected credit loss2
  (5)  (8)  (13)  38 
 
Total operating income
  5,093   5,182   5,548   (2)
 
Personnel expenses3
  3,437   3,627   4,158   (5)
 
General and administrative expenses  800   719   926   11 
 
Services to/from other business units  302   433   492   (30)
 
Depreciation  71   72   81   (1)
 
Amortization of goodwill and other intangible assets  304   336   1,691 4  (10)
 
Total operating expenses
  4,914   5,187   7,348   (5)
 
Business Group performance before tax
  179   (5)  (1,800)    
 
                 
Additional information For the year ended  % change from 
     
CHF million, except where indicated
  31.12.04   31.12.03   31.12.02   31.12.03 
 
Net goodwill funding 5
  180   231   390   (22)
 
Retention payments  99   263   351   (62)
 
Amortization of goodwill and other intangible assets  304   336   457   (10)
 
Total acquisition costs
  583   830   1,198   (30)
 
1 Includes gain on disposal of Correspondent Services Corporation of CHF 161 million.  2 In management accounts, adjusted expected credit loss rather than credit loss expense is reported for the Business Groups (see note 2 to the financial statements).  3 Includes retention payments in respect of the PaineWebber acquisition. There have been no further retention payments after second quarter 2004.  4 Includes writedown of PaineWebber brand name of CHF 1,234 million.  5 Goodwill and intangible asset-related funding, net of risk-free return on the corresponding equity allocated.

(Mark B. Sutton PHOTO)

52


Wealth Management USA (continued)

                 
Performance indicators As at or for the year ended  % change from 
     
   31.12.04   31.12.03   31.12.02   31.12.03 
 
Invested assets (CHF billion)  639   634   584   1 
 
Net new money (CHF billion)1
  17.1   21.1   18.5     
 
Interest and dividend income (CHF billion)2
  16.0   15.8   17.9   1 
 
Gross margin on invested assets (bps)3
  79   86   82   (8)
 
Cost/income ratio (%)4
  96.4   99.9   132.1     
 
Recurring fees5
  2,057   1,927   2,199   7 
 
Financial advisor productivity (CHF thousand)6
  655   597   639   13 
 
                 
Additional information As at or for the year ended  % change from 
     
   31.12.04   31.12.03   31.12.02   31.12.03 
 
Client assets (CHF billion)  679   690   650   (2)
 
Regulatory equity allocated (average)  5,100   5,700   7,450   (11)
 
Fair value of employee stock options granted7
  101   62   73   63 
 
Headcount (full-time equivalents)  17,388   17,435   19,029   0 
 
Financial advisors (full-time equivalents)  7,519   7,766   8,857   (3)
 
1 Excludes interest and dividend income.  2 For purposes of comparison with US peers.  3 Income/average invested assets.  4 Operating expenses/income.  5 Asset-based fees for portfolio management and fund distribution, account-based and advisory fees.  6 Private client revenues/average number of financial advisors.  7 For informational purposes only. These pre-tax amounts have not been recorded in the income statement. For details on the fair value calculation, refer to note 32e to the financial statements.

Components of operating income

Wealth Management USA principally derives its operating income from:
– fees for financial planning and wealth management services;
– fees for discretionary management services;
– transaction-related fees; and
– interest income from client loans.

These fees are based on the market value of invested assets, the level of transaction-related activity and the size of the loan book. As a result, operating income is affected by such factors as fluctuations in invested assets, changes in market conditions, investment performance, inflows and outflows of client funds, and investor activity levels.



53


Financial Businesses
Wealth Management USA

2004

Performance indicators

Wealth Management USA had CHF 639 billion in invested assets on 31 December 2004, up 1% from CHF 634 billion on 31 December 2003. The increase was due to inflows of net new money and the effects of market appreciation, partly offset by the weakening of the US dollar against the Swiss franc. In US dollar terms, invested assets were 10% higher on 31 December 2004 than they were on the same date in 2003.

(BAR CHART)

We continue to report strong inflows of net new money compared to peers. In 2004, inflows were CHF 17.1 billion, CHF 4 billion lower than the CHF 21.1 billion reported in 2003. Including interest and dividends, net new money in 2004 was CHF 33.1 billion, lower than the CHF 36.9 billion reported in 2003. The decline in net new money mainly occurred in a slow first half-year, when investor confidence lagged.

(BAR CHART)

The gross margin on invested assets was 79 basis points in 2004, down from 86 basis points in 2003. The increase in average invested asset levels outpaced the gain in revenues as higher private client revenues were mostly offset by lower municipal finance revenues. The gain from the sale of the CSC business helped the margin in 2003 by 3 basis points, whereas goodwill funding lowered the margin by 4 basis points in 2003 and by 3 basis points in 2004.

(BAR CHART)

The cost/income ratio was 96.4% for 2004, compared to 99.9% in 2003. The improvement in the cost/income ratio reflects our continuous cost control as well as the excellent performance of our core private clients business. Excluding acquisition costs (net goodwill funding, retention payments, amortization of goodwill and other intangible assets) and the

(BAR CHART)

sale of our CSC business in 2002, the ratio decreased by 1.7 percentage points.

In 2004, recurring fees were CHF 2,057 million, up 7% from CHF 1,927 million a year earlier. Excluding the impact of currency fluctuations, recurring fees were up 15% in 2004 from 2003, mainly due to higher levels of managed account fees on a record level of invested assets in US dollar terms.

(BAR CHART)



54


Flows into managed account products were USD 12.4 billion in full-year 2004, comparing favorably to the USD 10.2 billion flow for full-year 2003. Recurring fees combined with the net interest income, principally from our lending business, now represent around half of our total revenues.

(BAR CHART)

Productivity per advisor increased in 2004 to CHF 655,000 from CHF 597,000 in 2003 as a lower number of financial advisors were able to produce roughly the same revenues as a year earlier. The number of financial advisors decreased to 7,519 in 2004 from 7,766 a year earlier due to attrition among less productive financial advisors. In the second half of 2003, we resumed our trainee program and we continued to recruit financial advisors throughout 2004, with our focus primarily on talented and highly productive advisors. As a result, we expect renewed growth in our advisor force.

Results

In 2004, we reported a pre-tax gain of CHF 179 million compared to a loss of CHF 5 million in 2003. The 2003 results include a pre-tax gain of CHF 161 million from the sale of Correspondent Services Corporation (CSC) in second quarter. As our business is almost entirely conducted in US dollars, comparisons of 2004 and 2003 results are affected by the depreciation of the US dollar versus the Swiss franc. In US dollar terms, operational performance (excluding acquisition costs and sale of CSC) in 2004 was 24% higher than in 2003.

(BAR CHART)

This represents the best result since PaineWebber became part of UBS, reflecting record recurring fees and increased net interest revenue benefiting from the first full-year impact of UBS Bank USA. In municipal finance, revenues fell due to lower transaction and underwriting volumes and reduced derivative activity. Still, aBloombergarticle reported that we became the top-ranked firm in lead-managed negotiated underwriting volume in 2004 by increasing our market share to 14.2%, up from last year’s 12.5%.

Operating income

In 2004, total operating income was CHF 5,093 million, down 2% compared to CHF 5,182 million in 2003. Before acquisition costs and excluding the sale of our CSC business, total operating income was largely the same as a year earlier. On the same basis and excluding the currency effect, operating income increased by 8% from 2003. The increase in operating income is primarily due to higher recurring fees, rising net interest income due to UBS Bank USA, and higher transactional revenue in the private client business. The increase is partially offset by lower municipal finance revenue due to a drop in secondary trading performance, decreased underwriting volume and lower derivatives activity.

Operating expenses

Total operating expenses decreased 5% to CHF 4,914 million in 2004 from CHF 5,187 million in 2003. Excluding acquisition costs, the drop was 2%, mainly due to the weakening of the US dollar against the Swiss franc. Excluding currency effects and acquisition costs, operating expenses were 6% higher, primarily due to an increase in general and administrative expenses as well as higher personnel expenses. Personnel expenses dropped to CHF 3,437 million in 2004, down 5% from CHF 3,627 million a year earlier. Excluding the effects of currency translation, personnel expenses were slightly higher than in 2003, reflecting higher bonus and broker compensation, which gained in line with performance, partially offset by lower retention payments, which ended in June. Non-personnel related expenses dropped 5% to CHF 1,477 million in 2004 from CHF 1,560 million in 2003. In US dollar terms, they actually rose 2%, reflecting higher legal fees and settlement

(BAR CHART)



55


Financial Businesses
Wealth Management USA

charges and increased consulting fees related to key initiatives in the private client business. This was partially offset by lower depreciation due to a drop in infrastructure charges (down CHF 1 million) as well as a decline in goodwill amortization due to the sale of CSC (down CHF 32 million).

Headcount

Our headcount decreased by 47 during 2004 to 17,388 as financial advisor headcount fell 3% to 7,519, principally reflecting attrition among lower producing financial advisors. Non-financial advisor headcount increased 200 or 2% in 2004 from a year earlier due to additional personnel to support key initiatives within the private clients area.

2003

Performance indicators

Wealth Management USA had CHF 634 billion in invested assets on 31 December 2003, up 9% from CHF 584 billion on 31 December 2002. The increase was due to inflows of net new money and the effects of market appreciation. In US dollar terms, invested assets were 21% higher on 31 December 2003 than they were at the same time in 2002.

We continue to report consistently strong inflows of net new money. In 2003, inflows were CHF 21.1 billion, 14% above the CHF 18.5 billion result reported for 2002. Including interest and dividends, net new money in 2003 was CHF 36.9 billion, up from CHF 36.4 billion in 2002.
The gross margin on invested assets was 86 basis points for 2003, up from 82 basis points in 2002. The gain from the sale of the CSC business helped the margin by 3 basis points while goodwill funding lowered it by 4 basis points compared to a 6 basis point effect in 2002. Excluding these effects, the margin fell by 1 basis point.
The cost/income ratio was 99.9% for 2003, compared to 132.1% in 2002, primarily reflecting the write-down of the value of the PaineWebber brand in 2002, and the 3.2 percentage point positive impact from the gain of the sale of CSC in 2003. Excluding these effects and the impact of acquisition costs, the cost/income ratio decreased 2 percentage points, reflecting our continuous cost control as well as the excellent performance of our core private client business. Acquisition costs accounted for 15.3 percentage points of the 2003 cost/income ratio.
In 2003, recurring fees were CHF 1,927 million, down from CHF 2,199 million a year earlier, reflecting the weakening of the US dollar against the Swiss franc. Excluding the impact of currency fluctuations, recurring fees were up 1% in 2003 from 2002, mainly as a result of increased fees from mutual fund products as well as rising asset-based fees that reflected higher asset levels in managed account products. In addition,

the gain was accentuated by higher recurring fees in the municipal securities business.

The number of financial advisors decreased to 7,766 in 2003 from 8,857 a year earlier due to the curtailment of our training program and an increase in attrition rates among less experienced and less productive financial advisors.

Results

As our business is almost entirely conducted in US dollars, comparisons of 2003 and 2002 results are affected by the depreciation of the US dollar versus the Swiss franc.

In 2003, Wealth Management USA reported a pre-tax loss of CHF 5 million compared to a loss of CHF 1,800 million a year earlier. This change includes the writedown of the value of the PaineWebber brand in 2002 and the CSC disposal in 2003. After their exclusion and before acquisition costs, performance improved 5%. On this basis and in US dollar terms, performance in 2003 was 21% above that in 2002, reflecting higher recurring fee gains and improved transactional revenues. Client activity increased, with daily average trades rising 3% above their 2002 level. In addition, conditions in the municipal securities market remained extremely buoyant, with new issues hitting an all-time high this year. At the same time, we continued to benefit from cost-saving initiatives started when we became a part of UBS.

Operating income

In 2003, total operating income was CHF 5,182 million compared to CHF 5,548 million in 2002. Before acquisition costs and excluding the sale of our CSC business, total operating income was 12% lower compared to a year earlier. Excluding the currency effect and acquisition costs, operating income actually increased by 2% from 2002. This increase was due to higher recurring fees as well as higher transactional revenue, reflecting the improved market conditions. Further, revenues were accentuated by much stronger revenues from our municipal securities business.

Operating expenses

Total operating expenses decreased 29% to CHF 5,187 million in 2003 from CHF 7,348 million in 2002. Excluding acquisition costs and the writedown of the PaineWebber brand in 2002, the drop was 14%, mainly due to the weakening of the US dollar against the Swiss franc. Excluding currency effects, operating expenses were 1% lower, reflecting lower general and administrative expenses, which were nearly offset by higher performance-related compensation. Personnel expenses dropped 13% from CHF 4,158 million in 2002 to CHF 3,627 million in 2003. Excluding the effects of currency translation, personnel expenses were actually slightly higher than in 2002, reflecting higher performance-related compensation due to an increase in revenue partially offset by lower retention payments. General and administrative



56


expenses fell 22% from CHF 926 million in 2002 to CHF 719 million in 2003. Excluding the impact of currency fluctuations, general and administrative expenses dropped 11% compared to 2002 due to the strict cost management discipline that we have exerted in the past three years. Operational provisions also fell as 2002 included the equity research settlement charge of CHF 21 million. The drop was further accentuated by the sale of the CSC business. Services rendered from other business units decreased by 12% to CHF 433 million in 2003 from CHF 492 million in 2002. Depreciation decreased CHF 9 million to CHF 72 million in 2003 from CHF 81 million in 2002. Goodwill and other intangible amortization decreased from CHF 1,691 million in 2002 to CHF

336 million in 2003. This decrease was due to the writedown of the PaineWebber brand name in 2002, and the sale of CSC. Excluding the writedown and the sale of CSC, amortization charges dropped by 26% as a result of the weakening US dollar against the Swiss franc.

Headcount

Wealth Management USA’s headcount decreased 8% during 2003 to 17,435, reflecting continued cost management initiatives, the curtailment of the trainee program, and the sale of CSC. Non-financial advisor headcount was down by 503 or 5% compared to the end of 2002.



57


Financial Businesses
Corporate Center

Corporate Center

Corporate Center reported a pre-tax loss of CHF 276 million in 2004, compared to a loss of CHF 759 million in 2003.

Business Group reporting

                 
  For the year ended  % change from 
     
CHF million, except where indicated
  31.12.04   31.12.03   31.12.02   31.12.03 
 
Income  1,258   900   2,403 1  40 
 
Credit loss (expense)/recovery2
  321   122   300   163 
 
Total operating income
  1,579   1,022   2,703   55 
 
Personnel expenses  1,222   1,145   1,450   7 
 
General and administrative expenses  1,237   1,334   1,564   (7)
 
Services to/from other business units  (1,509)  (1,639)  (1,633)  8 
 
Depreciation  814   840   893   (3)
 
Amortization of goodwill and other intangible assets  91   101   122   (10)
 
Total operating expenses
  1,855   1,781   2,396   4 
 
Business Group performance before tax
  (276)  (759)  307   64 
 
                 
Additional information For the year ended  % change from 
     
   31.12.04   31.12.03   31.12.02   31.12.03 
 
Fair value of employee stock options granted3
  14   18   37   (22)
 
1 Includes gain on disposal of Hyposwiss of CHF 155 million and gain on disposal of Klinik Hirslanden of CHF 72 million.  2 In order to show the relevant Business Group performance over time, adjusted expected credit loss rather than credit loss expense is reported for all Business Groups. The difference between the adjusted expected credit loss and credit loss recorded at Group level is reported in the Corporate Functions (see note 2 to the financial statements).  3 For informational purposes only. These pre-tax amounts have not been recorded in the income statement. For details on the fair value calculation, refer to note 32e to the financial statements.

(Clive Standish PHOTO)

58


Private Banks & GAM

Business Unit reporting

                 
  For the year ended  % change from 
     
CHF million, except where indicated
  31.12.04   31.12.03   31.12.02   31.12.03 
 
Income  1,145   880   1,038 1  30 
 
Adjusted expected credit loss2
  (6)  (2)  (2)  (200)
 
Total operating income
  1,139   878   1,036   30 
 
Personnel expenses  432   381   386   13 
 
General and administrative expenses  160   169   120   (5)
 
Services to/from other business units  10   11   12   (9)
 
Depreciation  20   28   40   (29)
 
Amortization of goodwill and other intangible assets  74   81   98   (9)
 
Total operating expenses
  696   670   656   4 
 
Business Unit performance before tax
  443   208   380   113 
 
                 
Performance indicators
                
 
Invested assets (CHF billion)  92   84   70   10 
 
Net new money (CHF billion)3
  7.7   7.2   4.2     
 
Cost/income ratio (%)4
  60.8   76.1   63.2     
 
                 
Additional information
                
 
  As at or for the year ended
 % change from
     
CHF million, except where indicated
  31.12.04   31.12.03   31.12.02   31.12.03 
 
Regulatory equity allocated (average)  650   700   850   (7)
 
Headcount (full-time equivalents)  1,649   1,672   1,702   (1)
 
1 Includes gain on disposal of Hyposwiss of CHF 155 million.  2 In management accounts, adjusted expected credit loss rather than credit loss expense is reported for the Business Units (see note 2 to the financial statements).  3 Excludes interest and dividend income.  4 Operating expenses / income.

59


Financial Businesses
Corporate Center

2004

Performance indicators

In 2004, Private Banks & GAM reported a record net new money inflow of CHF 7.7 billion, up from the previous record of CHF 7.2 billion in 2003. Performance was driven by GAM’s continued business strength.

Invested assets on 31 December 2004 were CHF 92 billion, up by 10% from CHF 84 billion on 31 December 2003, reflecting the overall market recovery.

Results

Pre-tax profit was a record CHF 443 million in 2004, up 113% from CHF 208 million a year earlier, reflecting improved market conditions, which produced a 10% growth in the asset base, and resulted in higher asset-based revenues. Results were helped by a 9% decline in non-personnel costs, which continued to be tightly controlled.

Total operating income, at CHF 1,139 million in 2004, increased CHF 261 million or 30% from 2003. The result was due to record revenues from GAM, alongside growth in the private banks’ transactional revenues.
Operating expenses were CHF 696 million in 2004, up 4% from CHF 670 million in 2003. The increase was driven by higher personnel expenses, up CHF 51 million to CHF 432 million in 2004 from CHF 381 million in 2003, reflecting higher performance-related compensation. This was partially offset by a drop in non-personnel related expenses, down 9%. General and administrative expenses dropped 5% to CHF 160 million in 2004 from CHF 169 million in 2003, reflecting lower restructuring costs than in 2003, which saw the merger of the three private banks Cantrade, Bank Ehinger and Armand von Ernst. Depreciation dropped by 29%, mainly reflecting IT-related declines. Amortization of goodwill fell 9% because of the weakening of the US dollar against the Swiss franc.

Headcount

Headcount was 1,649 on 31 December 2004, down 1% from 1,672 on 31 December 2003.

(BAR CHART)

2003

Performance indicators

Invested assets in Private Banks & GAM totaled CHF 84 billion on 31 December 2003, up from CHF 70 billion on 31 December 2002, reflecting strong net new money inflows, and positive financial markets as well as the acquisition of Banque Notz Stucki S.A. by Ferrier Lullin & Cie S.A., which was completed in December 2003.

Net new money was CHF 7.2 billion in 2003, up from CHF 4.2 billion in 2002, driven by excellent inflows into GAM.

Results

Pre-tax profit, at CHF 208 million in 2003, dropped by 45% from CHF 380 million a year earlier.

Total operating income dropped to CHF 878 million in 2003 from CHF 1,036 million in 2002. This was mainly due to the divestment gain of CHF 155 million due to the sale of Hyposwiss in 2002. Excluding the sale, total operating income remained virtually unchanged.
Total operating expenses increased to CHF 670 million in 2003, up 2% from CHF 656 million in 2002. The increase mainly reflected higher legal provisions, as well as restructuring costs related to the merger of Cantrade, Bank Ehinger and Armand von Ernst to form Ehinger & Armand von Ernst.

Headcount

Headcount decreased by 30 to 1,672 on 31 December 2003 from 1,702 a year earlier, mainly due to the rationalization within the individual private banks. This was partially offset by the acquisition of Banque Notz Stucki S.A. as well as an increase in headcount at GAM due to the growth of the business.



60


Corporate Functions

Business Unit reporting

                 
  For the year ended  % change from 
     
CHF million, except where indicated
  31.12.04   31.12.03   31.12.02   31.12.03 
 
Income  113   20   1,365 1  465 
 
Credit loss (expense)/recovery2
  327   124   302   164 
 
Total operating income
  440   144   1,667   206 
 
Personnel expenses  790   764   1,064   3 
 
General and administrative expenses  1,077   1,165   1,444   (8)
 
Services to/from other business units  (1,519)  (1,650)  (1,645)  8 
 
Depreciation  794   812   853   (2)
 
Amortization of goodwill and other intangible assets  17   20   24   (15)
 
Total operating expenses
  1,159   1,111   1,740   4 
 
Business Unit performance before tax
  (719)  (967)  (73)  26 
 

Additional information

                 
  As at or for the year ended  % change from 
     
CHF million, except where indicated
  31.12.04   31.12.03   31.12.02   31.12.03 
 
Regulatory equity allocated (average)  6,950   8,450   9,400   (18)
 
Headcount (full-time equivalents)  3,553   3,561   3,505   0 
 
1 Includes gain on disposal of Klinik Hirslanden of CHF 72 million.2 In order to show the relevant Business Group performance over time, adjusted expected credit loss rather than credit loss expense is reported for all Business Groups. The difference between the adjusted expected credit loss and credit loss recorded at Group level is reported in the Corporate Functions (see note 2 to the financial statements).

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Financial Businesses
Corporate Center

2004

Results

Corporate Functions recorded a pre-tax loss of CHF 719 million in full-year 2004, compared to a loss of CHF 967 million a year earlier. The improvement was driven by a CHF 93 million rise in income and significantly higher credit loss recoveries (up CHF 203 million). Operating expenses increased CHF 48 million, reflecting higher personnel expenses. There were lower charges to other business units, reflecting cost savings at the Information Technology Infrastructure unit (ITI) and lower insurance premiums.

Operating income

Total operating income increased to CHF 440 million in 2004 from CHF 144 million in 2003. The result was driven by higher credit recoveries as well as higher revenues. Income increased by CHF 93 million to CHF 113 million in 2004 mainly due to lower writedowns of financial investments (in 2003 we recorded a writedown in our stake in Swiss International Airlines Ltd.). This was partially offset by lower interest income from invested equity as we continue to repurchase shares.
Credit loss recoveries were up in 2004 from 2003. The credit loss expense or recovery booked in Corporate Functions represents the difference between the adjusted expected credit losses charged to the business units and the credit loss recognized in the UBS financial statements. In 2004, UBS recorded a credit loss recovery of CHF 276 million, compared to a credit loss expense of CHF 72 million in 2003. In both years, credit loss expense was lower than the adjusted expected credit loss charged to the business units, resulting in credit loss recoveries in Corporate Functions of CHF 327 million in 2004 and CHF 124 million in 2003.

Operating expenses

Total operating expenses were CHF 1,159 million in 2004, up CHF 48 million from CHF 1,111 million in 2003. At CHF 790 million in 2004, personnel expenses were up 3% from CHF 764 million in 2003, reflecting higher performance-related compensation. In the same period, general and administrative expenses dropped 8% to CHF 1,077 million from CHF 1,165 million. This was mainly due to falling IT costs related to infrastructure cost savings as well as lower legal provisions. Other business units were charged CHF 1,519 million for services provided by Corporate Functions in 2004, compared to CHF 1,650 million in 2003. This drop was due to reduced charges reflecting cost savings at our ITI unit as well as lower project-related charges. Depreciation dropped to CHF 794 million in 2004 from CHF 812 million in 2003, reflecting lower IT-related charges, partially offset by higher costs for real estate. Amortization of goodwill and other intangible assets was CHF 17 million in 2004, down by CHF 3 million from 2003 due to the weakening of the US dollar against the Swiss franc.

Headcount

Corporate Functions headcount outside the ITI unit was 1,199 on 31 December 2004, down by 7 from 1,206 on 31 December 2003. Over the same period, ITI headcount dropped 1 to 2,354.

(BAR CHART)

2003

Results

Corporate Functions recorded a pre-tax loss of CHF 967 million in full-year 2003, against a CHF 73 million loss a year earlier.

Operating income

Total operating income dropped by 91% from CHF 1,667 million in 2002 to CHF 144 million in 2003. Excluding the divestment gains of CHF 72 million from Hirslanden in 2002, the drop was 91%. This was mainly due to a fall-off in income of Klinik Hirslanden, and lower gains from financial investments. It also reflected lower interest income from our treasury activities following a decrease in revenues from our invested equity as we continued to buy back shares and experienced low interest rates. The impact of falling interest rates was partially offset by the diversification of our invested equity into currencies other than Swiss francs which led to higher returns and increased currency hedging revenues. Results also reflected the CHF 178 million fall in credit loss recoveries.
The credit loss expense or recovery booked in Corporate Functions represents the difference between the adjusted expected credit losses charged to the business units and the credit loss recognized in the UBS financial statements. We recorded a credit loss expense of CHF 72 million in 2003, compared to a credit loss expense of CHF 115 million in 2002. In both periods, credit loss expense was lower than the adjusted expected credit loss charged to the business units, leading to a credit loss recovery of CHF 124 million in 2003 and CHF 302 million in 2002 in Corporate Functions.



62


Operating expenses

Total operating expenses fell to CHF 1,111 million in 2003, down from CHF 1,740 million in 2002. Personnel expenses declined 28% from CHF 1,064 million in 2002 to CHF 764 million in 2003. The drop was due to the deconsolidation of Klinik Hirslanden, but was partially offset by higher expenses for performance-related compensation. In the same period, general and administrative expenses fell to CHF 1,165 million from CHF 1,444 million. This was mainly due to lower legal provisions, the disposal of Klinik Hirslanden, and lower project-related expenses, partially offset by higher branding costs. Services rendered to other business units remained virtually flat at CHF 1,650 million in 2003, up CHF 5 million from 2002. Depreciation dropped from CHF 853 million in 2002 to CHF 812 million in 2003. The decrease is mainly due to the absence of depreciation expenses from Klinik Hirslanden.

At CHF 20 million in 2003, amortization of goodwill and other intangibles dropped by 17% from CHF 24 million in 2002, reflecting the drop of the US dollar against the Swiss franc.

Headcount

Corporate Functions headcount was 3,561 on 31 December 2003, an increase of 56 from the 3,505 on 31 December 2002. The increase was mainly due to the first-time consolidation of Hotel Widder as well as an increase in our human resources and risk functions. This was nearly offset by a decline in the number of trainees, a transfer of some employees to the Business Groups, and lower headcount in the Chief Communication Officer area.



63


64


Industrial Holdings


Industrial Holdings

Industrial Holdings

Income statement1

     

For the year ended
CHF million, except where indicated
31.12.04US Transfer Agent2
Income3
3,667 
calls from the US
Total operating income
 +1 866 541 96893,667
Personnel expenses c/o Mellon Investor Services326
For all Global Registered Share
General and administrative expenses calls outside the US126
Depreciation +1 201 329 845170
Amortization of goodwill and other intangible assets Overpeck Centre77
related queries in the USA.

www.melloninvestor.com
Goods and materials purchased2,861
Total operating expenses
3,460
Operating profit before tax and minority interests
207
Tax expense49
Net profit before minority interests
158
Minority interests4
(113)
Net profit
45
     
85 Challenger Road

Ridgefield Park, NJ 07660, USA


shrrelations@melloninvestor.com
Additional information
As at
31.12.04
Headcount (full-time equivalents)8,020
1 Industrial Holdings consists of Motor-Columbus, a Swiss holding company, whose only significant asset is a 59.3% interest in Atel, a Swiss-based European energy provider.2 Results shown for the six month period beginning on 1 July 2004.3 Includes equity in income of associates of CHF 19 million.4 Reflects minority interests in Motor-Columbus plus minority interests in Atel.

Major participations

The Industrial Holdings segment is a new segment, currently made up of UBS’s majority stake in Motor-Columbus, a financial holding company whose only significant asset is a 59.3% interest in the Atel Group (Aare-Tessin Ltd. for Electricity). Atel, based in Olten, Switzerland, is a European energy provider focused on electricity trading and marketing, domestic and international power generation, electricity transmission and energy services. Motor-Columbus also holds several other finance and property companies.

Transfer of private equity stakes

In first quarter 2005, our private equity investments, currently part of the Investment Bank, will be reported within the Industrial Holdings segment. This matches our strategy of de-emphasizing and reducing exposure to this asset class while capitalizing on orderly exit opportunities when they arise. Current management will continue to look after the portfolio.

UBS listedResults

UBS’s consolidation of Motor-Columbus into its Global Registered Sharesaccounts at the beginning of third quarter 2004 resulted in a revaluation of the latter’s assets and liabilities. These are no longer comparable with those previously published in Motor-Columbus’s separate consolidated financial statements. The comparative analysis provided here is based on unaudited proforma 2003 results.

For the New York Stock Exchange on 16 May 2000. Priorsix months ending 31 December 2004, our share of Motor-Columbus’s net profit was CHF 45 million.
Total operating income for the six months ending 31 December 2004 was CHF 3,667 million, significantly higher than in the same period a year earlier. The gain was due to that date UBS operated an ADR program. See the Frequently Asked Questions (FAQs) sectionfirst-time availability of production capacity in Southern Europe. Over the same period, total operating expenses, at www.ubs.com/investorsCHF 3,460 million, rose at a slower pace than operating income because costs for further details aboutenergy purchased from third parties fell in the UBS share.period as internal power production could be run at near full capacity. Expense levels also benefited from lower project costs.




66

7


                                                                Profile

Information for ReadersBalance Sheet and Cash Flows

 

 

 

 

 


Balance Sheet and Cash Flows
Balance sheet and off-balance sheet

Balance sheet and off-balance sheet

UBS’s total assets stood at CHF 1,734.8 billion on 31 December 2004, up from CHF 1,550.1 billion on 31 December 2003. The increase in total assets was the net result of growth in the trading portfolio (up CHF 67.6 billion), collateral trading assets (up CHF 43.0 billion), derivatives (up CHF 36.4 billion) and the loan book (up CHF 19.7 billion). Total liabilities rose due to higher borrowings (up CHF 80.8 billion), derivatives (up CHF 48.9 billion), trading portfolio liabilities (up CHF 27.1 billion) and collateral trading liabilities (up CHF 15.0 billion).

Motor-Columbus

The first-time full consolidation of Motor-Columbus in third quarter 2004 had a small net impact on our end of year balance sheet, adding assets of CHF 7.3 billion (0.4% of UBS’s total assets) and total liabilities of CHF 6.0 billion. The consolidation also added financial instruments measured at fair value of CHF 0.7 billion.

Lending and borrowing

Lending

Cash increased by CHF 2.5 billion to CHF 6.0 billion on 31 December 2004 from a year earlier as we preferred to keep comfortable balances with different central banks towards the end of the year.
At CHF 35.3 billion on 31 December 2004 the due from banks line increased by CHF 3.5 billion, driven by the first time consolidation of Motor-Columbus as well as increased balances in the private label banks. Our loans to customers increased to CHF 232.4 billion on 31 December 2004, up by CHF 19.7 billion from the level on 31 December 2003 as a result of higher secured lending, mainly in our Wealth Management businesses, both domestic and international. This was further accentuated by an increase in secured lending in our Investment Bank’s mortgage-backed securities and prime brokerage businesses.

Borrowing

The due to banks line declined by CHF 8.1 billion due to a lower proportion of funding secured through the European Central Bank repo market. Total debt issued increased to CHF 183.6 billion on 31 December 2004, up by CHF 59.5 billion, reflecting additional outstanding positions in money market paper (CHF 21.3 billion, primarily US commercial paper). The long-term debt line (including financial instruments designated at fair value) rose by CHF 38.1 billion to CHF 104.1 billion. We issued new long-term debt of CHF 51.2 billion as a consequence of attractive market conditions for new issuance of bonds and structured funding products. This increase was par-

tially offset by early redemptions, repurchases and cancelled bonds totaling CHF 24.7 billion. We believe the maturity profile of our long-term debt portfolio balances well and matches the maturity profile of our assets. For further details, please refer to note 18 to the financial statements. The due to customers line was up CHF 29.4 billion, in connection with both prime brokerage and wealth management business growth, especially in the US (additional FDIC-insured deposits of CHF 7.7 billion), Europe and Asia.

Repo and securities borrowing/lending

During 2004, cash collateral on securities borrowed and reverse repurchase agreements combined increased by CHF 43.0 billion or 8% to CHF 577.4 billion, while the sum of securities lent and repos grew by CHF 15.0 billion or 3% to CHF 484.1 billion. The matched book (a repo portfolio comprised of assets and liabilities with equal maturities and equal value, so that substantially all the risks cancel each other out) grew, reflecting a favorable spread environment. Securities borrowing and lending increased due to the growth of our prime brokerage business.

Trading portfolio

Trading assets increased by CHF 67.6 billion to CHF 529.4 billion on 31 December 2004 from CHF 461.8 billion on 31 December 2003. Over the same period, short trading positions increased by CHF 27.1 billion to CHF 171.0 billion. A net increase was recorded in structured equity instruments, due to higher client demand for these products. This was accompanied by a net increase in fixed income instruments, mainly in credit derivatives and investment grade bonds.

Replacement values

In 2004 positive replacement values (mainly derivative instruments) increased by CHF 36.4 billion to CHF 284.6 billion, while negative replacement values increased by CHF 48.9 billion up to CHF 303.7 billion over the same period. Three main factors contributed to this development: a decline in long-term interest rates in all major markets, the appreciation of the Swiss franc against major currencies, and higher trading volumes.

Other assets/liabilities and minority interests

Investment in associates increased by 50% to CHF 2.4 billion on 31 December 2004, while property and equipment was up by 14% to CHF 8.7 billion, both mainly due to the consolidation of Motor-Columbus. Goodwill and other intangible assets at CHF 12.1 billion on 31 December 2004 were up by 5% from the same date a year ago, reflecting the acquisi-



68


tion of several wealth management businesses, the acquisition of the capital market business of Charles Schwab as well as the consolidation of Motor-Columbus. This was only partially offset by amortization charges of CHF 964 million during 2004.

Minority interests increased by 31% to CHF 5.3 billion on 31 December 2004 from CHF 4.1 billion at the same date a year ago, reflecting the full consolidation of Motor-Columbus. This was partially offset by a currency-driven drop in the value of issued trust preferred securities as well as the full acquisition of the previous joint venture UBS Brunswick Moscow.

Shareholders’ equity

At CHF 35.0 billion on 31 December 2004, shareholders’ equity declined by CHF 0.3 billion from a year earlier. The decline was due to dividend payments, share repurchases, and the weakening of the US dollar against the Swiss franc, mostly offset by strong retained earnings.

Contractual obligations

The table below summarizes our contractual obligations as of 31 December 2004. All contracts, with the exception of purchase obligations (those where we are committed to purchase determined volumes of goods and services), are either recognized as liabilities on our balance sheet or, in the case of operating leases, are disclosed in note 26 to the financial statements.

The following liabilities recognized on the balance sheet are excluded from the table because we do not consider these obligations as contractual: provisions, current and deferred tax liabilities, liabilities to employees for equity participation plans, settlement and clearing accounts and amounts due to banks and customers.
Within purchase obligations, we have excluded our obligation to employees under the mandatory notice period, during which we are required to pay employees contractually agreed salaries.

Off-balance sheet arrangements

In the normal course of business, UBS enters into arrangements that, under IFRS, are not recognized on the balance

sheet and do not affect the income statement. These types of arrangements are kept off-balance sheet as long as UBS does not incur an obligation from them or become entitled to an asset itself. As soon as an obligation is incurred, it is recognized on the balance sheet, with the resulting loss recorded in the income statement. It should be noted, however, that the amount recognized on the balance sheet does not, in many instances, represent the full loss potential inherent in such arrangements.

For the most part, the arrangements discussed below either meet the financial needs of customers or offer investment opportunities through entities that are not controlled by UBS. The importance of such arrangements to us, with respect to liquidity, capital resources or market and credit risk support, is minimal. We do not rely on such arrangements as a major source of revenue nor have we incurred through them significant expenses in the past and we do not expect to do so in the future. The following paragraphs discuss three distinct areas of off-balance sheet arrangements as of 31 December 2004 and any potential obligations that may arise from them.

Guarantees

In the normal course of business, we issue various forms of guarantees to support our customers. These guarantees, with the exception of related premiums, are kept off-balance sheet unless a provision is needed to cover probable losses. The contingent liabilities arising from these guarantees are disclosed in note 25 to the financial statements. In 2004, our contingent liabilities from guarantees are slightly below the level compared to a year earlier. Fee income earned from issuing guarantees is not material to our total revenues. Losses incurred under guarantees were insignificant for each of the last three years.

Retained interests

UBS sponsors the creation of Special Purpose Entities (SPEs) that facilitate the securitization of acquired residential and commercial mortgage loans and related securities. We also securitize customers’ debt obligations in transactions that involve SPEs which issue collateralized debt obligations. A typical securitization transaction of this kind would involve the transfer of assets into a trust or corporation in return for



Contractual obligations

                 
  Payment due by period 
CHF million Less than 1 year  1–3 years  3–5 years  More than 5 years 
 
Long-term debt  17,847   26,978   23,805   31,402 
 
Capital lease obligations  104   163   44   0 
 
Operating leases  886   1,524   1,231   4,060 
 
Purchase obligations  10,580   5,545   2,075   9,398 
 
Other long term liabilities  173   2   959   0 
 
Total
  29,590   34,212   28,114   44,860 
 

69


Balance Sheet and Cash Flows
Balance sheet and off-balance sheet

beneficial interests in the form of securities. Generally, the beneficial interests are sold to third parties shortly after the securitization. We do not provide guarantees or other forms of credit support to these SPEs. Assets are no longer reported in our consolidated financial statements as soon as their risk or reward is transferred to a third party. For further discussion of our securitization activities, see note 34 to the financial statements.

Derivative instruments recorded in shareholders’ equity

We have no derivative contracts linked to our own shares that are accounted for as equity instruments. With the exception of physically settled written put options (see note 1 to the financial statements), derivative contracts linked to our shares are accounted for as derivative instruments and are carried at fair value on the balance sheet under positive replacement values or negative replacement values.



70


Balance Sheet and Cash Flows
Cash flows

Cash flows

At end-2004, the level of cash and cash equivalents rose to CHF 82.8 billion, up CHF 9.4 billion from 73.4 billion at end-2003.

Operating activities

Net cash flow from operating activities was negative CHF 27.9 billion in 2004 compared to positive CHF 3.4 billion in 2003. Operating cash inflows (before changes in operating assets and liabilities and income taxes paid) totaled CHF 10.8 billion in 2004, an increase of CHF 1.8 billion from 2003. While our net profit rose by CHF 1.9 billion between 2004 and 2003, we had considerably higher non-cash expenses in 2003, which reduce net profit but do not affect cash flows. With our adoption of IAS 39 in 2004, we started to account for some of our debt issues at fair value, leading to the recognition of an additional non-cash expense item of CHF 1.2 billion, essentially comprising an add-back to operating cash flows.
Cash of CHF 71.4 billion was used to fund the net increase in operating assets, while a net increase in operating liabilities generated cash inflows of CHF 34.0 billion. The comparative amounts in 2003 were higher, primarily reflecting a pick-up in activities in 2003 related to the recovery seen in the financial markets. Payments to tax authorities were CHF 1.3 billion in 2004, up CHF 232 million from a year earlier, re-flecting the increase in net profit between 2003 and 2002.

Investing activities

Investing activities generated a cash outflow of CHF 1.5 billion, mainly due to our acquisition of new businesses, which totaled CHF 1.7 billion net of disposals. By contrast, in 2003, we saw a net cash inflow of CHF 3.1 billion, mainly from our divestments of financial investments and the sale of the Correspondent Services Corporation. Disposals of property and equipment were CHF 581 million higher in 2004.

Financing activities

The overall increase in cash inflows seen in 2004 is attributable to our financing activities, which generated positive cash flows of CHF 39.8 billion. This reflected the net issuance of money market paper of CHF 21.4 billion and the issuance of CHF 51.2 billion in long-term debt – the latter significantly outpacing long-term debt repayments, which totaled CHF 24.7 billion. That inflow was partly offset by outflows attributable to net movements in treasury shares and own equity derivative activity (CHF 5.0 billion), and dividend payments (CHF 2.8 billion). In contrast, in 2003, we had experienced a negative cash flow of CHF 13.3 billion from our financing activities. The difference between the two years was mainly due to the fact that long-term debt issuance more than doubled from

2003, and because we issued CHF 21.4 billion in money market paper in 2004 after repaying CHF 14.7 billion a year earlier.

2003

In the full year to 31 December 2003, cash and cash equivalents decreased by CHF 9.0 billion, principally as a result of financing activities, which generated negative cash flows of CHF 13.3 billion. Significant cash outflows resulted from CHF 14.7 billion in repayments of money market paper, CHF 6.8 billion from movements in treasury shares and derivative activity in own equity, and CHF 2.3 billion from dividends paid. Issuance of long-term debt of CHF 23.6 billion and repayments of CHF 13.6 billion brought a net cash inflow of CHF 10.0 billion. When compared to 2002, cash outflows from financing activities fell by approximately CHF 19 billion. The main reasons for the reduced outflows were an approximate CHF 12 billion decline in repayments of money market paper and higher net inflows of roughly CHF 8 billion in both issuance and repayment of long-term debt. Increased buybacks of treasury shares in 2003, coupled with a higher average price for our shares, resulted in a higher cash outflow of approximately CHF 1.2 billion in 2003.

Operating cash inflows (before changes in operating assets and liabilities and income taxes paid) amounted to CHF 9.0 billion, an increase of CHF 1.4 billion from 2002. While net profit in 2003 was CHF 2.7 billion higher than a year earlier, we had considerably higher non-cash expenses in 2002, which reduce net profit but do not affect cash flow. Notably, amortization of goodwill and intangible assets was CHF 1.5 billion higher in 2002 than in 2003. The main reason was the writedown of the value of the PaineWebber brand name of CHF 1,234 million, but the US dollar exchange rate, which was higher in 2002 against most currencies than it was in 2003, also contributed to the difference. The other two significant items were deferred tax expense and gains or losses from investing activities included in net profit. In 2003, we had deferred tax expenses of CHF 489 million, attributable to a range of sources generating taxable temporary differences. In 2002, we had a deferred tax benefit of CHF 511 million, to which the release of deferred tax liabilities related to the PaineWebber brand name was the largest single contributor.
Cash of CHF 88.1 billion was used to fund the net increase in operating assets, while a net increase in operating liabilities generated cash inflows of CHF 83.6 billion. The comparative amounts in 2002 were much smaller, primarily re-



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Balance Sheet and Cash Flows
Cash flows

flecting a pick-up in activities in 2003 related to the rebound of the financial markets. Payments to tax authorities were CHF 1.1 billion, an increase of CHF 532 million compared to 2002.

Investing activities generated cash inflow of CHF 1.5 billion. Divestments of financial investments contributed CHF

2.3 billion while the sale of the CSC clearing business and a few smaller subsidiaries and associates generated CHF 834 million. Purchases of property and equipment amounted to CHF 1.4 billion, of which the largest portion was spent for IT, software and communication equipment. Comparative amounts in 2002 did not deviate materially from 2003.



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Accounting Standards and Policies


Accounting Standards and Policies
Accounting principles

Accounting principles

The discussion and analysis in the Group Financial Review and Review of Business Group Performance should be read in conjunction with the UBS Group Financial Statements and the related notes, which are shown in pages 77 to 177 of this document.

Parent Bank

Pages 179 to 190 contain the financial statements for the UBS AG Parent Bank — the Swiss company, including branches worldwide, which owns all the UBS Group companies, directly or indirectly. Except in those pages, or where otherwise explicitly stated, all references to “UBS” refer to the UBS Group and not to the Parent Bank.

Accounting standards

The UBS Group Financial Statements have been prepared in accordance with International Financial Reporting Standards (IFRS). As a US listed company, UBS Group provideswe also provide a description in Note 39note 41 to the UBS Group Financial Statementsfinancial statements of the significant differences which would arise were our accounts to be presented under the United States Generally Accepted Accounting Principles (US GAAP), and a detailed reconciliation of IFRS shareholders’ equity and net profit to US GAAP. Major differences between Swiss Federal Banking Law requirements and IFRS are described in Note 38 to the UBS Group Financial Statements.

Except where clearly identified, otherwise, all of UBS Group’sUBS’s financial information presented in this document is presented on a consolidated basis under IFRS.
Pages 191 to 203 contain the financial statements for the UBS AG Parent Bank – the Swiss company, including branches worldwide, which owns all the UBS companies, directly or indirectly. The Parent Bank’s financial statements are prepared in order to meet Swiss regulatory requirements and in compliance with Swiss Federal Banking Law. Except in those pages, or where otherwise explicitly stated, all references to “UBS” refer to the UBS Group and not to the Parent Bank.
All references to 2002, 20012004, 2003 and 20002002 refer to the UBS Group and the Parent Bank’s fiscal years ended 31 December 2002, 2001,2004, 2003 and 2000, respectively.2002. The Financial Statementsfinancial statements for the UBS

Group and the Parent Bank for each of these periods have been audited by Ernst & Young Ltd., as described

An explanation of the critical accounting policies applied in the Reportpreparation of our financial statements is provided below. The basis of our accounting is given in note 1 to the financial statements.

Standards for management accounting

Our management reporting systems and policies determine the revenues and expenses directly attributable to each business unit. Internal charges and transfer pricing adjustments are reflected in the performance of each business unit.

Inter-business unit revenues and expenses.Revenue-sharing agreements are used to allocate external customer revenues to business units on a reasonable basis. Transactions between business units are conducted at arm’s length. Inter-business unit charges are reported in the line “Services to/from other business units” for both business units concerned. Corporate Functions expenses are allocated to the operating business units to the extent that it is appropriate.

Net interest incomeis allocated to each business unit based on their balance sheet positions. Assets and liabilities of the Independent Auditorsfinancial businesses are funded through and invested with the central treasury departments, with the net margin reflected in the results of each business unit. To complete the allocation, the financial businesses are credited with a risk-free return on page 177the regulatory equity they use.
Commissionsare credited to the business unit with the corresponding customer relationship, with revenue-sharing agreements for the allocation of customer revenues where several business units are involved in value creation.
For internal management reporting purposes and in the Report ofresults discussion, we measurecredit lossusing an expected loss concept. The table below shows the Statutory Auditors on page 189.

Changes to accounting presentation

adjusted expected credit loss charged to the Business Groups. Expected credit loss reflects the average annual costs that are expected to arise over time from positions in the current portfolio that become impaired. The segment reporting shown in Note 2 to UBS Group Financial Statements has been restated to reflect the reorganization of the Group in 2002. See the “Review ofadjusted expected credit loss reported for each Business Group Performance”is the expected credit loss on page 35its portfolio plus the difference between credit loss expense and expected credit loss, amortized over a three-year period (shown as ‘deferral’ in the table). The difference between these adjusted expected credit loss figures and credit loss expenses recorded at Group level for details of changes sincefinancial reporting purposes is booked in Corporate Functions.

Regulatory equityis allocated to business units based on their average regulatory capital requirement (per Swiss Federal Banking Commission (SFBC) standards) during the 2001 presentation.period. Only utilized equity is taken into account, although we add an



PaineWebber merger

Except where otherwise stated, all 2000 figures for UBS Group throughout this report include the impact of the merger with Paine Webber Group, Inc., which was completed on 3 November 2000. Under purchase accounting rules, the results for 2000 reflect PaineWebber’s income and expenses for two months only, from 3 November 2000 until 31 December 2000.

Restructuring provision

After the merger of Swiss Bank Corporation and Union Bank of Switzerland was completed on 29 June 1998, we began integrating the operations of the two predecessor banks. This process included streamlining operations, eliminating duplicate information technology infrastructure, and consolidating banking premises. We established a restructuring provision of CHF 7 billion to cover UBS’s expected costs associated with the integration process. In December 1999, we recognized an additional pre-tax restructuring charge of CHF 300 million because of the merger.

     We completed the integration and restructuring process relatingCredit loss expense charged to the merger as of 31 December 2001 and released the remaining CHF 21 million of the restructuring provision to the income statement.business groups

                         
              Wealth       
  Wealth Management &  Investment  Management  Corporate    
  Business Banking  Bank  USA  Center     
CHF million Wealth  Business          Private Banks    
For the year ended 31.12.04 Management  Banking CH          & GAM  Total 
 
Expected credit loss  (45)  (436)  (92)  (8)  (2)  (583)
 
Deferral  37   411   85   3   (4)  532)
 
Adjusted expected credit loss
  (8)  (25)  (7)  (5)  (6)  (51)
 
Credit loss (expense)/recovery
  (1)  92   240   3   (58)  276 
 
Balancing item charged as credit loss (expense)/recovery in Corporate Functions 327 
 


74

8


additional buffer of 10% above the individually determined business unit regulatory equity requirement. The remaining equity, which mainly covers real estate, and any other unallocated equity, remains reported in the Corporate Functions unit.

Headcount,which is expressed in terms of full-time equivalents (FTE), is measured as a percentage of the standard

hours normally worked by permanent full-time staff and is used to track the number of individuals employed by UBS. FTE cannot exceed 1.0 for any particular individual. Head-count includes all staff and trainees other than short-term temporary workers (hired for less than 90 calendar days) and contractors.



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Accounting Standards and Policies
Critical accounting policies

Critical accounting policies

Critical accounting policies

Basis of preparation and selection of policies

We prepare our Financial Statementsfinancial statements in accordance with IFRS, and provide a reconciliation to generally accepted accounting principles in the United States (US GAAP). When feasible, we reduce the differences between our Financial Statements under the two standards by applying accounting policies that are in accordance with both setsUS GAAP. The application of standards. This approach limits (but does not completely eliminate) the range of elective accounting treatments available to us, but there are still rules under both standards which require us to apply judgement and make estimates in preparing our Financial Statements. The more significantcertain of these accounting principles requires a significant amount of judgment based upon estimates and assumptions that involve significant uncertainty at the time they are made. Changes in assumptions may have a significant impact on the financial statements in the periods where assumptions are changed. Accounting treatments where significant assumptions and estimates are used are discussed in this section, as a guide to understanding how their application affects our reported resultsresults. A broader and our disclosure. A broadermore detailed description of the accounting policies we employ is shown in Notenote 1 to the UBS Group Financial Statements.

financial statements.
The existence of alternatives and the application of judgement meanassumptions and estimates means that any selection of different alternatives or estimatesassumptions would cause our reported results to differ. We believe that the choicesassumptions we have made are appropriate, and that our Financial Statementsfinancial statements therefore present our financial position and results fairly, in all material respects. The alternative outcomes discussed below are presented solely to assist the reader in understanding our Financial Statements,financial statements, and are not intended to suggest that other alternatives or estimatesassumptions would be more appropriate.
Many of the judgements which we make inwhen applying accounting principles depend on an assumption, which we believe to be correct, that UBS maintains sufficient liquidity to hold positions or investments until a particular trading strategy matures — i.e.– i. e. that we do not need to realize positions at unfavorable prices in order to fund immediate cash needs. Liquidity is discussed in more detail on pages 8165 to 8466 of the Handbook 2002/2003.2004 /2005.

Recognition and measurementFair value of financial instruments

On 1 January 2001, UBS Group adopted the accounting standard IAS 39:recognition

Assets and measurement of financial instruments.The principal effects of the standard onliabilities in our accounts are outlined as follows.

Profit and loss impact

UBS’s strategy is to attempt to minimize the profit and loss volatility that can be caused by unrealized gains and losses on recognizedtrading portfolio, financial assets and liabilities carrieddesignated as held at fair value. Upon implementation of IAS 39, UBS elected to record changes in fair value, of financial assets classified as “available-for-sale” directly in shareholders’ equity rather than in earnings.

Changes to shareholders’ equity

With the implementation of IAS 39 we identified “Gains/losses not recognized in the income statement” as a separate section within shareholders’ equity. Within this we show three subsections, “Foreign currency translation” (which was an existing line in shareholders’ equity, reported in previous years) and two additional subsections introduced as a result of the adoption of IAS 39 on 1 January 2001, and which are “Unrealized gains/losses on available-for-sale investments”, and “Changes in fair value of derivative instruments designated as cash flow hedges”. Both subsections had opening balances:
the opening balance of “Unrealized gains/ losses on available-for-sale investments” was a net increase of CHF 1,577 million, net of taxes, on 1 January 2001 due to unrealized mark-to-market gains on financial investments classified as available for sale which were principally attributable to private equity investments, but which also included other financial investments held by the Group.
the opening balance of “Changes in fair value of derivative instruments designated as cash flow hedges” was a net loss of CHF 380 million, net of taxes, on 1 January 2001 due to unrealized mark-to-market losses on derivatives designated as cash flow hedges. These losses were previously recorded in the balance sheet as part of “Deferred losses”.
     All movements within these categories are now recorded each year in the statement of changes in equity.

Financial instruments — fair value

Ourtrading portfolioassets and liabilities are recorded at fair value on the balance sheet, with changes in fair value recorded asin net trading income in the income statement. Key judgementsjudgments affecting this accounting policy relate to how we determine fair value for such assets and liabilities.


9



Profile

     For substantially allWhere no active market exists, or where quoted prices are not otherwise available, we determine fair value using a variety of our portfolios, fair values arevaluation techniques. These include present value methods, models based on quoted market prices forobservable input parameters, and models where some of the specific instrument, comparisons with other highly similar financial instruments, or the use of models. input parameters are unobservable.

Valuation models are used primarily to value derivatives transacted in the over-the-counter market, including credit

derivatives and certain equity and fixed incomeunlisted securities with embedded derivatives. WhereAll valuation models are used to compute fair values, or wherevalidated before they are used in our control functionsas a basis for independent risk monitoring, they must be validatedfinancial reporting, and periodically reviewed thereafter, by qualified personnel independent of the area that created the model. Wherever possible, we compare valuations derived from models with quoted prices of similar financial instruments, and with actual values when realized, in order to further validate and calibrate our models.

     There are aA variety of factors that are considered byincorporated into our models, including actual or estimated market prices and rates, such as time value and volatility, and market depth and liquidity. Where available, we use market observable prices and rates derived from market verifiable data. Where such factors counterparty credit quality, activity in similar instruments in theare not market administrative costs over the life of the transaction, and liquidity/market volume considerations, among others. Changesobservable, changes in assumptions about these factors could affect the reported fair value of financial instruments. However, because these factors can change with no correlationWe apply our models consistently from one period to each other, it is not possible to provide a meaningful estimatethe next, ensuring comparability and continuity of how changes in any of these factors could affect reportedvaluations over time, but estimating fair value inherently involves a significant degree of the portfolio as a whole.
     As a result of the potential variability in computed fair values,judgment. Management therefore establishes valuation adjustments to cover the risks associated with the estimation of unobservable input parameters and the assumptions within the models themselves. Valuation adjustments are an integral part of the valuation process and are applied consistently from periodalso made to period. Establishing valuations inherently involves the use of judgement, and management also applies its judgement in establishing reserves against indicated valuations forreflect such elements as aged positions, deteriorating economic conditionscreditworthiness (including country-specific risks), concentrations in specific industries, types of instruments orand market risk factors (interest rates, currencies etc), and market liquidity, model risk itself,depth and other factors.
     Despite the fact thatliquidity. Although a significant degree of judgementjudgment is, in some cases, required in order to establishestablishing fair values, in some cases, management believes the fair values recorded in the balance sheet and the changes in fair values recorded in the income statement are reasonable,prudent and reflective of the underlying economics, based on a number ofthe controls and procedural safeguards we employ. Before models are used, they are certified by our independent control function, called Quantitative Risk Management. We then generally employ “back-testing” proceduresNevertheless, we have estimated the effect that a change in assumptions to test model outputs with actual data and apply our models consistently from one period to the next, while also searching for comparative market prices for additional verification.

Hedge accounting.IAS 39 allows a company to apply hedge accounting if it fully complies with the specified hedge criteria. One of the goals of a hedging program is to reduce volatility ofreasonably possible alternatives could have on fair values by entering intowhere model inputs are not market observable. To estimate that effect on the financial statements, we recalculated the model valuation adjustments at higher and lower confidence levels than originally applied. For all financial instruments carried at fair value which rely on assumptions for their valuation, we estimate that fair value could lie in a hedging transaction where changes in fair values of the hedging transaction offset changes inrange from CHF 579 million lower to CHF 927 million higher than the fair values ofrecognized in the hedged item. Duefinancial statements.

Fair value option

We adopted revised IAS 32 and revised IAS 39 early (at 1 January 2004). We restated the two comparative prior years. Revised IAS 39 permits an entity to cost and other considerations, a transaction may not be hedged over its entire life,designate any financial



76


asset or a dynamic hedging strategy may be used whereby different transactions are designatedfinancial liability as the hedging transaction at different times. However, if the hedged item is one that would normally not be recordedheld at fair value (for instance if it is heldand to recognize fair value changes in profit and loss. We apply the fair value option primarily to compound debt instruments, which permits us to fair value the entire instrument instead of separating the embedded derivative from the host contract and carrying the host contract at cost less impairment), but the hedging instrument is of a sort that would normally be accounted foramortized cost. In addition, financial assets and financial liabilities designated at fair value there could be substantial differencesare presented in the profit and loss effect for the two items during specific accounting periods, although over the whole life of the instrument these would be expected to balance out. We believe that, in such cases, not applying hedge accounting could lead to misinterpretations of our results and financial position, since hedging transactions could have a material impact on reported net profit in a particular period.

     In principle, we apply hedge accounting whenever we meet the criteria of IAS 39 so that our Financial Statements clearly reflect the economic hedge effect obtained from the use of these instruments. However, in connection with economically hedging selected credit risk exposures we have entered into credit default swaps (CDS) that include conditions that prevent their qualifying for hedge accounting under IAS 39. CDSs are derivative instruments carried on our balance sheet in separate lines. At 31 December 2004, we carried compound debt instruments designated as held at fair value with changesin the amount of CHF 65,756 million on the balance sheet. In 2004, the change in fair value recordedof these instruments was an expense of CHF 1,203 million, of which CHF 402 million was attributable to changes in net trading income. This may add volatilityLIBOR and CHF 801 million was due to our net trading income results, and the impact may be either positive or negative in a particular period. The use of CDSs coupled with not applying hedge accounting may also add volatility to net profit because changes in fair value of embedded derivatives.

Recognition of deferred Day 1 Profit and Loss

We have entered into transactions, some of which will mature after more than ten years, where we determine fair value using valuation models for which not all inputs are market observable prices or rates. We initially recognize a CDSfinancial instrument at the transaction price, which is the best indicator of fair value, although the value obtained from the relevant valuation model may differ. Such a difference between the transaction price and the model value is commonly referred to as “Day 1 profit and loss”. In accordance with applicable accounting literature, we do not recognize that initial difference, usually a gain, immediately in profit and loss. While applicable accounting literature prohibits immediate recognition of Day 1 profit and loss, it does not address when it is appropriate to recognize Day 1 profit in the income statement. It also does not address subsequent measurement of these instruments.

Our decisions regarding recognizing deferred Day 1 profit and loss are based on the principle of prudence and are made after careful consideration of facts and circumstances to ensure we do not prematurely release a portion of the deferred profit to income. For each transaction, we determine individually the appropriate method of recognizing the Day 1 profit and loss amount in the income statement. Deferred Day 1 profit and loss is amortized over the life of the transaction, deferred until fair value can be determined using market observable inputs, or realized through settlement. In all instances, any creditunrecognized Day 1 profit and loss expense relatingis immediately released to the hedged exposure may well be recorded in different periods. Typically, the credit rating of a company that ultimately defaults on its obligations deteriorates gradually over a period of time. Such deterioration is reflected in a gradual increase inincome if fair value of the related CDS, resultingfinancial instrument in tradingquestion can be determined either by using market observable model inputs or by reference to a quoted price for the same product in an active market.
After entering into a transaction, we measure the financial instrument at fair value, adjusted for the deferred Day 1 profit and loss. Subsequent changes in fair value are recognized immediately in the income gains being recorded. On the other hand, a credit loss expense is not recorded until the claim is deemed to be impaired, or if anstatement without reversal of deferred Day 1 profits and losses.

Securitizations and Special Purpose Entities

UBS sponsors the formation of Special Purpose Entities (SPEs) primarily to allow clients to hold investments, for asset securitization transactions, and for buying or selling credit protection. In accordance with IFRS we do not consolidate SPEs that we do not control. As it can sometimes be difficult to determine whether we exercise control over an SPE, we have to make judgments about risks and rewards as well as our ability to make operational decisions for the SPE. In many instances, elements are present that, considered in isolation, indicate control or lack of control over an SPE, but when considered together make it difficult to reach a clear conclusion. When assessing whether we have to consolidate an SPE we evaluate a range of factors, including whether (a) we will obtain the majority of the benefits of the activities of an SPE, (b) we retain the majority of the residual ownership risks related to the assets in order to obtain the benefits from its activities, (c) we have decision-making powers to obtain the majority of the benefits, or (d) the activities of the SPE are being conducted on our behalf according to our specific business needs so that we obtain the benefits from the SPE’s operations. We consolidate an SPE if our assessment of the relevant factors indicates that we obtain the majority of the benefits of its activities.

SPEs used to allow clients to hold investmentsare structures that allow one or more clients to invest in an asset or set of assets which are generally purchased by the SPE in the open market and not transferred from UBS. The risks and rewards of the assets held by the SPE reside with the clients. Typically, UBS will receive service and commission fees for creation of the SPE, or because it acts as investment manager, custodian or in some other function.
These SPEs range from mutual funds to trusts investing in real estate. As an example, UBS Alternative Portfolio AG provides a vehicle for investors to invest in a diversified range of alternative investments through a single share. The majority of our SPEs fall into this category. SPEs created for client investment purposes are not consolidated.
SPEs used for securitization. SPEs for securitization are created when UBS has assets (for example a portfolio of loans) which it sells to an SPE, and the SPE in turn sells interests in the assets as securities to investors. Consolidation of these SPEs depends on whether UBS retains the majority of the benefits of the assets in the SPE.
We do not consolidate SPEs used for securitization if UBS has no control over the assets and no longer retains any significant exposure (for gain or loss) to the income or investment returns on the assets sold to the SPE or the proceeds of their liquidation. This type of SPE is a bankruptcy-remote entity – if UBS were to go bankrupt the holders of the securities would clearly be owners of the asset, while if the SPE were to go bankrupt the securities holders would have no recourse to UBS.



1077


Accounting Standards and Policies
Critical accounting policies

undrawn commitment is expectedIn some cases UBS does retain exposure to be drawn without prospectsome of full repayment. This timing mismatch between recognizing incomethe returns from increases in the fair value of a CDS and recognizing expense for credit losses may introduce period-to-period volatility in net profit. In addition,assets sold to the positive effect of CDSs on reducing credit losses is not reflected as a reduction in reported credit loss expense.

     In 2002, UBS recorded mark-to-market gains of CHF 226 million on CDSs that hedge existing credit risk exposures without recording a corresponding credit loss expense. Had our CDSs qualified for hedge accounting, we could have deferred recognition of gains on the CDSs until the underlying claim became impaired. Unless we decide to settle CDSs prematurely, and thus realize the mark-to-market gains,SPE, for example because we believe that we will ultimately not incur a creditfirst loss on a loan portfolio. In these cases we consolidate the hedged exposure, these mark-to-market gains may be offset by losses in future periods. This may occur either becauseSPE and then derecognize the fair value of the CDS will decrease or because a credit loss is incurred on the hedged exposure.
     Applying hedge accounting means that changes in the fair values of designated hedging instruments affect reported net profit in a periodonlyassets to the extent that each hedge is ineffective. Alternatively, if we weredo not have exposure.
SPEs for credit protectionare set up to chooseallow UBS to sell the credit risk on portfolios, which may or may not be held by UBS, to apply hedge accounting,investors. They exist primarily to allow UBS to have a single counterparty (the SPE), which sells credit protection to UBS. The SPE in turn has investors who provide it with capital and participate in the entire change in fair valuerisks and rewards of the designated hedging instruments in each individual reporting period would be reported in net incomecredit events that it insures. SPEs used for that period, regardless of the economic effectiveness of the hedge. For our fair value hedges, not applying hedge accounting would have resulted in a pre-tax gain of CHF 951 million in 2002 and a pre-tax gain of CHF 319 million in 2001. For our cash flow hedges, the respective amountscredit protection are a pre-tax gain of CHF 326 million for 2002 and a pre-tax loss of CHF 79 million for 2001. Please refer to Note 1(v) to the UBS Group Financial Statements for further information on hedge accounting.generally consolidated.

Financial investments available-for-sale

UBS has classified some of its financial assets, including investments not held for trading purposes, as available-for-sale. This classification is based on our determination that these assetsavailable-for-sale, where they are not held for the purpose of generating short-term trading gains, but rather for mid-to-long-term capital appreciation. If we had originally decided that

these were trading assets, or if we were to reclassify these assets as trading assets, changesChanges in fair value would then have to beof these financial assets are reflected in incomeshareholders’ equity rather than shareholders’ equity.income. The amount of unrealized gains or losses on the balance sheet date is disclosed in the statement of changes in equity in the UBS Group Financial Statements.financial statements.

Companies held in our private equity portfolio are not currently consolidated in UBS’s Financial Statements.the financial statements. This treatment has been determined after considering such matters as liquidity, exit strategies and degree and timing of our influence and control over these investments. With the adoption of revised IAS 27 as of 1 January 2005, majority-owned entities will be consolidated retrospectively as of 1 January 2003. The effects of this consolidation on our financial statements are disclosed in note 1(ab).
We currently classify our private equity investments as financial investments available-for-sale, and carry them on the balance sheet at fair value, with changes in fair value being recorded directly in equity. However, unrealized losses that are not expected to be recoverable within a reasonable time period are recorded in our income statement as impairment charges. Since quoted market prices are generally unavailable for these companies, fair value is determined by applying recognized valuation techniques, which require the use of assumptions and estimates. The valuation of our investments is derived by application of our valuation policy in a detailed quarterly investment by investmentinvestment-by-investment review involving the business and control functions. Our standard valuation method is to apply multiples of earnings that are observed for comparable companies. These multiples depend on a number of factors and may fluctuate over time. However theThe geographic stage and sector diversity of the investments in the portfolio meansand their varying stages in the investment cycle mean that the valuations of these positions may not move uniformly based onin line with the changing economic environment. Although judgement is involved,

we believe that the estimates and assumptions made in determining the fair value of each investment are reasonable and supportable. Since there are no general estimates or assumptions underlying the determination of fair value, but instead fair value is determined on a case-by-case basis, it is not possible to provide any meaningful estimate of the impact on earnings of variations in assumptions and estimates.

In addition, the determination of when a decline in fair value below cost is not recoverable within a reasonable time period is judgementaljudgmental by nature, so profit and loss could be affected by differences in this judgement. We generally consider investments as impaired if a significant


11


Profile

decline in fair value below cost extends beyond the near term, unless it is readily apparent that an investment is impaired, in which case this would result in an immediate loss recognition.

Goodwill and other intangible assets

We regularly review assets that are not carried at fair value for possible impairment indications. If impairment indicators are identified, we make an assessment about whether the carrying value of such assets remains fully recoverable. When making this assessment, we compare the carrying value to the market value, if available, or the value in use. Value in use is determined by discounting expected future net cash flows generated by an asset or group of assets to present value. Determination of the value in use requires management to make assumptions and use estimates. We believe that the assumptions and estimates used are reasonable and supportable in the existing market environment, but different ones could be used which would lead to different results.
     The single most significant amount of goodwill relates to the acquisition of PaineWebber. The valuation model used to determine the fair value of UBS PaineWebber is sensitive to changes in the assumptions about the discount rate, growth rate and expected cash flows (i.e. assumptions about the future performance of the business). Adverse changes in any of these factors could lead us to record a goodwill impairment charge.
     In the fourth quarter of 2002, we took the decision to move all our businesses to the single UBS brand name. That decision necessitated the writeoff of the carrying value of the intangible asset related to the PaineWebber brand name, which resulted in a charge of CHF 953 million net of tax. Had we not made the decision to abandon the PaineWebber brand name, the writeoff would not have been made as it would not have been deemed impaired.

Allowances and provisions for credit losses

UBS classifies a claim as impaired

Assets accounted for at amortized cost are evaluated for impairment and required allowances and provisions are estimated in accordance with IAS 39. Impairment exists if the book value of thea claim or a portfolio of claims exceeds the present value of the cash flows actually expected in future periods —periods. These cash flows include scheduled interest payments, scheduled principal repayments, or other payments due (for example on derivatives transactions or guarantees), including liquidation of collateral where available. UBS has established policies

The total allowance and provision for credit losses consists of two components: specific counterparty allowances and provisions, and collectively assessed allowances. The specific counterparty component applies to ensure thatclaims evaluated individually for impairment and is based upon management’s best estimate of the carrying valuespresent value of impaired claims are determined on a

consistent and fair basis, especially for those impaired claims for which no market estimate or benchmark for the likely recovery value is available. Future cash flows considered recoverablewhich are discountedexpected to presentbe received. In estimating these cash flows, management makes judgments about a counterparty’s financial situation and the net realizable value of any underlying collateral or guarantees in accordance with IAS 39. A provision is then recorded for the probable loss on the claim in question and charged to the income statement as credit loss expense.

our favor. Each caseimpaired asset is assessed on its merits, and the workout strategy and estimate of cash flows considered recoverable are independently approved by the Credit Risk Control function. Although judgementCollectively assessed credit risk allowances cover credit losses inherent in portfolios of claims with similar economic characteristics where there is involved,objective evidence to suggest that they contain impaired claims but the individual impaired items cannot yet be identified. A component of collectively assessed allowances is for country risks. In assessing the need for collective loan loss allowances, management considers factors such as credit quality, portfolio size, concentrations, and economic factors. In order to estimate the required allowance, we make assumptions both to define the way we model inherent losses and to determine the required input parameters, based on historical experience and current economic conditions.
The accuracy of the allowances and provisions we make depends on how well we estimate future cash flows for specific counterparty allowances and provisions and the model assumptions and parameters used in determining collective allowances. While this necessarily involves judgment, we believe that the estimates and assumptions made in determining provisions and allowances on each individual impaired claim are reasonable and supportable. Since there are no general estimates or assumptions underlying the determination of allowances and provisions, but instead, as noted above, theseour allowances and provisions are determined on a case-by-case basis, it is not possible to provide any meaningful estimate of the impact on earnings of variations in assumptionsreasonable and estimates.supportable.



78


Further details on this subject are given in Note 1(l)note 1(q) to the UBS Group Financial Statementsfinancial statements and in the “Risk analysis”risk analysis section of the Handbook 2002/2003,2004 / 2005, on pages 5947 to 77.

57.

Securitizations and Special Purpose Entities

UBS sponsors the formation of Special Purpose Entities (SPEs) primarily for the purpose of allowing clients to hold investments, for asset securitization transactions, and for buying or selling credit protection. In accordance with IFRS we do not consolidate SPEs that we do not control. As it can sometimes be difficult to determine whether we exercise control over an SPE, we have to make judgements about risks and rewards as well as our ability to make operational decisions for the SPE in question. In many instances, elements are present that, considered in isolation, indicate control or lack of control over an SPE, but when considered together make it difficult to reach a clear conclusion. In such cases the Group generally consolidates an SPE.
     UBS has a comprehensive process for monitoring and controlling the creation and running of SPEs, designed to ensure that they are created only for purposes connected with our business, which includes the facilitation of client investment objectives, that any change of terms or status, such as the activation of a dormant SPE,


12


is appropriate and that the SPEs and their assets and liabilities are properly recorded, if consolidated.

     UBS manages the risk of consolidated SPEs in the same way as for any other subsidiary. Unconsolidated SPEs are treated like any other unaffiliated counterparty, under normal credit risk principles.

Principal types of SPE used by UBS

SPEs used to allow clients to hold investmentsare structures that allow one or more clients to invest in an asset or set of assets which are generally purchased by the SPE in the open market and not transferred from UBS. The risk or reward of the assets held by the SPE resides with the clients. Typically, UBS will receive service and commission fees for creation of the SPE, or because it acts as investment manager, custodian or in some other function.
     These SPEs range from mutual funds to trusts investing in real estate, for example UBS Alternative Portfolio AG, which provides a vehicle for investors to invest in a diversified range of alternative investments through a single share. The majority of our SPEs fall into this category. SPEs created for client investment purposes are not consolidated.
SPEs used for securitization. SPEs for securitization are created when UBS has assets (for example a portfolio of loans) which it sells to an SPE. The SPE in turn sells interests in the assets as securities to investors. Consolidation of these SPEs depends on whether UBS retains the risks and rewards of the assets in the SPE.
     We do not consolidate SPEs for securitization if UBS has no control over the assets and no longer retains any significant exposure (gain or loss) to the returns, including liquidation, on the assets sold to the SPE. This type of SPE is a bankruptcy-remote entity — if UBS were to go bankrupt, the holders of the securities would clearly be owners of the assets, while if the SPE were to go bankrupt, the securities holders would have no recourse to UBS.
     In some cases UBS does retain exposure to some of the returns from the assets sold to the SPE — for example first loss on a loan portfolio. In these cases we consolidate the SPE and then derecognize the assets to the extent that we do not have exposure.
SPEs for credit protection are set up to allow UBS to sell the credit risk on portfolios, that may or

may not be held by UBS, to investors. They are primarily to allow UBS to have a single counterparty (the SPE) which sells credit protection to UBS. The SPE in turn has investors who provide it with capital and participate in the risks and rewards of the credit events that it insures. SPEs used for credit protection are generally consolidated.

Equity compensation

Currently

The IFRS doesrequirements applicable to our financial statements have not previously specifically addressaddressed the recognition and measurement of equity-based compensation plans, including employee option plans. Extensive literature onIFRS 2, Share-based Payment, addresses the accounting for options grantedshare-based employee compensation and was adopted by UBS on 1 January 2005 on a fully retrospective basis. Until the end of 2004, we recognized compensation expense for awards issued to employees exists under US GAAP, which permits a company to elect eitheras part of annual bonuses during the year of corresponding performance, aligning with the revenue produced. Subsequent changes in intrinsic value method orwere not recognized. For share awards, we recognized compensation expense in the amount of the fair value method. Underof the intrinsic value method, ifshare at the grant date. For option awards granted, the exercise price of options granted is generally set either equal

to or greaterslightly higher than the fair value of the underlying equityshare at the grant date,date. Accordingly, these options have no intrinsic value when granted, and therefore, we did not recognize compensation expense need be recorded. Under the fair value method, an amount would be computed for such options and charged to compensation expense. For IFRS, UBS records as compensation expense only the intrinsic value at grant date, if any, of options granted to employees. Subsequent changes in value are not recognized.

these awards. Had we recognized the fair value of stock option grants on grant date as compensation expense, net income would have been lower by the following amounts:CHF 508 million in 2004, CHF 439 million in 2003, and CHF 690 million in 2002, CHF 347 million2002.
IFRS 2 requires recognition of all equity-based awards in 2001,the financial statements based on the fair value measured at the grant date. Compensation cost will be recognized over the service period, which is consistent with the vesting period, starting at grant date of an award. As we are adopting this standard on a fully retrospective basis, we will reverse compensation expense recognized for share awards in 2003 and CHF 158 million2004 and replace it with compensation expense for the fair value of share and share option awards determined in 2000. Furtheraccordance with IFRS 2. The effect of applying IFRS 2 is disclosed in note 1 (ab) to the financial statements, and further information on UBS equity compensation plans is disclosed in Note 32 to the UBS Group Financial Statements. In November 2002, the International Accounting Standards Board issued ED2, “Share-based payments”, which is expected to become effective in January 2004. ED2 in its current form would require a different recognition method of compensation expense for the fair value of stock options granted than that applied to determine the amounts disclosed above.

Deferred tax

Deferred tax assets arise from a variety of sources, the most significant being: a) tax losses that can be carried forward to be utilized against profits in future years; b) expenses recognized in the books but disallowed in the tax return until the associated cash flow occurs; and c) valuation changes of assets which need to be tax-effectednote 32.



13


79

Profile

for book purposes but are taxable only when the valuation change is realized.

     UBS records a valuation allowance to reduce its deferred tax assets to the amount that it believes can be realized in its future tax returns. Our valuation allowance is based on the assessment of future taxable income and our tax planning strategies. At each balance sheet date, existing assessments are reviewed and, if necessary, revised to reflect changed circumstances. The magnitude of the valuation allowance is significantly influenced by our own forecast of future profit generation, which drives the extent to which we will be able to utilize the deferred tax assets. Were we to be more optimistic or pessimistic when forecasting future taxable profits we would record a lower or higher valuation allowance, which would have a direct impact on earnings. Additionally, changes in circumstances may result in either an increase or a reduction of the valuation allowance, and therefore net income, depending on an adverse or favorable change in the factors that impact the recognized deferred tax assets. See Note 21 to the UBS Group Financial Statements for further details.

Segment reporting

The policies used to prepare our segment reporting affect the split of our income and expenses between the different Business Groups. Although the application of rules different from the ones we currently use would lead to altered net profit results in the Business Groups, they would have no effect on the total Group profit number.
     The most significant of these policies is the treatment of credit loss expense. If we had not applied the concept of expected loss in calculating the credit loss expense for each Business Group, Corporate Center would have incurred a significantly higher loss in all periods presented, UBS Warburg would have achieved a better result in 2002 but slightly lower profit in both 2001 and 2000, and UBS Wealth Management & Business Banking would have had a modestly better result in 2002 preceded by a significantly higher profit in both 2001 and 2000. The concept of expected credit loss is explained in more detail in the “Management accounting” section of this report on pages 36 to 41, which includes a table which reconciles the expected credit loss amount charged to the Business Groups with the actual IFRS credit loss.

Analysis of adjusted key figures and results

We analyze UBS’s performance on a reported basis determined in accordance with IFRS. Additionally, we provide comments and analysis on an adjusted basis which excludes from the reported amounts certain items we term significant financial events (SFEs). An additional adjustment we use in our results discussion is the exclusion of the amortization of goodwill and other acquired intangible assets.

     These adjustments reflect our internal analysis approach where SFE-adjusted figures before goodwill/intangibles amortization are used to assess past performance against peers and to estimate future growth potential. In particular, our financial targets have been set in terms of adjusted results, excluding SFEs and goodwill/ intangibles amortization, and all the analysis provided in our management accounting is based on operational SFE-adjusted performance.

Significant financial events

For performance analysis, in particular to compare our financial results with previous periods and with peers, we use figures adjusted for significant financial events (SFEs). This helps us to illustrate the underlying operational performance of our business, insulated from the impact of one-off gains or losses outside the normal run of business, and provides a better basis for our internal performance assessment and planning. A policy approved by the Group Executive Board defines which items may be classified as SFEs. In general an item that is treated as a SFE is:
Non-recurring
Event-specific
Material at Group level
UBS-specific, not industry-wide
and is not a consequence of the normal run of business.
     Examples of items that we would treat as SFEs include the gain or loss on the sale of a significant subsidiary or associate, such as the sale in 2002 of Klinik Hirslanden and Hyposwiss, or the restructuring costs associated with a major integration, such as the merger with PaineWebber in 2000.
     SFEs are not a recognized accounting concept under IFRS or US GAAP, and are therefore not reflected as such in the UBS Group Financial Statements. We clearly identify all adjusted figures as such, and clearly disclose both the pre-tax


14


amount of each individual significant financial event, and the net tax benefit or loss associated with all the SFEs in each period, allowing the reader to reconcile adjusted figures to the reported ones. Where tables in the Business Group reporting show adjusted figures, we also include a table showing the reported figures.

     SFEs during 2000 and 2002 are shown in the table below and described in more detail below.
     There were no SFEs in 2001.
In first quarter 2002, we realized a pre-tax gain of CHF 155 million from the sale of the private bank Hyposwiss.
In fourth quarter 2002, we recorded a non-cash pre-tax writedown of CHF 1,234 million related to the PaineWebber brand, an intangible asset. It was recorded following our decision to move to a single UBS brand. This change in our brand strategy was announced in November 2002 and we will effectively introduce the single brand in June 2003.
In fourth quarter 2002, we realized a pre-tax gain of CHF 72 million from the sale of Klinik Hirslanden, a private hospital group.
During 2000, we recorded restructuring charges and provisions of CHF 290 million pre-tax relating to the integration of Paine-Webber into UBS.
In 2000 UBS recognized an additional pre-tax provision of CHF 150 million in connection

with the US Global Settlement of World War II-related claims. Previously, we had established a provision of CHF 842 million (in 1998) and one of CHF 154 million (in 1999) relating to this claim.

Amortization of goodwill and other
intangibles

In addition to IFRS figures, we discuss our Group result excluding the amortization of goodwill and other intangibles. The same adjustment is used also for our Group financial targets, including earnings per share. At UBS, we believe that equity values are driven by future cash flows. IFRS rules currently require that goodwill is amortized over its estimated useful life regardless of whether its economic value is maintained or even increased. Furthermore, goodwill is an asset that does not need to be replaced at the end of its life. Consequently, amortization charges do not represent cash outflows and are not an economic cost. Therefore we believe they are not relevant for assessing the value created for our shareholders.
     In our financial reporting, we clearly identify all figures that exclude amortization charges for goodwill and other intangibles and refer to them as “pre-goodwill” figures. Reported figures including amortization charges are always disclosed and precede pre-goodwill disclosure.


Significant Financial Events

             
CHF million
For the year ended
  31.12.02   31.12.01   31.12.00 

Operating income as reported
  34,121   37,114   36,402 
Gain on disposal of Hyposwiss  (155)        
Gain on disposal of Klinik Hirslanden  (72)        

Adjusted operating income
  33,894   37,114   36,402 

Operating expenses as reported
  29,577   30,396   26,203 
Writedown of PaineWebber brand name  (1,234)        
US Global Settlement Fund provision          (150)
PaineWebber integration costs          (290)

Adjusted operating expenses
  28,343   30,396   25,763 

Adjusted operating profit before tax and minority interests
  5,551   6,718   10,639 

Tax expense  678   1,401   2,320 
Tax effect of significant financial events  239       100 

Adjusted tax expense  917   1,401   2,420 
Minority interests  (331)  (344)  (87)

Adjusted net profit
  4,303   4,973   8,132 

Adjusted net profit before goodwill  5,529   6,296   8,799 


15


                                                                Profile


Risk factors

As a global financial services firm, UBS’s businesses are affected by the external environment in the markets in which we operate. Different risk factors can impact our ability to effectively carry out our business strategies or can directly affect our earnings. Due to the factors described below and to other influences beyond our control, UBS’s revenues and operating profit have been and are likely to continue to be subject to a measure of variability from period to period. Therefore UBS’s revenues and operating profit for any particular period may not be indicative of sustainable results, may vary from year to year and may affect our ability to achieve UBS’s strategic objectives.

Fluctuations in interest rates, equity prices, foreign currency rates and other market variables

A substantial part of our business consists of taking trading and investment positions in the debt, currency, equity, precious metal and energy markets and in private equity, real estate and other assets. The value of these assets can be adversely affected by fluctuations in financial markets. While we selectively utilize hedging techniques to mitigate these risks, these hedging techniques may not always be completely effective. More details on our

risk management approach are provided in the “Market risk” section in the Handbook 2002/2003.
     Because we prepare our accounts in Swiss francs, changes in currency exchange rates, particularly between the Swiss franc and the US dollar, may have an effect on the earnings that UBS reports (as revenues in US dollars represent the major part of our non-Swiss franc income). Our approach in managing this risk is explained in the “Currency management” section of the “Group Treasury” chapter in the Handbook 2002/2003.
     In addition, changes in financial market structures can affect our earnings. For example, the euro’s introduction in 1999 affected foreign exchange markets in Europe by reducing the extent of foreign exchange dealings among member countries and prompting a greater harmonization of financial products. Movements in interest rates can also affect our results as net interest income is affected by changes in interest rates. Interest rate movements can also affect our fixed income trading portfolio and the investment performance of our asset management businesses.
     Furthermore, income in many of our businesses, such as investment banking, wealth and asset management, is often

directly related to client activity levels. As a result, our income is also susceptible to the adverse effect of a sustained market downturn or significant deterioration of investor sentiment. Asset-based revenues generated in our wealth and asset management businesses depend on the levels of client assets which can be adversely affected by a deterioration of market valuations.
     Market values and volumes may be affected by a broad range of issues beyond our control, such as geopolitical events, the possibility of war, terrorism, inflation and economic developments such as recession or depression globally or in particular regions.

Counterparty risks

The results of our credit-related activities (including loans, commitments to lend, other contingent liabilities such as letters of credit, derivative products such as swaps and options) would be adversely affected by any deterioration in the credit-worthiness of our counterparties and the ability of clients to meet their obligations. The credit quality of our counterparties may be affected by various factors, such as an economic downturn, lack of liquidity, or unexpected political events, and as a result these events could cause us to incur greater losses.


16


     In general, we aim to avoid risk concentrations in our credit portfolio. We believe that the incurred losses are adequately covered by our allowances and provisions. Additionally, we make active use of credit protection. A detailed discussion of credit risk and our approach to managing this risk can be found in the “Risk Analysis” section of the “Risk Management and Control” chapter in the Handbook 2002/ 2003. If our risk management and control measures prove inadequate or are not effective, then credit losses could have a material adverse effect on our income and the value of our assets.

Consequential risk

All our businesses are dependent on our ability to process a large number of complex transactions across many and diverse markets in different currencies and subject to many different legal and regulatory regimes. UBS’s systems and processes are designed to ensure that the risks associated with our activities, including those arising from process error, failed execution, fraud, systems failure, failure of security and physical protection are appropriately controlled. However, if our system of internal controls is ineffective in identifying and remedying these risks, we will be exposed to operational failures that could result in

losses. A detailed discussion of our approach in management and control of these risks can be found in the “Consequential risk” section of the “Risk Management and Control” chapter in the Handbook 2002/2003.

Competitive forces

We face intense competition in all aspects of our business. In our various lines of business, we compete, both domestically and internationally, with asset managers, retail and commercial banks, private banking firms, investment banking firms, brokerage firms and other investment services firms. We face intense competition not only from firms competing locally in particular lines of business, but also from global financial institutions that are comparable to us in size and breadth.
     In addition, the trend towards consolidation in the global financial services industry is creating competitors with broader ranges of product and service offerings, increased access to capital, and greater efficiency and pricing power. We expect these trends to continue and competition to increase in the future. Our competitive strength will depend on the ability of our businesses to adapt quickly to significant market and industry trends.

Other risks arising from our global
presence

We operate in over 50 countries, and earn income and hold assets and liabilities in many different currencies and are subject to many different legal and regulatory regimes. Changes in local tax or legal regulations may affect our clients’ ability or willingness to do business with us. Country, regional and political risks may increase market and credit risk. Political, economic and social deterioration in a country or region, including that arising from local market disruptions, currency crises, terrorism or the breakdown of monetary controls, may adversely affect the ability of clients or counterparties located in that region to obtain foreign exchange or credit and, therefore, to satisfy their obligations towards us. As a truly global financial services company, we are also exposed to economic instability in emerging markets. As discussed under the “Country risk” section of the “Risk Management and Control” chapter in the Handbook 2002/2003, we have in place a system of controls and procedures to mitigate this risk. However, if these controls fail to properly identify and appropriately respond to country risk, we may suffer large losses resulting in a negative impact on our results of operations and financial condition.


17


(Background Graphic)

18


(Background Graphic)

19


Group Financial Review
Group Results
Group Results

             
UBS Group Performance Against Targets
 
 
For the year ended  31.12.02   31.12.01   31.12.00 

RoE (%)
            
as reported  8.9   11.7   21.5 
before goodwill and adjusted for significant financial events1
  13.9   14.8   24.3 

Basic EPS (CHF)
            
as reported  2.92   3.93   6.44 
before goodwill and adjusted for significant financial events1
  4.57   4.97   7.28 

Cost/income ratio (%)
            
as reported  86.2   80.8   72.2 
before goodwill and adjusted for significant financial events1
  79.5   77.3   69.2 

Net new money, private client units (CHF billion)2, 3
            
Private Banking  16.6   24.64  1.24
UBS PaineWebber  18.5   33.2   14.55

Total
  35.1   57.8   15.7 


1
Excludes the amortization of goodwill and other intangible assets and adjusted for significant financial events.
2
Private Banking and UBS PaineWebber.
3
Excludes interest and dividend income.
4
Calculated using the former definition of assets under management up to and including second quarter 2001.
5
Calculated using the former definition of assets under management in 2000.

(Background Graphic)


20


Invested Assets and Net New Money

                         
 Invested assets  Net new money1        
  
  
 
CHF billion
  31.12.02   31.12.01   31.12.00   2002   2001   2000 

UBS Group
  2,037   2,448   2,445   36.9   102.0   (49.5)

UBS Wealth Management & Business Banking2
                        
Private Banking  688   791   798   16.6   24.63  1.23
Business Banking Switzerland  205   215   239   3.7   9.23  2.73

UBS Global Asset Management
                        
Institutional  279   328   323   (0.6)  6.2   (70.8)
Wholesale Intermediary  278   344   319   (1.8)  28.7   2.9 

UBS Warburg
  3   1   1   0.5   0.1     

UBS PaineWebber
  584   769   765   18.5   33.2   14.54

1 Excludes interest and dividend income.   2 Calculated based on the new structure for UBS Wealth Management & Business Banking effective 1 July 2002. Prior-period figures have been restated accordingly.   3 Calculated using the former definition of assets under management up to and including second quarter 2001.   4 Calculated using the former definition of assets under management in 2000.


2002

UBS made significant progress in 2002. After the successful integration of PaineWebber in 2001, we continued to expand our investment banking capabilities, especially in the US, and to build up our European wealth management business. Our achievements should be viewed in the context of last year’s environment, which was one of the most challenging seen in the financial industry during the post-war era. Extensive corrections in major global equity markets, depressed market levels, low corporate activity, and broadly subdued investor optimism reflected uncertainty about economic and political developments. However, our businesses were remarkably resilient and competitive in view of the general conditions they faced in 2002. Strict cost discipline and focus on growth across the firm helped us expand our market position in a period where many in the financial industry were forced to re-assess the basic assumptions about their business. Our clients made substantial new investments into our private client businesses, and we significantly improved our investment banking market share. Despite market developments, the relative operational performance in our core businesses remained strong and we benefited from our prudent attitude to risk and our tight management of costs.

Net profit

UBS’s 2002 net profit was CHF 3,535 million, down 29% from CHF 4,973 million in 2001.

This full-year profit was impacted by several items which we call significant financial events (SFEs): the non-cash after-tax writedown of the value of the PaineWebber brand, which reduced profit by 21%, and the impact of sales of subsidiaries, which added 6% to profit. Excluding these effects, and before goodwill amortization, net profit fell by 12% between 2001 and 2002.

     Return on equity, also affected by the brand writedown, was 8.9% in 2002, down from 11.7% a year earlier. In the same timeframe, basic earnings per share were CHF 2.92, 26% lower than a year earlier while the cost/income ratio was 86.2%, an increase of 5.4 percentage points from 2001.

Group targets

We focus on four key performance targets, designed to ensure that UBS delivers continually improving returns to its shareholders.
We seek to increase the value of UBS by achieving a sustainable, after-tax return on equity of 15-20%, across periods of varying market conditions.
We aim to increase shareholder value through double-digit average annual percentage growth of basic earnings per share (EPS), across periods of varying market conditions.
Through cost reduction and earnings enhancement initiatives, we aim to reduce UBS’s cost/ income ratio to a level that compares positively with best-in-class competitors.


21


2

Group Financial Review
Group Results

Net Interest and Trading Income

                 
CHF million              
For the year ended  31.12.02   31.12.01   31.12.00   % change from
31.12.01
 

Net interest income  10,546   8,041   8,130   31 
Net trading income  5,572   8,802   9,953   (37)

Total net interest and trading income
  16,118   16,843   18,083   (4)

Breakdown by business activity:                

Net income from interest margin products  5,275   5,694   5,430   (7)
Net income from trading activities  10,605   11,529   12,642   (8)
Net income from treasury activities  1,667   1,424   762   17 
Other1
  (1,429)  (1,804)  (751)  21 

Total net interest and trading income
  16,118   16,843   18,083   (4)

1 Principally external funding costs of the Paine Webber Group, Inc. acquisition.


We aim to achieve a clear growth trend in net new money in the private client businesses (Private Banking and UBS PaineWebber).
     The first three targets are all measured pre-goodwill amortization, and adjusted for significant financial events.
     Our performance against these targets in 2002 reflects the extremely difficult market conditions. Before goodwill and adjusted for significant financial events:
Our return on equity for 2002 was 13.9%, down from 14.8% a year ago and slightly below our target range of 15-20%. The lower average level of equity, which was 6% lower because of our ongoing share buyback programs, partially offset the market-related decline in earnings of 12%.
Basic earnings per share for 2002 were CHF 4.57, a decline of 8% from 2001. The 12% decline in profit was partially offset by the reduced average number of shares outstanding. Without the buyback programs, our earnings per share in 2002 would have been 9% lower.
The cost/income ratio increased to 79.5% from 77.3%. Ongoing cost initiatives across all our businesses could not fully counteract the drop in revenues due to the declining market activity levels and subdued levels of transactional and corporate activity as well as ongoing private equity writedowns.
     Net new money in the private client units (Private Banking and UBS PaineWebber) dropped from CHF 57.8 billion in 2001 to CHF 35.1 billion in 2002. The drop was mainly due to difficult market conditions, which were accentuated by the Italian tax amnesty.

Results

Operating income

Total operating income fell to CHF 34,121 million in 2002 from CHF 37,114 million in 2001. Adjusted for the divestment of Hyposwiss and Klinik Hirslanden, total operating income in 2002 was CHF 33,894 million, a drop of 9% from 2001. The decline was mainly due to the difficult market environment, less favorable trading conditions and a weakening of investor sentiment. Falling market levels affected asset-based revenues while our private equity business continued to record losses due to ongoing poor valuation and exit conditions.
Net interest income and net trading income. Net interest incomeof CHF 10,546 million in 2002 was 31% higher than in 2001.Net trading incomedeclined 37% from CHF 8,802 million in 2001 to CHF 5,572 million in 2002.
     In addition to income from interest margin-based activities (loans and deposits), net interest income includes income earned as a result of trading activities (for example, coupon and dividend income). This component is volatile from period to period, depending on the composition of the trading portfolio. In order to provide a better explanation of the movements in net interest income and net trading income, we analyze the total according to the business activities that give rise to the income, rather than by the type of income generated.
Net income from interest margin productswas CHF 5,275 million in 2002, down 7% from CHF 5,694 million a year earlier, mostly reflecting lower interest margins on savings and cash


22


IFRS Actual Credit Loss Expense/(Recovery)

                 
CHF million              
For the year ended  31.12.02   31.12.01   31.12.00   % change from
31.12.01
 

UBS Wealth Management & Business Banking  241   123   (695)  96 
UBS Warburg  (35)  360   562     
UBS PaineWebber  15   15   3   0 
Corporate Center  (15)  0   0     

Total
  206   498   (130)  (59)


accounts, as well as mortgages because of the extremely low interest rate environment. This was accentuated by the decline of the US dollar and euro, which caused the Swiss franc equivalent of US dollar interest rate revenues to drop.

     Over the full year,net income from trading activities fell by 8% from CHF 11,529 million in 2001 to CHF 10,605 million in 2002.Equities revenues, at CHF 2,794 million in 2002, dropped from the year earlier, reflecting worsening market conditions and lower client activity, although we recorded better results in our US equity business, where we continue to gain market share. At CHF 6,041 million in 2002,fixed incometrading revenues were lower than a year earlier, when they benefited from a buoyant trading environment due to the coordinated interest rate cuts by major central banks during the second half of 2001. This change in environment and lower revenues from our Investment Grade Credit and High Yield businesses were partially offset by better results in our Principal Finance and Emerging Market businesses. Additionally, the full-year trading result of our fixed income business profited from unrealized gains of CHF 226 million relating to credit default swaps (CDS) hedging existing credit exposures in the loan book. Our use of CDSs as hedging instruments for our loan book is only one part of our overall management approach to trading credit risk. The “Critical accounting policies” section on page 9 in this report and the “Capital and Risk Management” section of our Handbook 2002/2003 contain further information on how we use CDSs to hedge our credit exposure. Over the full year, ourforeign exchangetrading revenues, at CHF 1,500 million, increased slightly, due to increased volumes and spreads.
Net income from treasury activitieswas CHF 1,667 million in 2002, an increase of 17% over 2001, reflecting higher income from our invested equity, a drop in funding costs as well as higher

unrealized gains on derivatives used to economically hedge interest rate risk related to structured notes issued.

Other net trading and interest incomeshowed a loss of CHF 1,429 million compared to a loss of CHF 1,804 million in 2001. This drop was mainly due to lower goodwill funding costs, which reflected the weakening of the US dollar against the Swiss franc, lower funding costs for our private equity portfolio as well as the reclassification of some revenues previously reported as income from trading activities.
Credit loss expense.In 2002 credit loss expenses amounted to CHF 206 million, compared to CHF 498 million in 2001.
     Throughout 2002, the global credit environment continued the downward trend observed in 2001. Concerns regarding the sustainability of the global economic recovery have increased. Combined with rising geopolitical tensions, the outlook for corporate profits has weakened. Financial market development during the year was characterized by heightened investor risk aversion, with pronounced tiering by credit quality, resulting in higher-risk corporate and sovereign borrowers facing increasingly difficult financing conditions.
     Against this background, and in stark contrast to the very challenging credit environment, UBS Warburg achieved a strong credit performance with net credit loss recoveries of CHF 35 million, compared to credit loss expense of CHF 360 million in 2001 and CHF 562 million in 2000. This excellent performance was the result of minimal exposures to new defaults plus the recovery of country provisions for emerging markets exposures which were repaid or sold during 2002.
     Corporate bankruptcies in Switzerland have reversed a five-year falling trend and climbed by 10.8% during the year. In our case, this negative development did not come as a surprise and has largely been compensated by the measures we have


23


Group Financial Review
Group Results

80


Net Fee and Commission Income

                 
CHF million              
For the year ended  31.12.02   31.12.01   31.12.00   % change from
31.12.01
 

Underwriting fees  2,134   2,158   1,434   (1)
Corporate finance fees  848   1,339   1,772   (37)
Brokerage fees  5,987   6,445   5,742   (7)
Investment fund fees  4,033   4,276   2,821   (6)
Fiduciary fees  300   355   351   (15)
Custodian fees  1,302   1,356   1,439   (4)
Portfolio and other management and advisory fees  4,065   4,650   3,666   (13)
Insurance-related and other fees  417   538   111   (22)

Total securities trading and investment activity fees  19,086   21,117   17,336   (10)

Credit-related fees and commissions  275   307   310   (10)
Commission income from other services  1,006   946   802   6 

Total fee and commission income
  20,367   22,370   18,448   (9)

Brokerage fees paid  1,349   1,281   1,084   5 
Other  797   878   661   (9)

Total fee and commission expense
  2,146   2,159   1,745   (1)

Net fee and commission income
  18,221   20,211   16,703   (10)


undertaken to improve the asset quality of our domestic credit portfolio. The gradual slowdown of the Swiss economy and our success in substantially reducing our impaired portfolio have, however, resulted in a lower level of recoveries compared to previous years. This largely explains the increase of our credit loss expense in UBS Wealth Management & Business Banking to CHF 241 million, compared to CHF 123 million in 2001.

     Group credit loss expense in 2002 amounted to CHF 206 million, compared to CHF 498 million in 2001 and to a net recovery of CHF 130 million in 2000. The exceptional result in 2000 was helped by favorable economic conditions in Switzerland which, for UBS Wealth Management & Business Banking, resulted in substantial write-back of credit loss provisions taken in earlier periods.
     For further details on our risk management approach, how we measure credit risk and the development of our credit risk exposures, please see the “Capital and Risk Management” chapter of our Handbook 2002/2003.
Net fee and commission incomefor full-year 2002 was CHF 18,221 million, a decline of 10% compared to a year earlier, due to a drop in most revenue categories.
     Underwriting fees, at CHF 2,134 million, dropped only 1% from 2001, reflecting the strong revenues from our fixed income business,

which increased by 67% compared to a year earlier. However, this was offset by a much lower result in our equity underwriting business due to the markedly lower market activity.

     Corporate Finance fees fell by 37% to CHF 848 million, reflecting lower market activity and a significant drop in the global fee pool compared to 2001. Despite that, we were again able to improve our market position, increasing our full-year share of the market from 4.4 % in 2001 to 5.0% in 2002.
     Net brokerage fees dropped by 10% to CHF 4,638 million in the period due to much lower client activity in 2002, reflecting the more difficult market environment. However, we increased our market share as overall market volumes decreased at a sharper rate.
     Investment fund fees remained resilient and dropped just 6% to CHF 4,033 million. The drop was partially due to the lower asset base due to much lower markets, and because of falling sales-based commissions with investors reluctant to commit to new investments.
     Custodian fees, at CHF 1,302 million in 2002, were down 4% from CHF 1,356 million, principally due to lower market values and, consequently, average asset levels.
     The drop in portfolio and other management and advisory fees from CHF 4,650 million in 2001 to CHF 4,065 million reflects lower aver-


24


                 
Headcount1               
              Change in % 
(full-time equivalents)
  31.12.02   31.12.01   31.12.00   31.12.01 

UBS Wealth Management & Business Banking
  28,930   29,469   30,272   (2)
Private Banking  10,488   10,249   9,835   2 
Business Banking Switzerland  18,442   19,220   20,437   (4)
UBS Global Asset Management
  3,346   3,281   2,860   2 
UBS Warburg
  16,037   15,690   15,391   2 
Corporate and Institutional Clients  15,964   15,562   15,262   3 
UBS Capital  73   128   129   (43)
UBS PaineWebber
  19,563   20,413   21,567   (4)
Corporate Center
  1,185   1,132   986   5 

Group total
  69,061   69,985   71,076   (1)
thereof: Switzerland
  27,972   29,163   30,095   (4)

1 Klinik Hirslanden was sold on 5 December 2002. The Group headcount does not include the Klinik Hirslanden headcount of 2,450 and 1,839 for 31 December 2001 and 31 December 2000, respectively.


age asset levels and third-party fees due to the difficult market environment.

     At CHF 417 million in 2002, insurance-related and other fees decreased by 22% from a year earlier. This drop was mainly due to a decrease in insurance sales volumes in UBS PaineWebber mirroring the more difficult market environment.
     Credit-related fees and commissions dropped by 10% from CHF 307 million to CHF 275 million reflecting lower revenues from guarantees as well as a drop in revenues from documentary credits.
Other incomeshowed a loss of CHF 12 million compared to a gain of CHF 558 million a year earlier. Higher impairment charges for UBS Capital’s private equity investments and other financial investments were only partially offset by gains from disposals of financial investments and of the Klinik Hirslanden and Hyposwiss subsidiaries.

Operating expenses

In full-year 2002, total operating expenses, at CHF 29,577 million, decreased by 3% from CHF 30,396 million in 2001 because of lower personnel expenses as well as falling general and administrative expenses, reflecting our ability to adjust our costs in line with revenue developments. The decline was accentuated by the fall of the US dollar, UK sterling and euro against the Swiss franc. This drop was partially offset by the CHF 1,234 million charge for the writedown of the PaineWebber brand. Without the writedown, the drop in total operating expenses would have been 7%.
     Full-yearpersonnel expenses dropped by 7% to CHF 18,524 million in 2002 due to much

lower performance-related compensation expenses and lower salaries, and a reduction in head-count, especially in UBS PaineWebber and Business Banking Switzerland. The drop was further accentuated by lower recruitment, training and contractor costs across the firm, reflecting our continued cost control initiatives. Finally, the result was helped by a weaker US dollar against the Swiss franc.
     Personnel expenses are managed on a full-year basis with final fixing of annual performance-related payments in the fourth quarter. Over the full year, approximately 42% of this year’s personnel expenses were bonus or other variable compensation, down from 43% last year. Average variable compensation per head in 2002 was 8% lower than in 2001.
     We did not build up any significant overcapacity during the peak of the last business cycle, and have therefore been able to reduce headcount gradually as economic conditions weakened — without resorting to drastic cuts. UBS Group headcount dropped by 924 from 69,985 to 69,061, as we streamlined processes and structures at the same time as we expanded our capabilities in areas with positive growth potential.
     In full-year 2002,general and administrative expenses, at CHF 7,072 million, were down from CHF 7,631 million a year earlier. Strict cost control in all our businesses led to a drop in nearly all cost categories. The biggest declines were in telecommunication, IT, outsourcing and branding expenses. This was partially offset by higher legal and security provisions including a global settlement charge of CHF 111 million (USD 80 million) regarding equity research in the US.


25


Group Financial Review
Group Results

     At CHF 1,614 million in 2001,depreciationfell by 6% to CHF 1,521 million in 2002 mainly due to lower depreciation charges for machines and equipment.

Amortization of goodwill and other intangible assetsincreased from CHF 1,323 million in 2001 to CHF 2,460 million in 2002, due to the write-down of the PaineWebber brand name following our decision made in fourth quarter 2002 to move to a single brand.

Tax

We incurred a tax expense of CHF 678 million in 2002, down from CHF 1,401 million in 2001. This corresponds to an effective tax rate of 15% in 2002. Adjusted for significant financial events, our 2002 tax expense of CHF 917 million reflects an effective tax rate of 16.5%, well below 2001’s rate of 21%. The decline is mainly driven by significantly lower progressive tax rates in Switzerland, the ability to benefit from tax loss carry-forwards in the US and UK and a higher proportion of earnings generated in lower tax jurisdictions.

PaineWebber merger-related costs

In 2002, UBS incurred amortization expenses of CHF 2,005 million on goodwill and intangible assets resulting from the acquisition of UBS PaineWebber, while funding costs amounted to CHF 988 million. The amortization includes a non-cash writedown of CHF 1,234 million for the PaineWebber brand name that had been held as an intangible asset on our balance sheet. The writedown was due to a strategic decision announced in November 2002, to move all our businesses to the single UBS brand in June 2003. After the writedown, the remaining Paine-Webber-related intangible assets on our balance sheet amount to CHF 2,334 million. These intangibles continue to be carried net of tax.
     As part of the merger, UBS agreed to make retention payments to PaineWebber financial advisors, senior executives and other staff, subject to these employees’ continued employment and other restrictions. The payments vest over periods of up to four years from the merger in November 2000 and the vast majority of them are paid in the form of UBS shares. Because these payments are a regular and continuing cost of the business, they are not treated as significant financial events. Personnel expenses in 2002 include

retention payments for key PaineWebber staff of USD 261 million (CHF 405 million).

Dividend

For 2002, we plan to pay a normal dividend to our shareholders after having made use of the possibility to make a tax efficient distribution in 2000 (for the fourth quarter only) and 2001 in the form of par value reductions.

     The Board of Directors will recommend at the Annual General Meeting on 16 April 2003 that UBS should pay a dividend of CHF 2.00 per share for the 2002 financial year, a level on par with last year’s CHF 2.00 distribution.
     If the dividend is approved, the ex-dividend date will be 17 April 2003, with payment on 23 April 2003 for shareholders of record on 16 April 2003.

Balance sheet

Total assets were CHF 1,181 billion on 31 December 2002, down CHF 72 billion, or 6%, from CHF 1,253 billion on 31 December 2001. The balance sheet shrank because of the weakening of the US dollar and UK sterling against the Swiss franc, falling by 17% and 8% in the period respectively.

     Cash and balances with central banks were CHF 4 billion on 31 December 2002, down from CHF 21 billion on 31 December 2001. Most of the decline was due to a drop in the deposits held with the Bank of Japan. The strong increase seen in 2001 in our cash and balance levels held with central banks was related to a change in the structure of our Japanese financial assets triggered by the negative short-term interest rates in that country. In 2002, however, the level of cash and cash balances returned to a normal level.
     Assets due from banks increased to CHF 32 billion on 31 December 2002 from CHF 28 billion at 31 December 2001, reflecting higher time deposits.
     Trading-related assets (cash collateral on securities borrowed, trading portfolio assets and reverse repurchase agreements), dropped by CHF 26 billion from 31 December 2001 to 31 December 2002. A significant part of this change reflects the weakening of the US dollar against the Swiss franc and lower volumes in trading portfolio assets due to the more difficult


26


market environment. The drop was partially offset by an increase in reverse repurchase agreements, due to higher volumes in our mortgage-backed securities business in the US, which benefited from the low interest rate levels for home mortgages.

     Loans, net of allowances for credit losses, declined from CHF 227 billion on 31 December 2001 to CHF 212 billion on 31 December 2002. Business Banking Switzerland as well as UBS Warburg’s Corporate and Institutional Clients business unit continued to reduce their recovery portfolios. The drops were accentuated by the declining value of the US dollar against the Swiss franc.
     Financial investments decreased from CHF 29 billion on 31 December 2001 to CHF 8 billion on 31 December 2002, reflecting a decrease in debt instruments of public authorities and money market papers, and reduced positions in private equity investments, mainly due to impairment losses.
     On 31 December 2002, goodwill and other intangible assets were CHF 14 billion, CHF 5 billion lower than on 31 December 2001. The drop was mainly due to the writedown of the PaineWebber brand and the fall of the US dollar against the Swiss franc.
     Total liabilities decreased 6%, from CHF 1,206 billion on 31 December 2001 to CHF 1,139 billion on 31 December 2002. Liabilities due to banks dropped 22% to CHF 83 billion, reflecting a decrease in funding required for related business activity. Amounts due to customers decreased by CHF 27 billion to CHF 307 billion, because of the devaluation of the US dollar and UK sterling against the Swiss franc. The drop was somewhat offset by an expansion of trading-related liabilities (cash collateral on securities lent, repurchase agreements and trading portfolio liabilities) which together increased by CHF 5 billion during 2002. Debt issued decreased CHF 27 billion to CHF 129 billion on 31 December 2002, largely due to decreased issuance of money market paper that reflected lower funding needs.
     UBS’s long-term debt portfolio remained unchanged at CHF 57 billion on 31 December 2002. During 2002, CHF 17 billion in long-term debt was issued while CHF 15 billion reached maturity or were redeemed early. The remaining change was due to foreign currency impacts,

mainly the strengthening of the Swiss franc against the US dollar. We believe the maturity profile of our long-term debt portfolio is well balanced to match the maturity profile of our assets.

     Shareholders’ equity decreased CHF 5 billion, or 10%, from 31 December 2001 to 31 December 2002. The increase in retained earnings was more than offset by the effect of the par value reduction and the repurchase of own shares in 2002.
     UBS maintains a significant percentage of liquid assets that can be converted into cash on relatively short notice in order to meet short-term funding needs without adversely affecting UBS’s ability to conduct its ongoing businesses. These liquid assets include reverse repurchase agreements and cash collateral on securities borrowed, marketable corporate debt and equity securities and a portion of UBS’s loans secured primarily with real estate. The value of UBS’s collateralized receivables and trading portfolio will fluctuate depending on market conditions. The individual components of UBS’s total assets, including the proportion of liquid assets, may vary significantly from period to period due to changing client needs, economic and market conditions and trading strategies.

Cash flows

In the twelve-month period to December 2002, cash equivalents decreased by CHF 33,915 million, principally as a result of financing activities, which generated negative cash flow of CHF 32,470 million. A cash outflow of CHF 26,206 million resulted from the repayment of money market paper, CHF 5,605 million from movements in treasury shares and derivative activity in own equity, with CHF 2,509 million resulting from a capital repayment by par value reduction. The issuance of long-term debt of CHF 17,132 million and repayments of CHF 14,911 million brought a net cash inflow of CHF 2,221 million.

     Operating cash inflows (before changes in operating assets and liabilities and income taxes paid) amounted to CHF 8,192 million. Cash of CHF 10,021 million was used to fund the net increase in operating assets, while a net increase in operating liabilities generated cash inflows of CHF 37 million. Payments to tax authorities were CHF 572 million.


27


Group Financial Review
Group Results

     Investing activities generated cash inflow of CHF 1,381 million. Divestments of financial investments contributed CHF 2,153 million while the sale of Hyposwiss and Klinik Hirslanden brought in CHF 984 million, both partially offset the CHF 1,763 million of cash outflow for the purchase of property and equipment.

Outlook 2003

As 2003 begins, the environment continues to be a challenging one. Uncertainty over economic developments and market direction, and rising geopolitical concerns are affecting investor sentiment and therefore transaction levels, and are holding back a significant recovery in corporate activity. Therefore, we do not expect to see an immediate pick-up in our financial performance, as depressed asset levels, low levels of investor activity and possible deterioration of the credit environment weigh on our revenues. Any recovery in the latter part of this year remains simply unpredictable.

     Because of this, we will continue to monitor our cost base carefully, investing selectively in our strategic priorities. Our prudent management of resources over the last several years leaves us excellently positioned for further competitive gains.

2001

Net profit

Our net profit for the year 2001 was CHF 4,973 million, 36% less than the CHF 7,792 million achieved in 2000, reflecting the much more difficult market environment in 2001.

     The merger with PaineWebber resulted in much higher goodwill amortization expense in 2001 than in 2000. Pre-goodwill, net profit for the year was CHF 6,296 million, 26% lower than achieved in the much stronger markets of 2000 and 28% lower if adjusted for significant financial events.
     Return on equity in 2001 was 11.7%, compared to 21.5% a year earlier. In 2001, basic earnings per share were CHF 3.93, against CHF 6.44 a year earlier. The cost/income ratio was 80.8% in 2001, up from 72.2% in 2000.

Group targets

Before goodwill and adjusted for significant financial events:
Our return on equity for 2001 was 14.8%, only just below our target range of 15-20%. Although this is lower than the 24.3% that we achieved in 2000, it represented a solid performance when set in the context of the trading environment. Our return on equity in 2000 was boosted by extremely high returns in the exuberant markets of the first half-year, while 2001 saw much weaker economic and stock market performance combined with higher average equity resulting from the acquisition of PaineWebber in fourth quarter 2000.
Basic earnings per share fell 32% to CHF 4.97 in 2001 from 2000. Despite the decline, 2001’s result was still 21% higher than that achieved in 1999. The number of outstanding shares at the outset of 2001 was higher than during most of 2000 because of share issuance to fund the merger with PaineWebber. An ongoing share buyback program, however, caused the number of outstanding shares to fall to below their pre-merger level by 31 December 2001.
The cost/income ratio rose from 69.2% to 77.3%, reflecting lower revenues, the poor performance of our private equity portfolio in 2001 and the influence of the relatively high cost/income ratio typical of UBS Paine-Webber’s business. Despite this rise, operating expenses remained under tight control, with decreases from 2000 levels in UBS Wealth Management’s Business Banking Switzerland business unit and UBS Warburg’s Corporate and Institutional Clients business unit, as well as a clear reduction throughout the year of costs at UBS PaineWebber.

     Our disciplined approach to both compensation and non-personnel expenses allowed us to continue investing in the future growth of our key businesses. The percentage of revenue that we devoted to rewarding our staff remained almost unchanged since 2000 in our most important businesses, reflecting a substantial decrease in bonus payments.
     Our asset-gathering activities have delivered very strong results in 2001, with inflows in the private client units (Private Banking and UBS


28


PaineWebber) of CHF 57.8 billion, compared to CHF 15.7 billion in 2000. Across the whole Group, we attracted a total of CHF 102.0 billion in net new money, as clients increasingly value the quality of our advice and the breadth and depth of our wealth management capabilities.

Results

Operating income

Operating income was 2% higher in 2001 than in 2000, at CHF 37,114 million, with the effect of much more difficult market conditions offset by the addition of UBS PaineWebber’s businesses.
     There were no significant financial events that affected operating income in either 2001 or 2000.
Net interest incomewas 1% lower than in 2000, at CHF 8,041 million, compared to CHF 8,130 million in 2000, andnet trading incomewas 12% lower than in 2000 at CHF 8,802 million, compared to CHF 9,953 million in 2000.
     Various factors can alter the mix between net interest income and net trading income between periods.
     As well as income from interest margin based activities (for example loans and deposits), net interest income includes some income earned as a result of trading activities (such as coupon and dividend income). This component is volatile from period to period, depending on the composition of the trading portfolio.
     Furthermore, the classification of income arising from positions and their offsetting economic hedging transactions may be different. In fourth quarter 2001, this effect was particularly pronounced, as a result of the significant fall in short-term USD interest rates which substantially reduced our borrowing costs, while improving net interest income for the quarter. Our overall interest rate exposures were limited by hedging transactions using derivative instruments. As the USD rates fell, these economic hedges generated mark-to-market losses recorded in fixed income net trading income, offsetting a portion of the gains in net interest income.
     In order to provide a better explanation of the movements in net interest income and net trading income, we produce the disclosure shown on page 22 which sums net interest income and net trading income, and then analyzes the total according to the business activities which gave

rise to the income, rather than by the type of income generated.

Net income from interest margin productsincreased 5% from CHF 5,430 million in 2000 to CHF 5,694 million in 2001, driven by the inclusion of UBS PaineWebber.
Net income from trading activitieswas CHF 11,529 million in 2001, 9% lower than the CHF 12,642 million achieved in 2000. Falling interest rates and increased volatility in debt markets in 2001 led to a very strong year for fixed income and foreign exchange trading, but equity trading revenues suffered from much lower market volumes, increased volatility and reduced arbitrage opportunities.
Net income from treasury activitieswas 87% higher than in 2000, at CHF 1,424 million, reflecting two main factors:
increased income from our invested equity, as a result of the expansion of our capital base since the PaineWebber merger, and changes in the investment portfolio’s maturity structure leading to an increase in average interest rates;
improved currency management results due to introduction of a new economic hedging strategy and some one-off gains.
Other net trading and interest incomeprincipally reflects the costs of goodwill funding, with the CHF 1,053 million increase in cost from CHF 751 million in 2000 to CHF 1,804 million in 2001 mainly due to goodwill funding costs arising from the acquisition of PaineWebber.
Credit loss expense.In 2001 credit loss expenses amounted to CHF 498 million, compared to a net recovery of CHF 130 million in 2000.
     The global credit environment declined rapidly throughout 2001, with overall default rates as high as during the last major global recession in 1991. The phenomenon of investment grade companies falling into restructuring and default within a very short period of time became very prominent in the United States during 2001, and subsequently spread to Europe. In this difficult and challenging environment we focused on ensuring that our counterparty ratings are rapidly adjusted to reflect the changing economic situation. At the same time, we increased the frequency of sector and geographic rating reviews.
     In UBS Warburg, the ongoing strategy of actively hedging credit exposure kept new provi-


29


Group Financial Review
Group Results

sions to a relatively low level, resulting in an actual credit loss expense of CHF 360 million in 2001, compared to CHF 562 million in 2000.

     Corporate bankruptcies in Switzerland reached their lowest level since the early 1990s, and we successfully improved the credit quality of our domestic portfolio in recent years. The level of recoveries of previously existing provisions, however, declined compared to the somewhat exceptional levels of 2000, reflecting less robust growth in the Swiss economy towards the end of 2001, following the global economic slowdown. As a result, the trend of net recoveries of loan loss provisions observed in the previous year was reversed and credit loss expenses increased accordingly during 2001, although remaining below the long-term trend. Credit loss expense in UBS Wealth Management & Business Banking in 2001 was CHF 123 million, compared to a net recovery of CHF 695 million in 2000.
Net fee and commission incomewas CHF 20,211 million in 2001, up 21% from 2000 and at a record level, reflecting the inclusion of UBS PaineWebber and the introduction of higher fees for investment funds. Without UBS PaineWebber, net fee and commission income would have dropped 7%, driven by much lower brokerage fees and a reduction in corporate finance fees, with increases in market share during the year achieved against a background of much reduced market activity.
     Underwriting fees increased 50%, from CHF 1,434 million in 2000 to CHF 2,158 million in 2001. The majority of this increase was due to UBS PaineWebber, whose extensive retail network in the US provides a strong platform for distribution of both bonds and equities.
     UBS PaineWebber has a significant US municipal securities business. It completed the largest deal in its history in fourth quarter 2001, raising USD 1.9 billion for the New Jersey Transit Trust Fund Authority, and helping to push it into first place in the league table rankings for fourth quarter 2001, and second place for the whole of 2001. The mortgage-backed securities business in the US also benefited from the combination of UBS’s franchise and capital strength with existing PaineWebber expertise. UBS Warburg ranked first in US residential mortgage-backed securities in 2001, according to Thomson Financial Data.
     Equity underwriting was depressed in 2001, as volatile and uncertain markets reduced is-

suance. However, UBS’s league table rankings improved, from seventh in international equity new issues in 2000 to second in 2001, according to Dealogic EquitywarePlus. Even excluding the contribution from UBS PaineWebber, equity underwriting revenues increased by CHF 77 million, or 7%, from 2000.

     Although our corporate finance league table rankings were disappointing, down from sixth in 2000 for completed global mergers and acquisitions, to eighth in 2001, we outperformed 2000 in terms of market share, with full-year analysis showing us with a 4.4% share of fees, compared to 3.6% in 2000. Despite this, Corporate Finance fees were down 24%, from CHF 1,772 million in 2000 to CHF 1,339 million in 2001, reflecting the much more difficult market environment this year.
     Net brokerage fees rose 11% from CHF 4,658 million in 2000 to CHF 5,164 million in 2001, driven by the inclusion of UBS Paine-Webber. Without the contribution from UBS PaineWebber, net brokerage fees would have fallen by about 17% compared to 2000, reflecting the much lower trading volumes experienced in almost all major markets worldwide in 2001.
     Investment fund fees rose 52% from CHF 2,821 million in 2000 to CHF 4,276 million in 2001, driven by the inclusion of UBS Paine-Webber. Excluding UBS PaineWebber, investment fund fees would have increased by CHF 268 million, mainly reflecting a change in the pricing structure for UBS Investment Funds, introduced in January 2001, which brought charges up to market levels.
     Custodian fees, at CHF 1,356 million in 2001 were down 6% from 2000’s level of CHF 1,439 million, principally reflecting lower average assets in Private Banking in Switzerland.
     Portfolio and other management and advisory fees increased 27% from CHF 3,666 million in 2000 to CHF 4,650 million in 2001, due to the addition of UBS PaineWebber. Excluding UBS PaineWebber, there would have been a slight decline from 2000, as a full-year’s contribution from the O’Connor business in UBS Asset Management (created in June 2000) was more than offset by the effect of lower average assets on managed account fees.
     Insurance related and other fees increased substantially from CHF 111 million in 2000 to CHF 538 million in 2001, with almost all this increase due to UBS PaineWebber, where the


30


biggest contribution came from the deferred annuities business.

Other income fell62% from CHF 1,486 million in 2000 to CHF 558 million in 2001, reflecting the very difficult conditions in the private equity market in 2001, which led to minimal opportunities for divestment and much greater levels of writedowns than last year.

Operating expenses

In light of lower revenues in 2001, cost control was a key focus of all our management teams, as we maintained strong discipline on both personnel and non-personnel costs, particularly in the Corporate and Institutional Clients and Business Banking Switzerland business units, bringing their operating expenses to record low levels.
Total operating expenses increased 16% from CHF 26,203 million in 2000 to CHF 30,396 million in 2001, driven by the inclusion of UBS PaineWebber. Excluding significant financial events in 2000 and UBS PaineWebber, costs fell 7%, as performance-related compensation declined, and non-personnel costs were tightly managed.
     The principal significant financial events affecting the comparison of operating expenses are the CHF 150 million additional provision for the US Global Settlement of World War II-related claims, recorded in 2000 in General and administrative expenses, and CHF 290 million of costs from the integration of PaineWebber, also recorded in 2000. Of this CHF 290 million, CHF 118 million was charged to Personnel expenses, CHF 93 million to General and administrative expenses and CHF 79 million to Depreciation.
Personnel expensesin 2001 reflect considerable reductions in bonus and performance-related compensation, with average variable compensation per head down 23%, ensuring that overall compensation ratios for 2001 were kept in line with 2000’s ratio in our core businesses. However, the inclusion of CHF 5,178 million of UBS PaineWebber personnel expenses more than offset the reduction in performance-related pay, bringing the total to CHF 19,828 million, 16% up from 2000. Approximately 43% of personnel expenses were bonus or other variable compensation, down from 48% last year.
     UBS Groupheadcountfell by 2% from 71,076 at 31 December 2000 to 69,985 at

31 December 2001, principally reflecting the effect of successful cost control efforts at UBS Wealth Management & Business Banking’s Business Banking Switzerland business unit and UBS PaineWebber, although that was slightly offset by the effect of acquisitions in UBS Global Asset Management and further hiring for the European wealth management initiative.

General and administrative expensesincreased by 13% from CHF 6,765 million in 2000 to CHF 7,631 million in 2001 reflecting a full-year’s costs for UBS PaineWebber, which more than offset the absence of the one-off charges and provisions recorded in 2000.
     General and administrative expenses in 2000 included a final provision of CHF 150 million related to the US Global Settlement of World War II-related claims, and CHF 93 million of PaineWebber integration costs, which were both treated as significant financial events. Excluding these provisions and the extra costs in 2001 due to the inclusion of UBS PaineWebber, general and administrative expenses would have been almost unchanged in 2001 compared to 2000.
Depreciation and amortizationincreased 29% from CHF 2,275 million in 2000 to CHF 2,937 million in 2001, driven primarily by the goodwill amortization resulting from the merger with PaineWebber.

Tax

UBS Group incurred atax expense of CHF 1,401 million in 2001, down from CHF 2,320 million in 2000. This corresponds to an effective tax rate of 21% in 2001, compared to 23% in 2000. This relatively low rate results from significantly lower tax in Switzerland, reflecting the effect of lower profits triggering lower progressive tax rates, and a change in the geographical earnings mix of the Group.

PaineWebber merger-related costs

In 2001, UBS incurred amortization costs of CHF 846 million on goodwill and intangible assets resulting from the acquisition of UBS PaineWebber, while goodwill funding costs amounted to CHF 763 million.
     As part of the merger, UBS agreed to make retention payments to PaineWebber financial advisors, senior executives and other staff, subject to these employees’ continued employment and other restrictions. The payments vest over


31


Group Financial Review
Group Results

periods of up to four years from the merger and the vast majority of them will be paid in the form of UBS shares. Because these payments are a regular and continuing cost of the business, they are not treated as significant financial events. Personnel expenses in 2001 include retention payments for key PaineWebber staff of USD 284 million (CHF 482 million) for the full year.

Dividend

For 2001, we again made a tax-efficient distribution of capital to our shareholders rather than paying a dividend. On 10 July 2002, we made a distribution of CHF 2.00 to shareholders for the financial year 2001 which reduced the par value from CHF 2.80 to CHF 0.80. This is consistent with the total per share distribution to shareholders of CHF 2.03 in 2000.

Cash flows

In the twelve-month period to December 2001, cash equivalents increased by CHF 22,889 mil-

lion, principally as a result of financing activities, which generated positive cash flow of CHF 18,103 million. CHF 24,226 million from the issuance of money market paper was offset by CHF 6,038 million for treasury shares and treasury share contract activity as well as CHF 683 million for capital repayments.

     Operating activities generated positive cash flow of CHF 12,873 million. Of this amount, CHF 4,973 million resulted from net profit, CHF 27,306 million from a net increase in amounts due to and from banks, a net increase in amounts due to customers and loans of CHF 42,813 million and a net cash inflow of CHF 19,470 million from repurchase and reverse repurchase agreements and cash collateral on securities borrowed and lent. These were offset by CHF 78,456 million from an increase in the size of the trading portfolio.
     Investing activities generated negative cash flow of CHF 7,783 million, CHF 5,770 million of which were from the purchase of financial investments and CHF 2,021 million from the purchase of property and equipment.


32


33


(Background Graphic)

34


(Review of Business Group Performance)

35


Review of Business Group Performance
Introduction

Introduction

Reporting by Business Unit1


1All figures have been adjusted forsignificant financial events.
2In management accounts, statisticallyderived actuarial expected loss adjusted by deferred releases rather than the net IFRS actual credit loss is reported for each business unit (see Note 2 to the Financial Statements).
3Excludes the amortization of goodwilland other intangible assets.
4Operating expenses/operating incomebefore credit loss expense.
5Excludes interest and dividend income.
6Calculated using the former definitionof assets under management up to and including second quarter 2001.
7For informational purposes only.These pre-tax amounts have not been recorded in the income statement. For details on the fair value calculation, refer to Note 32e to the Financial Statements.
                 
          Business Banking 
  Private Banking  Switzerland 
CHF million except where indicated 
  
 
For the year ended  31.12.02   31.12.01   31.12.02   31.12.01 

Income  7,279   7,696   5,494   5,792 
Credit loss (expense)/recovery2
  (28)  (37)  (286)  (567)

Total operating income
  7,251   7,659   5,208   5,225 

Personnel expenses  2,083   1,947   2,727   2,878 
General and administrative expenses  2,158   2,038   159   396 
Depreciation  125   151   355   465 
Amortization of goodwill and other intangible assets  111   109   0   0 

Total operating expenses
  4,477   4,245   3,241   3,739 

Business Group performance before tax
  2,774   3,414   1,967   1,486 

Business Group performance before tax and goodwill3
  2,885   3,523   1,967   1,486 
 
Additional information
                
Cost/income ratio before goodwill (%)3,4
  60   54   59   65 
Net new money (CHF billion)5
  16.6   24.66   3.7   9.26 
Invested assets (CHF billion)  688   791   205   215 
Fair value of employee stock options granted7
  58       38     
Headcount (full-time equivalents)  10,488   10,249   18,442   19,220 


Management accounting

The discussion in this chapter reviews UBS’s 2002, 2001 and 2000 results by Business Group and business unit.
     Our management reporting systems and policies determine the revenues and expenses directly attributable to each business unit. Internal charges and transfer pricing adjustments are reflected in the performance of each business unit.
Inter-business unit revenues and expenses. Revenue sharing agreements are used to allocate external customer revenues to Business Groups on a reasonable basis. Transactions between Business Groups are conducted at arms length. Inter-business unit charges are recorded as a reduction to expenses in the business unit providing the service. Corporate Center expenses are allocated to the operating business units, to the extent that it is appropriate.
Net interest incomeis apportioned to business units based on the opportunity costs of funding their activities. Net interest income

relating to balance sheet products is calculated on a fully funded basis. In a second step, business units are additionally credited with the risk-free return achieved on the average regulatory equity used.

Commissionsare credited to the business unit with the corresponding customer relationship, with revenue sharing agreements for the allocation of customer revenues where several business units are involved in value creation.
Regulatory equityis allocated to business units based on their average regulatory capital requirement during the period. Only utilized equity is taken into account, although we add an additional financial buffer of 10% above the individually determined business unit regulatory capital requirement. The remaining equity, which mainly covers real estate, and any other unallocated equity, remains at the Corporate Center.
Headcountincludes trainees and staff in management development programs, but not contractors.


36


                                         
  UBS Global  Corporate and          
  Asset Management  Institutional Clients  UBS Capital  UBS PaineWebber  Corporate Center 
  
  
  
  
  
 
   31.12.02   31.12.01   31.12.02   31.12.01   31.12.02   31.12.01   31.12.02   31.12.01   31.12.02   31.12.01 

                                         
   1,953   2,218   14,100   15,587   (1,602)  (872)  5,561   6,391   1,315   800 
   0   0   (128)  (112)  0   0   (13)  (18)  249   236 

   1,953   2,218   13,972   15,475   (1,602)  (872)  5,548   6,373   1,564   1,036 

   946   1,038   7,784   8,258   94   96   4,245   5,019   645   592 
   513   569   2,314   2,586   64   64   1,263   1,441   601   537 
   37   46   381   454   1   2   149   124   473   372 
   270   286   364   402   0   0   457   502   24   24 

   1,766   1,939   10,843   11,700   159   162   6,114   7,086   1,743   1,525 

   187   279   3,129   3,775   (1,761)  (1,034)  (566)  (713)  (179)  (489)

   457   565   3,493   4,177   (1,761)  (1,034)  (109)  (211)  (155)  (465)
   77   75   74   72           102   103         
   (2.4)  34.9                   18.5   33.2         
   557   672                   584   769         
   44       567       15       73       32     
   3,346   3,281   15,964   15,562   73   128   19,563   20,413   1,185   1,132 

Changes to disclosure since 2001

Business unit structure

We implemented a new Business Group structure at the start of 2002, under whichUBS PaineWebber became a separate Business Group. In the previous structure, UBS Paine-Webber was reported as one of UBS Warburg’s business units. Accordingly, goodwill and other intangible assets relating to the merger of UBS and PaineWebber were reported in the UBS Warburg Business Group and not reflected in the results of its individual business units. On the separation of UBS PaineWebber from UBS Warburg, the goodwill and intangible assets were assigned to the different Business Groups that have benefited from the merger with PaineWebber. That means that they have been assigned to the new UBS PaineWebber Business Group, to UBS Warburg’s Corporate and Institutional Clients business unit and to a lesser extent to UBS Global Asset Management and to the Private Banking business unit. Associated

amortization expense and net funding charges are now being charged to each business unit in proportion to the share of goodwill and intangible assets assigned.

     At the same time, UBS transferred UBS Paine-Webber’s non-US client business to Private Banking. Finally, O’Connor, originally jointly launched by UBS Global Asset Management and UBS Warburg, became entirely part of UBS Global Asset Management.
     Our reporting structure also reflects the revised business portfolio of theUBS Wealth Management & Business BankingBusiness Group, formerly UBS Switzerland. As of 1 July 2002, the business serving high-end affluent clients was transferred from the former Private and Corporate Clients (PCC) unit to Private Banking. The Business Group now comprises the following business units:
Private Banking, which includes the full private banking business and the high-end affluent clients segment that were previously part of the PCC business unit.


37


Review of Business Group Performance
Introduction

(Reporting structure in 2002)


Business Banking Switzerland, consisting of the individual and corporate clients businesses of the former PCC business unit.
   New disclosure has been added for the private banking business, with separate income data and key performance indicators (KPIs) for the International Clients (clients domiciled outside of Switzerland) and Swiss Clients (clients domiciled in Switzerland) businesses.
     While none of this restructuring had an impact on the Group, we have restated prior periods for all business units affected to reflect these changes.
     During the first half of 2003, we will create a new holding company to incorporate GAM, our specialist asset management firm, as well as our five independent private banks - Cantrade (Zurich), Banco di Lugano (Lugano), Ferrer Lullin (Geneva), Bank Ehinger (Basel), and Armand von Ernst (Bern). The new company will be held at the Corporate Center, with the structure, effective from 1 January 2003, to be reflected in our financial reporting effective from the first quarter 2003 onwards. We will release figures for 2000, 2001, and 2002 reflecting these changes prior to the publication of first quarter 2003 results.

Other management accounting changes

In 2002 we implemented additional changes in our management accounting that required us to restate prior periods for the business units affected:
We simplified our allocation of Corporate Center costs to the Business Groups. In the past certain central costs were allocated proportionally to UBS business units. Since 1 January 2002, these charges have been restricted to services that are provided directly under explicit Service Level Agreements.
On 1 January 2002, we changed the way in which we calculate regulatory equity allocated

to the business units, adjusting the leverage ratio (ratio of BIS Tier 1 capital excluding hybrid capital to BIS total capital) for non-goodwill items. This change in allocation also affects the interest earned on regulatory equity.
On 1 January 2002, we reclassified certain client assets of the Business Banking Switzerland business unit as custody-only, which required a restatement of the business unit’s invested assets.
From 1 October 2002, recurring fees at UBS PaineWebber were redefined to include alternative investment fees, fees from UBS Global Asset Management and other advisory fees that were not formerly included in the definition. These changes align the UBS Paine-Webber definition of recurring fees with the asset-based fee definition applied to the Private Banking business. We now uniformly characterize this type of revenue as “recurring fees” -both in Private Banking and UBS PaineWebber.

Additional disclosure in 2002

In our management accounting, the expense for equity-based compensation plans — including employee option plans — is recorded at the intrinsic value of the instruments at grant date. To enhance transparency, for every business unit and Business Group we now disclose the additional compensation expense we would have incurred in 2002 had we recognized the fair value of stock option grants. On a Group level, this additional expense would have been CHF 827 million in 2002 (CHF 690 million after-tax).

     Further details on the accounting treatment of equity-based compensation can be found in the section “Critical accounting policies” on page 13 and in Note 32e to the UBS Group Financial Statements.


38


Seasonal characteristics

Our main businesses do not show significant seasonal patterns - except for UBS Warburg’s Corporate and Institutional Clients business unit, where revenues are impacted by the seasonal characteristics of general financial market activity and deal flows in investment banking.

     When discussing quarterly performance, we therefore compare UBS Warburg’s results of the reported quarter with those achieved in the same period of the previous year. For all other Business Groups, results are compared with the previous quarter. Considering the impact of UBS Warburg’s performance on Group results, we discuss quarterly performance at Group level by comparing it with the same quarter in the previous year.

Client/invested assets reporting

When reporting on client assets, we show two assets metrics: client assets and invested assets:
Client assetsrepresent all client assets managed by or deposited with UBS.
Invested assetsis a more restrictive term and includes all client assets managed by or deposited with UBSfor investment purposes only.

     Invested assets are our central measure and exclude all assets held for purely transactional purposes. It includes, for example, managed institutional assets, mutual funds, discretionary and advisory private client portfolios, and private client securities or brokerage accounts, but excludes wholesale custody-only assets, correspondent banking assets and transactional cash or current accounts. Non-bankable assets (e. g. art collections) and interbank deposits are excluded from both measures.
Net new moneyis defined as the sum of the acquisition of invested assets from new clients, the loss of invested assets due to client defection and inflows and outflows of invested assets from existing clients. Interest and dividend income as well as the effects of market or currency movements as well as acquisitions and divestments are excluded from net new money.
     This definition was introduced in 2001. Because of that, invested assets on 31 December 2000 were restated according to the new definition.
     Where products are created in one Business Group, but sold in another, they are counted in

both the investment management unit and the distribution unit, and double counted in Group totals. For example, a mutual fund provided by UBS Global Asset Management but sold by Private Banking will be counted as invested assets in both business units, as they both provide an independent service to their respective client, add value and generate revenues. This approach is in line with our open architecture strategy and allows us to accurately reflect the actual performance of our individual businesses.

     On a Group level, approximately CHF 290 billion in invested assets were double counted in 2002 out of total invested assets of CHF 2,037 billion (in 2001, approximately CHF 310 billion were double counted out of a total of CHF 2,448 billion in invested assets). The majority of assets that are double counted represent institutional funds managed by UBS Global Asset Management and distributed by UBS Wealth Management & Business Banking and UBS PaineWebber.

Credit loss expense

Credit loss expense represents the charges to the profit and loss account relating to amounts due to UBS from loans and advances, over-the-counter (OTC) derivatives and off-balance sheet products that are considered impaired or uncollectable (for more information, please refer to Note 11 to the UBS Group Financial Statements of this report).

     We determine the amount of credit loss expense in UBS’s financial accounts and in the business unit reporting on different bases. In the Group income statement, we report UBS’s results according to IFRS. Under these standards, credit loss expense is the total of net new allowances and direct writeoffs less recoveries. These actual losses are recognized and charged to the income statement in the period when they arise.
     By contrast, in our segment and business unit reporting, we apply an approach to the measurement of credit risk which reflects the average annual cost that management anticipates will arise from transactions existing today that may become impaired in the future. The basis for measuring these inherent risks in the credit portfolios is the concept of “expected loss” (further information on page 60 in the “Risk Analysis” section of the Handbook 2002/2003). Over the


39


Review of Business Group Performance
Introduction


Business Group Credit Loss Charge
                     
  UBS             
  Wealth             
CHF million Management &  UBS  UBS  Corporate    
For the year ended 31.12.02 Business Banking  Warburg  PaineWebber  Center  Total 

Actuarial expected loss  569   126   13       708 
Deferred releases  (255)  2   0       (253)

Credit loss expense charged to the Business Groups
  314   128   13       455 

IFRS actual credit loss expense
  241   (35)  15   (15)  206 

Balancing item charged as Credit loss expense in Corporate Center                  (249)


longer term, the expected loss should equal the actual credit loss expense, although the latter is more erratic, in both timing and amount. Therefore, in business unit reporting, in addition to the expected loss, we also charge or refund the difference between actual credit loss expense and expected loss, amortized over a three-year period. With this deferred charging mechanism we not only make Business Groups ultimately accountable for any credit losses they suffer but also give them the incentive to align their credit decisions and risk-adjusted pricing with the medium-term risk profile of their credit transactions. The sum of this “deferral” and the expected loss makes up the Credit loss expense charged in our segment and business unit reporting.

     We reconcile the difference between the credit loss expense in UBS’s income statement (the actual loss) and the credit loss expense shown in business unit reporting (expected loss plus deferral), by recording a balancing item in Corporate Center. We also show the allocation of actual credit loss expense to the business units in the footnotes to Note 2a of the UBS Group Financial Statements.

Key performance indicators

On Group level, we focus on a consistent set of long-term financial targets defined across periods of varying market conditions and designed to ensure that UBS delivers continuously improving returns to shareholders (see pages 21 and 22 of this report). At the Business Group or business unit level, performance is measured with carefully chosen key performance indicators (KPIs). These do not carry explicit targets, but are indicators of the business units’ success in creating value for shareholders. They reflect the key drivers of each unit’s core business activities and include both financial metrics, such as the cost/income ratio, and non-financial metrics, such as invested assets or the number of client advisors.

     KPIs are an important part of our business planning process. They are used identically for internal performance measurement and external reporting. This ensures that management have a clear responsibility to lead their businesses towards achieving success in the Group’s key value drivers and avoids any risk of managing to purely internal performance measures.


Reconciliation of Business Group Credit Loss Charge to
IFRS Actual Credit Loss Expense/(Recovery)
                         
  Credit loss charge  IFRS actual credit loss expense 
CHF million 
  
 
For the year ended  31.12.02   31.12.01   31.12.00   31.12.02   31.12.01   31.12.00 

UBS Wealth Management & Business Banking  314   604   785   241   123   (695)
UBS Warburg  128   112   243   (35)  360   562 
UBS PaineWebber  13   18   3   15   15   3 
Corporate Center  0   0   0   (15)  0   0 

Total
  455   734   1,031   206   498   (130)

Balancing item in Corporate Center  (249)  (236)  (1,161)            


40


Indicative Tax Rates

Tax rate
For the year ended 31 December 2002Pre-Goodwill

UBS Wealth Management & Business Banking
19
Private Banking18
Business Banking Switzerland20

UBS Global Asset Management
22

UBS Warburg
38
Corporate and Institutional Clients31
UBS Capital3

UBS PaineWebber
37


Business Group tax rates

Indicative Business Group and business unit tax rates are calculated on an annual basis based on the results and statutory tax rates of the financial year. These rates are approximate calculations, based upon the application to the year’s adjusted earnings of statutory tax rates for the locations in which the Business Groups operated. These tax rates therefore give guidance on the tax cost to each Business Group of doing business during 2002 on a stand-alone basis, without the benefit of tax losses brought forward from earlier years.

     The indicative tax rates are presented “pre-goodwill”. They give an indication of what the tax rate would have been if goodwill were not charged for accounting purposes. It is the sum of the tax expense payable on net profit before tax and goodwill in each location, divided by the total net profit before tax and goodwill. However, the tax rates post-goodwill are higher than the pre-goodwill rates, because in some jurisdictions there are limitations on the tax deductibility of amortization costs.

     Please note that these tax rates are not necessarily indicative of future tax rates for the businesses or UBS Group as a whole.


41


Review of Business Group Performance
UBS Wealth Management & Business Banking

UBS Wealth Management & Business Banking

(Georges Gagnebin Picture)
Georges Gagnebin
Chairman UBS Wealth Management &
Business Banking

(Marcel Rohner Picture)
Marcel Rohner
CEO UBS Wealth Management & Business Banking

1In management accounts, statisticallyderived actuarial expected loss adjusted by deferred releases rather than the net IFRS actual credit loss is reported in the Business Groups (see Note 2 to the Financial Statements).
2Excludes the amortization of goodwilland other intangible assets.
3Operating expenses/operating incomebefore credit loss expense.
4For informational purposes only.These pre-tax amounts have not been recorded in the Income statement. For details on the fair value calculation, refer to Note 32e to the Financial Statements.
5Excludes significant financial event:Income, CHF 155 million (Gain on disposal of Hyposwiss).
6Excludes significant financial events:General and administrative expenses, CHF 80 million and Depreciation, CHF 72 million (PaineWebber integration costs).

In 2002, Private Banking’s pre-tax profit adjusted for SFEs was CHF 2,774 million, a 19% decline from 2001. Business Banking Switzerland’s profit before tax was CHF 1,967 million, up 32% from the previous year. Private Banking continues to attract net new money with further strong inflows in our European wealth management initiative. In Business Banking Switzerland, operating expenses fell 13%, and were at their lowest level since 1999.


Business Group reporting

                 
CHF million, except where indicated             % change from 
For the year ended  31.12.02   31.12.01   31.12.00   31.12.01 

Income  12,928   13,488   14,355   (4)
Credit loss expense1
  (314)  (604)  (785)  (48)

Total operating income
  12,614   12,884   13,570   (2)

Personnel expenses  4,810   4,825   5,151   0 
General and administrative expenses  2,317   2,434   2,478   (5)
Depreciation  480   616   633   (22)
Amortization of goodwill and other intangible assets  111   109   81   2 

Total operating expenses
  7,718   7,984   8,343   (3)

Business Group performance before tax
  4,896   4,900   5,227   0 

Business Group performance before tax and goodwill2
  5,007   5,009   5,308   0 
 
Additional information
                
Regulatory equity allocated (average)  8,800   9,400   10,150   (6)
Cost/income ratio (%)3
  60   59   58     
Cost/income ratio before goodwill (%)2, 3
  59   58   58     
Fair value of employee stock options granted  964            

Business Group reporting adjusted for Significant Financial Events

                 
CHF million, except where indicated             % change from 
For the year ended  31.12.02   31.12.01   31.12.00   31.12.01 

Income  12,7735  13,488   14,355   (5)
Credit loss expense1
  (314)  (604)  (785)  (48)

Total operating income
  12,459   12,884   13,570   (3)

Personnel expenses  4,810   4,825   5,151   0 
General and administrative expenses  2,317   2,434   2,3986  (5)
Depreciation  480   616   5616  (22)
Amortization of goodwill and other intangible assets  111   109   81   2 

Total operating expenses
  7,718   7,984   8,191   (3)

Business Group performance before tax
  4,741   4,900   5,379   (3)

Business Group performance before tax and goodwill2
  4,852   5,009   5,460   (3)
 
Additional information
                
Cost/income ratio (%)3
  60   59   57     
Cost/income ratio before goodwill (%)2,3
  60   58   56     


42


Review of Business Group Performance
UBS Wealth Management & Business Banking

Private Banking

1Excludes significant financial event:Income, CHF 155 million (Gain on disposal of Hyposwiss).
2Excludes significant financial events:General and administrative expenses, CHF 80 million and Depreciation, CHF 72 million (PaineWebber integration costs).
3In management accounts, statisticallyderived actuarial expected loss adjusted by deferred releases rather than the net IFRS actual credit loss is reported in the Business Groups (see Note 2 to the Financial Statements).
4Excludes the amortization of goodwilland other intangible assets.
5Excludes interest and dividend income.
6Calculated using the former definitionof assets under management up to and including second quarter 2001.
7Income/average invested assets.
8Operating expenses/operating incomebefore credit loss expense.
9For informational purposes only.These pre-tax amounts have not been recorded in the Income statement. For details on the fair value calculation, refer to Note 32e to the Financial Statements.

Business unit reporting

                 
CHF million, except where indicated         % change from 
For the year ended  31.12.02   31.12.01   31.12.00   31.12.01 

Income  7,2791   7,696   8,402   (5)
Credit loss expense3
  (28)  (37)  (35)  (24)

Total operating income
  7,251   7,659   8,367   (5)

Personnel expenses  2,083   1,947   2,030   7 
General and administrative expenses  2,158   2,038   2,0192   6 
Depreciation  125   151   1452   (17)
Amortization of goodwill and other intangible assets  111   109   55   2 

Total operating expenses
  4,477   4,245   4,249   5 

Business unit performance before tax
  2,774   3,414   4,118   (19)

Business unit performance before tax and goodwill4
  2,885   3,523   4,173   (18)
                 
KPIs
                
Invested assets (CHF billion)  688   791   798   (13)
Net new money (CHF billion)5, 6
  16.6   24.6   1.2     

Gross margin on invested assets (bps)7
  98   97   105   1 

Cost/income ratio (%)8
  62   55   51     
Cost/income ratio before goodwill (%)4, 8
  60   54   50     
Cost/income ratio before goodwill and excluding the European wealth management initiative (%)4, 8
  53   48         

Client advisors (full-time equivalents)  3,291   3,043       8 

                 
Private Banking — International Clients
                
Income  5,2291   5,498   5,890   (5)

Invested assets (CHF billion)  493   555   550   (11)
Net new money (CHF billion)5
  19.1   23.2   7.5     

Gross margin on invested assets (bps)7
  100   99   107   1 

European wealth management initiative
                
(part of Private Banking — International Clients)
                
Income  186   140       33 

Invested assets (CHF billion)  28   16       75 
Net new money (CHF billion)5
  7.6   5.6         

Client advisors (full-time equivalents)  551   370       49 

Private Banking — Swiss Clients
                
Income  2,050   2,198   2,512   (7)

Invested assets (CHF billion)  195   236   248   (17)
Net new money (CHF billion)5, 6
  (2.5)  1.4   (6.3)    

Gross margin on invested assets (bps)7
  95   92   100   3 

                 
Additional information             % change from
As at  31.12.02   31.12.01   31.12.00   31.12.01 

Client assets (CHF billion)  836   949       (12)
Regulatory equity allocated (average)  3,100   3,550   2,600   (13)
Fair value of employee stock options granted  589             
Headcount (full-time equivalents)  10,488   10,249   9,835   2 


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Review of Business Group Performance
UBS Wealth Management & Business Banking

Components of Operating Income

Private Banking derives its operating
income principally from:
Private Banking’s fees are based on the market value of invested assets and the level of transaction-related activity. As a result, Private Banking’s operating income is affected by such factors as fluctuations in invested assets, changes in market conditions, investment performance and outflows of client funds.
fees for financial planning and wealth management services;
fees for investment management services; and
transaction-related fees


Significant Financial Events

In 2002, we decided to streamline our private banking activities in the region of Zurich and therefore sold our Hyposwiss subsidiary to the Cantonal Bank of Saint Gall. The transaction involved the transfer of 132 employees and CHF 6.4 billion in invested assets and generated a pre-tax gain of CHF 155 million which we treated as a significant financial event in 2002. This gain does not appear in the 2002 adjusted business unit result above.
     Following the merger with PaineWebber in 2000, our strategy for extending our wealth management services in Europe was re-assessed and focus shifted to more affluent clients than those originally targeted by the so-called “e-services” initiative. This change in strategy resulted in a charge of CHF 80 million to general and administrative expenses due to the closure of the infrastructure related to the initiative and a charge of CHF 72 million to depreciation due to the writeoff of the system used. Both amounts form part of the PaineWebber integration costs, which were treated as significant financial event in 2000, and as a result these costs do not appear in the adjusted business unit results above.
     There were no significant financial events that affected this business unit in 2001. The results in the discussion below exclude significant financial events.

2002

Key performance indicators

For the full year, net new money inflows totaled CHF 16.6 billion, down from the 2001 result of CHF 24.6 billion. Excluding the net outflow of over CHF 8 billion related to the Italian tax amnesty, the net new money result was essentially unchanged. International clients invested net new money of CHF 19.1 billion in 2002,

down by only CHF 4.1 billion from a year earlier despite the Italian tax amnesty. This excellent underlying result in these difficult markets was due to the continued success of our European wealth management initiative as well as significant inflows from clients in Asia and the Americas.

(Net new money)

     In the year to 31 December 2002, invested assets fell 13% to CHF 688 billion, mainly due to the steep drop in global equity markets as well as the 17% drop in the US dollar against the Swiss franc. Some 38% of Private Banking’s invested assets are denominated in US dollars.

(Invested assets)

     Gross margin on invested assets remained resilient and rose by 1 basis point to 98 basis


44


points. Assets as well as revenues fell in 2002 from the already depressed 2001 levels. The split of the margin remained unchanged from 2001 with 72% of the margin stemming from recurring revenue and 28% from transactional fees.

(Gross Margin on invested assets)

     Over the full year, the pre-goodwill cost/ income ratio increased from 54% in 2001 to 60% in 2002, reflecting the ongoing investment in our European wealth management initiative as well as the strong decline in asset-based revenues. Excluding the European wealth management initiative, our cost/income ratio increased from 48% in 2001 to 53% in 2002.

European wealth management

Early in 2001 we launched the European wealth management initiative, designed to expand our market share in the five countries of France, Germany, Italy, Spain and the UK, key markets that cover about 80% of Europe’s investable assets. Our strategy is focused on wealthy clients, with services designed primarily for those with more than EUR 500,000 of investable assets, developed with a clear commitment to open architecture and the provision of a full range of “best-of-breed” investment products.

     Progress so far has been promising with net new money inflows into our domestic European network for full-year 2002 totaling CHF 7.6 billion, up 36% from last year’s intake of CHF 5.6 billion. The inflow in 2002 reflects an annual growth rate in net new money of 48%. For full-year 2002, income from our European wealth management initiative was CHF 186 million, 33% or CHF 46 million above the 2001 level, reflecting the success of our business expansion program.

(Net new money)

     We hired a total of 181 client advisors in 2002, bringing the total at 31 December 2002 to 551. We remain committed to growing our presence in our European target markets and will continue to invest in qualified advisory staff at a rate determined by the market environment and business opportunities.

(Client adivsors)

Results

Private Banking’s full-year 2002 pre-tax profit, at CHF 2,774 million, fell 19% from 2001 due to the steep decline in asset-based revenues which could not be fully compensated by cost reductions as we continue to invest in our European wealth management initiative.


45


Review of Business Group Performance
UBS Wealth Management & Business Banking

Personnel as well as general and administrative expenses increased due to this strategic initiative.

(Performance before tax)

Operating income

Full-year operating income was CHF 7,251 million, down 5% from CHF 7,659 million in 2001. Both non-recurring transaction revenues and recurring asset-based revenues fell from 2001.

Operating expenses

At CHF 4,477 million, full-year operating expenses for 2002 rose 5% from 2001, reflecting investments in our European wealth management initiative.
     Both personnel expenses, which rose 7% to CHF 2,083 million, as well as general and administrative expenses, up 6% at CHF 2,158 million, increased chiefly because of the investments in this initiative.
     Full-year depreciation fell in 2002 by 17% to CHF 125 million because of lower charges for information technology equipment, which is increasingly being leased instead of bought, while goodwill amortization was CHF 111 million, up 2% from 2001.

(Headcount)

Headcount

Headcount, at 10,488 on 31 December 2002, increased by 239, mainly due to the hiring of experienced client advisors for the buildup of European wealth management activities. Overall, the number of client advisors increased by 8% to 3,291 at the end of 2002 and represented 31% of all Private Banking’s staff.

2001

Key performance indicators

Net new money inflows in 2001, at CHF 24.6 billion, were CHF 23.4 billion higher than in 2000, demonstrating our success in re-energizing our asset-gathering performance, as well as our determined focus on growing our wealth management franchise.

     In the year to 31 December 2001, invested assets fell a modest 1% despite the poor performance of securities markets, reflecting strong net new money growth and a relatively conservative asset mix.
     The gross margin fell from 105 basis points in 2000 to 97 basis points in 2001, clearly reflecting reduced transaction volumes, especially compared to the exuberant market environment in the early part of 2000.
     The pre-goodwill cost/income ratio increased by four percentage points from 50% in 2000 to 54% in 2001, reflecting the costs of our investments in the European wealth management initiative, and weaker transaction volumes.

European wealth management

In 2001, our domestic European network had net new money inflows of CHF 5.6 billion, despite the relatively difficult market conditions. Opening new offices and hiring new staff is a key component of the initiative. Hiring plans progressed well in 2001, with the number of client advisors in our five target countries rising to 370 on 31 December 2001, an increase of 208 for the year. A further 40 newly hired advisors started on 1 January 2002, bringing our total hiring in 2001 to 248.

Results

Weaker markets than in 2000 and the costs of investing in the European wealth management initiative brought full-year pre-tax profits in


46


2001 down 17% from 2000 to CHF 3,414 million, despite a continued focus on controlling operating costs.

Operating income

Full-year operating income was CHF 7,659 million, down 8% from the record CHF 8,367 million in 2000. This was driven by falling transaction-based revenues, reflecting the much less active markets in 2001. Asset-based revenues fell only very slightly compared to 2000, despite lower average assets, reflecting our success in providing added value services to our clients.

Operating expenses

At CHF 4,245 million, operating expenses in 2001 were nearly unchanged from 2000. Personnel expenses fell by 4% to CHF 1,947 million in 2001, reflecting lower performance-related

compensation despite a 4% increase in head-count during the year.
     General and administrative expenses increased 1% from CHF 2,019 million in 2000 to CHF 2,038 million in 2001, principally reflecting the cost of investments in new product development, premises and systems in support of the European wealth management initiative.
     Depreciation increased from CHF 145 million in 2000 to CHF 151 million in 2001, reflecting increased investment in IT and premises.

Headcount

At 31 December 2001, Private Banking employed 10,249 professionals, a 4% increase compared with year-end 2000, driven by recruitment of client advisors and support personnel for the European wealth management initiative. At 31 December 2001, client advisors represented around 30% of Private Banking’s staff.


47


Review of Business Group Performance
UBS Wealth Management & Business Banking

Business Banking Switzerland

Business unit reporting

                 
CHF million, except where indicated             % change from 
For the year ended  31.12.02   31.12.01   31.12.00   31.12.01 

Private clients  3,014   3,185   3,520   (5)
Corporate clients  2,148   2,263   2,217   (5)
Other areas  332   344   216   (3)

Income  5,494   5,792   5,953   (5)
Credit loss expense1
  (286)  (567)  (750)  (50)

Total operating income
  5,208   5,225   5,203   0 

Personnel expenses  2,727   2,878   3,121   (5)
General and administrative expenses  159   396   379   (60)
Depreciation  355   465   416   (24)
Amortization of goodwill and other intangible assets  0   0   26     

Total operating expenses
  3,241   3,739   3,942   (13)

Business unit performance before tax
  1,967   1,486   1,261   32 

Business unit performance before tax and goodwill2
  1,967   1,486   1,287   32 
                 
KPIs
                
Invested assets (CHF billion)  205   215   239   (5)
Net new money (CHF billion)3, 4
  3.7   9.2   2.7     

Cost/income ratio (%)5
  59   65   66     
Cost/income ratio before goodwill (%)2, 5
  59   65   66     

Non-performing loans/gross loans outstanding (%)  3.6   4.8   5.5     
Impaired loans/gross loans outstanding (%)  6.0   7.7   9.4     

                 
Additional information             % change from
As at or for the year ended  31.12.02   31.12.01   31.12.00   31.12.01 

Deferred releases included in credit loss expense1
  240   115       109 
Client assets (CHF billion)  494   544       (9)
Regulatory equity allocated (average)  5,700   5,850   7,550   (3)
Fair value of employee stock options granted  386            
Headcount (full-time equivalents)  18,442   19,220   20,437   (4)

1 In management accounts, statistically derived actuarial expected loss adjusted by deferred releases rather than the net IFRS actual credit loss is reported in the Business Groups (see Note 2 to the Financial Statements). Deferred releases represent amortization of historical differences between actual credit losses and actuarial expected loss (for more information, please refer to pages 39 and 40 of the UBS Financial Report 2002).   2 Excludes the amortization of goodwill and other intangible assets.   3 Excludes interest and dividend income.   4 Calculated using the former definition of assets under management up to and including second quarter 2001.   5 Operating expenses/operating income before credit loss expense.   6 For informational purposes only. These pre-tax amounts have not been recorded in the Income statement. For details on the fair value calculation, refer to Note 32e to the Financial Statements.

Components of Operating Income

Business Banking Switzerland derives its operating income principally from:As a result, Business Banking Switzerland’s operating income is affected by movements in interest rates, fluctuations in invested assets, client activity levels, investment performance and changes in market conditions.
net interest income from its loan portfolio and customer deposits;
fees for investment management services;
transaction fees.


48


Significant financial events

There were no significant financial events that affected this business unit in 2002, 2001 or 2000.

2002

Key performance indicators

Invested assets fell from CHF 215 billion in 2001 to CHF 205 billion in 2002 as negative market developments and the weakening of major currencies against the Swiss franc were only partially offset by positive net new money inflows. In 2002, Business Banking Switzerland attracted net new money of CHF 3.7 billion, down from CHF 9.2 billion in 2001. This drop was due to smaller inflows from large corporate client accounts — a business traditionally subject to volatile inflows and outflows.

     For full-year 2002, the cost/income ratio was a record low 59%, 6 percentage points below the previous year’s ratio of 65%, reflecting the drop in total operating expenses to the lowest level since 1999.

(Pre-goodwill cost-income ratio)

     Business Banking Switzerland’s loan portfolio decreased to CHF 139 billion at 31 December 2002 from CHF 146 billion at 31 December 2001, driven by lower volumes in the corporate clients area and the further reduction in the recovery portfolio from CHF 12 billion at 31 December 2001 to CHF 8.6 billion at 31 December 2002. This positive development was also reflected in the key credit quality ratios: the non-performing loan ratio declined to 3.6% from 4.8%, while the ratio of impaired loans to gross loans saw a further improvement, falling to 6.0% from 7.7%.

     Full-year interest income in 2002 was below the previous year mainly due to lower interest

(Impaired loans-gross loans)

margins on savings and cash accounts as well as the fall in the US dollar, which caused the Swiss franc equivalent of US dollar interest rate revenues to drop.

Results

In 2002, full-year pre-tax profit was a record CHF 1,967 million, up 32% from 2001, achieved despite declining revenues in difficult market conditions, due to continued tight management of our cost base and lower credit loss expenses. Personnel expenses dropped due to lower performance-related compensation as well as a drop in headcount whereas general and administrative expenses reached their lowest level since 1999.

(Performance before tax)

Operating income

Full-year operating income was CHF 5,208 million, almost unchanged from 2001’s level of CHF 5,225 million. Interest income fell because of continued pressure on margins of liability products. Trading and transactional income also declined, reflecting the difficult market environment, although these developments were mostly offset by lower credit loss expenses, which fell to CHF


49


Review of Business Group Performance
UBS Wealth Management & Business Banking

286 million in 2002, down 50% from CHF 567 million in 2001. This drop reflects the continued success in improving the quality of our loan portfolio through the implementation of risk-adjusted pricing and the deferred benefit of the prior year’s better than expected credit performance.

     Income fromPrivate Clients declined from CHF 3,185 million in 2001 to CHF 3,014 million in 2002, reflecting mainly a decline in interest income due to lower margins of liability products due to lower market rates. In addition, fee income decreased as a result of a lower asset base and weaker client activity.
     Income fromCorporate Clientsdeclined 5% from CHF 2,263 million in 2001 to CHF 2,148 million in 2002 reflecting lower interest, fee and trading income due to the weak financial markets.
     Income fromOtherareas dropped by 3% to CHF 332 million in 2002 from CHF 344 million in 2001 mainly due to a methodology change regarding the treatment of revenues from correspondent banking clients.

Operating expenses

Full-year 2002 operating expenses decreased 13% from CHF 3,739 million in 2001 to CHF 3,241 million and were at their lowest level since 1999.
     Personnel expenses dropped 5% from CHF 2,878 million in 2001 to CHF 2,727 million in 2002, due to lower headcount.
     General and administrative expenses, at CHF 159 million, continued to drop and were 60% lower than the CHF 396 million recorded in 2001. This drop reflects our continuous efforts to control costs as well as higher usage of services, mainly IT, provided to other business units. Overall, the very low level of general and administrative expenses is explained by the integrated business model of UBS through which Business Banking Switzerland provides a significant number of services to other business units of the Group, mainly Private Banking. In accounting terms, the costs for these services are charged to the receiving unit as general and administrative expenses, offset by lower general and administrative expenses in the provider unit.
     Depreciation for full-year 2002 dropped to CHF 355 million from CHF 465 million in 2001 as information technology equipment is increasingly being leased instead of bought.

Headcount

Business Banking Switzerland’s headcount was 18,442 on 31 December 2002, a decline of 778 or 4% from 31 December 2001, as we continued to streamline processes and structures.

(Headcount)

2001

Key performance indicators

In 2001, Business Banking Switzerland attracted net new money of CHF 9.2 billion, a clear improvement over 2000’s CHF 2.7 billion, reflecting improved flows from both private clients and corporate clients, where flows can be larger and more volatile. Invested assets were CHF 215 billion as of 31 December 2001.

     Business Banking Switzerland continued to focus successfully on stringent cost control measures reflected in a one percentage point decline in the full year’s pre-goodwill cost/income ratio from 66% in 2000 to 65% in 2001. This resulted from reductions in headcount and in performance-related compensation expenses.
     Business Banking Switzerland’s loan portfolio decreased from CHF 150 billion at 31 December 2000 to CHF 146 billion at 31 December 2001, driven by reductions in the more volatile business with banks and the further reduction in the recovery portfolio from CHF 15 billion to CHF 12 billion.
     The strength of the Swiss economy in the early part of 2001 and our continued successful recovery efforts were reflected in an improvement in key asset quality ratios since the end of 2000. The non-performing loans to total loans ratio decreased from 5.5% to 4.8% while the ratio of impaired loans to gross loans further improved from 9.4% to 7.7%.


50


Results

Business Banking Switzerland enjoyed a very strong year, despite the much more difficult market conditions, with profit before tax in 2001 up 18% compared to 2000, at CHF 1,486 million. The implementation of risk-adjusted pricing and the strength of the Swiss economy in 2000 and early 2001 led to a significant increase in credit quality, while operating expenses have remained under tight control, falling 5% compared to 2000.

Operating income

Operating income in 2001 was up CHF 22 million from 2000 at CHF 5,225 million, principally reflecting the reduction in credit loss expense partially offset by the effect of weaker markets in 2001 on fee and commission income.
     Business Banking Switzerland has improved the quality of its loan portfolio considerably in recent years, principally through the introduction of risk-adjusted pricing, leading to a lower adjusted expected loss charge in 2001 compared to 2000. In 2001, we introduced a new process for calculating the adjusted expected loss charged to the Business Groups, under which the difference between the actual IFRS credit losses and the actuarial expected loss calculated for management reporting purposes is charged or credited back to the business units over a three-year period, so that the risks and rewards over the cycle are better reflected in their results. Since actual credit losses in Business Banking Switzerland have recently been lower than the adjusted expected loss charge, this deferral process has also resulted in a lower adjusted expected loss charge (see pages 39 and 40 for further details).
     Together these effects led to a credit loss expense of CHF 567 million in 2001, down 24% from CHF 750 million in 2000.
     Income fromPrivate Clients declined from CHF 3,520 million in 2000 to CHF 3,185 million in 2001 due to lower fee income, reflecting lower market activity levels as well as lower interest income because of liability margin pressure.

     Income fromCorporate Clientsincreased by 2% from CHF 2,217 million in 2000 to CHF 2,263 million in 2001, reflecting higher income due to a change in the treatment of interest on impaired loans (previously recorded as a reduction in credit loss expense), which more than offset lower interest and fee income due to the weaker financial markets.
     Income fromOtherareas increased by 59% from CHF 216 million in 2000 to CHF 344 million in 2001 reflecting higher disposal revenues (the sale of TicketCorner) and higher one-off revenues from minority holdings.

Operating expenses

Operating expenses remain under strict control, totaling CHF 3,739 million in 2001, CHF 203 million lower than in 2000.
     General and administrative expenses in 2001, at CHF 396 million, were 4% higher than in 2000, principally reflecting higher liability risk provisions, partially offset by lower IT outsourcing costs and the continued effect of our efforts to control costs.
     Personnel expenses declined by CHF 243 million compared to 2000, to CHF 2,878 million, reflecting a fall in headcount of 1,217 since the end of 2000, and lower performance-related pay. Over the full year, the compensation ratio in Business Banking Switzerland was 50%, down from 52% in 2000.
     Depreciation increased 12% from 2000, to CHF 465 million, principally reflecting cancellation of previously capitalized software projects as a result of cost control measures. Goodwill amortization dropped from CHF 26 million in 2000 to zero in 2001, reflecting the writeoff of goodwill on a credit card portfolio in 2000.

Headcount

Business Banking Switzerland’s headcount declined by a further 6% in 2001, from 20,437 on 31 December 2000 to 19,220 on 31 December 2001, as the cost control effects from the systematic implementation of the strategic projects portfolio and the benefits of the merger between Union Bank of Switzerland and Swiss Bank Corporation continued to be realized.


51


Review of Business Group Performance
UBS Global Asset Management

UBS Global Asset Management

(JOHN FRASER IMAGE)
John A. Fraser
Chairman and CEO
UBS Global Asset Management

Pre-tax profit in 2002 was CHF 187 million, down 33% from 2001. The declines in equity markets throughout 2002 resulted in lower invested asset levels and subsequently, lower asset-based revenues. This decrease was partially offset by ongoing initiatives to control costs.


                 
Business Group reporting               
                
CHF million, except where indicated             % change from 
For the year ended  31.12.02   31.12.01   31.12.00   31.12.01 

Institutional fees  899   1,174   1,242   (23)
Wholesale Intermediary fees  1,054   1,044   836   1 

Total operating income
  1,953   2,218   2,078   (12)

Personnel expenses  946   1,038   941   (9)
General and administrative expenses  513   569   434   (10)
Depreciation  37   46   49   (20)
Amortization of goodwill and other intangible assets  270   286   267   (6)

Total operating expenses
  1,766   1,939   1,691   (9)

Business Group performance before tax
  187   279   387   (33)

Business Group performance before tax and goodwill1
  457   565   654   (19)
KPIs
                
Cost/income ratio (%)2
  90   87   81     
Cost/income ratio before goodwill (%)1, 2
  77   75   69     

Institutional
                
Invested assets (CHF billion)  2793   328   323   (15)
Net new money (CHF billion)4
  (0.6)  6.2   (70.8)5    
Gross margin on invested assets (bps)6
  29   37   38   (22)

Wholesale Intermediary
                
Invested assets (CHF billion)  2783   344   319   (19)
Net new money (CHF billion)4
  (1.8)  28.7   2.95    
Gross margin on invested assets (bps)6
  34   32   36   6 

                 
Additional information             % change from 
As at  31.12.02   31.12.01   31.12.00   31.12.01 

Client assets (CHF billion)  557   672       (17)
Regulatory equity allocated (average)  1,750   1,850   1,550   (5)
Fair value of employee stock options granted  447             
Headcount (full-time equivalents)  3,346   3,281   2,860   2 

1 Excludes the amortization of goodwill and other intangible assets.  2 Operating expenses/operating income.  3 In the second quarter 2002 invested assets of CHF 7.7 billion were transferred from Mutual Funds (now renamed Wholesale Intermediary). Prior years are shown according to the old classification.  4 Excludes interest and dividend income.  5 Calculated using the former definition of assets under management.  6 Income/average invested assets.  7 For informational purposes only. These pre-tax amounts have not been recorded in the Income statement. For details on the fair value calculation, refer to Note 32e to the Financial Statements.


52


Components of Operating Income

UBS Global Asset Management generates its revenue from the asset management services it provides to institutional and wholesale intermediary clients. Fees charged to institutional clients and wholesale intermediary clients are based on the market value of invested assets and onsuccessful investment performance. As a result, UBS Global Asset Management’s revenues are affected by changes in market and currency valuation levels as well as flows of client funds, and relative investment performance.


Significant financial events

There were no significant financial events that affected this Business Group in 2002, 2001 or 2000.

2002

Key performance indicators

For 2002, the pre-goodwill cost/income ratio was 77%, up 2 percentage points from a year earlier. The increase was primarily due to lower invested asset values, which resulted in lower asset-based revenues. Those developments, however, were partially offset by lower operating expenses prompted by ongoing initiatives to control costs.

(PREGOODWILL COST-INCOME RATIO)

Institutional

Institutional invested assets, at CHF 279 billion on 31 December 2002, declined 15% from their level on 31 December 2001. The decrease in assets was due to the decline seen in financial markets during the year as well as the drop of the US dollar against the Swiss franc over the year.
     For full-year 2002, the outflow of net new money was CHF 0.6 billion. This is a disappointing figure compared to the net new money inflow of CHF 6.2 billion recorded in 2001. Strong inflows into equity mandates were more than offset by outflows from alternative asset and fixed income mandates.

(NET NEW MONEY-INSTITUTIONAL)

     Full-year gross margin was 29 basis points, a decrease of 8 basis points from 2001 due to lower performance fees and a lower proportion of assets in alternative investments.

(GROSS MARGIN ON INVESTED ASSETS)

Wholesale Intermediary

Invested assets stood at CHF 278 billion on 31 December 2002, down from CHF 344 billion on 31 December 2001. The decline was primarily the result of negative currency impacts and declining markets as well as slightly negative net new money.
     For full-year 2002, the outflow of net new money was CHF 1.8 billion compared to an inflow of CHF 28.7 billion in 2001. The outflow was largely due to CHF 7.0 billion in money market funds, primarily in the Americas. Inflows of CHF 3.2 billion into equity and private market mandates globally in all business areas as well as an inflow of CHF 3.0 billion into alter-


53


Review of Business Group Performance
UBS Global Asset Management

(WHOLESALE INTERMDIARY)

native investments, primarily at GAM, largely offset the outflow.

     The gross margin rose to 34 basis points in 2002 from 32 basis points in 2001 as a result of the asset mix improving towards higher margin asset classes.

(WHOLESALE INTERMDIARY-BPS)

Investment capabilities and performance

Global equity markets ended the year in significantly negative territory with the US market, as measured by the S&P 500, posting its first consecutive three-year decline since the Second World War. Markets outside the US have now fallen further from peak to trough than in their most significant previous contraction in the mid-1970s. Contributing to the erosion of equity values was the investor realization that any recovery would not be as robust as hoped, both with regard to economic fundamentals and earnings.

     The majority of UBS Global Asset Management funds finished the year strongly, well above benchmark in the fourth quarter 2002. The Global Equity Composite led the way, beatingMSCI World Equity Free Indexbenchmark returns for the year, 3- and 5-year periods by

significant margins. The UK Balanced Equity portfolio continued to perform well against theFTSE All-Share Indexfor the same periods and our US Equity Composite surpassed theWilshire 5000benchmark by more than 5 percentage points in 2002. It also remains ahead of the benchmark for 3-, and 5-year periods. Emerging equities also showed good results for the year and have also outperformed their benchmark, theMSCI Emerging Equity Markets Free Index, for each of the past 3- and 5-year periods as well.

     The deteriorating global economy and a flight to quality by equity investors provided the backdrop for a rally in the global sovereign bond market during the year. UBS Global Asset Management’s Global Bond Composite exceeded theSalomon WGBIindex for the year and the 3-year period as well, but trailed the index for 5-year annualized returns. The US Bond Composite also exceeded theLehman US Aggregate Indexfor the 3-, and 5-year periods. Credit research has been strong, with the Global Aggregate Composite finishing well ahead of theLehman Global Aggregatein 2002, but Emerging Markets Debt ended the year poorly, albeit preserving its 3- and 5-year outperformance against theJP Morgan EMBI Global index.
     Balanced portfolios also fared well this past year, as exemplified by the Global Multi-Asset Fund, which outperformed theMultiple Markets Indexby 4.6 percentage points. Security selection within the component asset classes and currency strategies favoring the euro at the expense of the US dollar were primarily responsible. In the 1-, 3-, and 5-year periods, returns continued to be significantly ahead of the benchmark.

Results

UBS Global Asset Management reported for full-year 2002 a pre-tax profit of CHF 187 million, a decrease of 33% from 2001’s pre-tax profit of CHF 279 million. The declines in equity markets experienced throughout 2002 resulted in lower invested asset levels and subsequently, lower asset-based revenues. These developments were partially offset by ongoing initiatives to control costs. Over the year, personnel expenses decreased due to a decline in incentive compensation while general and administrative


54


(PERFORMANCE BEFORE TAX)

expenses fell due to lower IT and premises expenditures.

Operating income

In full-year 2002, operating income declined CHF 265 million, or 12%, to CHF 1,953 million, primarily due to the declines in financial markets during the year feeding through to asset-based revenues and the US dollar’s weakening against the Swiss franc.
     Institutional revenues fell to CHF 899 million in full-year 2002 from CHF 1,174 million a year earlier due to the US dollar’s weakening against the Swiss franc, lower performance fees at O’Connor, and the effect of market declines on asset-based revenues.
     For full-year 2002, Wholesale Intermediary revenues, at CHF 1,054 million, increased slightly from CHF 1,044 million a year earlier due to an increase in higher margin assets invested with GAM.

Operating expenses

For full-year 2002, operating expenses declined to CHF 1,766 million from CHF 1,939 million a year earlier, primarily due to cost saving initiatives.
     Personnel expenses were CHF 946 million in 2002, CHF 92 million lower than in 2001, reflecting lower incentive-based compensation partially offset by higher severance expenses.
     General and administrative expenses fell to CHF 513 million from CHF 569 million in the same period, reflecting a weaker US dollar, and lower project-related expenses.
     Over the year, depreciation decreased from CHF 46 million to CHF 37 million as some assets became fully depreciated. Amortization declined CHF 16 million to CHF 270 million, reflecting the drop in the US dollar against the Swiss franc.

Headcount

Headcount, at 3,346 on 31 December 2002, was up from 3,281 on 31 December 2001. The increase of 2% primarily reflects additional headcount at GAM and a reclassification from contractors to employees at O’Connor.

(HEADCOUNT)

2001

Key performance indicators

Invested assets increased 5% during the year from CHF 642 billion on 31 December 2000 to CHF 672 billion on 31 December 2001. Net new money was CHF 34.9 billion for the year, reflecting the recognition of strong relative investment performance and business development efforts. The pre-goodwill cost/income ratio rose from 69% in 2000 to 75% in 2001, principally reflecting the higher cost/income ratio of the Brinson Advisors (now rebranded UBS Global Asset Management) business transferred from UBS PaineWebber at the start of the year.

Institutional

Institutional invested assets increased from CHF 323 billion on 31 December 2000 to CHF 328 billion on 31 December 2001. This 2% increase was due to CHF 6.2 billion in net new money and a CHF 34 billion increase in invested assets from the acquisition of RT Capital (now rebranded UBS Global Asset Management) which more than offset negative market performance.
     Net new money in 2001 was CHF 6.2 billion, a great improvement from the net outflows of CHF 70.8 billion in 2000, as clients start to recognize the success of our integrated global invest-


55


Review of Business Group Performance
UBS Global Asset Management

ment management platform, which delivered strong relative investment performance in both 2001 and 2000.

     Full-year gross margin was 37 basis points, a decrease of 1 basis point from 2000, primarily due to lower performance fees in O’Connor and the addition of the lower margin Brinson Advisors business.

Wholesale Intermediary

Wholesale Intermediary’s invested assets increased CHF 25 billion, from CHF 319 billion at 31 December 2000 to CHF 344 billion at 31 December 2001, driven by net new money. Market performance was limited to a negative impact on invested assets of less than 1%.
     Net new money of CHF 28.7 billion in 2001, compared to CHF 2.9 billion in 2000, reflected much better asset-gathering performance in both Europe and the Americas, particularly in fixed income mandates.
     The gross margin in 2001 decreased 4 basis points to 32 basis points due to the addition of Brinson Advisors, which has a high proportion of lower margin money market funds, partially offset by the introduction of a new pricing structure for UBS Investment Funds.

Results

Pre-tax profit of CHF 279 million in 2001 was 28% lower than 2000. Despite market declines and lower performance fees in the O’Connor business, income increased as a result of the new investment funds pricing structure introduced in 2001, the acquisition of RT Capital and the inclusion of Brinson Advisors. This was more than offset by higher personnel expenses and general and administrative expenses driven by spending on growth initiatives, the integration of Brinson Advisors and the acquisition of RT Capital in third quarter.

Operating income

Operating income increased CHF 140 million, or 7%, from 2000 to CHF 2,218 million in 2001, as a result of the inclusion of Brinson Advisors, the new pricing structure introduced this year for investment funds and the acquisition of RT Capital. These effects were partially offset by lower performance fees at O’Connor, our alternative investment business, and the effect on asset-based revenues of market declines in 2001 and institutional asset outflows in 2000 which led to lower average assets compared to 2000.
     Institutional income fell 5% in 2001 compared to 2000, to CHF 1,174 million, while Wholesale Intermediary revenue increased 25% from 2000 to CHF 1,044 million in 2001.

Operating expenses

Operating expenses increased 15% to CHF 1,939 million in 2001, driven by the addition of Brinson Advisors and RT Capital.
     General and administrative expenses increased 31% from CHF 434 million in 2000 to CHF 569 million in 2001, principally reflecting the addition of Brinson Advisors.
     Personnel expenses increased 10% from CHF 941 million in 2000 to CHF 1,038 million in 2001, again mostly due to the addition of Brinson Advisors, which more than offset a considerable decline in performance-related compensation.
     Depreciation decreased 6% from CHF 49 million in 2000 to CHF 46 million in 2001. Amortization of goodwill and other intangible assets increased 7% to CHF 286 million in 2001, reflecting the effect of the acquisition RT Capital.

Headcount

Headcount increased by 421 in 2001, from 2,860 at 31 December 2000 to 3,281 at 31 December 2001, mostly due to the integration of Brinson Advisors and RT Capital.


56


Review of Business Group Performance
UBS Warburg

UBS Warburg

(JOHN P COSTAS)
John P. Costas
Chairman and CEO
UBS Warburg

1In management accounts, statistically derived actuarial expected loss adjusted by deferred releases rather than the net IFRS actual credit loss is reported in the Business Groups (see Note 2 to the Financial Statements).
2Excludes the amortization of goodwill and other intangible assets.
3Operating expenses/operating income before credit loss expense.
4Excludes interest and dividend income.
5For informational purposes only. These pre-tax amounts have not been recorded in the Income statement. For details on the fair value calculation, refer to Note 32e to the Financial Statements.
6Excludes significant financial events: Personnel expenses, CHF 86 million, General and administrative expenses, CHF 13 million and Depreciation, CHF 7 million (all PaineWebber integration costs).

Corporate and Institutional Clients net profit before tax in 2002, at CHF 3,129 million, was 17% lower than in 2001. Market conditions remained challenging, although our Fixed Income, Rates and Currencies business held up well. UBS Capital recorded a pre-tax loss of CHF 1,761 million, with challenging market conditions and a slowdown in corporate activity leading to deteriorating valuations in all markets and industries.


                 
Business Group reporting               
                
CHF million, except where indicated             % change from 
For the year ended  31.12.02   31.12.01   31.12.00   31.12.01 

Income  12,498   14,715   18,240   (15)
Credit loss expense1
  (128)  (112)  (243)  14 

Total operating income
  12,370   14,603   17,997   (15)

Personnel expenses  7,878   8,354   9,451   (6)
General and administrative expenses  2,378   2,650   2,755   (10)
Depreciation  382   456   564   (16)
Amortization of goodwill and other intangible assets  364   402   192   (9)

Total operating expenses
  11,002   11,862   12,962   (7)

Business Group performance before tax
  1,368   2,741   5,035   (50)

Business Group performance before tax and goodwill2
  1,732   3,143   5,227   (45)
                
Additional information
                
Cost/income ratio (%)3
  88   81   71     
Cost/income ratio before goodwill (%)2, 3
  85   78   70     
Net new money (CHF billion)4
  0.5   0.1         
Invested assets (CHF billion)  3   1   1   200 
Client assets (CHF billion)  133   109       22 
Regulatory equity allocated (average)  13,100   14,300   10,800   (8)
Fair value of employee stock options granted  5825             

Business Group reporting adjusted for Significant Financial Events
CHF million, except where indicated             % change from 
For the year ended  31.12.02   31.12.01   31.12.00   31.12.01 

Income  12,498   14,715   18,240   (15)
Credit loss expense1
  (128)  (112)  (243)  14 

Total operating income
  12,370   14,603   17,997   (15)

Personnel expenses  7,878   8,354   9,3656  (6)
General and administrative expenses  2,378   2,650   2,7426  (10)
Depreciation  382   456   5576  (16)
Amortization of goodwill and other intangible assets  364   402   192   (9)

Total operating expenses
  11,002   11,862   12,856   (7)

Business Group performance before tax
  1,368   2,741   5,141   (50)

Business Group performance before tax and goodwill2
  1,732   3,143   5,333   (45)
Additional information
                
Cost/income ratio (%)3
  88   81   70     
Cost/income ratio before goodwill (%)2, 3
  85   78   69     


57


Review of Business Group Performance
UBS Warburg

Corporate and Institutional Clients

                 
Business Unit reporting               
                
CHF million, except where indicated             % change from 
For the year ended  31.12.02   31.12.01   31.12.00   31.12.01 

Investment Banking1
  1,915   2,541   2,700   (25)
Equities  5,625   6,422   10,300   (12)
Fixed Income, Rates and Currencies2
  6,490   6,350   4,590   2 
Non-core business  70   274   280   (74)

Income  14,100   15,587   17,870   (10)
Credit loss expense3
  (128)  (112)  (243)  14 

Total operating income
  13,972   15,475   17,627   (10)

Personnel expenses4
  7,784   8,258   9,2235  (6)
General and administrative expenses  2,314   2,586   2,6955  (11)
Depreciation  381   454   5555  (16)
Amortization of goodwill and other intangible assets  364   402   190   (9)

Total operating expenses
  10,843   11,700   12,663   (7)

Business unit performance before tax
  3,129   3,775   4,964   (17)

Business unit performance before tax and goodwill6
  3,493   4,177   5,154   (16)
                 
KPIs
                
Compensation ratio (%)7
  55   53   52     

Cost/income ratio (%)8
  77   75   71     
Cost/income ratio before goodwill (%)6, 8
  74   72   70     

Non-performing loans/gross loans outstanding (%)  1.6   2.6   2.8     
Impaired loans/gross loans outstanding (%)  3.2   5.4   5.6     
Average VaR (10-day 99%)  275   252   242   9 

                 
Additional information             % change from 
As at or for the year ended  31.12.02   31.12.01   31.12.00   31.12.01 

Deferred releases included in credit loss expense3
  (2)  38   36     
Regulatory equity allocated (average)  12,550   13,600   10,250   (8)
Fair value of employee stock options granted  5679             
Headcount (full-time equivalents)  15,964   15,562   15,262   3 

1 Formerly Corporate Finance.   2 Formerly Fixed Income and Foreign Exchange.   3 In management accounts, statistically derived actuarial expected loss adjusted by deferred releases rather than the net IFRS actual credit loss is reported in the Business Groups (see Note 2 to the Financial Statements). Deferred releases represent amortization of historical differences between actual credit losses and actuarial expected loss (for more information, please refer to pages 39 and 40 of the UBS Financial Report 2002).   4 Includes retention payments in respect of the PaineWebber acquisition. 2002: CHF 54 million, 2001: CHF 46 million, 2000: CHF 11 million   5 Excludes significant financial events: Personnel expenses, CHF 86 million, General and administrative expenses, CHF 13 million and Depreciation, CHF 7 million (all PaineWebber integration costs).   6 Excludes the amortization of goodwill and other intangible assets.   7 Personnel expenses/operating income before credit loss expense.   8 Operating expenses/operating income before credit loss expense.   9 For informational purposes only. These pre-tax amounts have not been recorded in the Income statement. For details on the fair value calculation, refer to Note 32e to the Financial Statements.


58


Components of Operating Income

The Corporate and Institutional Clients unit generates operating income from:gains and losses on market making, proprietary, and arbitrage positions.
commissions on agency transactions and spreads or markups on principal transactions;As a result, Corporate and Institutional Clients’ operating income is affected by movements in market conditions, interest rate swings, the level of trading activity in primary and secondary markets and the extent of merger and acquisition activity. These and other factors have had, and may in the future have, a significant impact on results of operations from year to year.
fees from debt and equity capital markets transactions, leveraged finance, and the structuring of derivatives and complex transactions;
mergers and acquisitions and other advisory fees;
interest income on principal transactions and from the loan portfolio; and


Significant financial events

PaineWebber integration costs were treated as a significant financial event in 2000, and are not reflected in adjusted business unit results on the previous page. The amounts involved were personnel expenses of CHF 86 million, general and administrative expenses of CHF 13 million, and depreciation of CHF 7 million.
     There were no significant financial events that affected this business unit in 2002 or 2001. The results in the discussion below exclude significant financial events.

2002

Key performance indicators

Our performance in 2002 reflects the worldwide downturn in market conditions. However, as a result of our strong client franchise and continuing efforts to manage costs, results have proven relatively resilient.

     We continue to maintain a tight focus on cost management in light of the current operating environment. Over the full year, the pre-goodwill cost/income ratio increased slightly to 74% from 72% in 2001.

(PREGOODWILL COST-INCOME RATIO)

     Our compensation ratio in 2002 was 55%, a slight increase on the 53% recorded in 2001, reflecting the relatively strong performance of many of our businesses compared to competitors and to market conditions.

(COMPENSATION RATIO)

     Average Value at Risk (VaR) for Corporate and Institutional Clients increased from CHF 252 million in 2001 to CHF 275 million in 2002, remaining within the normal ranges.

(AVERAGE VAR)

     Total loans increased by 2% from CHF 61 billion on 31 December 2001 to CHF 62 billion on 31 December 2002, due to an increase in short-term money market deposits although this was partially offset by repayments from European multi-


59


Review of Business Group Performance
UBS Warburg

nationals, reflecting the continued reduction of our non-core commercial lending activities as well as the drop in the US dollar against the Swiss franc.

     Continued successful recovery efforts led the ratio of impaired loans to total loans to fall from 5.4% on 31 December 2001 to 3.2% at the end of 2002. The non-performing loans to total loans ratio declined from 2.6% to 1.6% over the same period.

(IMPAIRED LOANS-GROSS LOANS)

Results

UBS Warburg’s Corporate and Institutional Clients business unit reported 2002 pre-tax profit of CHF 3,129 million, a decrease of 17% from 2001, reflecting difficult economic conditions, particularly for the investment banking and equities businesses. This was partially offset by the strong result of our fixed income, rates and currencies business. Over the full year, overall expenses dropped by 7% reflecting lower personnel expenses driven by a reduction in incentive compensation as well as the success of our continued cost containment initiatives.

(PERFORMANCE BEFORE TAX)

Operating income

Full-year revenues of CHF 14,100 million were 10% lower than in 2001.

Investment Bankingrevenues for the full-year dropped by 25% from CHF 2,541 million to CHF 1,915 million in 2002, due to much lower corporate activity, which translated into a 22% drop in the global fee pool compared to 2001.

Equitiesrevenues for the full-year were also lower than in 2001, down from CHF 6,422 million to CHF 5,625 million, reflecting falling indices worldwide and much lower market activity. Full-year primary revenues remained flat, because of market share gains in the US and in Asia, which compensated for the drop in overall market activity.
     Over the full yearFixed Income, Rates and Currencies revenues increased 2% to CHF 6,490 million, primarily due to substantial growth in our Emerging Markets and Principal Finance businesses, offset by reductions in our Interest Rates and Foreign Exchange business lines. Revenues related to gains in credit default swaps economic hedging credit exposures in the loan book also positively impacted the result. Our foreign exchange business increased volumes and spreads compared to 2001.
Non-corerevenues in 2002, at CHF 70 million, were 74% lower than in 2001 reflecting our continued reduction of our non-core lending portfolio.

(INCOME BY BUSINESS AREA)

Operating expenses

Total operating expenses dropped by 7% from 2001 to CHF 10,843 million in 2002. The underlying decline in 2002 is even more marked than these figures would suggest as the 2002 results include a provision of CHF 90 million (USD 65 million) for the US equity research settlement and a CHF 72 million charge for the restructuring of our Energy trading business. The significant


60


underlying reduction of 9% from last year’s expense levels reflects the continuing success of our cost containment initiatives accentuated by the drop of the US dollar against the Swiss franc.

     In total, personnel expenses in 2002, at CHF 7,784 million, were CHF 474 million or 6% lower than 2001, mainly driven by a reduction in incentive compensation in line with lower revenues and the weaker US dollar.
     Full-year general and administrative expenses were CHF 2,314 million in 2002, down 11% from 2001’s CHF 2,586 million, as cost saving programs implemented during the course of 2002 helped to lower IT and other costs, particularly travel, advertising costs and professional fees.
     In full-year 2002, depreciation declined to CHF 381 million from CHF 454 million a year earlier, reflecting our cost control initiatives, which helped to lower charges for new computer workstations and other IT-related equipment. Amortization of goodwill and other intangibles fell 9% for the full-year, reflecting the fact that various assets became fully amortized in 2002.

Headcount

Headcount, at 15,964 on 31 December 2002, increased by 402 or 3% from 31 December 2001 reflecting the expansion in our fixed income, rates and currency area (which includes UBS Warburg Energy) as well as the transfer of the prime brokerage and Australian private clients businesses from UBS PaineWebber.

(HEADCOUNT-FULLTIME EQUIVALENTS)

2001

Key performance indicators

Corporate and Institutional Clients measures its expense base primarily in terms of percentage of

revenues, looking at both personnel costs and non-personnel costs on this basis.

     The pre-goodwill cost/income ratio of 72% in 2001, was up slightly from 70% in 2000 as a result of the reduced revenues in difficult market conditions. The ratio of personnel costs to income was 53% in 2001, only a slight increase on the 52% recorded in 2000, comparing favorably with our peer group.
     Average VaR for Corporate and Institutional Clients increased only slightly from CHF 242 million in 2000 to CHF 252 million in 2001. In general, market risk exposures stayed within the normal ranges. There was, however, a short-term but significant increase in VaR in December 2001 resulting from sizeable client-driven equity transactions. The need for a temporary increase in limits was anticipated and pre-approved by the Group Executive Board. The trades were successfully executed and the risk reduced to normal levels.
     Total loans decreased by 18% from CHF 74 billion at 31 December 2000 to CHF 61 billion at 31 December 2001, due to a reduction in Japanese government exposures, and repayments from European multinationals, reflecting the continued reduction of our commercial lending risk profile.
     Continued successful recovery efforts led the ratio of impaired loans to total loans to fall from 5.6% at 31 December 2000 to 5.4% at the end of 2001. The non-performing loans to total loans ratio declined from 2.8% to 2.6% over the same period.

Results

We recorded a strong performance in 2001, relative to the much weaker markets this year. Pre-tax profit in 2001 was CHF 3,775 million, a decline of 24% over 2000, our best year ever. Equities and Investment Banking both suffered from the economic downturn and the consequent weakness in their global markets, while the Fixed Income, Rates and Currencies business delivered record results, driven by interest rate reductions and increased volatility, and supported by the expansion of businesses acquired from Paine-Webber. Investment Banking continued to outperform 2000 in terms of market share, with full-year analysis showing us with a 4.4% share of fees, compared to 3.6% in 2000.


61


Review of Business Group Performance
UBS Warburg

Operating income

Operating income of CHF 15,475 million in 2001 was 12% lower than in 2000.
Investment Bankingrevenues were CHF 2,541 million in 2001, 6% lower than in 2000, as our improved share of fees in 2001 was more than offset by the general contraction experienced in corporate finance in 2001.
Equitiesrevenues for 2001 were also lower than in 2000, down 38% from CHF 10,300 million to CHF 6,422 million in 2001. This decline principally reflects reduced trading revenues, driven by the lack of mergers and acquisitions activity and increased volatility, together with a cautious approach to risk in difficult market conditions. Commission revenues have been broadly consistent with levels in 2000, reflecting the breadth and depth of our client franchise.
Fixed Income, Rates and Currenciesperformed very strongly in 2001, with revenues up 38% from 2000, at CHF 6,350 million. This reflects the effect of interest rate reductions, which led to increased issuance and higher volatility, and the inclusion of businesses taken over from PaineWebber.
Non-corerevenues in 2001 were 2% lower than in 2000, at CHF 274 million.

Operating expenses

Personnel expenses declined 10%, from CHF 9,223 million in 2000 to CHF 8,258 million in 2001, driven by reductions in incentive compensation in line with labor market conditions and full-year results.
     General and administrative expenses in 2001 were 4% lower than in 2000, at CHF 2,586 million, reflecting the impact of cost control measures put in place during 2001. (Fourth quarter 2001 general and administrative expenses were 27% lower than in fourth quarter 2000.)
     Depreciation fell 18% from 2000 to CHF 454 million in 2001, driven by reductions in IT expenditure as a result of cost control initiatives.
     Amortization of goodwill and other intangibles increased by CHF 212 million to CHF 402 million in 2001 mainly driven by additional goodwill amortization due to the acquisition of PaineWebber.

Headcount

Headcount at 31 December 2001 remained little changed, at 15,562 compared to 15,262 at the end of 2000. We did not engage in widespread headcount reductions that might have had a long-term detrimental impact on our client franchises, but upgraded staff quality in selected areas.


62


UBS Capital

                 
Business unit reporting               
                
CHF million, except where indicated             % change from 
For the year ended  31.12.02   31.12.01   31.12.00   31.12.01 

Total operating income
  (1,602)  (872)  370   (84)

Personnel expenses  94   96   142   (2)
General and administrative expenses  64   64   47   0 
Depreciation  1   2   2   (50)
Amortization of goodwill and other intangible assets  0   0   2     

Total operating expenses
  159   162   193   (2)

Business unit performance before tax
  (1,761)  (1,034)  177   (70)

Business unit performance before tax and goodwill1
  (1,761)  (1,034)  179   (70)
                 
KPIs
                

Value creation (CHF billion)  (1.4)  (1.4)  0.6   0 

              % change from 
As at  31.12.02   31.12.01   31.12.00   31.12.01 

Investment (CHF billion)2
  3.1   5.0   5.5   (38)

                 
Additional information             % change from 
As at  31.12.02   31.12.01   31.12.00   31.12.01 

Portfolio fair value (CHF billion)  3.8   5.6   6.9   (32)
Regulatory equity allocated (average)  550   700   550   (21)
Fair value of employee stock options granted  153             
Headcount (full-time equivalents)  73   128   129   (43)

1 Excludes the amortization of goodwill and other intangible assets.   2 Historic cost of investments made, less divestments and impairments.   3 For informational purposes only. These pre-tax amounts have not been recorded in the Income statement. For details on the fair value calculation, refer to Note 32e to the Financial Statements.

Components of Operating Income

UBS Capital’s primary source of operating income is capital gains from the disposal or sale of its investments, which are recorded at the time of ultimate divestment. As a result, appreciation in fair market value is recognized as operating income only at the time of sale. The level of annual operating income from UBS Capital is directlyaffected by the level of investment disposals that take place during the year. Similarly, depreciation in fair market value is only recognized against operating income if an investment becomes permanently impaired and has to be written down. Writedowns of the value of its investments can negatively affect UBS Capital’s operating income.


63


Review of Business Group Performance
UBS Warburg

Significant financial events

There were no significant financial events that affected this business unit in 2002, 2001 or 2000.

2002

Key performance indicators

The level of our private equity investments was CHF 3.1 billion on 31 December 2002, a decline of 38% from CHF 5.0 billion on 31 December 2001. This reduction reflects writedowns made on direct investments and third party funds, as well as successfully executed exits. In full-year 2002, write-downs included in operating income totaled CHF 1.7 billion, up from CHF 1.1 billion a year earlier.

(INVESTMENT)

     The fair value of the portfolio on 31 December 2002 was CHF 3.8 billion, down from CHF 5.6 billion on 31 December 2001, reflecting divestments in the portfolio and value reductions for existing investments. The level of net unrealized gains was CHF 0.8 billion on 31 December 2002, up from CHF 0.6 billion on 31 December 2001.

(VALUE CREATION)

Results

Full-year results for UBS Capital reflect continued tough economic conditions, impacting private equity valuations across a range of sectors, a factor that was compounded by the prolonged downturn suffered by all major equity markets. The challenging economic environment has adversely affected many of the companies in the portfolio while the continued hostile climate for divestments has restricted capital gains from exit opportunities. Against this background, UBS Capital posted a pre-tax loss in 2002 of CHF 1,761 million, CHF 727 million worse than in 2001.

     Total operating income for 2002 was negative CHF 1,602 million, compared to negative CHF 872 million in 2001. Challenging economic conditions have led to deteriorating valuations in all markets and industries. The level of writedowns in the portfolio has therefore been high and there have been few opportunities to make significant divestments in 2002.
     Personnel expenses in 2002 were CHF 94 million, down from CHF 96 million in 2001. This reflects falling headcount and lower performance-related incentive payments. General and administrative expenses remained unchanged at CHF 64 million.

(PERFORMANCE BEFORE TAX)

2001

Full-year results for UBS Capital reflect the very challenging market in 2001, with few opportunities for divestments, and writedowns of several investments as a result of the problems caused for some of our investment companies by the deteriorating economic conditions. The pre-tax loss for 2001 was CHF 1,034 million, compared to a pre-tax profit of CHF 177 million in 2000.


64


Key performance indicators

UBS Capital’s private equity investments decreased to CHF 5.0 billion on 31 December 2001 from CHF 5.5 billion at the end of 2000, with the decline due to writedowns on the book value of investments, as well as a small number of divestments during the year, which more than offset drawdowns of previously committed investments and the low level of other new investments during the year.

     The fair value of the portfolio at the end of December 2001 was CHF 5.6 billion, down 19% from CHF 6.9 billion on 31 December 2000. The fair value included net unrealized gains of CHF 0.6 billion. Value reduction during 2001 was CHF 1.4 billion, compared to value creation of CHF 0.6 billion in 2000.

Results

UBS Capital recorded an operating loss of CHF 872 million in 2001, compared to operating income of CHF 370 million in 2000. Challenging markets and the continued slowdown in corporate activity meant that there were few opportunities for significant divestments in 2001, while weak economic conditions led to deteriorating valuations across a range of industry sectors, resulting in a high level of writedowns of investments in the portfolio.

     Personnel expenses were CHF 96 million in 2001, down from CHF 142 million in 2000, reflecting lower incentive compensation which is driven by realized gains on divestments.
     General and administrative expenses were CHF 64 million, up from CHF 47 million in 2000, due principally to professional fees relating to our strategic review of the business.


65


Review of Business Group Performance
UBS PaineWebber

UBS PaineWebber

(JOSEPH J GRANO JR)
Joseph J. Grano, Jr.
Chairman and CEO, UBS PaineWebber

(MARK B SUTTON)
Mark B. Sutton
President and Chief Operating Officer
UBS PaineWebber

UBS PaineWebber’s pre-tax loss adjusted for SFEs in 2002 was CHF 566 million, with the depreciation of the US dollar against the Swiss franc weighing on results. Excluding acquisition costs, operating pre-tax profit was CHF 632 million compared to CHF 693 million a year earlier.


                 
Business Group reporting1               
                
CHF million, except where indicated             % change from 
For the year ended  31.12.02   31.12.01   31.12.00   31.12.01 

Income  5,561   6,391   1,214   (13)
Credit loss expense2
  (13)  (18)  (3)  (28)

Total operating income
  5,548   6,373   1,211   (13)

Personnel expenses3
  4,245   5,019   1,098   (15)
General and administrative expenses  1,263   1,441   344   (12)
Depreciation  149   124   42   20 
Amortization of goodwill and other intangible assets  1,691   502   84   237 

Total operating expenses
  7,348   7,086   1,568   4 

Business Group performance before tax
  (1,800)  (713)  (357)  152 

Business Group performance before tax and goodwill4
  (109)  (211)  (273)  (48)
Business Group performance before tax and acquisition costs12
  632   693   (72)  (9)
KPIs
                
Invested assets (CHF billion)  584   769   765   (24)

Net new money (CHF billion)5
  18.5   33.2   14.56    
Interest and dividend income (CHF billion)7
  17.9   21.5       (17)

Cost/income ratio (%)8
  132   111   129     
Cost/income ratio before goodwill (%)4, 8
  102   103   122     

Recurring fees9
  2,199   2,366   434   (7)
Financial advisors (full-time equivalents)  8,857   8,718   8,731   2 

                 
Additional information             % change from 
As at  31.12.02   31.12.01   31.12.00   31.12.01 

Client assets (CHF billion)  650   841       (23)
Regulatory equity allocated (average)  7,450   8,550   9,200   (13)
Fair value of employee stock options granted  7310             
Headcount (full-time equivalents)  19,563   20,413   21,567   (4)


66


                 
Business Group reporting adjusted for Significant Financial Events
            
CHF million, except where indicated             % change from 
For the year ended  31.12.02   31.12.01   31.12.00   31.12.01 

Income  5,561   6,391   1,214   (13)
Credit loss expense2
  (13)  (18)  (3)  (28)

Total operating income
  5,548   6,373   1,211   (13)

Personnel expenses3
  4,245   5,019   1,098   (15)
General and administrative expenses  1,263   1,441   344   (12)
Depreciation  149   124   42   20 
Amortization of goodwill and other intangible assets  45711  502   84   (9)

Total operating expenses
  6,114   7,086   1,568   (14)

Business Group performance before tax
  (566)  (713)  (357)  (21)

Business Group performance before tax and goodwill4
  (109)  (211)  (273)  (48)
Business Group performance before tax and
    acquisition costs12
  632   693   (72)  (9)
KPIs
           
Gross margin on invested assets (bps)13
  82   84   67   (2)
Gross margin on invested assets before acquisition costs (bps)12, 13
  88   90   71   (2)

Cost/income ratio (%)8
  110   111   129     
Cost/income ratio before goodwill (%)4, 8
  102   103   122     
Cost/income ratio before acquisition costs (%)8, 12
  89   90   105     

1 Business Groups results include PaineWebber from the date of acquisition, 3 November 2000.   2 In management accounts, statistically derived actuarial expected loss adjusted by deferred releases rather than the net IFRS actual credit loss is reported in the Business Groups (see Note 2 to the Financial Statements).   3 Includes retention payments in respect of the PaineWebber acquisition. 2002: CHF 351 million, 2001: CHF 436 million, 2000: CHF 117 million.   4 Excludes the amortization of goodwill and other intangible assets.   5 Excludes the interest and dividend income noted below.   6 Calculated using the former definition of assets under management.   7 For purposes of comparison with US peers.   8 Operating expenses/operating income before credit loss expense.   9 Asset-based and advisory revenues including fees from mutual funds, wrap fee products and insurance products. Comparative amounts for 2001 and 2000 have been restated.   10 For informational purposes only. These pre-tax amounts have not been recorded in the Income statement. For details on the fair value calculation, refer to Note 32e to the Financial Statements.   11 Excludes significant financial event: Writedown of PaineWebber brand of CHF 1,234 million.   12 Acquisition costs include goodwill and intangible asset amortization and related funding, net of risk-free return on the corresponding equity allocated, and retention payments.   13 Income/average invested assets.

Components of Operating Income

UBS PaineWebber principally derives its operating income from:These fees are based on the market value of invested assets transaction-related activity. As a result, operating income is affected by such factors as fluctuations in invested assets, change in market conditions, investment performance and inflows and outflows of client funds, and investor activity levels.
fees for financial planning and wealth management services
fees for discretionary management services and
transaction-related fees.


67


Review of Business Group Performance
UBS PaineWebber

Significant financial events

The pre-tax non-cash writedown of CHF 1,234 million for the value of the PaineWebber brand that was held as an intangible asset on our balance sheet was treated as a significant financial event in 2002 and is therefore not reflected in the adjusted Business Group results on the previous page. The writedown followed a strategic decision announced in November 2002 to move all our businesses to the single UBS brand. The new brand structure will be implemented in June 2003.
     There were no significant financial events that affected this Business Group in 2001 or 2000. The results in the discussion below exclude significant financial events.

PaineWebber

UBS PaineWebber became part of UBS following the merger between UBS and Paine Webber Group, Inc., which was completed on 3 November 2000. At the merger, it became a business unit of UBS Warburg. On 1 January 2002, UBS PaineWebber became a separate Business Group within UBS.

     The merger was accounted for using purchase accounting, so the results shown for UBS Paine-Webber for 2000 reflect the inclusion of the PaineWebber businesses only for the period from 3 November 2000 until 31 December 2000. Results for 2001 and 2002 reflect a full-year’s contribution.

2002

Key performance indicators

At the end of 2002, UBS PaineWebber had CHF 584 billion in invested assets, compared to CHF 769 billion on 31 December 2001. This decline of 24% was partly due to the effect of the

(INVESTED ASSETS)

US dollar’s weakening against the Swiss franc. Excluding the impact of currency fluctuations, invested assets fell 8% during the year, mainly due to US equity market declines although that was partially offset by net new money inflows.

     Net new money in 2002 was CHF 18.5 billion, 44% below the CHF 33.2 billion result reported for 2001. The decline reflects weaker investor sentiment, as well as the closure of the Japanese domestic private client business, resulting in outflows of approximately CHF 1.6 billion.

(NET NEW MONEY)

     The gross margin on invested assets was 82 basis points for full-year 2002, down from 84 basis points in 2001. The gross margin on invested assets before acquisition costs (goodwill, net funding costs and retention payments) was 88 basis points, down from 90 basis points in 2001. Revenues declined more than invested assets due to lower customer activity levels. This was partially offset by higher revenues from our municipal securities business which had a record result in 2002.

     The cost/income ratio before acquisition costs was 89% for full-year 2002, compared to 90% in 2001. The improvement in the cost/income ratio

(GROSS MARGIN ON INVESTED ASSETS)


68


is a direct result of cost management initiatives implemented in 2002, among them reductions in non-financial advisor headcount, professional fees, advertising and office-related costs.

(COST-INCOME RATIO BEFORE ACQUISITION)

     In 2002, recurring fees were CHF 2,199 million compared to CHF 2,366 million a year earlier because of the weakening of the US dollar against the Swiss franc. Excluding currency translation effects, recurring fees rose 2% in 2002 from a year earlier. The increase is due to higher account-based fees and higher recurring fees in the municipal securities business. These increases were offset by lower asset-based fees, which fell in line with the decline in asset levels.

(RECURRING FEES)

     We continue to invest in our distribution channels and advisory personnel. In 2002, the number of financial advisors rose by 139 from 8,718 to 8,857 with recruiting and retention success partially offset by higher attrition rates among less experienced and less productive financial advisors.

Results

In 2002, political, economic and financial uncertainty continued to adversely affect investor activity. The UBS Index of Investor Optimism dropped significantly during 2002, reached an all-time low in October and only slightly recovered by the end of the year. Daily average client transaction volumes were 10% lower than in 2001.
     Because our business is almost entirely conducted in US dollars, comparisons of 2002 results to 2001 are affected by the depreciation of the US dollar versus the Swiss franc.
     Over the full year, UBS PaineWebber reported a pre-tax loss of CHF 566 million in 2002 compared to a loss of CHF 713 million in 2001. Performance before tax and acquisition costs showed a profit of CHF 632 million in 2002 compared to CHF 693 million a year earlier. Excluding the effects of currency movements, 2002 performance before tax and acquisition costs was 3% higher than in 2001. Despite a decline in transactional revenues and lower asset-based revenues following further market drops, strict cost management discipline enabled us to improve our full-year operating performance. Excluding the USD 15 million (CHF 21 million) equity research settlement charge, full-year results in USD terms would have improved by 6% over 2001. On a US dollar basis, performance was the third best ever for our US private clients business behind 1999 and 2000.

(PERFORMANCE BEFORE TAX)


69


Review of Business Group Performance
UBS PaineWebber

Operating income

For full-year 2002, total operating income was CHF 5,548 million, compared to CHF 6,373 million in 2001. Excluding the effects of currency translation, operating income declined approximately 5% from 2001. This decline in operating income is attributable to lower asset-based fees, a drop in levels of customer activity, lower margin lending, the transfer of prime brokerage business to UBS Warburg and the closure of the Japanese domestic private client business. These declines were partially offset by increased revenues in the municipal securities business, which had a record year.

Operating expenses

Total operating expenses fell 14% to CHF 6,114 million in 2002 from CHF 7,086 million in 2001. Excluding the effects of the weaker US dollar against the Swiss franc, operating expenses declined 5% from 2001, reflecting lower performance-driven compensation and lower retention expenses. In addition, cost management initiatives implemented during the course of 2002, the transfer of the prime brokerage business to UBS Warburg and the closure of the Japanese domestic private client businesses helped to reduce overall expenses.
     Personnel expenses dropped 15% from CHF 5,019 million in 2001 to CHF 4,245 million in 2002. Excluding the effects of currency translation, personnel expenses were 7% lower than 2001, reflecting lower performance-driven compensation due to a decline in revenues, a fall in non-financial advisor headcount, the transfer of the prime brokerage business to UBS Warburg, the closure of the Japanese domestic private client business and lower retention expenses.
     General and administrative expenses fell 12% from CHF 1,441 million in 2001 to CHF 1,263 million in 2002. Excluding the impact of the falling US dollar against the Swiss franc, general and administrative expenses dropped by 4% compared to 2001 due to the cost management initiatives implemented during the course of 2002, reducing our professional fees, advertising, travel and other office-related costs. In addition, general and administrative expenses were reduced by the transfer of prime brokerage business to UBS Warburg and the closure of the Japanese private client businesses. This was partially offset by the equity research settlement charge of CHF 21 million.

     Depreciation increased CHF 25 million to CHF 149 million in 2002 from CHF 124 million in 2001. Excluding currency movements, the increase in depreciation of 32% was due to higher technology equipment charges. Goodwill and other intangible amortization dropped from CHF 502 million in 2001 to CHF 457 million in 2002 as a result of the weakening US dollar against the Swiss franc.

Headcount

UBS PaineWebber’s headcount decreased 4% during the year to 19,563 reflecting our continued cost management initiatives. Non-financial advisor headcount was down by 989 or 8% compared to end of 2001. Further, we closed our Japanese domestic private client business and transferred the prime brokerage business to UBS Warburg. At the same time we expanded our financial advisor headcount by 139, reflecting our continued aim to extend the reach of our business.

(HEADCOUNT)

2001

Comparisons of full-year 2001 results to full-year 2000 reflect the very different scale of this Business Group prior to the acquisition of Paine-Webber in November 2000.

Key performance indicators

At the end of 2001, UBS PaineWebber had CHF 769 billion of invested assets, compared to CHF 765 billion at 31 December 2000, a change of 1%, with negative market performance during the year nearly offset by strong net new money flows.
     Net new money for the year was CHF 33.2 billion, compared to CHF 14.5 billion in 2000, more than half of which was earned in the last quarter of 2000 after the integration of Paine-


70


Webber. UBS PaineWebber’s ability to continue to generate high levels of net new money despite the uncertain markets in 2001 reflects the strength of its client franchise amongst high net worth individuals in the US.

     Gross margin on invested assets before acquisition costs (retention payments and goodwill amortization) increased to 90 basis points, from 71 basis points in 2000, reflecting the addition of PaineWebber. Gross margin in the pre-existing business for the nine months to 30 September 2000, before the addition of PaineWebber was 36 basis points. The gross margin fell slightly during 2001, reflecting the effect of uncertain markets on transaction volumes.
     The cost/income ratio before acquisition costs was 90% in 2001 compared to 105% in 2000. Until the addition of PaineWebber, the pre-existing business was loss making, reflecting the relatively early stage of its business development. Cost control has remained a strong focus during the year, with the cost/income ratio in fourth quarter 2001 the same as in fourth quarter 2000.
     Recurring fees were CHF 2,366 million in 2001. This metric was not tracked prior to the integration of PaineWebber in November 2000. During 2001, recurring fees declined 6% to CHF 566 million in fourth quarter 2001 compared to CHF 601 million in first quarter 2001, due to the effects of market depreciation on client assets -recurring fees are priced based on the asset level at the end of the prior quarter.
     At the end of December 2001, UBS PaineWebber had 8,718 financial advisors, a number virtually unchanged from the end of 2000. Although we continued to recruit and train new financial advisors in 2001, the difficult market conditions led to higher turnover amongst the least productive advisors.

Results

Pre-tax loss for 2001 was CHF 713 million. Excluding acquisition costs, UBS PaineWebber posted a profit of CHF 693 million, a strong result relative to our peers, achieved against a particularly poor market environment, with two successive years of market declines in the US for the first time since the late 1970s leading to much lower transaction volumes. In 2000, UBS PaineWebber incurred a loss of CHF 357 million — excluding acquisition costs the loss was CHF 72 million.

Operating income

Operating income for the year was CHF 6,373 million, compared to CHF 1,211 million in 2000. Revenues were resilient during 2001, declining just 12% from first quarter to fourth quarter, despite recession and market uncertainty in the US.

Operating expenses

Total operating expenses were CHF 7,086 million in 2001 compared to CHF 1,568 million in 2000.
     UBS PaineWebber implemented a number of cost control initiatives in 2001, aimed at reducing discretionary expenditure and support costs, while protecting the business’s ability to serve its clients to the highest standards.
     Personnel expenses were CHF 5,019 million in 2001, compared to CHF 1,098 million in 2000, reflecting the completely different scale of the business. Expenses in 2001 included CHF 436 million of retention payments for key UBS PaineWebber staff, compared to CHF 117 million in 2000. Through 2001 personnel expenses reduced, from CHF 1,296 million in first quarter to CHF 1,200 million in fourth quarter, reflecting lower performance-related and variable compensation and a reduction of support headcount.
     General and administrative expenses were CHF 1,441 million in 2001, compared to CHF 344 million in 2000. Cost control efforts drove expenses down during 2001, with fourth quarter general and administrative expenses 3% lower than in first quarter.
     Depreciation expenses were CHF 124 million in 2001, compared to CHF 42 million in 2000, reflecting the addition of PaineWebber. Amortization of goodwill and other intangible assets increased from CHF 84 million to CHF 502 million, reflecting the amortization costs due to the PaineWebber acquisition.

Headcount

Headcount decreased 5% in 2001 from 21,567 at 31 December 2000 to 20,413 at 31 December 2001. We continued to monitor market conditions, but prudent cost control in previous years meant that we have not needed to make franchise-threatening cuts to our headcount. Financial advisor headcount is almost unchanged from 2000, but we continued to implement efficiency measures to help manage support head-count downwards.


71


Review of Business Group Performance
Corporate Center

Corporate Center

                 
Business Group reporting               
               
CHF million, except where indicated             % change from 
For the year ended  31.12.02   31.12.01   31.12.00   31.12.01 

Income  1,387   800   385   73 
Credit loss recovery1
  249   236   1,161   6 

Total operating income
  1,636   1,036   1,546   58 

Personnel expenses  645   592   522   9 
General and administrative expenses  601   537   754   12 
Depreciation  473   372   320   27 
Amortization of goodwill and other intangible assets  24   24   43   0 

Total operating expenses
  1,743   1,525   1,639   14 

Business Group performance before tax
  (107)  (489)  (93)  (78)

Business Group performance before tax and goodwill2
  (83)  (465)  (50)  (82)
                 
Additional information             % change from 
As at  31.12.02   31.12.01   31.12.00   31.12.01 

Regulatory equity allocated (average)  9,400   8,250   12,300   14 
Fair value of employee stock options granted  323            
Headcount (full-time equivalents)  1,185   1,132   986   5 

                 
Business Group reporting adjusted for Significant Financial Events
                 
CHF million, except where indicated             % change from 
For the year ended  31.12.02   31.12.01   31.12.00   31.12.01 

Income  1,3154  800   385   64 
Credit loss recovery1
  249   236   1,161   6 

Total operating income
  1,564   1,036   1,546   51 

Personnel expenses  645   592   4905  9 
General and administrative expenses  601   537   6045  12 
Depreciation  473   372   320   27 
Amortization of goodwill and other intangible assets  24   24   43   0 

Total operating expenses
  1,743   1,525   1,457   14 

Business Group performance before tax
  (179)  (489)  89   (63)

Business Group performance before tax and goodwill2
  (155)  (465)  132   (67)

1 In order to show the relevant Business Group performance over time, adjusted expected loss figures rather than the net IFRS actual credit loss expenses are reported for all Business Groups. The difference between the adjusted expected loss figures and the net IFRS actual credit loss expenses recorded at Group level is reported in the Corporate Center (see Note 2 to the Financial Statements).   2 Excludes the amortization of goodwill and other intangible assets.   3 For informational purposes only. These pre-tax amounts have not been recorded in the Income statement. For details on the fair value calculation, refer to Note 32e to the Financial Statements.   4 Excludes significant financial event: Income, CHF 72 million (Gain on disposal of Klinik Hirslanden).   5 Excludes significant financial events: Personnel expenses, CHF 32 million (PaineWebber integration costs); General and administrative expenses, CHF 150 million (Net additional provision relating to the US Global Settlement).


72


Significant financial events

There were no significant financial events in Corporate Center in 2001.
     Significant financial events booked in Corporate Center in 2002 and 2000 were:
Operating income of CHF 72 million from the sale of Klinik Hirslanden in 2002.
Personnel expenses of CHF 32 million relating to the integration of PaineWebber into UBS in 2000.
General and administrative costs of CHF 150 million in 2000 in connection with the US Global Settlement of World War II-related claims.
     None of these events are reflected in the adjusted Business Group results in the table on the previous page. The results in the discussion below exclude significant financial events.

2002

Results

Corporate Center recorded a pre-tax loss of CHF 179 million in 2002, compared to the pre-tax loss of CHF 489 million in 2001.

Operating income

UBS Group recorded an actual credit loss of CHF 206 million in 2002 and CHF 498 million in 2001. The difference between adjusted expected losses charged to the business units and the actual credit loss expense recognized in the Group Financial Statements is booked as credit loss expense or recovery in the Corporate Center. In 2002, the actual loss was lower than the overall adjusted credit loss expense charged to the business units, resulting in a credit loss recovery in Corporate Center of CHF 249 million, compared to a credit loss recovery of CHF 236 million in 2001.
     Full-year total operating income increased by 51% from CHF 1,036 million in 2001 to CHF 1,564 million in 2002. This was primarily due to higher interest income at Group Treasury, gains from the sale of financial investments and an unrealized gain on derivatives used to economically hedge interest rate risk related to structured notes issued. These developments, however, were partially offset by writedowns on financial investments.

Operating expenses

Total operating expenses were CHF 1,743 million in 2002, 14% higher than in 2001.
     Over the full year, personnel expenses increased by 9% from CHF 592 million in 2001 to CHF 645 million in 2002, mainly reflecting higher expenses at Klinik Hirslanden, although that was partially offset by lower performance-related compensation.
     General and administrative expenses for 2002, at CHF 601 million, were CHF 64 million higher than in 2001. This was mainly due to higher provisions for legal cases, advertising expenditures and higher expenses at Klinik Hirslanden.
     At CHF 473 million in 2002, depreciation increased by 27% compared to a year earlier. This was mainly due to higher software depreciation which was previously capitalized as well as higher depreciation levels for Klinik Hirslanden.

Headcount

Headcount increased 5% during 2002 to 1,185 at 31 December 2002, reflecting hiring in Group Human Resources and Group Controller areas as well as transfers of staff from the Business Groups.

2001

Results

Corporate Center recorded a pre-tax loss of CHF 489 million in 2001, compared to a pre-tax profit of CHF 89 million in 2000, adjusted for significant financial events.

Operating income

The credit loss expense or recovery booked in Corporate Center represents the difference between the adjusted expected losses charged to the business units and the actual credit loss recognized in the Group income statement. UBS Group’s credit loss expense increased to CHF 498 million in 2001, compared to a recovery of CHF 130 million in 2000. For both 2000 and 2001, actual credit loss was less than the charge to the business units, resulting in a credit loss recovery in Corporate Center of CHF 236 million in 2001, compared to a recovery of CHF 1,161 million in 2000.


73


Review of Business Group Performance
Corporate Center

     Operating income decreased by CHF 510 million from 2000 to CHF 1,036 million in 2001, principally reflecting the swing in the credit loss results, offset by higher income from treasury activities.

Operating expenses

Total operating expenses were CHF 1,525 million in 2001, 5% higher than in 2000.
     In 2001 personnel expenses were CHF 592 million, an increase of 21% compared to 2000, driven by severance payments and the full-year cost of senior management and other additional personnel added through the PaineWebber merger.
     General and administrative expenses for 2001, at CHF 537 million, were CHF 67 million lower

than in 2000. This was due to lower corporate real estate costs and lower professional fees connected to the US Global Settlement of World War II-related claims, offset by higher IT costs and one-off charges relating to the bankruptcy of SAir Group.

Headcount

Headcount increased 15% during 2001 to 1,132 at 31 December 2001, driven by the transfer of International Mobility Program participants to Corporate Center headcount and the transfer of human resources staff from UBS Warburg. The International Mobility Program provides outstanding young employees of UBS with opportunities for work experience overseas.


74


75


(Background Graphic)

76


(UBS Group Financial Statements)

77


UBS Group Financial Statements
Table of Contents


Financial Statements
Table of Contents

     
Financial Statements 80
     
UBS Group Income Statement 80
UBS Group Balance Sheet 81
UBS Group Statement of Changes in Equity 82
UBS Group Statement of Cash Flows 84
     
Notes to the Financial Statements 86
     
1 Summary of Significant Accounting Policies 86
2a Segment Reporting by Business Group 96
2b Segment Reporting by Geographic Location 99
     
Income Statement 100
3 Net Interest and Trading Income 100
4 Net Fee and Commission Income 101
5 Other Income 101
6 Personnel Expenses 102
7 General and Administrative Expenses 102
8 Earnings per Share (EPS) and Shares Outstanding 103
     
Balance Sheet: Assets 104
9a Due from Banks and Loans 104
9b Allowances and Provisions for Credit Losses 105
9c Impaired Loans 105
9d Non-Performing Loans 106
10 Securities Borrowing, Securities Lending, Repurchase and Reverse Repurchase Agreements 107
11 Trading Portfolio 108
12 Financial Investments 109
13 Investments in Associates 110
14 Property and Equipment 111
15 Goodwill and Other Intangible Assets 111
16 Other Assets 113
     
Balance Sheet: Liabilities 114
17 Due to Banks and Customers 114
18 Debt Issued 114
19 Other Liabilities 120
20 Provisions 120
21 Income Taxes 120
22 Minority Interests 122
23 Derivative Instruments 122


78


         
Off-Balance Sheet Information 127
24 Fiduciary Transactions 127
25 Commitments and Contingent Liabilities 127
26 Operating Lease Commitments 129
         
Additional Information 130
27 Pledged Assets 130
28 Litigation 130
29 Financial Instruments Risk Position 130
  a) Market Risk 131
    (a)(i) Overview 131
    (a)(ii) Interest Rate Risk 131
    (a)(iii) Currency Risk 133
    (a)(iv) Equity Risk 135
    (a)(v) Issuer Risk 135
  b) Credit Risk 135
  c) Liquidity Risk 138
  d) Capital Adequacy 139
30 Fair Value of Financial Instruments 141
31 Retirement Benefit Plans and Other Employee Benefits 143
32 Equity Participation Plans 147
  a) Equity Participation Plans Offered 147
  b) UBS Share Awards 148
  c) UBS Option Awards 149
  d) Compensation Expense 150
  e) Pro-Forma Net Income 150
33 Related Parties 151
34 Post-Balance Sheet Events 153
35 Significant Subsidiaries and Associates 153
36 Acquisition of Paine Webber Group, Inc. 157
37 Currency Translation Rates 157
38 Swiss Banking Law Requirements 157
39 Reconciliation to US GAAP 160
40 Additional Disclosures Required under
US GAAP and SEC Rules
 172
         
Report of the Group Auditors 177


79


UBS Group Financial Statements
Financial Statements


Financial Statements

UBS Group Income Statement

                     
CHF million, except per share data                 % change from 
For the year ended Note  31.12.02  31.12.01  31.12.00  31.12.01 

Operating income
                    
Interest income  3   39,963   52,277   51,745   (24)
Interest expense  3   (29,417)  (44,236)  (43,615)  (33)

Net interest income      10,546   8,041   8,130   31 
Credit loss (expense)/recovery      (206)  (498)  130   (59)

Net interest income after credit loss expense      10,340   7,543   8,260   37 

Net fee and commission income  4   18,221   20,211   16,703   (10)
Net trading income  3   5,572   8,802   9,953   (37)
Other income  5   (12)  558   1,486     

Total operating income      34,121   37,114   36,402   (8)

Operating expenses
                    
Personnel expenses  6   18,524   19,828   17,163   (7)
General and administrative expenses  7   7,072   7,631   6,765   (7)
Depreciation of property and equipment  14   1,521   1,614   1,608   (6)
Amortization of goodwill and other intangible assets  15   2,460   1,323   667   86 

Total operating expenses      29,577   30,396   26,203   (3)

Operating profit before tax and minority interests
      4,544   6,718   10,199   (32)

Tax expense  21   678   1,401   2,320   (52)

Net profit before minority interests
      3,866   5,317   7,879   (27)

Minority interests  22   (331)  (344)  (87)  (4)

Net profit
      3,535   4,973   7,792   (29)

Basic earnings per share (CHF)  8   2.92   3.93   6.44   (26)
Basic earnings per share before goodwill (CHF)1
  8   4.73   4.97   7.00   (5)
Diluted earnings per share (CHF)  8   2.87   3.78   6.35   (24)
Diluted earnings per share before goodwill (CHF)1
  8   4.65   4.81   6.89   (3)

1Excludes the amortization of goodwill and other intangible assets.


80


UBS Group Balance Sheet

                 
              % change from 
CHF million Note  31.12.02  31.12.01  31.12.01 

Assets
                
Cash and balances with central banks      4,271   20,990   (80)
Due from banks  9   32,468   27,526   18 
Cash collateral on securities borrowed  10   139,052   162,938   (15)
Reverse repurchase agreements  10   294,086   269,256   9 
Trading portfolio assets  11   371,436   397,886   (7)
Positive replacement values  23   82,092   73,447   12 
Loans  9   211,647   226,545   (7)
Financial investments  12   8,391   28,803   (71)
Accrued income and prepaid expenses      6,453   7,554   (15)
Investments in associates  13   705   697   1 
Property and equipment  14   7,869   8,695   (9)
Goodwill and other intangible assets  15   13,696   19,085   (28)
Other assets  16, 21   8,952   9,875   (9)

Total assets
      1,181,118   1,253,297   (6)

Total subordinated assets1
      3,652   2,732   34 

Liabilities
                
Due to banks  17   83,178   106,531   (22)
Cash collateral on securities lent  10   36,870   30,317   22 
Repurchase agreements  10   366,858   368,620   0 
Trading portfolio liabilities  11   106,453   105,798   1 
Negative replacement values  23   81,282   71,443   14 
Due to customers  17   306,876   333,781   (8)
Accrued expenses and deferred income      15,331   17,289   (11)
Debt issued  18   129,411   156,218   (17)
Other liabilities  19, 20, 21   12,339   15,658   (21)

Total liabilities
      1,138,598   1,205,655   (6)

Minority interests  22   3,529   4,112   (14)

Shareholders’ equity
                
Share capital      1,005   3,589   (72)
Share premium account      12,638   14,408   (12)
Net gains/(losses) not recognized in the income statement, net of tax      (159)  (193)  18 
Retained earnings      32,638   29,103   12 
Treasury shares      (7,131)  (3,377)  (111)

Total shareholders’ equity
      38,991   43,530   (10)

Total liabilities, minority interests and shareholders’ equity
      1,181,118   1,253,297   (6)

Total subordinated liabilities
      10,102   13,818   (27)

1The subordinated assets for 2001 have been restated to include the subordinated traded assets of CHF 2,325 million.


81


 

 

 

 

 

 

 

 

 

 


1On 16 July 2001, UBS made a distribution to shareholders of CHF 1.60 per share, paid in the form of a reduction in the par value of its shares, from CHF 10.00 to CHF 8.40. At the same time, UBS split its share 3 for 1, resulting in a new par value of CHF 2.80 per share. On 10 July 2002 UBS made a distribution of CHF 2.00 to shareholders which reduced the par value from CHF 2.80 to CHF 0.80.
2Included are gains and losses from match-funding of net investments in foreign entities as follows: CHF 849 million net gain for 2002 and CHF 43 million net loss for 2001.
3Opening adjustments to reflect the adoption of IAS 39 (see Note 1: Summary of Significant Accounting Policies).
4Dividends declared per share were CHF 1.50 in 2000 and CHF 1.83 in 1999, both paid in the year 2000.

UBS Group Financial Statements
Table of Contents

Financial Statements
Table of Contents

       
  83 
       
       
  84 
       
       
  84 
  85 
  86 
  88 
       
  90 
       
1 Summary of Significant Accounting Policies  90 
2a Segment Reporting by Business Group  101 
2b Segment Reporting by Geographic Location  108 
       
       
  109 
3 Net Interest and Trading Income  109 
4 Net Fee and Commission Income  110 
5 Other Income  111 
6 Personnel Expenses  111 
7 General and Administrative Expenses  111 
8 Earnings per Share (EPS) and Shares Outstanding  112 
       
       
  113 
9a Due from Banks and Loans  113 
9b Allowances and Provisions for Credit Losses  114 
9c Impaired Due from Banks and Loans  114 
9d Non-Performing Due from Banks and Loans  115 
10 Securities Borrowing, Securities Lending, Repurchase and Reverse Repurchase Agreements  116 
11 Trading Portfolio  117 
12 Financial Investments(available-for-sale)  118 
13 Investments in Associates  120 
14 Property and Equipment  120 
15 Goodwill and Other Intangible Assets  121 
16 Other Assets  122 
       
       
  123 
17 Due to Banks and Customers  123 
18 Financial liabilities designated at fair value and debt issued  123 
19 Other Liabilities  125 
20 Provisions  125 
         
21 Income Taxes  125 
22 Minority Interests  127 
23 Derivative Instruments  127 
         
         
  132 
24 Fiduciary Transactions  132 
25 Commitments and Contingent Liabilities  132 
26 Operating Lease Commitments  134 
         
         
  135 
27 Pledged Assets  135 
28 Litigation  135 
29 Financial Instruments Risk Position  135 
  a) Market Risk  136 
    (a)(i)       Overview  136 
    (a)(ii)      Interest Rate Risk  136 
    (a)(iii)     Currency Risk  138 
    (a)(iv)     Equity Risk  138 
    (a)(v)      Issuer Risk  138 
  b) Credit Risk  139 
  c) Liquidity Risk  141 
  d) Capital Adequacy  142 
  e) Financial Instruments Risk Position in Motor-Columbus  144 
30 Fair Value of Financial Instruments  145 
31 Pension and Other Post-Retirement Benefit Plans  150 
32 Equity Participation Plans  155 
  a) Equity Participation Plans Offered  155 
  b) UBS Share Awards  156 
  c) UBS Option Awards  157 
  d) Compensation Expense  157 
  e) Pro-Forma Net Income  158 
33 Related Parties  159 
34 Sales of Financial Assets in Securitizations  161 
35 Post–Balance Sheet Events  161 
36 Significant Subsidiaries and Associates  162 
37 Invested Assets and Net New Money  166 
38 Business Combinations  167 
39 Currency Translation Rates  170 
40 Swiss Banking Law Requirements  171 
41 Reconciliation to US GAAP  172 
42 Additional Disclosures Required under US GAAP and SEC Rules  183 


82


Financial Statements

Report of the Group Auditors

(REPORT OF THE GROUP AUDITORS)

83


Financial Statements

Financial Statements

UBS Group Income Statement

                     
      For the year ended  % change from 
CHF million, except per share data
 Note   31.12.04   31.12.03   31.12.02   31.12.03 
 
                     
Operating income
                    
 
Interest income  3   39,398   40,159   39,963   (2)
 
Interest expense  3   (27,538)  (27,860)  (29,417)  (1)
 
Net interest income      11,860   12,299   10,546   (4)
 
Credit loss (expense)/recovery      276   (72)  (115)    
 
Net interest income after credit loss expense      12,136   12,227   10,431   (1)
 
Net fee and commission income  4   19,416   17,345   18,221   12 
 
Net trading income  3   4,972   3,756   5,451   32 
 
Other income  5   897   462   4   94 
 
Income from industrial holdings      3,648             
 
Total operating income      41,069   33,790   34,107   22 
 
                     
Operating expenses
                    
 
Personnel expenses  6   18,515   17,231   18,524   7 
 
General and administrative expenses  7   6,703   6,086   7,072   10 
 
Depreciation of property and equipment  14   1,352   1,353   1,514   0 
 
Amortization of goodwill and other intangible assets  15   964   943   2,460   2 
 
Goods and materials purchased      2,861             
 
Total operating expenses      30,395   25,613   29,570   19 
 
Operating profit before tax and minority interests
      10,674   8,177   4,537   31 
 
Tax expense  21   2,135   1,593   676   34 
 
Net profit before minority interests
      8,539   6,584   3,861   30 
 
Minority interests  22   (450)  (345)  (331)  30 
 
Net profit
      8,089   6,239   3,530   30 
 
Basic earnings per share (CHF)  8   7.68   5.59   2.92   37 
 
Diluted earnings per share (CHF)  8   7.47   5.48   2.87   36 
 

84


Balance Sheet

                 
   % change from 
CHF million
 Note   31.12.04   31.12.03   31.12.03 
 
                 
Assets
                
 
Cash and balances with central banks      6,036   3,584   68 
 
Due from banks  9   35,264   31,740   11 
 
Cash collateral on securities borrowed  10   220,242   213,932   3 
 
Reverse repurchase agreements  10   357,164   320,499   11 
 
Trading portfolio assets  11   370,259   341,013   9 
 
Trading portfolio assets pledged as collateral  11   159,115   120,759   32 
 
Positive replacement values  23   284,577   248,206   15 
 
Financial assets designated at fair value      653   0     
 
Loans  9   232,387   212,679   9 
 
Financial investments  12   5,049   5,139   (2)
 
Accrued income and prepaid expenses      5,876   6,218   (6)
 
Investments in associates  13   2,427   1,616   50 
 
Property and equipment  14   8,736   7,683   14 
 
Goodwill and other intangible assets  15   12,149   11,529   5 
 
Other assets  16,21   34,850   25,459   37 
 
Total assets
      1,734,784   1,550,056   12 
 
                 
Liabilities
                
 
Due to banks  17   118,901   127,012   (6)
 
Cash collateral on securities lent  10   61,545   53,278   16 
 
Repurchase agreements  10   422,587   415,863   2 
 
Trading portfolio liabilities  11   171,033   143,957   19 
 
Negative replacement values  23   303,712   254,768   19 
 
Financial liabilities designated at fair value  18   65,756   35,286   86 
 
Due to customers  17   376,083   346,633   8 
 
Accrued expenses and deferred income      14,685   13,673   7 
 
Debt issued  18   117,828   88,843   33 
 
Other liabilities  19,20,21   42,342   31,360   35 
 
Total liabilities
      1,694,472   1,510,673   12 
 
Minority interests  22   5,334   4,073   31 
 
                 
Shareholders’ equity
                
 
Share capital      901   946   (5)
 
Share premium account      7,348   6,935   6 
 
Net gains/(losses) not recognized in the income statement, net of tax      (1,644)  (983)  (67)
 
Revaluation reserve from step acquisitions      90   0     
 
Retained earnings      37,455   36,641   2 
 
Equity classified as obligation to purchase own shares      (96)  (49)  (96)
 
Treasury shares      (9,076)  (8,180)  (11)
 
Total shareholders’ equity
      34,978   35,310   (1)
 
Total liabilities, minority interests and shareholders’ equity
      1,734,784   1,550,056   12 
 

85


Financial Statements

Statement of Changes in Equity

             
  For the year ended 
CHF million
  31.12.04   31.12.03   31.12.02 
 
Issued and paid up share capital
            
 
Balance at the beginning of the year  946   1,005   3,589 
 
Issue of share capital  2   2   6 
 
Capital repayment by par value reduction1
          (2,509)
 
Cancellation of second trading line treasury shares (2001 program)          (81)
 
Cancellation of second trading line treasury shares (2002 program)      (61)    
 
Cancellation of second trading line treasury shares (2003 program)  (47)        
 
Balance at the end of the year
  901   946   1,005 
 
Share premium
            
 
Balance at the beginning of the year, restated  6,935   12,641   14,408 
 
Premium on shares issued and warrants exercised  379   92   157 
 
Net premium/(discount) on treasury share and own equity derivative activity  26   (330)  285 
 
Employee stock option plan  8         
 
Cancellation of second trading line treasury shares (2001 program)          (2,209)
 
Cancellation of second trading line treasury shares (2002 program)      (5,468)    
 
Balance at the end of the year
  7,348   6,935   12,641 
 
Net gains/(losses) not recognized in the income statement, net of taxes
            
 
Foreign currency translation
            
 
Balance at the beginning of the year  (1,644)  (849)  (769)
 
Movements during the year  (818)  (795)  (80)
 
Subtotal – balance at the end of the year
  (2,462)  (1,644)  (849)
 
Net unrealized gains/(losses) on available-for-sale investments, net of taxes
            
 
Balance at the beginning of the year  805   946   1,035 
 
Net unrealized gains/(losses) on available-for-sale investments  474   (108)  (144)
 
Impairment charges reclassified to the income statement  192   285   635 
 
Realized gains reclassified to the income statement  (353)  (340)  (600)
 
Realized losses reclassified to the income statement  22   22   20 
 
Subtotal – balance at the end of the year
  1,140   805   946 
 
Change in fair value of derivative instruments designated as cash flow hedges, net of taxes
            
 
Balance at the beginning of the year  (144)  (256)  (459)
 
Net unrealized gains/(losses) on the revaluation of cash flow hedges  (223)  116   (11)
 
Net realized (gains)/losses reclassified to the income statement  45   (4)  214 
 
Subtotal – balance at the end of the year
  (322)  (144)  (256)
 
Balance at the end of the year
  (1,644)  (983)  (159)
 
Revaluation reserve from step acquisitions, net of taxes
            
 
New acquisitions  90         
 
Balance at the end of the year
  90         
 
Retained earnings
            
 
Balance at the beginning of the year, restated  36,641   32,700   29,103 
 
Net profit for the year  8,089   6,239   3,597 
 
Dividends paid1
  (2,806)  (2,298)    
 
Cancellation of second trading line treasury shares (2003 program)2
  (4,469)        
 
Balance at the end of the year
  37,455   36,641   32,700 
 
Equity classified as obligation to purchase own shares
            
 
Balance at the beginning of the year, restated  (49)  (104)    
 
Net movements  (47)  55   (104)
 
Balance at the end of the year
  (96)  (49)  (104)
 
1
             
CHF million         
For the year ended 31.12.02  31.12.01  31.12.00 

Issued and paid up share capital
            
Balance at the beginning of the year  3,589   4,444   4,309 
Issue of share capital  6   12   135 
Capital repayment by par value reduction1
  (2,509)  (683)    
Cancellation of second trading line treasury shares (2000 Program)      (184)    
Cancellation of second trading line treasury shares (2001 Program)  (81)        

Balance at the end of the year
  1,005   3,589   4,444 

Share premium
            
Balance at the beginning of the year  14,408   20,885   14,437 
Premium on shares issued and warrants exercised  157   80   139 
Net premium/(discount) on treasury share and own equity derivative activity  282   (239)  (391)
Share premium increase due to PaineWebber acquisition          4,198 
Borrow of own shares to be delivered          5,895 
Settlement of own shares to be delivered      (2,502)  (3,393)
Cancellation of second trading line treasury shares (2000 Program)      (3,816)    
Cancellation of second trading line treasury shares (2001 Program)  (2,209)        

Balance at the end of the year
  12,638   14,408   20,885 

Net gains/(losses) not recognized in the income statement, net of taxes
Foreign currency translation
            
Balance at the beginning of the year  (769)  (687)  (442)
Movements during the year2
  (80)  (82)  (245)

Subtotal — balance at the end of the year
  (849)  (769)  (687)

Net unrealized gains/(losses) on available for sale investments, net of taxes
Balance at the beginning of the year  1,035   0     
Change in accounting policy      1,5773    
Net unrealized gains/(losses) on available for sale investments  (144)  (139)    
Impairment charges reclassified to the income statement  635   47     
Gains reclassified to the income statement  (600)  (461)    
Losses reclassified to the income statement  20   11     

Subtotal — balance at the end of the year
  946   1,035     

Change in fair value of derivative instruments designated as cash flow hedges, net of taxes
Balance at the beginning of the year  (459)  0     
Change in accounting policy      (380)3    
Net unrealized gains/(losses) on the revaluation of cash flow hedges  (11)  (316)    
Net (gains)/losses reclassified to the income statement  214   237     

Subtotal — balance at the end of the year
  (256)  (459)    

Balance at the end of the year
  (159)  (193)  (687)

Retained earnings
            
Balance at the beginning of the year  29,103   24,191   20,327 
Change in accounting policy      (61)3    
Balance at the beginning of the year (restated)  29,103   24,130   20,327 
Net profit for the year  3,535   4,973   7,792 
Dividends paid1, 4
          (3,928)

Balance at the end of the year
  32,638   29,103   24,191 

Treasury shares, at cost
            
Balance at the beginning of the year  (3,377)  (4,000)  (8,023)
Acquisitions  (8,313)  (13,506)  (16,330)
Disposals  2,269   10,129   20,353 
Cancellation of second trading line treasury shares (2000 Program)      4,000     
Cancellation of second trading line treasury shares (2001 Program)  2,290         

Balance at the end of the year
  (7,131)  (3,377)  (4,000)

Total shareholders’ equity
  38,991   43,530   44,833 

 On 10 July 2002, UBS made a distribution of CHF 2.00 per share to shareholders which reduced the par value from CHF 2.80 to CHF 0.80 per share. Dividends of CHF 2.00 per share and CHF 2.60 per share were paid on 23 April 2003 and 20 April 2004, respectively.  2 The cancellation of second trading line treasury shares is now made against retained earnings. In prior years it was made against the share premium account.


86

82


UBS Group Statement of Changes in Equity (continued)

Shares issued

                 
  Number of shares  % change from 
  
  
 
For the year ended  31.12.02   31.12.01   31.12.00   31.12.01 

Balance at the beginning of the year  1,281,717,499   1,333,139,187   1,292,679,486   (4)
Issue of share capital  3,398,869   3,843,661   4,459,701   (12)
Issue of share capital due to PaineWebber acquisition          36,000,000     
Cancellation of second trading line treasury shares (2000 Program)      (55,265,349)        
Cancellation of second trading line treasury shares (2001 Program)  (28,818,690)            

Balance at the end of the year
  1,256,297,678   1,281,717,499   1,333,139,187   (2)

             
  For the year ended
CHF million
  31.12.04   31.12.03   31.12.02 
 
Treasury shares, at cost
            
 
Balance at the beginning of the year  (8,180)  (7,131)  (3,377)
 
Acquisitions  (8,813)  (8,424)  (8,313)
 
Disposals  3,401)  1,846   2,269 
 
Cancellation of second trading line treasury shares (2001 program)          2,290 
 
Cancellation of second trading line treasury shares (2002 program)      5,529     
 
Cancellation of second trading line treasury shares (2003 program)  4,516         
 
Balance at the end of the year
  (9,076)  (8,180)  (7,131)
 
Total shareholders’ equity
  34,978   35,310   38,952 
 
                 
Shares issued 
  For the year ended % change from 
Number of shares
  31.12.04   31.12.03   31.12.02   31.12.03 
 
Balance at the beginning of the year  1,183,046,764   1,256,297,678   1,281,717,499   (6)
 
Issue of share capital  3,293,413   2,719,166   3,398,869   21 
 
Cancellation of second trading line treasury shares (2001 program)          (28,818,690)    
 
Cancellation of second trading line treasury shares (2002 program)      (75,970,080)        
 
Cancellation of second trading line treasury shares (2003 program)  (59,482,000)            
 
Balance at the end of the year
  1,126,858,177)  1,183,046,764   1,256,297,678   (5)
 
                 
Treasury shares 
  For the year ended % change from 
Number of shares
  31.12.04   31.12.03   31.12.02   31.12.03 
 
Balance at the beginning of the year     111,360,692   97,181,094   41,254,951   15 
 
Acquisitions  96,139,004      116,080,976      110,710,741   (17)
 
Disposals  (44,492,725)  (25,931,298)  (25,965,908)  (72)
 
Cancellation of second trading line treasury shares (2001 program)          (28,818,690)    
 
Cancellation of second trading line treasury shares (2002 program)      (75,970,080)      100 
 
Cancellation of second trading line treasury shares (2003 program)  (59,482,000)            
 
Balance at the end of the year
  103,524,971   111,360,692   97,181,094   (7)
 

Treasury shares

                 
  Number of shares  % change from 
  
  
 
For the year ended  31.12.02   31.12.01   31.12.00   31.12.01 

Balance at the beginning of the year  41,254,951   55,265,349   110,621,142   (25)
Acquisitions  110,710,741   162,818,045   257,121,4771  (32)
Disposals  (25,965,908)  (121,563,094)  (312,477,270)1  (79)
Cancellation of second trading line treasury shares (2000 Program)      (55,265,349)        
Cancellation of second trading line treasury shares (2001 Program)  (28,818,690)            

Balance at the end of the year
  97,181,094   41,254,951   55,265,349   136 

1 Number of shares in 2000 has been adjusted.

During the year a total of 28,818,69059,482,000 shares acquired under the second trading line buyback program 20012003 were cancelled. AtOn 31 December 2002,2004, a maximum of 9,590,9183,533,012 shares can be issued against the exercise of options from former PaineWebber employee option plans. These shares are shown as conditional share capital in the UBS AG (Parent Bank) disclosure. Out of the total number of 97,181,094103,524,971 treasury

shares, 74,035,08039,935,094 shares (CHF 5,4163,543 million) were acquired under the second trading line buyback program 2002 and are earmarkedhave been repurchased for cancellation. The Board of Directors will propose to the Annual General Meeting on 1621 April 20032005 to reduce the issuedoutstanding number of shares and the share capital by the number of shares purchased for cancellation. All issued shares are fully paid.



8387


UBS Group Financial Statements
Financial Statements

             
Statement of Cash Flows 
  For the year ended
CHF million
  31.12.04   31.12.03   31.12.02 
 
             
Cash flow from/(used in) operating activities
            
 
Net profit  8,089   6,239   3,530 
 
Adjustments to reconcile net profit to cash flow from/(used in) operating activities
            
 
Non-cash items included in net profit and other adjustments:            
 
Depreciation of property and equipment  1,352   1,353   1,514 
 
Amortization of goodwill and other intangible assets  964   943   2,460 
 
Credit loss expense/(recovery)  (276)  72   115 
 
Equity in income of associates  (65)  (123)  (7)
 
Deferred tax expense/(benefit)  3   489   (511)
 
Net loss/(gain) from investing activities  (475)  (63)  986 
 
Net loss/(gain) from financing activities  1,203   115   (446)
 
Net (increase)/decrease in operating assets:            
 
Net due from/to banks  (11,679)  42,921   (22,382)
 
Reverse repurchase agreements and cash collateral on securities borrowed  (42,975)  (101,381)  (944)
 
Trading portfolio and net replacement values  (19,834)  (52,197)  22,427 
 
Loans/due to customers  10,035   38,638   (11,446)
 
Accrued income, prepaid expenses and other assets  (6,927)  (16,100)  2,875 
 
Net increase/(decrease) in operating liabilities:            
 
Repurchase agreements and cash collateral on securities lent  14,991   65,413   4,791 
 
Accrued expenses and other liabilities  19,032   18,188   (4,754)
 
Income taxes paid  (1,336)  (1,104)  (572)
 
Net cash flow from/(used in) operating activities
  (27,898)  3,403   (2,364)
 
             
Cash flow from/(used in) investing activities
            
 
Investments in subsidiaries and associates  (2,511)  (428)  (60)
 
Disposal of subsidiaries and associates  800   834   984 
 
Purchase of property and equipment  (1,149)  (1,376)  (1,763)
 
Disposal of property and equipment  704   123   67 
 
Net (investment in)/divestment of financial investments  686   2,317   2,153 
 
Net cash flow from/(used in) investing activities
  (1,470)  1,470   1,381 
 

UBS Group Statement of Cash Flows88


              
CHF million         
For the year ended 31.12.02  31.12.01  31.12.00 

Cash flow from/(used in) operating activities
            
Net profit  3,535   4,973   7,792 
Adjustments to reconcile net profit to cash flow from/(used in) operating activities
            
Non-cash items included in net profit and other adjustments:            
 Depreciation of property and equipment  1,521   1,614   1,608 
 Amortization of goodwill and other intangible assets  2,460   1,323   667 
 Credit loss expense/(recovery)  206   498   (130)
 Equity in income of associates  (7)  (72)  (58)
 Deferred tax expense/(benefit)  (509)  292   544 
 Net loss/(gain) from investing activities  986   513   (730)
Net (increase)/decrease in operating assets:            
 Net due from/to banks  (22,382)  27,306   (915)
 Reverse repurchase agreements and cash collateral on securities borrowed  (944)  (60,536)  (81,054)
 Trading portfolio and net replacement values  21,967   (78,456)  11,553 
 Loans/due to customers  (11,537)  42,813   12,381 
 Accrued income, prepaid expenses and other assets  2,875   (424)  6,923 
Net increase/(decrease) in operating liabilities:            
 Repurchase agreements, cash collateral on securities lent  4,791   80,006   50,762 
 Accrued expenses and other liabilities  (4,754)  (5,235)  3,313 
Income taxes paid  (572)  (1,742)  (959)

Net cash flow from/(used in) operating activities
  (2,364)  12,873   11,697 

Cash flow from/(used in) investing activities
            
Investments in subsidiaries and associates  (60)  (467)  (9,729)
Disposal of subsidiaries and associates  984   95   669 
Purchase of property and equipment  (1,763)  (2,021)  (1,640)
Disposal of property and equipment  67   380   335 
Net (investment in)/divestment of financial investments  2,153   (5,770)  (8,770)

Net cash flow from/(used in) investing activities
  1,381   (7,783)  (19,135)

Cash flow from/(used in) financing activities
            
Net money market paper issued/(repaid)  (26,206)  24,226   10,125 
Net movements in treasury shares and own equity derivative activity  (5,605)  (6,038)  (647)
Capital issuance  6   12   15 
Capital repayment by par value reduction  (2,509)  (683)    
Dividends paid          (3,928)    
Issuance of long-term debt  17,132   18,233   14,884 
Repayment of long-term debt  (14,911)  (18,477)  (24,640)
Increase in minority interests  0   1,291   2,683 
Dividend payments to/and purchase from minority interests  (377)  (461)  (73)

Net cash flow from/(used in) financing activities
  (32,470)  18,103   (1,581)
Effects of exchange rate differences  (462)  (304)  112 

Net increase/(decrease) in cash equivalents
  (33,915)  22,889   (8,907)
Cash and cash equivalents, beginning of the year  116,259   93,370   102,277 

Cash and cash equivalents, end of the year
  82,344   116,259   93,370 

Cash and cash equivalents comprise:
            
Cash and balances with central banks  4,271   20,990   2,979 
Money market paper1
  46,183   69,938   66,454 
Due from banks maturing in less than three months  31,890   25,331   23,937 

Total
  82,344   116,259   93,370 

             
Statement of Cash Flows (continued)
  For the year ended
CHF million
  31.12.04   31.12.03   31.12.02 
 
             
Cash flow from/(used in) financing activities
            
 
Net money market paper issued/(repaid)  21,379   (14,737)  (26,206)
 
Net movements in treasury shares and own equity derivative activity  (4,999)  (6,810)  (5,605)
 
Capital issuance  2   2   6 
 
Capital repayment by par value reduction          (2,509)
 
Dividends paid  (2,806)  (2,298)    
 
Issuance of long-term debt, including financial liabilities designated at fair value  51,211   23,644   17,132 
 
Repayment of long-term debt, including financial liabilities designated at fair value  (24,717)  (13,615)  (14,911)
 
Increase in minority interests1
  102   755     
 
Dividend payments to/purchase from minority interests  (332)  (278)  (377)
 
Net cash flow from/(used in) financing activities
  39,840   (13,337)  (32,470)
 
Effects of exchange rate differences  (1,052)  (524)  (462)
 
Net increase/(decrease) in cash equivalents
  9,420   (8,988)  (33,915)
 
Cash and cash equivalents, beginning of the year  73,356   82,344   116,259 
 
Cash and cash equivalents, end of the year
  82,776   73,356   82,344 
 
Cash and cash equivalents comprise:
            
 
Cash and balances with central banks  6,036   3,584   4,271 
 
Money market paper2
  45,409   40,599   46,183 
 
Due from banks maturing in less than three months  31,331   29,173   31,890 
 
Total
  82,776   73,356   82,344 
 
             
Significant non-cash investing and financing activities
            
 
Hyposwiss, Zurich, deconsolidation            
 
Financial investments          53 
 
Property and equipment          18 
 
Debt issued          63 
 
Hirslanden Holding AG, Zurich, deconsolidation            
 
Financial investments          3 
 
Property and equipment          718 
 
Goodwill and other intangible assets          15 
 
Consolidation of special purpose entities            
 
Debt issued          2,322 
 
Provisions for reinstatement costs            
 
Property and equipment      137     
 
Motor-Columbus, Baden, from valuation at equity to full consolidation            
 
Financial investments  644         
 
Investments in associates  261         
 
Property and equipment  2,083         
 
Goodwill and other intangible assets  1,194         
 
Debt issued  727         
 
Minority interests  1,742         
 
Investment funds transferred to other liabilities according to IAS 32            
 
Minority interests  336         
 
1 Includes issuance of trust preferred securities of CHF 372 million for the year ended 31 December 2003.  2 Money market paper is included in the Balancebalance sheet under Trading portfolio assets and Financial investments. CHF 10,47513,242 million, CHF 29,8956,430 million and CHF 28,39510,475 million were pledged at 31 December 2002,2004, 31 December 20012003 and 31 December 2000,2002, respectively.

Cash paid for interest during 2004 was CHF 18,614 million.

89


84


UBS Group Statement of Cash Flows (continued)

              
Significant non-cash investing and financing activities         
CHF million         
For the year ended 31.12.02  31.12.01  31.12.00 

Paine Webber Group, Inc. acquisition            
 Value of shares issued (121,741,710 shares issued)  0   0   10,246 
 Value of options issued (18,975,810 options issued)  0   0   992 
Solothurner Bank SOBA, Solothurn, deconsolidation            
 Investments in associates  0   0   1 
 Property and equipment  0   0   77 
 Debt issued  0   0   493 
Hyposwiss, Zurich, deconsolidation            
 Financial investments  53   0   0 
 Property and equipment  18   0   0 
 Debt issued  63   0   0 
Hirslanden Holding AG, Zurich, deconsolidation            
 Financial investments  3   0   0 
 Property and equipment  718   0   0 
 Goodwill and other intangible assets  15   0   0 
Consolidation of special purpose entities            
 Debt issued  2,322   0   0 


85


UBS Group Financial Statements
Notes to the Financial Statements


Notes to the Financial Statements

Note 1 Summary of Significant Accounting Policies


a) Basis of accounting

UBS AG and subsidiaries (“UBS” or the “Group”) provide a broad range of financial services including advisory services, underwriting, financing, market making,market-making, asset management, brokerage, and retail banking on a global level. The Group was formed on 29 June 1998 when Swiss Bank Corporation and Union Bank of Switzerland merged. The merger was accounted for using the uniting of interests method of accounting.
The consolidated financial statements of the GroupUBS (the “Financial Statements”) are prepared in accordance with International Financial Reporting Standards (“IFRS”), issued by the International Accounting Standards Board (IASB), and stated in Swiss francs (CHF), the currency of the country in which UBS AG is incorporated. On 113 February 20032005, the Board of Directors approved them for issue.

b) Use of estimates in the preparation of Financial Statements

In preparing the Financial Statements, management is required to make estimates and assumptions that affect reported income, expenses, assets, liabilities and disclosure of contingent assets and liabilities. Use of available information and application of judgement are inherent in the formation of estimates. Actual results in the future could differ from such estimates and the differences may be material to the Financial Statements.

c) Consolidation

The Financial Statements comprise those of the parent company (UBS AG), its subsidiaries and certain special purpose entities, presented as a single economic entity. The effects of intra-groupintragroup transactions are eliminated in preparing the Financial Statements. Subsidiaries and special purpose entities which are directly or indirectly controlled by the Group are consolidated.consolidated, with the exception of certain employee benefit trusts (see also section ab). Subsidiaries acquired are consolidated from the

date control is transferred to the Group. Subsidiaries to be divested are consolidated up to the date of disposal. Temporarily controlled entities that are acquired and held with a view to their subsequent disposal, are recorded as Financial investments.
Assets held in an agency or fiduciary capacity are not assets of the Group and are not reported in the Financial Statements.
Equity and net income attributable to minority interests are shown separately in the Balancebalance sheet and Incomeincome statement, respectively.
Investments in associates in which the GroupUBS has a significant influence are accounted for under the equity method of accounting. Significant influence is normally evidenced when

UBS owns 20% or more of a company’s voting rights. Investments in associates are initially recorded at cost and the carrying amount is increased or decreased to recognize the Group’s share of the investee’s profits or losses after the date of acquisition. Investments in associates for which significant influence is intended to be temporary because the investments are acquired and held exclusively with a view to their subsequent disposal, are recorded as Financial investments.

The Group sponsors the formation of companies,entities, which may or may not be directly or indirectly owned subsidiaries, for the purpose of asset securitization transactions and structured debt issuance, and to accomplish certain narrow and well defined objectives. These companies may acquire assets directly or indirectly from UBS or its affiliates. Some of these companies are bankruptcy-remote entities whose assets are not available to satisfy the claims of creditors of the Group or any of its subsidiaries. Such companies are consolidated in the Group’s Financial Statements when the substance of the relationship between the Group and the company indicates that the company is controlled by the Group. Certain transactions of consolidated enti-


86


tiesentities meet the criteria for derecognition of financial assets. Derecognition of a financial asset takes place when the Group loses control of the contractual rights that comprise the financial asset.assets, see section d) below. These transactions do not affect the consolidation status of an entity.

d) Derecognition

UBS enters into transactions where it transfers assets recognized on its balance sheet, but retains either all risks and rewards of the transferred assets or a portion of them. If all or substantially all risks and rewards are retained, the transferred assets are not derecognized from the balance sheet. Transfers of assets with retention of all or substantially all risks and rewards include, for example, securities lending and repurchase transactions described under paragraphs f) and g) below. Another example of a transaction where all risks and rewards are retained is where assets are sold to a third party with a concurrent total rate of return swap on the transferred assets. These types of transactions are accounted for as secured financing transactions similar to repurchase agreements.
In transactions where UBS neither retains nor transfers substantially all the risks and rewards of ownership of a financial asset, it derecognizes the asset if control over the asset is lost. The rights and obligations retained in the transfer are recognized separately as assets and liabilities as appropriate. In transfers where control over the asset is retained, the Group continues to recognize the asset to the extent of its continuing involvement, determined by the extent to which it is exposed to changes in the value of the transferred asset.



90


In certain transactions, UBS retains rights to service a transferred financial asset for a fee. The transferred asset is derecognized in its entirety, if it meets the derecognition criteria. An asset or liability is recognized for the servicing rights, depending on whether the servicing fee is more than adequate to cover servicing expenses (asset) or is less than adequate for performing the servicing (liability).

e) Securitizations

UBS securitizes various consumer and commercial financial assets, which generally results in the sale of these assets to special-purpose entities, which, in turn issue securities to investors. Interests in the securitized financial assets may be retained in the form of senior or subordinated tranches, interest-only strips or other residual interests (“retained interests”). Retained interests are primarily recorded in Trading portfolio assets and carried at fair value. Gains or losses on securitization depend in part on the carrying amount of the transferred financial assets, allocated between the financial assets derecognized and the retained interests based on their relative fair values at the date of the transfer. Gains or losses on securitization are recorded in Net trading income.

f) Securities borrowing and lending

Securities borrowing and securities lending transactions are generally entered into on a collateralized basis, with securities predominantly advanced or received as collateral. Transfer of the securities themselves, whether in a borrowing / lending transaction or as collateral, is not reflected on the balance sheet unless the risks and rewards of ownership are also transferred. If cash collateral is advanced or received, securities borrowing and lending activities are recorded at the amount of cash collateral advanced (Cash collateral on securities borrowed) or received (Cash collateral on securities lent).
UBS monitors the market value of the securities borrowed and lent on a daily basis and provides or requests additional collateral in accordance with the underlying agreements.
Fees and interest received or paid are recognized on an accrual basis and recorded as interest income or interest expense.

g) Repurchase and reverse repurchase transactions

Securities purchased under agreements to resell (reverse repurchase agreements) and securities sold under agreements to repurchase (repurchase agreements) are generally treated as collateralized financing transactions. In reverse repurchase agreements, the cash advanced, including accrued interest, is recognized on the balance sheet as Reverse repurchase agreements. In repurchase agreements, the cash received, including accrued interest, is recognized on the balance sheet as Repurchase agreements.
Securities received under reverse repurchase agreements and securities delivered under repurchase agreements are not recognized on or derecognized from the balance sheet, unless control of the contractual rights that comprise these se-

curities is obtained or relinquished. UBS monitors the market value of the securities received or delivered on a daily basis and provides or requests additional collateral in accordance with the underlying agreements.

Interest earned on reverse repurchase agreements and interest incurred on repurchase agreements is recognized as interest income or interest expense over the life of each agreement.
The Group offsets reverse repurchase agreements and repurchase agreements with the same counterparty for transactions covered by legally enforceable master netting agreements when net or simultaneous settlement is intended.

h) Segment reporting

UBS’s financial businesses are organized on a worldwide basis into four Business Groups and the Corporate Center. Wealth Management & Business Banking is segregated into two segments, Wealth Management and Business Banking Switzerland. The Corporate Center also consists of two segments, Private Banks & GAM and Corporate Functions. The Industrial Holdings segment holds all industrial operations controlled by the Group. In total, UBS now reports eight business segments.
Segment income, segment expenses and segment performance include transfers between business segments and between geographical segments. Such transfers are conducted at arm’s length.

i) Foreign currency translation

Foreign currency transactions are recorded at the rate of exchange on the date of the transaction. At the balance sheet date, monetary assets and liabilities denominated in foreign currencies are reported using the closing exchange rate. Exchange differences arising on the settlement of transactions at rates different from those at the date of the transaction, and unrealized foreign exchange differences on unsettled foreign currency monetary assets and liabilities, are recognized in the income statement.
     ExchangeUnrealized exchange differences on non-monetary financial assets (investments in equity instruments) are a component of the change in their entire fair value. Depending on the classification ofFor a non-monetary financial asset classified as held for trading, unrealized exchange differences are either recognized in the income statement (applicable for example for equity securities held for trading), or within Shareholder’s equity ifstatement. For non-monetary financial assetsFinancial investments which are classified as available-for-sale, financial investments.unrealized exchange differences are recorded directly in Shareholder’s equity until the asset is sold.
When preparing consolidated financial statements, assets and liabilities of foreign entities are translated at the exchange rates at the balance sheet date, while income and expense items are translated at weighted average rates for the period. Differences resulting from the use of closing and weighted average exchange rates and from revaluing a foreign entity’s opening net asset balance at closing rate are recognized directly in Foreign currency translation within Shareholders’ equity.



e) Business and geographical segments91


The Group is organized on a worldwide basis into four Business Groups and

Financial Statements
Notes to the Corporate Center. This organizational structure is the basis upon which the Group reports its primary segment information.

     Segment income, segment expenses and segment performance include transfers between business segments and between geographical segments. Such transfers are accounted for at prices in line with charges to unaffiliated customers for similar services.
Financial Statements

f)j) Cash and cash equivalents

Cash and cash equivalents consist of Cash and balances with central banks, balances included in Due from banks that mature in less than three months, and Money market paper included in Trading portfolio assets and Financial investments.

g)k) Fee income

Brokerage feesUBS earns fee income from a diverse range of services it provides to its customers. Fee income can be divided into two broad categories: income earned from executing securities transactionsservices that are recordedprovided over a certain period of time, for which customers are generally billed on an annual or semi-annual basis, and income earned from providing transaction-type services. Fees earned from services that are provided over a certain period of time are recognized ratably over the service period. Fees earned from providing transaction-type services are recognized when the service has been provided. Portfoliocompleted. Fees or components of fees that are performance linked are recognized when the performance criteria are fulfilled.
The following fee income is predominantly earned from services that are provided over a period of time: investment fund fees, fiduciary fees, custodian fees, portfolio and other management and advisory fees, insurance-related fees, credit-related fees and other servicecommission income. Fees predominantly earned from providing transaction-type services include underwriting fees, are recognizedcorporate finance fees, and brokerage fees.

l) Determination of fair value

The determination of fair values of financial assets and financial liabilities is based on quoted market prices or dealer price quotations for financial instruments traded in active markets. For all other financial instruments fair value is determined by using valuation techniques. Valuation techniques include net present value techniques, the termsdiscounted cash flow method, comparison to similar instruments for which market observable prices exist, and valuation models. UBS uses widely recognized valuation models for determining fair value of common and more simple financial instruments like options and interest rate and currency swaps. For these financial instruments, inputs into models are market observable.
For more complex instruments, UBS uses proprietary models, which usually are developed from recognized valuation models. Some or all of the applicable service contracts. Asset management fees related to investment fundsinputs into these models may not be market observable, and are recognized ratably overderived from market prices or rates or estimated based on assumptions. When entering into a transaction, the period the servicefinancial instrument is provided. The same principle is applied for fees earned for wealth management, financial planning and custody services that are continuously provided over an extended period of time. Transaction-related fees earned from merger and acquisition and other advisory services, securities underwriting, fund raising, and from other investment banking and similar services that have a non-recurring character, areinitially recognized at the timetransaction price, which is the service has been completed.best indicator of fair value, although the value obtained from the valuation model may differ from the transaction price. This initial difference, usually an increase, in fair value indicated by valuation techniques is recognized in income depending upon the individual facts and circumstances of each transaction and not later than when the market data becomes observable.
The value produced by a model or other valuation technique is adjusted to allow for a number of factors as appropriate, be-

h) Securities borrowing and lending

Securities borrowed and securities lent
cause valuation techniques cannot appropriately reflect all factors market participants take into account when entering into a transaction. Valuation adjustments are recorded to allow for model risks, bid-ask spreads, liquidity risks, as well as other factors. Management believes that these valuation adjustments are necessary and appropriate to fairly state financial instruments carried at the amount of cash collateral advanced or received, plus accrued interest.
     Securities borrowed and securities received as collateral under securities lending transactions are not recognized infair value on the balance sheet unless control of the contractual rights that comprise these securities received is gained. Securities lent and securities provided as collateral under securities borrowing transactions are not derecognized from the balance sheet unless control of the contractual rights that comprise these securities transferred is relinquished. The Group monitors the market value of the securities borrowed and lent on a daily basis and provides or requests additional collateral in accordance with the underlying agreements.
     Fees and interest received or paid are recorded as interest income or interest expense, on an accrual basis.

i) Repurchase and reverse repurchase transactions

Securities purchased under agreements to resell (reverse repurchase agreements) and securities


87


UBS Group Financial Statements
Notes to the Financial Statements


sold under agreements to repurchase (repurchase agreements) are generally treated as collateralized financing transactions and are carried at the amounts of cash advanced or received, plus accrued interest.
     Securities received under reverse repurchase agreements and securities delivered under repurchase agreements are not recognized in the balance sheet or derecognized from the balance sheet, unless control of the contractual rights that comprise these securities is relinquished. The Group monitors the market value of the securities received or delivered on a daily basis, and provides or requests additional collateral in accordance with the underlying agreements.
     Interest earned on reverse repurchase agreements and interest incurred on repurchase agreements is recognized as interest income or interest expense, over the life of each agreement.
     The Group offsets reverse repurchase agreements and repurchase agreements with the same counterparty for transactions covered by legally enforceable master netting agreements when net or simultaneous settlement is intended.sheet.

j)m) Trading portfolio

Trading portfolio assets consist of money market paper, other debt instruments, including traded loans, equity instruments, and precious metals and commodities which are owned by the Group (“long” positions). ObligationsTrading portfolio liabilities consist of obligations to deliver trading securities sold but not yet purchased are reportedsuch as Trading portfolio liabilities. Trading portfolio liabilities consist of money market paper, other debt instruments and equity instruments which the Group has sold to third parties but does not own (“short” positions).
The trading portfolio is carried at fair value, which includes valuation allowances for instruments for which liquid markets do not exist.value. Gains and losses realized on disposal or redemption and unrealized gains and losses from changes in the fair value of trading portfolio assets or liabilities are reported as Net trading income. Interest and dividend income and expense on trading portfolio assets or liabilities are included in Interest and dividend income or Interest and dividend expense, respectively.
The Group uses settlement date accounting when recording trading portfolio transactions. It recognizes from the date the transaction is entered into (trade date) in the income statement

any unrealized profits and losses arising from revaluing that contract to fair value.value in the income statement. Subsequent to the trade date, when the transaction is consummated (settlement date) a resulting financial asset or liability is recognized on the balance sheet at the fair value of the consideration given or received plus or minus the change in fair value of the contract since the trade date. When the Group becomes party to a sales contract of a financial asset classified in its trading portfolio it derecognizes the asset on the day of its transfer.

n) Financial instruments designated as held at fair value through profit and loss

UBS has a substantial portion of its compound debt instruments classified as held at fair value through profit and loss. These liabilities are presented in a separate line on the face of the balance sheet. A small amount of financial assets has also been classified as held at fair value through profit and loss, and they are likewise presented in a separate line. A financial instrument may be designated at inception as held at fair value through profit and loss and can subsequently not be changed. The determinationfair value designation was made possible as part of fair values of trading portfolio assets or liabilities is based on quoted market prices in active markets or dealer price quotations, pricing models (using assumptions based on market and economic conditions), or management’s estimates, as applicable.

k) Loans originated by the Group

Loans originated by the Group include loans where money is provided directlytransition to the borrower, other than those that are originated with the intent to be sold immediately or in the short term,revised IAS 39, which are recordedUBS adopted on 1 January 2004. The Group designated approximately CHF 35.3 billion of existing compound debt instruments as Trading portfolio assets. A participation in a loan from another lender is considered to be originated by the Group, provided it is funded on the date the loan is originated by the lender. Purchased loans are classified either as Financial investments available for sale, or as Trading portfolio assets, as appropriate.
     Loans originated by the Group are recognized when cash is advanced to borrowers. They are initially recordedheld at cost, which is the fair value of the cash giventhrough profit and loss at 1 January 2004. All fair value changes related to originate the loan, including any transaction costs, and are subsequently measured at amortized cost using the effective interest rate method.
     Interest on loans originated by the Group is included in Interest earned on loans and advances and is recognized on an accrual basis. Fees and direct costs relating to loan origination, financing or restructuring and to loan commitments are deferred and amortized to Interest earned on loans and advances over the life of the loan using the straight-line method which approximates the effective interest rate method. Fees received for commitments which are not expected to result in a loan are included in Credit-related fees and commissions over the commitment period. Loan syndication fees where UBS does not retain a portion of the syndicated loan are credited to commission income.


88


l) Allowance and provision for credit losses

An allowance for credit losses is established if there is objective evidence that the Group will be unable to collect all amounts due on a claim according to the original contractual terms or the equivalent value. A “claim” means a loan, a commitment such as a letter of credit, guarantee or commitment to extend credit, or a derivative or other credit product.
     An allowance for credit loss is reported as a reduction of the carrying value of a claim on the balance sheet, whereas for an off-balance sheet item such as a commitment a provision for credit loss is reported in Other liabilities. Additions to the allowances and provisions for credit losses are made through credit loss expense.
     Allowances and provisions for credit losses are evaluated at a counterparty-specific and/or country-specific level based on the following principles:
     Counterparty-specific: A claim is considered impaired when management determines that it is probable that the Group will not be able to collect all amounts due according to the original contractual terms or the equivalent value.
     Individual credit exposures are evaluated based upon the borrower’s character, overall financial condition, resources and payment record; the prospects for support from any financially responsible guarantors; and, where applicable, the realizable value of any collateral.
     The estimated recoverable amount is the present value of expected future cash flows which may result from restructuring or liquidation. Impairment is measured and allowances for credit losses are established for the difference between the carrying amount and its estimated recoverable amount.
     If there are indications of significant probable losses in the portfolio that have not been specifically identified, allowances for credit losses would also be provided for on a portfolio basis.
     Upon impairment the accrual of interest income based on the original terms of the claim is discontinued, but the increase of the present value of impaired claims due to the passage of time is reported as interest income.
     An impaired loan is classified as non-performing when the contractual payments of principal and/or interest are in arrears for 90 days or more.
     All impaired claims are reviewed and analyzed at least annually. Any subsequent changes to the

amounts and timing of the expected future cash flows compared to the prior estimates will result in a change in the allowance for credit losses and be charged or credited to credit loss expense.
     An allowance for an impairment is reversed only when the credit quality has improved such that there is reasonable assurance of timely collection of principal and interest in accordance with the original contractual terms of the claim agreement.
     A write-off is made when all or part of a claim is deemed uncollectible or forgiven. Write-offs are charged against previously established allowances for credit losses or directly to credit loss expense and reduce the principal amount of a claim. Recoveries in part or in full of amounts previously written off are credited to credit loss expense.
     Country-specific: Where, in management’s opinion, it is probable that some claims may be affected by systemic crisis, transfer restrictions or non-enforceability, specific country allowances for probable losses are established. They are based on country-specific scenarios, taking into consideration the nature of the individual exposures, but excluding those amounts covered by counterparty-specific allowances.

m) Securitizations

The Group securitizes various consumer and commercial financial assets, which generally results in the sale of these assets to special-purpose vehicles which, in turn issue securities to investors. Financial assets are partially or wholly derecognized when the Group gives up control of the contractual rights that comprise the financial asset.
     Interests in the securitized financial assets may be retained in the form of senior or subordinated tranches, interest-only strips or other residual interests (“retained interests”). Retained interests are primarily recorded in Trading portfolio assets and carriedinstruments held at fair value. The determination of fair values of retained interest is generally based on quoted market prices or to a lesser extent by determining the present value of expected future cash flows using pricing models that incorporate management’s best estimates of critical assumptions which may include credit losses, discount rates, yield curvesthrough profit and other factors.
     Gains or losses on securitization depend in part on the carrying amount of the transferred


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financial assets, allocated between the financial assets derecognized and the retained interests based on their relative fair values at the date of the transfer. Gains or losses on securitizationloss are recordedrecognized in Net trading income.

n) Financial investments

Financial investments are classified as available-for-sale and recorded on a settlement date basis. Management determines the appropriate classification of its investments at the time of the purchase. Financial investments consist of money market paper, other debt instruments and equity instruments, including private equity investments.
     Available-for-sale financial investments may be sold in response to needs for liquidity or changes in interest rates, foreign exchange rates or equity prices.
     Available-for-sale financial investments are carried at fair value. Unrealized gains or losses on available-for-sale investments are reported in Shareholders’ equity, net of applicable taxes, until such investment is sold, collected or otherwise disposed of, or until such investment is determined to be impaired.
     The determination of fair values of available-for-sale financial investments is generally based on quoted market prices in active markets, dealer price quotations, discounted expected cash flows using market rates commensurate with the credit quality and maturity of the investment or based upon review of the investee’s financial results, condition and prospects including comparisons to similar companies for which quoted market prices are available.
     If an available-for-sale investment is determined to be impaired, the cumulative unrealized loss previously recognized in Shareholders’ equity is included in net profit or loss for the period and reported in Other income. A financial investment is considered impaired if its cost exceeds the recoverable amount. For non-quoted equity investments, the recoverable amount is determined by applying recognized valuation techniques. The standard method applied is based on multiple of earnings observed in the market for comparable companies. For quoted financial investments, the recoverable amount is determined by reference to the market price. They are considered impaired if objective evidence indicates that the decline in market price has reached a level that recovery of the cost

value cannot be reasonably expected within the foreseeable future.
     On disposal of an available-for-sale investment, the accumulated unrealized gain or loss included in Shareholders’ equity is transferred to net profit or loss for the period and reported in Other income. Gains and losses on disposal are determined using the average cost method.
     Interest and dividend income on available-for-sale financial investments is included in Interest and dividend income from financial investments.

o) Property and equipment

Property and equipment includes bank-occupied properties, investment properties, software, IT and communication and other machines and equipment.
     Bank-occupied property is defined as property held by the Group for use in the supply of services or for administrative purposes whereas investment property is defined as property held by the Group to earn rentals and/or for capital appreciation. If a property of the Group includes a portion that is bank-occupied and another portion that is held to earn rentals or for capital appreciation, the classification is based on whether or not these portions can be sold separately. If both portions of the property can be sold separately these portions are accounted for as bank-occupied property and investment property, respectively. If the portions cannot be sold separately, the whole property is classified as bank-occupied property unless the portion used by the bank is minor. The classification of property is reviewed on a regular basis to account for major changes in its usage.
     Software development costs are capitalized when they meet certain criteria relating to identifiability, it is probable that future economic benefits will flow to the enterprise, and the cost can be measured reliably. Internally developed software meeting these criteria and purchased software are classified in Property and equipment on the balance sheet.
     Property and equipment is carried at cost less accumulated depreciation and accumulated impairment losses. Property and equipment is periodically reviewed for impairment.
     Property and equipment is depreciated on a straight-line basis over its estimated useful life as follows:



9092



Properties, excluding landNot exceeding 50 years

Other machines and equipmentNot exceeding 10 years

IT, software and communicationNot exceeding 3 years

     Property formerly bank-occupied or leased to third parties under an operating lease, which the Group has decided to dispose of and foreclosed property are defined as Properties held for resale and disclosed in Other assets. They are carried at the lower of cost or recoverable value.

     When the cost model is applied, IAS 40, Investment Property, requires the disclosure of the investment property’s fair value (see Note 14) and how fair value is determined. UBS employs internal real estate experts who determine the fair value of investment property by applying recognized valuation techniques. In cases where prices of recent market transactions of comparable objects are available, fair value is determined by reference to these transactions.

p) Goodwill and other intangible assets

Goodwill represents the excess of the cost of an acquisition over the fair value of the Group’s share of net identifiable assets of the acquired entity at the date of acquisition.
     Other intangible assets are comprised of separately identifiable intangible items arising from acquisitions and certain purchased trademarks and similar items.
     Goodwill and other intangible assets are recognized as assets and are amortized using the straight-line basis over their estimated useful economic life, not exceeding 20 years. At each balance sheet date, goodwill and other intangible assets are reviewed for indications of impairment or changes in estimated future benefits. If such indications exist an analysis is performed to assess whether the carrying amount of goodwill or other intangible assets is fully recoverable. A write-down is made if the carrying amount exceeds the recoverable amount.

q) Income taxes

Income tax payable on profits, based on the applicable tax laws in each jurisdiction, is recognized as an expense in the period in which profits arise. The tax effects of income tax losses available for carry-forward are recognized as an asset when it is probable that future taxable profit will be available against which those losses can be utilized.

     Deferred tax liabilities are recognized for temporary differences between the carrying amounts of assets and liabilities in the Group balance sheet and their amounts as measured for tax purposes, which will result in taxable amounts in future periods. Deferred tax assets are recognized for temporary differences which will result in deductible amounts in future periods, but only to the extent it is probable that sufficient taxable profits will be available against which these differences can be utilized.
     Deferred tax assets and liabilities are measured at the tax rates that are expected to apply in the period in which the asset will be realized or the liability will be settled based on enacted rates.
     Current and deferred tax assets and liabilities are offset when they arise from the same tax reporting group and relate to the same tax authority and when the legal right to offset exists.
     Current and deferred taxes are recognized as income tax benefit or expense except for (i) deferred taxes recognized or disposed of upon the acquisition or disposal of a subsidiary, and (ii) unrealized gains or losses on available for sale investments and changes in fair value of derivative instruments designated as cash flow hedges, which are recorded net of taxes in Gains or losses not recognized in the income statement within Shareholders’ equity.

r) Debt issued

Debt issued is initially measured at cost, which is the fair value of the consideration received, net of transaction costs incurred. Subsequent measurement is at amortized cost, using the effective interest rate method to amortize cost at inception to the redemption value over the life of the debt.
     Combined debt instruments that are related to non-UBS AG equity instruments, foreign exchange, credit instruments or indices are considered structured instruments. The embedded derivative is separated from the host contract and accounted for as a stand-alone derivative if the criteria for separation are met. The host contract is subsequently measured at amortized cost.
     Debt instruments with embedded derivatives that are related to UBS AG shares or to a derivative instrument that has UBS AG shares as underlying are separated into a liability and an equity component at issue date, if they will be physically settled. Initially, a portion of the net proceeds from issuing the combined debt instru-


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UBS Group Financial Statements
Notes to the Financial Statements


ment are allocated to the equity component based on its fair value and reported in Share premium account. The determination of fair values is generally based on quoted market prices or option pricing models. Subsequent changes in fair value of the separated equity component are not recognized. The remaining amount is allocated to the liability component and reported as Debt issued. The liability component is subsequently measured at amortized cost. However, if the combined instrument or the embedded derivative related to UBS AG shares is cash settled or the holder of the hybrid instrument has the right to require cash settlement, then the separated derivative is accounted for as a trading instrument with changes in fair value recorded in income.
     It is the Group’s policy to hedge the fixed interest rate risk on debt issues (except for certain subordinated long-term notes issues, see Note 30a) and apply fair value hedge accounting. The effect is such that when hedge accounting is applied to fixed rate debt instruments, the carrying value of debt issues is adjusted for changes in fair value related to the hedged exposure rather than carried at amortized cost. See v) Derivative instruments for further discussion.
     Own bonds held as a result of market making activities or deliberate purchases in the market are treated as a redemption of debt. A gain or loss on redemption is recorded depending on whether the repurchase price of the bond was lower or higher than its carrying value in the books. A subsequent sale of own bonds in the market is treated as a re-issuance of debt.
     Interest expense on debt instruments is included in Interest on debt issued.

s) Treasury shares

UBS AG shares held by the Group are classified in Shareholders’ equity as Treasury shares and accounted for at weighted average cost. The difference between the proceeds from sales of treasury shares and their cost (net of tax, if any) is classified as Share premium.
     Contracts that require physical settlement or net share settlement in UBS AG shares or provide the Group with a choice to physically settle are classified as Shareholders’ equity and reported as Share premium. Upon settlement of such contracts the proceeds received less cost (net of tax, if any), are reported as Share premium.

     Contracts on UBS AG shares that require net cash settlement or provide the counterparty with a choice of net cash settlement are classified as trading instruments, with the changes in fair value reported in the income statement.

t) Retirement benefits

The Group sponsors a number of retirement benefit plans for its employees worldwide. These plans include both defined benefit and defined contribution plans and various other retirement benefits such as post-employment medical benefits. Group contributions to defined contribution plans are expensed when employees have rendered services in exchange for such contributions, generally in the year of contribution.
     The Group uses the projected unit credit actuarial method to determine the present value of its defined benefit plans and the related current service cost and, where applicable, past service cost.
     The principal actuarial assumptions used by the actuary are set out in Note 32.
     The Group recognizes a portion of its actuarial gains and losses as income or expenses if the net cumulative unrecognized actuarial gains and losses at the end of the previous reporting period exceeded the greater of:

a)10% of present value of the defined benefit obligation at that date (before deducting plan assets); and

b)10% of the fair value of any plan assets at that date.

     The unrecognized actuarial gains and losses exceeding the greater of the two values are recognized in the income statement over the expected average remaining working lives of the employees participating in the plans.

     If an excess of the fair value of the plan assets over the present value of the defined benefit obligation cannot be recovered fully through refunds or reductions in future contributions, no gain is recognized solely as a result of deferral of an actuarial loss or past service cost in the current period or no loss is recognized solely as a result of deferral of an actuarial gain in the current period.

u) Equity participation plans

The Group provides various equity participation plans in the form of stock plans and stock option plans. UBS generally uses the intrinsic


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value method of accounting for such awards. Consequently, compensation expense is measured as the difference between the quoted market price of the stock at the grant date less the amount, if any, that the employee is required to pay, or by the excess of stock price over option strike price, if any. The Group’s policy is to recognize compensation expense for equity awards at the date of grant.

v)o) Derivative instruments and hedging

All derivative instruments of the Group are carried at fair value on the balance sheet and are reported as Positive or Negative replacement values. Fair values are obtained from quoted market prices, dealer price quotations, discounted cash flow models and option pricing models, which incorporate current market and contractual prices for the underlying instrument, time to expiry, yield curves and volatility of the underlying. The Group offsets positive and negative replacement values with the same counter-party for transactions covered by legally enforceable master netting agreements, as explained in Note 23.
Where the Group enters into derivatives for trading purposes, realized and unrealized gains and losses are recognized in Net trading income.
The Group also uses derivative instruments as part of its asset and liability management activities to manage exposures to interest rate, foreign currency and credit risks, including exposures arising from forecast transactions. The Group applies either fair value or cash flow hedge accounting when transactions meet the specified criteria to obtain hedge accounting treatment.
At the time a financial instrument is designated as a hedge, the Group formally documents the relationship between the hedging instrument(s) and hedged item(s), including. Documentation includes its risk management objectives and its strategy in undertaking the hedge transaction, which must be in accordance with the Group’s risk management policies, together with the methods that will be used to assess the effectiveness of the hedging relationship. Accordingly, the Group formally assesses, both at the inception of the hedge and on an ongoing basis, whether the hedging derivatives have been “highly effective” in offsetting changes in the fair value or cash flows of the hedged items. A hedge is normally regarded as highly effective if, at inception and throughout its

life, the Group can expect, and actual results indicate, that changes in the fair value or cash flows of the hedged item to be almost fullyare effectively offset by the changes in the fair value or cash flows of the hedging instrument, and actual results are within a range of 80% to 125%. In the case of hedging a forecast transaction, the transaction must be highly probablehave a high probability of occurring and must present an exposure to variations in cash flows that could ultimately affect reported net profit or loss. The Group discontinues hedge accounting when it is determined thatthat: a derivative is not, or has ceased to be, highly effective as a hedge; when the derivative expires, or is sold, terminated, or exercised; when the hedged item matures or is sold or repaid; or when a forecast transaction is no longer deemed highly probable.
     “Hedge ineffectiveness”Hedge ineffectiveness represents the amount by which the changes in the fair value of the hedging derivative differ from changes in the fair value of the hedged item or the amount by which changes in the cash flow of the hedging derivative differ from changes (or expected changes) in the cash flow of the hedged item. Such gains and losses are recorded in current period earnings in Net trading income, as are gains and losses on components of a hedging derivative that are excluded from assessing hedge effectiveness.
For qualifying fair value hedges, the change in fair value of the hedging derivative is recognized in net profit and loss. Those changes in fair value of the hedged item which are attributable to the risks hedged with the derivative instrument are reflected in an adjustment to the carrying value of the hedged item, which is also recognized in net profit or loss. If the hedge relationship is terminated for reasons other than the derecognition of the hedged item, the difference between the carrying value of the hedged item at that point and the value

at which it would have been carried had the hedge never existed (the “unamortized fair value adjustment”), is, in the case of interest bearing instruments, amortized to net profit or loss over the remaining term of the original hedge, while for non-interest bearing instruments that amount is immediately recognized in earnings. If the hedged instrument is derecognized, e.g. is sold or repaid, the unamortized fair value adjustment is recognized immediately in net profit and loss.
A fair valuationvalue gain or loss associated with the effective portion of a derivative designated as a cash flow hedge is recognized initially in Share-


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UBS Group Financial Statements
Notes to the Financial Statements


holders’Shareholders’ equity. When the cash flows that the derivative is hedging (including cash flows from transactions that were only forecast when the derivative hedge was effected) materialize, resulting in income or expense, then the associated gain or loss on the hedging derivative is simultaneously transferred from Shareholders’ equity to the corresponding income or expense line item.
If a cash flow hedge for a forecast transaction is deemed to be no longer effective, or the hedge relationship is terminated, the cumulative gain or loss on the hedging derivative previously reported in Shareholders’ equity remains in Shareholders’ equity until the committed or forecast transaction occurs, at which point it is transferred from Shareholders’ equity to net trading income.the income statement.
Derivative instruments transacted as economic hedges but not qualifying for hedge accounting are treated in the same way as derivative instruments used for trading purposes, i. e. realized and unrealized gains and losses are recognized in Net trading income. In particular, the Group has entered into economic hedges of credit risk within the loan portfolio using credit default swaps to which it doescan not apply hedge accounting. In the event that the Group recognizes an impairment on a loan that is economically hedged in this way, the impairment is recognized in Credit loss expense whereas theany gain on the credit default swap is recorded in Net trading income - - see Note 23 for additional information.
A derivative may be embedded in a “host contract”. Such combinations are known as hybridcompound instruments and arise predominantly from the issuance of certain structured debt instruments. If the host contract is not carried at fair value with changes in fair value reported in net profit or loss, the embedded derivative is separated from the host contract and accounted for as a stand-alonestandalone derivative instrument at fair value if, and only if:if, the economic characteristics and risks of the embedded derivative are not closely related to the economic characteristics and risks of the host contract and the embedded derivative actually meets the definition of a derivative.

p) Loans

Loans include loans originated by the Group where money is provided directly to the borrower, participation in a loan from another lender and purchased loans that are not quoted in an active market and for which no intention of immediate or short-term resale exists. Originated and purchased loans which are intended to be sold in the short term are recorded as Trading portfolio assets.



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Financial Statements
Notes to the Financial Statements

Loans are recognized when cash is advanced to borrowers. They are initially recorded at fair value, which is the cash given to originate the loan, including any transaction costs, and are subsequently measured at amortized cost using the effective interest rate method.
Interest on loans is included in Interest earned on loans and advances and is recognized on an accrual basis. Fees and direct costs relating to loan origination, re-financing or restructuring and to loan commitments are deferred and amortized to Interest earned on loans and advances over the life of the loan using the straight-line method which approximates the effective interest rate method. Fees received for commitments which are not expected to result in a loan are included in Credit-related fees and commissions over the commitment period. Loan syndication fees where UBS does not retain a portion of the syndicated loan are credited to commission income.

q) Allowance and provision for credit losses

An allowance for credit losses is established if there is objective evidence that the Group will be unable to collect all amounts due on a claim according to the original contractual terms or the equivalent value. A “claim” means a loan, a commitment such as a letter of credit, a guarantee, a commitment to extend credit, or other credit product.
An allowance for credit losses is reported as a reduction of the carrying value of a claim on the balance sheet, whereas for an off-balance sheet item such as a commitment a provision for credit loss is reported in Other liabilities. Additions to the allowances and provisions for credit losses are made through credit loss expense.
Allowances and provisions for credit losses are evaluated at a counterparty-specific level and collectively based on the following principles:
Counterparty-specific:a claim is considered impaired when management determines that it is probable that the Group will not be able to collect all amounts due according to the original contractual terms or the equivalent value.
Individual credit exposures are evaluated based upon the borrower’s character, overall financial condition, resources and payment record; the prospects for support from any financially responsible guarantors; and, where applicable, the realizable value of any collateral.
The estimated recoverable amount is the present value, using the loan’s original effective interest rate, of expected future cash flows, which may result from restructuring or liquidation. Impairment is measured and allowances for credit losses are established for the difference between the carrying amount and the estimated recoverable amount.
Upon impairment, the accrual of interest income based on the original terms of the claim is discontinued, but the increase of the present value of impaired claims due to the passage of time is reported as interest income.
All impaired claims are reviewed and analyzed at least annually. Any subsequent changes to the amounts and timing

of the expected future cash flows compared to the prior estimates will result in a change in the allowance for credit losses and be charged or credited to credit loss expense.
An allowance for an impairment is reversed only when the credit quality has improved such that there is reasonable assurance of timely collection of principal and interest in accordance with the original contractual terms of the claim agreement.
A write-off is made when all or part of a claim is deemed uncollectible or forgiven. Write-offs are charged against previously established allowances for credit losses or directly to credit loss expense and reduce the principal amount of a claim. Recoveries in part or in full of amounts previously written off are credited to credit loss expense.
A loan is classified as non-performing when the payment of interest, principal or fees is overdue by more than 90 days and there is no firm evidence that they will be made good by later payments or the liquidation of collateral, or when insolvency proceedings have commenced, or when obligations have been restructured on concessionary terms.
Collectively:all loans for which no impairment is identified on a counterparty-specific level are grouped into economically homogeneous portfolios to collectively assess whether impairment exists within a portfolio. Allowances from collective assessment of impairment are recognized as credit loss expense and result in an offset to the loan position. As the allowance cannot be allocated to individual loans, interest is accrued on all loans according to contractual terms.
Where, in management’s opinion, it is probable that some claims may be affected by systemic crisis, transfer restrictions or non-enforceability, country allowances and provisions for probable losses are established. They are based on country-specific scenarios, taking into consideration the nature of the individual exposures, but excluding those amounts covered by counterparty-specific allowances and provisions. Such country allowances and provisions are part of the collectively assessed loan loss allowances and provisions.

r) Financial investments

Financial investments are classified as available-for-sale and recorded on a settlement date basis. Available-for-sale financial investments are instruments which, in management’s opinion, may be sold in response to or in anticipation of needs for liquidity or changes in interest rates, foreign exchange rates or equity prices. Financial investments consist of money market paper, other debt instruments and equity instruments, including private equity investments.
Available-for-sale financial investments are carried at fair value. Unrealized gains or losses on available-for-sale investments are reported in Shareholders’ equity, net of applicable income taxes, until such investments are sold, collected or otherwise disposed of, or until such investment is determined to be impaired. On disposal of an available-for-sale investment, the accumulated unrealized gain or loss included in



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Shareholders’ equity is transferred to net profit or loss for the period and reported in Other income. Gains and losses on disposal are determined using the average cost method.
Interest and dividend income on available-for-sale financial investments is included in Interest and dividend income from financial investments.
If an available-for-sale investment is determined to be impaired, the cumulative unrealized loss previously recognized in Shareholders’ equity is included in net profit or loss for the period and reported in Other income. A financial investment is considered impaired if its cost exceeds the recoverable amount. For non-quoted equity investments, the recoverable amount is determined by applying recognized valuation techniques. The standard method applied is based on the multiple of earnings observed in the market for comparable companies. Management may adjust valuations determined in this way based on its judgement. For quoted financial investments, the recoverable amount is determined by reference to the market price. They are considered impaired if objective evidence indicates that the decline in market price has reached such a level that recovery of the cost value cannot be reasonably expected within the foreseeable future.

s) Property and equipment

Property and equipment includes own-used properties, investment properties, leasehold improvements, IT, software and communication, plant and manufacturing equipment, and other machines and equipment.
Own-used property is defined as property held by the Group for use in the supply of services or for administrative purposes whereas investment property is defined as property held to earn rentals and/or for capital appreciation. If a property of the Group includes a portion that is own-used and another portion that is held to earn rentals or for capital appreciation, the classification is based on whether or not these portions can be sold separately. If the portions of the property can be sold separately they are accounted for as own-used property and investment property. If the portions cannot be sold separately, the whole property is classified as own-used property unless the portion used by the bank is minor. The classification of property is reviewed on a regular basis to account for major changes in its usage.
Leasehold improvements are investments made to customize buildings and offices occupied under operating lease contracts to make them suitable for the intended purpose. The present value of estimated reinstatement costs to bring a leased property into its original condition at the end of the lease, if required, is capitalized as part of the total leasehold improvements costs. At the same time, a corresponding liability is recognized to reflect the obligation incurred. Reinstatement costs are recognized in profit and loss through depreciation of the capitalized leasehold improvements over their estimated useful life.
Software development costs are capitalized when they meet certain criteria relating to identifiability, it is probable that future economic benefits will flow to the enterprise, and the

cost can be measured reliably. Internally developed software meeting these criteria and purchased software are classified within IT, software and communication.
Plant and manufacturing equipment include primarily thermal and hydro power plants and power transmission grids and equipment. The useful life is estimated based on the economic utilization of the asset, or for power plants on the end of operating life.
With the exception of investment properties, Property and equipment is carried at cost less accumulated depreciation and accumulated impairment losses. Property and equipment is periodically reviewed for impairment.
Property and equipment is depreciated on a straight-line basis over its estimated useful life as follows:
Properties, excluding landNot exceeding 50 years
Leasehold improvementsResidual lease term,
but not exceeding 10 years
Other machines and equipmentNot exceeding 10 years
IT, software and communicationNot exceeding 5 years
Plant and manufacturing equipment:
- Power plants25 to 80 years
- Transmission grids and equipment15 to 40 years

Property formerly own-used or leased to third parties under an operating lease, which the Group has decided to dispose of, and foreclosed property are defined as Properties held for resale and recorded in Other assets. They are carried at the lower of cost or recoverable value.

Investment property is carried at fair value with changes in fair value recognized in the income statement in the period of change. UBS employs internal real estate experts who determine the fair value of investment property by applying recognized valuation techniques. In cases where prices of recent market transactions of comparable properties are available, fair value is determined by reference to these transactions.

t) Goodwill and other intangible assets

Goodwill represents the excess of the cost of an acquisition over the fair value of the Group’s share of net identifiable assets of the acquired entity at the date of acquisition.
Other intangible assets are comprised of separately identifiable intangible items arising from acquisitions and certain purchased trademarks and similar items.
Goodwill and other intangible assets are recognized on the balance sheet at cost determined at the date of acquisition and are amortized using the straight-line method over their estimated useful economic life, not exceeding 20 years. At each balance sheet date, goodwill and other intangible assets are reviewed for indications of impairment or changes in estimated future benefits. If such indications exist, an analysis is performed to assess whether the carrying amount of goodwill or other intangible assets is fully recoverable. A write-down is made if the carrying amount exceeds the recoverable amount.



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Financial Statements
Notes to the Financial Statements

With the introduction ofIFRS 3 Business Combinationsgoodwill acquired in business combinations entered into after 31 March 2004 is not amortized, but tested annually for impairment. The impairment test is conducted at the segment level as reported in Note 2. The segment has been determined as the cash generating unit for impairment testing purposes as this is the level at which the performance of an investment is reviewed and assessed by management. During 2004, UBS recorded goodwill of CHF 631 million from business combinations entered into after 31 March 2004.

Intangible assets are classified into two categories: Infrastructure, and Customer relationships, contractual rights and other. Infrastructure includes one intangible asset recognized in connection with the acquisition of PaineWebber Group, Inc. Customer relationships, contractual rights and other include customer relationship intangibles from acquisition of financial services businesses as well as from the acquisition of Motor-Columbus, where other contractual rights from delivery and supply contracts were identified. These contractual rights are amortized over the remaining contract terms, which are up to 25 years. The most significant contract, however, is amortized over its remaining contract life of seven years, which is the shortest remaining life of all contractual rights recognized.

u) Income taxes

Income tax payable on profits is recognized as an expense based on the applicable tax laws in each jurisdiction in the period in which profits arise. The tax effects of income tax losses available for carry-forward are recognized as a deferred tax asset if it is probable that future taxable profit will be available against which those losses can be utilized.
Deferred tax liabilities are recognized for temporary differences between the carrying amounts of assets and liabilities in the balance sheet and their amounts as measured for tax purposes, which will result in taxable amounts in future periods. Deferred tax assets are recognized for temporary differences which will result in deductible amounts in future periods, but only to the extent it is probable that sufficient taxable profits will be available against which these differences can be utilized.
Deferred tax assets and liabilities are measured at the tax rates that are expected to apply in the period in which the asset will be realized or the liability will be settled based on enacted rates.
Current as well as deferred tax assets and liabilities are offset when they arise from the same tax reporting group and relate to the same tax authority and when the legal right to offset exists.
Current and deferred taxes are recognized as income tax benefit or expense except for (i) deferred taxes recognized or disposed of upon the acquisition or disposal of a subsidiary, and (ii) unrealized gains or losses on available-for-sale investments and changes in fair value of derivative instruments designated as cash flow hedges, which are recorded net of

taxes in Net gains or losses not recognized in the income statement within Shareholders’ equity.

v) Debt issued

Debt issued is initially measured at fair value, which is the consideration received, net of transaction costs incurred. Subsequent measurement is at amortized cost, using the effective interest rate method to amortize cost at inception to the redemption value over the life of the debt.
Compound debt instruments that are related to non-UBS AG equity instruments, foreign exchange, credit instruments or indices are considered structured instruments. If such instruments have not been designated at fair value through profit and loss, the embedded derivative is separated from the host contract and accounted for as a standalone derivative if the criteria for separation are met. The host contract is subsequently measured at amortized cost. For most of its structured debt instruments, UBS has designated them as held at fair value through profit and loss, see section n).
Debt instruments with embedded derivatives that are related to UBS AG shares or to a derivative instrument that has UBS AG shares as underlying are separated into a liability and an equity component at issue date, if they require physical settlement. Initially, a portion of the net proceeds from issuing the compound debt instrument is allocated to the debt component based on its fair value. The determination of fair value is generally based on quoted market prices for UBS debt instruments with comparable terms. The liability component is subsequently measured at amortized cost. The remaining amount is allocated to the equity component and reported in Share premium account. Subsequent changes in fair value of the separated equity component are not recognized. However, if the compound instrument or the embedded derivative related to UBS AG shares is cash settled or if it contains a settlement alternative, then the separated derivative is accounted for as a trading instrument with changes in fair value recorded in income or the entire compound instrument is designated as held at fair value through profit and loss.
It is the Group’s policy to hedge the fixed interest rate risk on debt issues (except for certain subordinated long-term note issues, see Note 30a), and apply fair value hedge accounting. When hedge accounting is applied to fixed rate debt instruments, the carrying values of debt issues are adjusted for changes in fair value related to the hedged exposure rather than carried at amortized cost. See o) Derivative instruments and hedging for further discussion.
Own bonds held as a result of market making activities or deliberate purchases in the market are treated as a redemption of debt. A gain or loss on redemption is recorded depending on whether the repurchase price of the bond was lower or higher than its carrying value. A subsequent sale of own bonds in the market is treated as a re-issuance of debt.
Interest expense on debt instruments is included in Interest on debt issued.



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w) Treasury shares and contracts on UBS shares

UBS AG shares held by the Group are classified in Shareholders’ equity as Treasury shares and accounted for at weighted average cost. The difference between the proceeds from sales of treasury shares and their cost (net of tax, if any) is classified as Share premium.
Contracts that require physical settlement in UBS AG shares are classified as Shareholders’ equity and reported as Share premium. Upon settlement of such contracts the proceeds received, less cost (net of tax, if any), are reported as Share premium.
Contracts on UBS AG shares that require net cash settlement or provide for a choice of settlement are classified as trading instruments, with the changes in fair value reported in the income statement.
An exception to this treatment is physically settled written put options and forward share purchase contracts, including contracts where physical settlement is a settlement alternative. In both cases the present value of the obligation to purchase own shares in exchange for cash is transferred out of Shareholders’ equity and recognized as a liability at inception of a contract. The liability is subsequently accreted, using the effective interest rate method, over the life of the contract to the nominal purchase obligation by recognizing interest expense. Upon settlement of a contract, the liability is derecognized and the amount of equity originally transferred to liability is reclassified within Shareholders’ equity to Treasury shares. The premium received for writing put options is recognized directly in Share premium.

x) Retirement benefits

UBS sponsors a number of retirement benefit plans for its employees worldwide. These plans include both defined benefit and defined contribution plans and various other retirement benefits such as post-employment medical benefits. Contributions to defined contribution plans are expensed when employees have rendered services in exchange for such contributions, generally in the year of contribution.
The Group uses the projected unit credit actuarial method to determine the present value of its defined benefit plans and the related service cost and, where applicable, past service cost.
The principal actuarial assumptions used by the actuary are set out in Note 31.
The Group recognizes a portion of its actuarial gains and losses as income or expense if the net cumulative unrecognized actuarial gains and losses at the end of the previous reporting period exceeded the greater of:
a)10% of present value of the defined benefit obligation at that date (before deducting plan assets); and
b)10% of the fair value of any plan assets at that date.

The unrecognized actuarial gains and losses exceeding the greater of these two values are recognized in the income statement over the expected average remaining working lives of the employees participating in the plans.

If an excess of the fair value of the plan assets over the present value of the defined benefit obligation cannot be recovered fully through refunds or reductions in future contributions, no gain is recognized solely as a result of deferral of an actuarial loss or past service cost in the current period or no loss is recognized solely as a result of deferral of an actuarial gain in the current period.

y) Equity participation plans

UBS provides various equity participation plans in the form of stock plans and stock option plans. UBS generally uses the intrinsic value method of accounting for such awards. Consequently, compensation expense is measured as the difference between the quoted market price of the stock at the grant date less the amount, if any, that the employee is required to pay, or by the excess of stock price over option strike price, if any. The Group’s policy is to recognize compensation expense for equity awards in the performance year.

z) Earnings per Shareshare (EPS)

Basic earnings per share is calculated by dividing the net profit or loss for the period attributable to ordinary shareholders by the weighted average

number of ordinary shares outstanding during the period.
Diluted earnings per share is computed using the same method as for basic EPS, but the determinants are adjusted to reflect the potential dilution that could occur if options, warrants, convertible debt securities or other contracts to issue ordinary shares were converted or exercised into ordinary shares.

x) Comparabilityaa) Changes in accounting policies and comparability

Financial instruments
On 1 January 2004, UBS adopted revisedIAS 32 Financial Instruments: Disclosure and Presentation and revisedIAS 39 Financial Instruments: Recognition and Measurement which were applied retrospectively to all financial instruments affected within the context of the two standards with the exception of the guidance relating to derecognition of financial assets and liabilities and, in part, recognition of Day 1 profit and loss, which were applied prospectively. As a result of adopting the revised standards, UBS has restated prior period comparative information.
Revised IAS 32 amended the accounting for certain derivative contracts linked to an entity’s own shares. Physically settled written put options and forward purchase contracts with UBS shares as underlying are recorded as liabilities, see section w). UBS currently has physically settled written put options linked to own shares that are now accounted for as liabilities. Liabilities of CHF 96 million at 31 December 2004, and CHF 49 million at 31 December 2003 were debited to Shareholders’ equity due to written options. The impact on the income statement of all periods presented is insignificant. All other existing derivative contracts linked to own shares are accounted for as derivative instruments and are carried at fair value on the balance sheet under Positive replacement values or Negative replacement values.



97


Financial Statements
Notes to the Financial Statements

Revised IAS 32 provides that netting is permitted only if, in addition to all other netting conditions, normal settlement is intended to take place on a net basis. In general, that condition is not met for derivative instruments and therefore replacement values are now reported on a gross basis. In the 31 December 2003 balance sheet, replacement values of CHF 165,050 million that were previously offset are now reported gross.

Revised IAS 39 permits any financial instrument to be designated at inception, or at adoption of revised IAS 39, as carried at fair value through profit and loss. Upon adoption of revised IAS 39, UBS made that designation for the majority of its compound instruments issued. Previously, UBS separated the embedded derivative from the host contract and accounted for the separated derivative as a trading instrument. The amounts are now included on the balance sheet within the line item Financial liabilities designated at fair value, with amounts of CHF 65,756 million at 31 December 2004 and CHF 35,286 million at 31 December 2003 being reported in that new line. Also, at 31 December 2004 assets in the amount of CHF 653 million are reported in the new line Financial assets designated at fair value. At 31 December 2003, no financial assets were designated as held at fair value.
The guidance governing recognition and derecognition of a financial asset is considerably more complex under revised IAS 39 than previously and requires a multi-step decision process to determine whether derecognition is appropriate. See section d) for a discussion of the accounting policies regarding derecognition. As a result, certain transactions are now accounted for as secured financing transactions instead of purchases or sales of trading portfolio assets with an accompanying swap derivative. The provisions of this guidance were applied prospectively as of 1 January 2004.
The effect of restating the income statement due to the adoption of revised IAS 32 and 39 on the comparative prior periods is a reduction of net profit by CHF 82 million for 2003 and a reduction of CHF 24 million for 2002.

Investment properties

Effective 1 January 2004, UBS changed its accounting policy for investment property from historical cost less accumulated depreciation to the fair value model. All changes in the fair value of investment property are now recognized in the income statement, and depreciation expense is no longer recorded. Investment property is defined as property held exclusively to earn rental income and benefit from appreciation in value. Fair value of investment property is determined by appropriate valuation techniques employed in the real estate industry, taking into account the specific circumstances for each item. This change required restatement of the 2003 and 2002 comparative financial years. The effects of the restatement were a reduction of net profit by CHF 64 million in 2003, and an increase of net profit by CHF 19 million in 2002.

Credit losses incurred on OTC derivatives

Effective 1 January 2004, the method of accounting for credit losses incurred on over the counter (OTC) derivatives has been changed. All such credit losses are now reported in net trading income and are no longer reported in credit loss expense. This change did not affect net profit or earnings per share results. It did, however, affect segment reporting, as losses reported as credit loss expense were previously deferred over a three-year period in the Business Group segment reporting, whereas under the changed method of accounting, losses in trading income are not subject to such a deferral. In the segment report, therefore, losses on OTC derivatives are now reported as they are incurred. This change in accounting method affected, to a minor extent, certain balance sheet lines at 31 December 2003, which have been restated to conform to the current year presentation. The changed method of accounting had the following impact on the performance before tax of our Business Groups: In 2003, it reduced Wealth Management & Business Banking’s pre-tax performance by CHF 8 million. It raised the Investment Bank’s by CHF 37 million while Corporate Functions’ fell by CHF 29 million. In 2002, the changed method lowered the Investment Bank’s pre-tax performance by CHF 28 million and raised Corporate Functions’ by CHF 28 million.

Segment reporting

On 1 July 2004, UBS purchased an additional 20% interest in Motor-Columbus AG, which increased its overall ownership stake to 55.6% percent. Motor-Columbus has been consolidated as of 1 July 2004, when UBS gained control over the company. Due to its size and nature of business – production, distribution and trading of electricity – a new business segment, Industrial holdings, was added, in which Motor-Columbus is reported.
As at 1 January 2003, the five private label banks (three of which were subsequently merged into one bank) owned by UBS were transferred out of Wealth Management & Business Banking into Corporate Center. At the same time, GAM was transferred out of Global Asset Management into Corporate Center. The two businesses formed the Private Banks & GAM segment, whereas the remainder of Corporate Center is reported as the Corporate Functions segment. Also, Wealth Management & Business Banking is reported as two segments, Wealth Management and Business Banking Switzerland. As at 1 January 2002, Wealth Management USA was separated from Investment Bank and became a standalone Business Group.
Note 2 to these Group Financial Statements reflects the new segment reporting structure. In all applicable instances, prior period comparative amounts of the affected Business Groups have been restated to conform to the current year presentation.

Business combinations

On 1 April 2004, UBS adoptedIFRS 3 Business Combinationsfor all business combinations entered into after 31 March 2004. Subsequent to the adoption of the new standard, UBS



98


has entered into and completed a number of business combinations that were all accounted for under the new standard. The most significant change under the new standard is that goodwill is no longer amortized over its estimated useful life but instead tested annually for impairment. Accordingly, no amortization expense has been recognized for goodwill of CHF 631 million recognized on the balance sheet related to business combinations entered into after 1 April 2004. Intangible assets may be assigned an indefinite useful life, if supportable based on facts and circumstances. These intangibles are not amortized, but tested periodically for impairment.
In a step acquisition, where control over a subsidiary is achieved in stages, or where additional shares of a subsidiary are purchased from minority owners, all assets and liabilities of that entity, excluding goodwill, are remeasured to fair value as of the acquisition date of the latest share transaction. The revaluation difference on the existing ownership interest from the carrying value to the newly established fair value is recorded directly in Shareholders’ equity. As a consequence of remeasuring all assets and liabilities to fair value, minority interests are also carried at fair value of net assets excluding goodwill. Previously, only the percentage of assets and liabilities was increased to fair value by which the ownership interest was increased. Existing ownership interests were kept at their carryover basis. Other relevant changes in accounting for business combinations are that liabilities incurred for restructuring and integration of newly acquired businesses must be expensed as incurred, unless they were a pre-acquisition contingency of the acquired business. Previously, liabilities incurred for restructuring and integration could be recognized in purchase accounting, if they met certain criteria, increasing goodwill recognized. Contingent liabilities of an acquired business have to be recognized on the balance sheet at their fair value in purchase accounting, if fair value is determinable. Previously, contingent liabilities were not recognized.
The accounting for business combinations entered into before 31 March 2004 was not affected by the new standard.

Amended IAS 19, Employee Benefits

The GroupUBS adopted in 2002 the amended standardIAS 19 “Employee Benefits”. Employee Benefits.The amendments introduce an asset ceiling provision that applies for defined benefit plans that have a surplus of plan assets over benefit obligations. The implementation of the amended standard had no material impact.

IFRIC Interpretations

InterpretationsChange in treatment of thecorporate client assets
Effective 1 January 2004, UBS re-classified corporate client assets of Business Banking Switzerland (except for pension funds) to exclude them from invested assets. This change was made because UBS has a minimal advisory role for such clients and asset flows are often driven more by liquidity requirements than pure investment reasons. This change reduced invested assets at 31 December 2003 by approximately CHF 76 billion and increased net new money for 2003 by CHF 7.5 billion.

ab) International Financial Reporting Interpretations Committee (IFRIC) becameStandards to be adopted in 2005

IASB Improvements Project
In December 2003, the IASB issued 15 revised International Accounting Standards under its Improvement Project in an attempt to clarify language, to remove inconsistencies and to achieve convergence with other accounting standards, notably US GAAP. All revised standards are effective during 2002 but had nofor financial years beginning on or after 1 January 2005. Two of these 15 improved standards, IAS 32 and IAS 39, were adopted early at the beginning of 2004. Two of the remaining 13 improved standards will have a significant impact on UBS, which areIAS 27 Consolidated and Separate Financial StatementsandIAS 28 Investments in Associates.
IAS 27 has been amended to eliminate the Group’sexemption from consolidating a subsidiary where control is exercised temporarily. UBS has several private equity investments where it owns a controlling interest, which are classified and accounted for as Financial Statements.

Segment Reporting

As atinvestments available-for-sale, which will be required to be consolidated. UBS will adopt IAS 27 on 1 January 2002, UBS PaineWebber was separated from UBS Warburg2005 with retrospective restatement of comparative prior years 2004 and became a stand-alone Business Group. Note 2 to these Group Financial Statements reflects the new Business Group structure. Comparative prior year amounts have been restated to conform to the current year presentation.

IAS 39, Recognition and Measurement of Financial Instruments

2003. The Group adopted IAS 39 prospectively as at 1 January 2001. The Standard provides comprehensive guidance on accounting for financial instruments.
     Upon adoption, the Group decided to record unrealized gains and losses arising from changes in the fair value of available-for-sale financial investments directly in Shareholders’ equity until such investment is disposed of or until such investment is determined to be impaired.
     As a resulteffect of the adoption and consolidating these investments will be as follows: At 1 January 2003, equity including minority interests are reduced by CHF 723 million, representing the difference between the carrying value as Financial investments available-for-sale and the value on a consolidated basis. Consolidation will lead to recognition of total assets in the amount of CHF 1.7 billion and CHF 2.9 billion at 31 December 2004 and 2003, respectively. Significant balance sheet line items affected will include Property and equipment, Intangible assets, Goodwill and Other assets. These investments generated additional income of CHF 3.8 billion and CHF 4.1 billion in 2004 and 2003, respectively and additional net profit of CHF 92 million and CHF 86 million in 2004 and 2003, respectively.
IAS 39,28 has been amended in the same way as IAS 27 to eliminate the exemption from equity method accounting for investments that are held exclusively for disposal. UBS will adopt the IAS 28 amendment on 1 January 2005 with retrospective restatement of comparative prior years 2004 and 2003. Certain private equity investments where UBS has a significant influence will be equity accounted for commencing 1 January 2005. Applying the equity method of accounting for these investments will have the following adjustments or changeseffects: At 1 January 2003, equity is debited by CHF 266 million, representing the difference between the carrying value as Financial investments available-for-sale versus the value on an equity method basis. The carrying value of these equity method investments will be CHF 248 million and CHF 393 million at 31 December 2004 and 2003, respectively, which includes equity in classification occurred:
     Gains/losses notof CHF 55 million and gains of CHF 10 million recognized in the income statement is a new component of Shareholders’in 2004 and 2003, respectively. Gains on sale recognized in 2004 and 2003 will be CHF 1 million and zero, respectively. When accounted for as Financial investments, gains on sale recognized were CHF 70 million in 2004 and CHF 34 million in 2003.



9499


equity as at 1 January 2001. It includes unrealized gains and losses on available for sale financial investments and on derivatives designated as cash flow hedges as well as Foreign currency translation. The opening adjustment as at 1 January 2001 to financial investments recorded as available for sale was a net unrealized gain of CHF 1,769 million (CHF 1,577 million net of taxes), and for derivatives designated as cash flow hedges an unrealized net loss of CHF 506 million (CHF 380 million net of taxes).
     Available-for-sale financial investments were previously carried at the lower of cost or market value and private equity investments were carried at cost less write-downs for impairments in value. Reductions of the carrying amount of available-for-sale financial investments and private equity investments and reversals of such reductions as well as gains and losses on disposal are included in Other income. As at 1 January 2001 these financial investments are now classified as available-for-sale financial investments and carried at fair value. Changes in fair value are reported in Gains/losses not recognized in the income state-
ment within Shareholders’ equity until these investments are disposed of. At the time an available-for-sale financial investment is determined to be impaired, the cumulative unrealized loss previously recognized in Shareholders’ equity is included in net profit or loss for the period.
     The opening adjustment to Retained earnings, a net debit of CHF 61 million as at 1 January 2001, consisted of CHF 19 million reflecting the impact of adopting the new hedge accounting rules and CHF 42 million reflecting the impact of remeasuring assets to either amortized cost or fair value as required under IAS 39.
     Properties held for resale include properties formerly bank-occupied or leased to third parties under an operating lease, which the Group has decided to dispose of, and foreclosed properties which the Group received in satisfaction of a secured loan and which it does not intend to occupy. As at 1 January 2001, Properties held for resale in the amount of CHF 984 million were reclassified from Financial investments to Other assets. Comparative amounts have been reclassified accordingly.


95


UBS Group Financial Statements
Notes to the Financial Statements

In 2005, these entities, along with all other investments made by the Private Equity business unit, will be reclassified from the Investment Bank segment to the Industrial Holdings segment. In addition, seven of the newly consolidated investments held at 1 January 2003 were sold during 2003 and 2004 and will be presented as discontinued operations in the restated comparative prior periods in accordance with IFRS 5 which is discussed below. Gain on sale in the amount of CHF 90 million and CHF 194 million have been reported related to private equity investments sold in 2004 and 2003, respectively. On a restated basis, the net profit from discontinued operations related to these entities will be CHF 145 million and CHF 186 million in 2004 and 2003, respectively.

UBS also has employee benefit trusts that are used in connection with share-based payment arrangements and deferred compensation schemes. In connection with the issuance of IFRS 2, the IFRIC amendedSIC 12 Consolidation – Special Purpose Entities,an interpretation of IAS 27, to eliminate the scope exclusion for equity compensation plans. Therefore, pursuant to the criteria set out in SIC 12, an entity that controls an employee benefit trust (or similar entity) set up for the purposes of a share-based payment arrangement will be required to consolidate that trust. Consolidating these trusts will have the following effects: At 1 January 2003, no adjustment to opening retained earnings is made as assets and liabilities of the trust are equal. Consolidation will lead to recognition of total assets in the amount of CHF 1.1 billion and CHF 1.3 billion and liabilities of CHF 1.1 billion and CHF 1.3 billion at 31 December 2004 and 2003, respectively. The amount of treasury shares will increase by CHF 2,029 million and CHF 1,474 million at 31 December 2004 and 2003, respectively. The weighted average number of treasury shares held by these trusts was 22,995,954 in 2004 and 30,792,147 in 2003, thus decreasing the numerator to calculate basic earnings per share. The reduction in weighted average shares outstanding will increase basic earnings per share, but have no impact on diluted earnings per share, as the additional treasury shares will be fully added back for calculating diluted earnings per share.
All other revised standards under the Improvement Project will primarily affect presentation and disclosure, but not recognition and measurement of assets and liabilities, and will therefore not have a material impact on the financial statements. The two most significant presentation differences relate to minority interests and earnings per share. Beginning 2005, Net profit and Equity will be presented including minority interests. Net profit will be allocated to net profit attributable to UBS shareholders and attributable to minority interests on the face of the income statement. Earnings per share will continue to be presented based on net profit attributable to UBS shareholders, but will be allocated to earnings per share from continuing operations and from discontinued operations.

IFRS 2 Share-based Payment

In February 2004, the IASB issuedIFRS 2 Share-based Payment,which requires share-based payments made to employees and

non-employees to be recognized in the financial statements based on the fair value of these awards measured at the date of grant. UBS will adopt the new standard on 1 January 2005 and fully restate the two comparative prior years. In accordance with IFRS 2, UBS will apply the new requirements of the standard to all prior period awards that impact income statements commencing 2003. This includes all unvested equity settled awards and all outstanding cash settled awards at 1 January 2003. The effects of restatement are as follows: The opening balance of retained earnings at 1 January 2003 will be credited by CHF 559 million. Additional compensation expense of zero and CHF 558 million will be recognized in 2004 and 2003, respectively. The change in compensation expense is attributable to the first-time recognition of compensation expense for the fair value of share options, as well as the recognition of expense for share awards over the vesting period. Previously, share awards were recognized as compensation expense in the performance year, which is generally the year prior to grant. The reason for the zero impact in 2004 is that a significantly higher amount of bonus payments were made in the form of restricted stock rather than cash. The reversal of compensation expense attributable to these share payments offset the effect from recognizing options at fair value and share awards made prior to 2004 over the vesting period.
UBS will introduce a new valuation model to determine the fair value of share options granted in 2005 and later. Share options granted in 2004 and earlier will not be affected by this change in valuation model. As part of the implementation of IFRS 2, UBS thoroughly reviewed the option valuation model employed in the past by comparing it to alternative models. As a result of this review, a valuation model was identified that better reflects the exercise behavior of employees and the specific terms and conditions under which the share options are granted. Concurrent with the introduction of the new model, UBS will use implied instead of historic volatility as input into the new model.

IFRS 3 Business Combinations, IAS 36 Impairment of Assets and IAS 38 Intangible Assets

On 31 March 2004, the IASB issuedIFRS 3 Business Combinations,revisedIAS 36 Impairment of Assets, and revisedIAS 38 Intangible Assets.UBS adopted the standards on 1 April 2004. Under the transitional requirements of IFRS 3, goodwill recognized in business combinations after 31 March 2004 will no longer be amortized over its estimated useful life but be tested annually for impairment. Goodwill existing at 31 March 2004 will cease to be amortized as of 1 January 2005 and reviewed annually for impairment. UBS recorded goodwill amortization expense of CHF 713 million in 2004 and CHF 756 million in 2003. Intangible assets acquired in a business combination must be recognized separately from goodwill, if they meet the recognition criteria. UBS will reclassify the trained workforce intangible recognized in connection with the acquisition of PaineWebber with a book value of CHF 1,010 million to Goodwill at 1 January 2005.



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IFRS 4 Insurance Contracts

On 31 March 2004, the IASB issuedIFRS 4 Insurance Contracts.The standard applies to all insurance contracts written and to reinsurance contracts held. It requires that insurance contracts that include a deposit component, are separated into the deposit and the insurance component. UBS will adopt the new standard as of 1 January 2005 and apply it to its insurance contracts. The new standard will not have a material effect on the financial statements.

IFRS 5 Non-current Assets Held for Sale and Discontinued Operations

On 31 March 2004, the IASB issuedIFRS 5 Non-current Assets Held for Sale and Discontinued Operations. The standard requires that non-current assets or disposal groups be classified as held for sale if their carrying amount is recovered principally through a sale transaction rather than through continuing

use. Such assets are measured at the lower of carrying amount and fair value less costs to sell and are classified separately from other assets in the balance sheet. Netting of assets and liabilities is not permitted. Discontinued operations are presented on the face of the income statement as a single amount comprising the total of the net profit or loss of discontinued operations and the after tax gain or loss recognized on the sale or the measurement to fair value less costs to sell of the net assets constituting the discontinued operations.
IFRS 5 provides certain criteria to be met for a component of an entity to be defined as a discontinued operation. Certain private equity investments meet this definition and will be reclassified as discontinued operations. UBS will adopt the new standard on 1 January 2005 and restate comparative prior years 2004 and 2003. While the impact on the financial statements will not be material, the income statement will be divided into two sections; net income from continuing operations and net income from discontinued operations.


Note 2a Segment Reporting by Business Group


BasedUBS’s financial businesses are organized on our integrated business model, UBS is organizeda worldwide basis into the four Business Groups: UBSGroups and the Corporate Center. Wealth Management & Business Banking UBS Global Asset Management, UBS Warburg and UBS PaineWebber, and our Corporate Center.

UBSis segregated into two segments, Wealth Management &
and Business Banking

Switzerland. The Corporate Center also consists of two segments, Private Banks & GAM and Corporate Functions. The Industrial Holdings segment holds all industrial operations controlled by the Group. In total, UBS now reports eight business segments.

Wealth Management & Business Banking

Wealth Management & Business Banking comprises two business units.
     Private Bankingsegments. Wealth Management offers a comprehensive range of products and services individually tailored to affluent international and Swiss clients, operating from offices around the world.
Business Banking Switzerland provides individual and corporate clients in Switzerland with a complete portfolio of banking and securities services, focused on customer service excellence, profitability and growth, by using a multi-channel distribution.
The two business unitssegments share technological and physical infrastructure, and have joint departments supporting major functions such as e-commerce, financial planning and wealth management, investment policy and strategy.

UBS Global Asset Management

UBS Global Asset Management provides investment products and services to institutional investors and wholesale intermediaries around the globe. Clients include corporate and public

pension plans, financial institutions and advisors, central banks as well as charities, foundations and individual investors.

UBS WarburgInvestment Bank

UBS WarburgInvestment Bank operates globally as a client-driven investment banking and securities firm with two business units.providing innovative prod-

     Corporate and Institutional Clients provides innovative products,
ucts, research, advice and complete access to the world’s capital markets for intermediaries, governments, corporate and institutional clients and other parts of UBS.
     UBS Capital is Investment Bank also manages the private equity business, unit of UBS Warburg, investing UBS and third partythird-party funds, primarily in unlisted companies.

UBS PaineWebberWealth Management USA

UBS PaineWebberWealth Management USA is a US financial services firm providing sophisticated wealth management services to affluent US clients through a highly trained financial advisor network.

Corporate Center

Corporate Center comprises two segments. Corporate Functions ensures that the Business Groups operate as a coherent and effective whole with a common set of values and principles in such areas as risk management and control, financial reporting, marketing and communications, funding, capital and balance sheet management, and management of foreign exchange earnings.earnings and information technology infrastructure. Private Banks & GAM holds our private label banks and GAM, which provide clients with a complete range of private banking services in Switzerland and specialized asset management services, respectively.

Industrial Holdings

The Industrial Holdings segment was established in third quarter 2004 to house the non-financial businesses of UBS. At this stage, results include Motor-Columbus, in which UBS acquired an additional 20% stake on 1 July 2004, bringing the total stake to 55.6%. Motor-Columbus is a financial holding company whose only significant asset is a 59.3% interest in the Atel Group. Atel is a European energy provider focused on domestic and international power generation, electricity transmission, energy services as well as electricity trading and marketing.



96101


Financial Statements
Notes to the Financial Statements

Note 2a Segment Reporting by Business Group (continued)

The Business Group results are presented on a management reporting basis. For the year ended 31 December 2004

CHF million


Internal charges and transfer pricing adjustments are reflected in the performance of each business. Revenue sharingRevenue-sharing agreements are used to allocate external customer revenues to a Business Group on a reasonable basis. Transactions between Business Groups are conducted at arm’s length. The segment

Income2
Credit loss (expense)/recovery
Total operating income
Personnel expenses
General and administrative expenses
Services to/from other business units
Depreciation
Amortization of goodwill and other intangible assets3
Goods and materials purchased
Total operating expenses
Business Group performance before tax
Tax expense
Net profit before minority interests
Minority interests
Net profit
Additional information4
Total assets
Total liabilities and minority interests
Capital expenditure

Management reporting for all periodsbased on expected credit loss

For internal management reporting purposes, we measure credit loss using an expected loss concept. This table shows Business Group performance consistent with the way in which our businesses are managed and the way Business Group performance is measured. Expected credit loss reflects the changesaverage annual costs that are expected to arise from positions in the structure implemented during 2002. Priorcurrent portfolio that become impaired. The Adjusted expected credit loss reported for each Business Group is the expected credit loss on its portfolio plus the difference between Credit loss expense and expected credit loss, amortized over a three year amounts have been restatedperiod. The difference between these Adjusted expected credit loss figures and the Credit loss expense recorded at Group level for reporting purposes is reported in Corporate Functions.

Income2
Adjusted expected credit loss
Total operating income
Personnel expenses
General and administrative expenses
Services to/from other business units
Depreciation
Amortization of goodwill and other intangible assets3
Goods and materials purchased
Total operating expenses
Business Group performance before tax
Tax expense
Net profit before minority interests
Minority interests
Net profit

102


                                     
                              Industrial    
  Financial Businesses  Holdings1  UBS 
  Wealth Management &             
  Business Banking     Corporate Center       
      Business Banking  Global Asset      Wealth  Private  Corporate         
  Wealth Management  Switzerland  Management  Investment Bank  Management USA  Banks & GAM  Functions         
 
   7,701   5,063   2,022   15,984   5,098   1,145   113   3,667   40,793 
 
   (1)  92   0   240   3   (58)  0   0   276 
 
   7,700   5,155   2,022   16,224   5,101   1,087   113   3,667   41,069 
 
   2,080   2,393   901   8,156   3,437   432   790   326   18,515 
 
   642   1,064   299   2,535   800   160   1,077   126   6,703 
 
   1,395   (533)  126   219   302   10   (1,519)      0 
 
   66   69   23   239   71   20   794   70   1,352 
 
   75   0   129   288   304   74   17   77   964 
 
                               2,861   2,861 
 
   4,258   2,993   1,478   11,437   4,914   696   1,159   3,460   30,395 
 
   3,442   2,162   544   4,787   187   391   (1,046)  207   10,674 
 
                                   2,135 
 
                                   8,539 
 
                                   (450)
 
                                   8,089 
 
                                     
 
   164,720   210,133   29,334   1,473,726   51,850   8,043   (210,909)  7,887   1,734,784 
 
   161,046   204,479   28,501   1,459,757   47,259   7,480   (216,342)  7,626   1,699,806 
 
   304   212   8   322   50   19   599   50   1,564 
 
                                     
                                     
 
   7,701   5,063   2,022   15,984   5,098   1,145   113   3,667   40,793 
 
   (8)  (25)  0   (7)  (5)  (6)  327       276 
 
   7,693   5,038   2,022   15,977   5,093   1,139   440   3,667   41,069 
 
   2,080   2,393   901   8,156   3,437   432   790   326   18,515 
 
   642   1,064   299   2,535   800   160   1,077   126   6,703 
 
   1,395   (533)  126   219   302   10   (1,519)      0 
 
   66   69   23   239   71   20   794   70   1,352 
 
   75   0   129   288   304   74   17   77   964 
 
                               2,861   2,861 
 
   4,258   2,993   1,478   11,437   4,914   696   1,159   3,460   30,395 
 
   3,435   2,045   544   4,540   179   443   (719)  207   10,674 
 
                                   2,135 
 
                                   8,539 
 
                                   (450)
 
                                   8,089 
 
1 Results shown for the six-month period beginning on 1 July 2004.  2 Impairments on private equity and other financial investments for the year ended 31 December 2004 were as follows: Wealth Management & Business Banking CHF 10 million; Global Asset Management CHF 4 million; Investment Bank CHF 170 million; Wealth Management USA CHF 39 million; Corporate Center CHF 0 million.  3 For further information regarding goodwill and other intangible assets by Business Group, please see Note 15: Goodwill and Other Intangible Assets.  4 The funding surplus or requirement is reflected in each Business Group and adjusted in Corporate Center.

103


Financial Statements
Notes to conformthe Financial Statements

Note 2a Reporting by Business Group (continued)

For the year ended 31 December 2003

CHF million


Internal charges and transfer pricing adjustments are reflected in the performance of each business. Revenue-sharing agreements are used to allocate external customer revenues to a Business Group on a reasonable basis. Transactions between Business Groups are conducted at arm’s length.

Income1
Credit loss (expense)/recovery
Total operating income
Personnel expenses
General and administrative expenses
Services to/from other business units
Depreciation
Amortization of goodwill and other intangible assets2
Total operating expenses
Business Group performance before tax
Tax expense
Net profit before minority interests
Minority interests
Net profit
Additional information3
Total assets
Total liabilities and minority interests
Capital expenditure

Management reporting based on expected credit loss

For internal management reporting purposes, we measure credit loss using an expected loss concept. This table shows Business Group performance consistent with the way in which our businesses are managed and the way Business Group performance is measured. Expected credit loss reflects the average annual costs that are expected to arise from positions in the current portfolio that become impaired. The Adjusted expected credit loss reported for each Business Group is the expected credit loss on its portfolio plus the difference between Credit loss expense and expected credit loss, amortized over a three year presentation.period. The difference between these Adjusted expected credit loss figures and the Credit loss expense recorded at Group level for reporting purposes is reported in Corporate Functions.

Income1
Adjusted expected credit loss
Total operating income
Personnel expenses
General and administrative expenses
Services to/from other business units
Depreciation
Amortization of goodwill and other intangible assets2
Total operating expenses
Business Group performance before tax
Tax expense
Net profit before minority interests
Minority interests
Net profit

104


                                 
 
                                 
 
  Wealth Management &          
  Business Banking     Corporate Center    
      Business Banking  Global Asset      Wealth  Private  Corporate    
  Wealth Management  Switzerland  Management  Investment Bank  Management USA  Banks & GAM  Functions  UBS 
 
   6,797   5,247   1,737   13,991   5,190   880   20   33,862 
 
   4   (71)  0   (4)  (3)  2   0   (72)
 
   6,801   5,176   1,737   13,987   5,187   882   20   33,790 
 
   1,944   2,406   806   7,303   3,627   381   764   17,231 
 
   604   1,090   265   2,074   719   169   1,165   6,086 
 
   1,479   (609)  156   180   433   11   (1,650)  0 
 
   82   88   25   246   72   28   812   1,353 
 
   75   0   153   278   336   81   20   943 
 
   4,184   2,975   1,405   10,081   5,187   670   1,111   25,613 
 
   2,617   2,201   332   3,906   0   212   (1,091)  8,177 
 
                               1,593 
 
                               6,584 
 
                               (345)
 
                               6,239 
 
                                 
 
   150,285   192,517   21,929   1,316,897   46,837   9,084   (187,493)  1,550,056 
 
   147,479   186,185   20,917   1,303,281   41,732   8,406   (193,254)  1,514,746 
 
   167   261   17   518   68   17   427   1,475 
 
                                 
 
   6,797   5,247   1,737   13,991   5,190   880   20   33,862 
 
   (4)  (127)  0   (55)  (8)  (2)  124   (72)
 
   6,793   5,120   1,737   13,936   5,182   878   144   33,790 
 
   1,944   2,406   806   7,303   3,627   381   764   17,231 
 
   604   1,090   265   2,074   719   169   1,165   6,086 
 
   1,479   (609)  156   180   433   11   (1,650)  0 
 
   82   88   25   246   72   28   812   1,353 
 
   75   0   153   278   336   81   20   943 
 
   4,184   2,975   1,405   10,081   5,187   670   1,111   25,613 
 
   2,609   2,145   332   3,855   (5)  208   (967)  8,177 
 
                               1,593 
 
                               6,584 
 
                               (345)
 
                               6,239 
 

1 Impairments on private equity and other financial investments for the year ended 31 December 2003 were as follows: Wealth Management & Business Banking CHF 18 million; Global Asset Management CHF 2 million; Investment Bank CHF 371 million; Wealth Management USA CHF 1 million; Corporate Center CHF 149 million.2 For further information regarding goodwill and other intangible assets by Business Group, please see Note 15: Goodwil and Other Intangible Assets.3 The funding surplus or requirement is reflected in each Business Group and adjusted in Corporate Center.



105


Financial Statements
Notes to the Financial Statements

Note 2a Reporting by Business Group (continued)

For the year ended 31 December 2002

                         
  UBS Wealth  UBS             
  Management &  Global Asset  UBS  UBS  Corporate    
CHF million Business Banking  Management  Warburg  PaineWebber  Center  UBS Group 

Income1
  12,928   1,953   12,498   5,561   1,387   34,327 
Credit loss expense2
  (314)  0   (128)  (13)  249   (206)

Total operating income  12,614   1,953   12,370   5,548   1,636   34,121 

Personnel expenses  4,810   946   7,878   4,245   645   18,524 
General and administrative expenses  2,317   513   2,378   1,263   601   7,072 
Depreciation  480   37   382   149   473   1,521 
Amortization of goodwill and other intangible assets3
  111   270   364   1,691   24   2,460 

Total operating expenses  7,718   1,766   11,002   7,348   1,743   29,577 

Business Group performance before tax
  4,896   187   1,368   (1,800)  (107)  4,544 
Tax expense                      678 

Net profit before minority interests
                      3,866 
Minority interests                      (331)

Net profit
                      3,535 

Other information as at 31 December 20024
                        
Total assets  310,722   4,428   933,962   39,610   (107,604)  1,181,118 
Total liabilities and minority interests  302,272   2,937   921,446   33,225   (117,753)  1,142,127 
Capital expenditure  380   20   473   185   705   1,763 

CHF million


Internal charges and transfer pricing adjustments are reflected in the performance of each business. Revenue-sharing agreements are used to allocate external customer revenues to a Business Group on a reasonable basis. Transactions between Business Groups are conducted at arm’s length.

Income1
Credit loss (expense)/recovery
Total operating income
Personnel expenses
General and administrative expenses
Services to/from other business units
Depreciation
Amortization of goodwill and other intangible assets2
Total operating expenses
Business Group performance before tax
Tax expense
Net profit before minority interests
Minority interests
Net profit
Additional information3
Total assets
Total liabilities and minority interests
Capital expenditure

Management reporting based on expected credit loss

For internal management reporting purposes, we measure credit loss using an expected loss concept. This table shows Business Group performance consistent with the way in which our businesses are managed and the way Business Group performance is measured. Expected credit loss reflects the average annual costs that are expected to arise from positions in the current portfolio that become impaired. The Adjusted expected credit loss reported for each Business Group is the expected credit loss on its portfolio plus the difference between Credit loss expense and expected credit loss, amortized over a three year period. The difference between these Adjusted expected credit loss figures and the Credit loss expense recorded at Group level for reporting purposes is reported in Corporate Functions.

Income1
Adjusted expected credit loss
Total operating income
Personnel expenses
General and administrative expenses
Services to/from other business units
Depreciation
Amortization of goodwill and other intangible assets2
Total operating expenses
Business Group performance before tax
Tax expense
Net profit before minority interests
Minority interests
Net profit

106


                                 
 
                                 
 
  Wealth Management &          
  Business Banking     Corporate Center    
      Business Banking  Global Asset      Wealth  Private  Corporate    
  Wealth Management  Switzerland  Management  Investment Bank  Management USA  Banks & GAM  Functions  UBS 
 
   6,690   5,494   1,655   12,419   5,561   1,038   1,365   34,222 
 
   1   (239)  0   126   (15)  (3)  15   (115)
 
   6,691   5,255   1,655   12,545   5,546   1,035   1,380   34,107 
 
   1,869   2,469   763   7,815   4,158   386   1,064   18,524 
 
   617   1,305   301   2,359   926   120   1,444   7,072 
 
   1,475   (638)  164   140   492   12   (1,645)  0 
 
   93   105   22   320   81   40   853   1,514 
 
   97       186   364   1,691   98   24   2,460 
 
   4,151   3,241   1,436   10,998   7,348   656   1,740   29,570 
 
   2,540   2,014   219   1,547   (1,802)  379   (360)  4,537 
 
                               676 
 
                               3,861 
 
                               (331)
 
                               3,530 
 
                                 
 
   189,061   121,661   4,428   1,099,410   39,610   7,004   (114,496)  1,346,678 
 
   186,346   115,926   2,937   1,087,019   33,225   6,270   (123,997)  1,307,726 
 
   156   224   20   473   466   37   668   2,044 
 
                                 
 
   6,690   5,494   1,655   12,419   5,561   1,038   1,365   34,222 
 
   (26)  (286)      (90)  (13)  (2)  302   (115)
 
   6,664   5,208   1,655   12,329   5,548   1,036   1,667   34,107 
 
   1,869   2,469   763   7,815   4,158   386   1,064   18,524 
 
   617   1,305   301   2,359   926   120   1,444   7,072 
 
   1,475   (638)  164   140   492   12   (1,645)  0 
 
   93   105   22   320   81   40   853   1,514 
 
   97       186   364   1,691   98   24   2,460 
 
   4,151   3,241   1,436   10,998   7,348   656   1,740   29,570 
 
   2,513   1,967   219   1,331   (1,800)  380   (73)  4,537 
 
                               676 
 
                               3,861 
 
                               (331)
 
                               3,530 
 

1Impairments on private equity and other financial investments for the year ended 31 December 2002 were as follows: UBS Wealth Management & Business Banking CHF 32 million; UBS Global Asset Management CHF 1 million; UBS WarburgInvestment Bank CHF 1,703 million; Corporate Center CHF 208 million.   2In order to show the relevant Business Group performance over time, adjusted expected loss figures rather than the IFRS actual net credit loss expense are reported for each Business Group. The adjusted expected loss is the statistically derived actuarial expected loss which reflects the inherent counterparty and country risks in the respective portfolios, plus the deferred releases representing the amortized historical differences between actual credit losses and actuarial expected loss. The difference between the adjusted expected loss figures and the IFRS actual net credit loss expense recorded at Group level for financial reporting purposes is reported in the Corporate Center. The Business Group breakdown of the net credit loss expense for financial reporting purposes of CHF 206 million for the year ended 31 December 2002 is as follows: UBS Wealth Management & Business Banking CHF 241 million expense, UBS Warburg CHF 35 million recovery, UBS PaineWebber CHF 15 million expense and Corporate Center CHF 15 million recovery.     3For further information aboutregarding goodwill and other intangible assets by Business Group, please see Note 15: Goodwill and Other Intangible Assets.   43The funding surplus or requirement is reflected in each Business Group and adjusted in Corporate Center.



107

97


UBS Group Financial Statements
Notes to the Financial Statements


For the year ended 31 December 2001

                         
  UBS Wealth  UBS             
  Management &  Global Asset  UBS  UBS  Corporate    
CHF million Business Banking  Management  Warburg  PaineWebber  Center  UBS Group 

Income1
  13,488   2,218   14,715   6,391   800   37,612 
Credit loss expense2
  (604)  0   (112)  (18)  236   (498)

Total operating income  12,884   2,218   14,603   6,373   1,036   37,114 

Personnel expenses  4,825   1,038   8,354   5,019   592   19,828 
General and administrative expenses  2,434   569   2,650   1,441   537   7,631 
Depreciation  616   46   456   124   372   1,614 
Amortization of goodwill and other intangible assets109   286   402   502   24   1,323 

Total operating expenses  7,984   1,939   11,862   7,086   1,525   30,396 

Business Group performance before tax
  4,900   279   2,741   (713)  (489)  6,718 
Tax expense                      1,401 

Net profit before minority interests
                      5,317 
Minority interests                      (344)

Net profit
                      4,973 

Other information as at 31 December 20013
                        
Total assets  313,800   6,335   1,005,397   39,747   (111,982)  1,253,297 
Total liabilities and minority interests  304,988   4,367   992,272   31,556   (123,416)  1,209,767 
Capital expenditure  540   37   337   296   811   2,021 

1Impairments on private equity and other financial investments for the year ended 31 December 2001 were as follows: UBS Wealth Management & Business Banking CHF 109 million; UBS Global Asset Management CHF 3 million; UBS Warburg CHF 1,143 million; Corporate Center CHF 39 million.     2In order to show the relevant Business Group performance over time, adjusted expected loss figures rather than the IFRS actual net credit loss expense are reported for each Business Group. The adjusted expected loss is the statistically derived actuarial expected loss which reflects the inherent counterparty and country risks in the respective portfolios, plus the deferred releases representing the amortized historical differences between actual credit losses and actuarial expected loss. The difference between the adjusted expected loss figures and the IFRS actual net credit loss expense recorded at Group level for financial reporting purposes is reported in the Corporate Center. The Business Group breakdown of the net credit loss expense for financial reporting purposes of CHF 498 million for the year ended 31 December 2001 is as follows: UBS Wealth Management & Business Banking CHF 123 million expense, UBS Warburg CHF 360 million expense and UBS PaineWebber CHF 15 million expense.     3The funding surplus or requirement is reflected in each Business Group and adjusted in Corporate Center.

For the year ended 31 December 2000

                         
  UBS Wealth  UBS             
  Management &  Global Asset  UBS  UBS  Corporate    
CHF million Business Banking  Management  Warburg  PaineWebber  Center  UBS Group 

Income1
  14,355   2,078   18,240   1,214   385   36,272 
Credit loss expense/recovery2
  (785)  0   (243)  (3)  1,161   130 

Total operating income  13,570   2,078   17,997   1,211   1,546   36,402 

Personnel expenses  5,151   941   9,451   1,098   522   17,163 
General and administrative expenses  2,478   434   2,755   344   754   6,765 
Depreciation  633   49   564   42   320   1,608 
Amortization of goodwill and other intangible assets81   267   192   84   43   667 

Total operating expenses  8,343   1,691   12,962   1,568   1,639   26,203 

Business Group performance before tax
  5,227   387   5,035   (357)  (93)  10,199 
Tax expense                      2,320 

Net profit before minority interests
                      7,879 
Minority interests                      (87)

Net profit
                      7,792 

Other information as at 31 December 20003
                        
Total assets  281,984   7,558   817,264   50,691   (69,945)  1,087,552 
Total liabilities and minority interests  272,173   5,787   803,159   41,826   (80,226)  1,042,719 

1Impairments on private equity and other financial investments for the year ended 31 December 2000 were as follows: UBS Warburg CHF 442 million; Corporate Center CHF 65 million.     2In order to show the relevant Business Group performance over time, adjusted expected loss figures rather than the IFRS actual net credit loss expense are reported for each Business Group. The adjusted expected loss is the statistically derived actuarial expected loss which reflects the inherent counterparty and country risks in the respective portfolios, plus the deferred releases representing the amortized historical differences between actual credit losses and actuarial expected loss. The difference between the adjusted expected loss figures and the IFRS actual net credit loss expense recorded at Group level for financial reporting purposes is reported in the Corporate Center. The Business Group breakdown of the net credit loss recovery for financial reporting purposes of CHF 130 million for the year ended 31 December 2000 is as follows: UBS Wealth Management & Business Banking CHF 695 million recovery, UBS Warburg CHF 562 million expense and UBS PaineWebber CHF 3 million expense.     3The funding surplus or requirement is reflected in each Business Group and adjusted in Corporate Center.

98


Note 2b Segment Reporting by Geographic Location

The geographic analysis of total assets is based on customer domicile whereas operating income and capital expenditure is based on the location of the office in which the transactions and assets are recorded. Because of the global nature of financial markets the Group’s business is managed on an integrated basis worldwide, with a view to profitability by product line.

The geographical analysis of operating income, total assets, and capital expenditure is provided in order to comply with IFRS, and does not reflect the way the Group is managed. Management believes that analysis by Business Group, as shown in Note 2a to these Financial Statements, is a more meaningful representation of the way in which the Group is managed.

For the year ended 31 December 2002



                                     
 Total operating income Total assets Capital expenditure 
For the year ended 31 December 2004For the year ended 31 December 2004
 
 
 
  Total operating income Total assets Capital expenditure 
 CHF million Share % CHF million Share % CHF million Share %  CHF million Share % CHF million Share % CHF million Share % 


Switzerland 14,307 42 174,878 15 885 51  14,949 37 189,019 11 799 51 
Rest of Europe 6,837 20 256,110 22 199 11 
Rest of Europe / Africa / Middle East 10,379 25 564,336 32 388 25 
Americas 11,055 32 669,823 56 635 36  13,615 33 829,845 48 293 19 
Asia/Pacific 1,909 6 78,270 7 44 2 
Africa/Middle East 13 0 2,037 0 0 0 
Asia Pacific 2,126 5 151,584 9 84 5 


Total
  34,121   100   1,181,118   100   1,763   100  41,069 100 1,734,784 100 1,564 100 


                         
For the year ended 31 December 2003
  Total operating income Total assets Capital expenditure 
  CHF million  Share %  CHF million  Share %  CHF million  Share % 
 
Switzerland  13,176   39   182,280   12   689   47 
 
Rest of Europe / Africa / Middle East  5,977   18   535,501   34   242   16 
 
Americas  12,923   38   738,189   48   510   35 
 
Asia Pacific  1,714   5   94,086   6   34   2 
 
Total
  33,790   100   1,550,056   100   1,475   100 
 
                         
For the year ended 31 December 2002
  Total operating income Total assets Capital expenditure 
  CHF million  Share %  CHF million  Share %  CHF million  Share % 
 
Switzerland  14,327   42   176,544   13   885   43 
 
Rest of Europe / Africa / Middle East  6,816   20   363,706   27   199   10 
 
Americas  11,055   32   719,703   54   916   45 
 
Asia Pacific  1,909   6   86,725   6   44   2 
 
Total
  34,107   100   1,346,678   100   2,044   100 
 

For the year ended 31 December 2001

                         
  Total operating income   Total assets  Capital expenditure 
  
  
  
 
  CHF million  Share %  CHF million  Share %  CHF million  Share % 

Switzerland  14,223   38   195,321   16   1,039   52 
Rest of Europe  7,411   20   236,775   19   303   15 
Americas  13,587   37   691,157   55   630   31 
Asia/Pacific  1,859   5   126,725   10   48   2 
Africa/Middle East  34   0   3,319   0   1   0 

Total
  37,114   100   1,253,297   100   2,021   100 

For the year ended 31 December 2000

                         
  Total operating income   Total assets  Capital expenditure 
  
  
  
 
  CHF million  Share %  CHF million  Share %  CHF million  Share % 

Switzerland  15,836   44   211,851   19   1,135   43 
Rest of Europe  10,907   30   305,342   28   311   12 
Americas  6,976   19   474,617   44   1,169   44 
Asia/Pacific  2,626   7   87,831   8   36   1 
Africa/Middle East  57   0   7,911   1   8   0 

Total
  36,402   100   1,087,552   100   2,659   100 

108


99


Income Statement

Note 3 Net Interest and Trading Income

Accounting standards require separate disclosure of net interest income and net trading income (see the second and the third table). This required disclosure, however, does not take into account that net interest and trading income are generated by a range of different business activities. In many cases, a particular business activity can generate both net interest and trading income. Fixed income trading activity, for example, generates both trading profits and coupon income. UBS management therefore analyzes net interest and trading income ac-

cording to the business activity generating it. The first table below (labeled Net interest and trading income) provides information that corresponds to this management view. For example, net income from trading activities is further broken down into the four sub-components of Equities, Fixed income, Foreign exchange and Other. These activities generate both types of income (interest and trading revenue) and therefore this analysis is not comparable to the breakdown provided in the third table on the next page (Net trading income only).



                 
Net interest and trading income
  For the year ended % change from 
CHF million
  31.12.04   31.12.03   31.12.02   31.12.03 
 
Net interest income  11,860   12,299   10,546   (4)
 
Net trading income  4,972   3,756   5,451   32 
 
Total net interest and trading income
  16,832   16,055   15,997   5 
 
                 
Breakdown by business activity
  For the year ended % change from 
CHF million
  31.12.04   31.12.03   31.12.02   31.12.03 
 
Net income from interest margin products
  5,139   5,077   5,275   1 
 
Equities  3,098   2,445   2,777   27 
 
Fixed income  6,264   6,474   5,977   (3)
 
Foreign exchange  1,467   1,436   1,506   2 
 
Other  273   326   245   (16)
 
Net income from trading activities
  11,102   10,681   10,505   4 
 
Net income from treasury activities
  1,298   1,417   1,646   (8)
 
Other1
  (707)  (1,120)  (1,429)  37 
 
Total net interest and trading income
  16,832   16,055   15,997   5 
 
UBS1 Includes external funding costs of the PaineWebber Group, Inc. acquisition.
                 
Net interest income
  For the year ended % change from 
CHF million
  31.12.04   31.12.03   31.12.02   31.12.03 
 
Interest income
                
 
Interest earned on loans and advances  9,021   10,542   11,600   (14)
 
Interest earned on securities borrowed and reverse repurchase agreements  11,006   11,148   11,184   (1)
 
Interest and dividend income from financial investments  93   75   165   24 
 
Interest and dividend income from trading portfolio  19,278   18,394   17,014   5 
 
Total
  39,398   40,159   39,963   (2)
 
Interest expense
                
 
Interest on amounts due to banks and customers  5,529   5,072   6,383   9 
 
Interest on securities lent and repurchase agreements  10,014   9,623   10,081   4 
 
Interest and dividend expense from trading portfolio  7,993   9,925   8,226   (19)
 
Interest on financial liabilities designated at fair value  1,168   751   341   56 
 
Interest on debt issued  2,834   2,489   4,386   14 
 
Total
  27,538   27,860   29,417   (1)
 
Net interest income
  11,860   12,299   10,546   (4)
 

109


Financial Statements
Notes to the Financial Statements


Income Statement

Note 3 Net Interest and Trading Income

Net interest Income (continued)

                 
CHF million             % change from 
For the year ended 31.12.02  31.12.01  31.12.00  31.12.01 

Interest income
                
Interest earned on loans and advances  11,600   16,955   20,413   (32)
Interest earned on securities borrowed and reverse repurchase agreements  11,184   18,337   19,088   (39)
Interest and dividend income from financial investments  165   453   402   (64)
Interest and dividend income from trading portfolio  17,014   16,532   11,842   3 

Total  39,963   52,277   51,745   (24)

Interest expense
                
Interest on amounts due to banks and customers  6,383   14,088   15,660   (55)
Interest on securities lent and repurchase agreements  10,081   14,517   14,915   (31)
Interest and dividend expense from trading portfolio  8,366   7,815   5,309   7 
Interest on debt issued  4,587   7,816   7,731   (41)

Total  29,417   44,236   43,615   (33)

Net interest income
  10,546   8,041   8,130   31 

Net trading income

             
Net trading income1Net trading income1
                For the year ended % change from 
CHF million % change from  31.12.04 31.12.03 31.12.02 31.12.03 
For the year ended 31.12.02 31.12.01 31.12.00 31.12.01 


Equities  2,638  4,026 7,754  (34) 2,254 1,660 2,621 36 
Fixed income1
  1,061  2,731 912  (61)
Fixed income2
 131 396 997  (67)
Foreign exchange and other  1,873  2,045 1,287  (8) 2,587 1,700 1,833 52 


Net trading income
  5,572  8,802 9,953  (37) 4,972 3,756 5,451 32 


1 Please refer to the table “Net Interest and Trading Income” on the previous page for the Equities, Fixed income, Foreign exchange and Other business results (for an explanation, read the corresponding introductory comment).   2 Includes commodities trading income.

Included in the Net interest and trading income

                 
CHF million             % change from 
For the year ended 31.12.02  31.12.01  31.12.00  31.12.01 

Net interest income  10,546   8,041   8,130   31 
Net trading income  5,572   8,802   9,953   (37)

Total net interest and trading income
  16,118   16,843   18,083   (4)

                 
Breakdown by business activity:                

Net income from interest margin products  5,275   5,694   5,430   (7)
Net income from trading activities  10,605   11,529   12,642   (8)
Net income from treasury activities  1,667   1,424   762   17 
Other1
  (1,429)  (1,804)  (751)  21 

Total net interest and trading income
  16,118   16,843   18,083   (4)

1 Principally external funding costs table are fair value changes of CHF (1,203) million for the year ended 31 December 2004, CHF (115) million for the year ended 31 December 2003, and CHF 446 million for the year ended 31 December 2002 related to financial liabilities designated as held at fair value through profit and loss. For 2004, CHF (801) million of the Paine Webber Group, Inc. acquisition.


100


total fair value change was attributable to changes in fair value

of embedded derivatives, while CHF (402) million was attributable to changes in LIBOR. The exposure from embedded derivatives is economically hedged with derivatives whose change in fair value is also reported in Net trading income, offsetting the fair value changes related to financial liabilities designated as held at fair value.



Note 4 Net Fee and Commission Income

                 
  For the year ended % change from 
CHF million
  31.12.04   31.12.03   31.12.02   31.12.03 
 
Equity underwriting fees  1,430   1,270   1,166   13 
 
Bond underwriting fees  1,114   1,084   968   3 
 
Total underwriting fees  2,544   2,354   2,134   8 
 
Corporate finance fees  1,078   761   848   42 
 
Brokerage fees  5,916   5,608   5,987   5 
 
Investment fund fees  4,588   3,895   4,033   18 
 
Fiduciary fees  220   241   300   (9)
 
Custodian fees  1,261   1,201   1,302   5 
 
Portfolio and other management and advisory fees  4,611   3,855   4,065   20 
 
Insurance-related and other fees  342   355   417   (4)
 
Total securities trading and investment activity fees  20,560   18,270   19,086   13 
 
Credit-related fees and commissions  266   249   275   7 
 
Commission income from other services  988   1,087   1,006   (9)
 
Total fee and commission income  21,814   19,606   20,367   11 
 
Brokerage fees paid  1,399   1,483   1,349   (6)
 
Other  999   778   797   28 
 
Total fee and commission expense  2,398   2,261   2,146   6 
 
Net fee and commission income
  19,416   17,345   18,221   12 
 

110


Note 5 Other Income

                 
  For the year ended % change from
CHF million
  31.12.04   31.12.03   31.12.02   31.12.03 
 
Gains/(losses) from disposal of associates and subsidiaries
                
 
Net gain from disposal of:                
 
Consolidated subsidiaries  83   160   228   (48)
 
Investments in associates  1   2   0   (50)
 
Total
  84   162   228   (48)
 
Financial investments available-for-sale
                
 
Net gain from disposal of:                
 
Private equity investments  557   352   273   58 
 
Other financial investments  46   90   457   (49)
 
Impairment charges on private equity investments and other financial investments  (223)  (541)  (1,944)  59 
 
Total
  380   (99)  (1,214)    
 
Net income from investments in property1
  65   75   90   (13)
 
Equity in income of associates  65   123   7   (47)
 
Gains/(losses) from investment properties2
  11   (42)  17     
 
Other  292   243   876   20 
 
Total other income
  897   462   4   94 
 
1
                 
CHF million             % change from 
For the year ended  31.12.02   31.12.01   31.12.00   31.12.01 

Underwriting fees  2,134   2,158   1,434   (1)
Corporate finance fees  848   1,339   1,772   (37)
Brokerage fees  5,987   6,445   5,742   (7)
Investment fund fees  4,033   4,276   2,821   (6)
Fiduciary fees  300   355   351   (15)
Custodian fees  1,302   1,356   1,439   (4)
Portfolio and other management and advisory fees  4,065   4,650   3,666   (13)
Insurance-related and other fees  417   538   111   (22)

Total securities trading and investment activity fees  19,086   21,117   17,336   (10)

Credit-related fees and commissions  275   307   310   (10)
Commission income from other services  1,006   946   802   6 

Total fee and commission income  20,367   22,370   18,448   (9)

Brokerage fees paid  1,349   1,281   1,084   5 
Other  797   878   661   (9)

Total fee and commission expense  2,146   2,159   1,745   (1)

Net fee and commission income  18,221   20,211   16,703  ��(10)

 Includes net rent received from third parties and net operating expenses.   2  Includes unrealized and realized profit from investment properties at fair value.

Note 5 Other Income6 Personnel Expenses

                  
CHF million             % change from 
For the year ended  31.12.02   31.12.01   31.12.00   31.12.01 

Gains/losses from disposal of associates and subsidiaries                
Net gain from disposal of:                
     Consolidated subsidiaries  228   3   57     
     Investments in associates  0   0   26     

Total  228   3   83     

Financial investments available for sale                
Net gain from disposal of:                
     Private equity investments  273   454   919   (40)
     Other financial investments  457   256   162   79 
Impairment charges on private equity investments and other financial investments  (1,944)  (1,294)  (507)  (50)

Total  (1,214)  (584)  574   (108)

Net income from investments in property  90   68   96   32 
Equity in income of associates  7   72   58   (90)
Other  877   999   675   (12)

Total other income  (12)  558   1,486     

                 
  For the year ended % change from
CHF million
  31.12.04   31.12.03   31.12.02   31.12.03 
 
Salaries and bonuses  14,835   13,478   14,219   10 
 
Contractors  572   539   579   6 
 
Insurance and social contributions  1,093   923   939   18 
 
Contribution to retirement plans  707   721   676   (2)
 
Other personnel expenses  1,308   1,570   2,111   (17)
 
Total personnel expenses
  18,515   17,231   18,524   7 
 

Note 7 General and Administrative Expenses

                 
  For the year ended % change from
CHF million
  31.12.04   31.12.03   31.12.02   31.12.03 
 
Occupancy  1,274   1,304   1,354   (2)
 
Rent and maintenance of machines and equipment  686   708   665   (3)
 
Telecommunications and postage  835   864   1,019   (3)
 
Administration  660   599   819   10 
 
Marketing and public relations  442   398   453   11 
 
Travel and entertainment  634   526   600   21 
 
Professional fees  705   589   568   20 
 
IT and other outsourcing  953   844   1,036   13 
 
Other  514   254   558   102 
 
Total general and administrative expenses
  6,703   6,086   7,072   10 
 

101111


UBS Group Financial Statements
Notes to the Financial Statements

Note 6 Personnel Expenses

                 
CHF million             % change from 
For the year ended  31.12.02   31.12.01   31.12.00   31.12.01 

Salaries and bonuses  14,219   15,238   13,523   (7)
Contractors  579   729   725   (21)
Insurance and social contributions  939   984   959   (5)
Retirement benefit expenses  676   603   475   12 
Other personnel expenses  2,111   2,274   1,481   (7)

Total personnel expenses  18,524   19,828   17,163   (7)

Note 7 General and Administrative Expenses

                 
CHF million             % change from 
For the year ended  31.12.02   31.12.01   31.12.00   31.12.01 

Occupancy  1,354   1,314   979   3 
Rent and maintenance of machines and equipment  665   632   520   5 
Telecommunications and postage  1,019   1,213   914   (16)
Administration  819   906   750   (10)
Marketing and public relations  453   574   480   (21)
Travel and entertainment  600   700   656   (14)
Professional fees  568   667   660   (15)
IT and other outsourcing  1,036   1,224   1,246   (15)
Other  558   401   560   39 

Total general and administrative expenses  7,072   7,631   6,765   (7)


102


Note 8 Earnings per Share (EPS) and Shares Outstanding

                 
              % change from 
For the year ended  31.12.02   31.12.01   31.12.00   31.12.01 

Basic Earnings (CHF million)                
Net profit  3,535   4,973   7,792   (29)
Amortization of goodwill and other intangible assets  2,1792  1,323   667   65 

Net profit before goodwill amortization1  5,714   6,296   8,459   (9)

Diluted Earnings (CHF million)                
Net profit  3,535   4,973   7,792   (29)
Less: profit on own equity derivative contracts deemed dilutive  (20)  (99)  (14)  80 

Net profit for diluted EPS  3,515   4,874   7,778   (28)

Amortization of goodwill and other intangible assets  2,1792  1,323   667   65 

Net profit for diluted EPS before goodwill amortization1  5,694   6,197   8,445   (8)

Weighted average shares outstanding                

Weighted average shares outstanding  1,208,586,678   1,266,038,193   1,209,087,927   (5)
Potentially dilutive ordinary shares resulting from options and warrants outstanding3  14,796,264   22,539,745   16,489,773   (34)

Weighted average shares outstanding for diluted EPS  1,223,382,942   1,288,577,938   1,225,577,700   (5)

Earnings per share (CHF)                

Basic EPS  2.92   3.93   6.44   (26)
Basic EPS before goodwill amortization1  4.73   4.97   7.00   (5)
Diluted EPS  2.87   3.78   6.35   (24)
Diluted EPS before goodwill amortization1  4.65   4.81   6.89   (3)

                 
  For the year ended % change from
   31.12.04   31.12.03   31.12.02   31.12.03 
                 
Basic earnings (CHF million)
                
 
Net profit  8,089   6,239   3,530   30 
 
                 
Diluted earnings (CHF million)
                
 
Net profit  8,089   6,239   3,530   30 
 
Less: Profit on equity derivative contracts  (5)  1   (20)    
 
Net profit for diluted EPS  8,084   6,240   3,510   30 
 
                 
Weighted average shares outstanding
                
 
Weighted average shares outstanding  1,052,914,417   1,116,953,623   1,208,586,678   (6)
 
Potentially dilutive ordinary shares resulting from options and warrants outstanding1
  29,046,943   21,847,002   14,796,264   33 
 
Weighted average shares outstanding for diluted EPS  1,081,961,360   1,138,800,625   1,223,382,942   (5)
 
                 
Earnings per share (CHF)
                
 
Basic  7.68   5.59   2.92   37 
 
Diluted  7.47   5.48   2.87   36 
 
1 Excludes the amortization of goodwill and other intangible assets.    2 Includes an income tax benefit of CHF 281 million for the writedown of the PaineWebber brandname.    3 Total equivalent shares outstanding on options that were not dilutive for the respective periods but could potentially dilute earnings per share in the future were 75,385,368, 28,741,88618,978,199, 37,234,538 and 27,524,28075,385,368 for the years ended 31 December 2002,2004, 31 December 20012003 and 31 December 2000,2002, respectively.
                  
Shares outstanding             % change from 
As at  31.12.02   31.12.01   31.12.00   31.12.01 

Total ordinary shares issued  1,256,297,678   1,281,717,499   1,333,139,187   (2)
Own shares to be delivered          28,444,788     
Second trading line treasury shares                
   2000 program          55,265,349     
   2001 program      23,064,356         
   2002 first program  67,700,000             
   2002 second program  6,335,080             
Other treasury shares  23,146,014   18,190,595   0   27 

Total treasury shares  97,181,094   41,254,951   55,265,349   136 

Shares outstanding  1,159,116,584   1,240,462,548   1,306,318,626   (7)

Shares outstanding

                 
  As at % change from
   31.12.04   31.12.03   31.12.02   31.12.03 
 
Total ordinary shares issued  1,126,858,177   1,183,046,764   1,256,297,678   (5)
 
Second trading line treasury shares                
 
2002 first program          67,700,000     
 
2002 second program          6,335,080     
 
2003 program      56,707,000         
 
2004 program  39,935,094             
 
Other treasury shares  63,589,877   54,653,692   23,146,014   16 
 
Total treasury shares  103,524,971   111,360,692   97,181,094   (7)
 
Shares outstanding  1,023,333,206   1,071,686,072   1,159,116,584   (5)
 

103112


Balance Sheet: Assets

Note 9a  Due from Banks and Loans

         
By type of exposure
CHF million 31.12.04  31.12.03 
 
Banks1
  35,520   32,024 
 
Allowance for credit losses  (256)  (284)
 
Net due from banks  35,264   31,740 
 
Loans        
 
Residential mortgages  117,731   109,980 
 
Commercial mortgages  18,950   19,162 
 
Other Loans  98,081   86,829 
 
Subtotal  234,762   215,971 
 
Allowance for credit losses  (2,375)  (3,292)
 
Net loans  232,387   212,679 
 
Net due from banks and loans
  267,651   244,419 
 
1 Includes due from banks from Industrial Holdings in the amount of CHF 764 million.
         
By geographic region (based on the location of the borrower)
CHF million 31.12.04  31.12.03 
 
Switzerland  152,433   152,358 
 
Rest of Europe/Africa/Middle East  45,712   43,842 
 
Americas  61,751   42,653 
 
Asia Pacific  10,386   9,142 
 
Subtotal  270,282   247,995 
 
Allowance for credit losses  (2,631)  (3,576)
 
Net due from banks and loans
  267,651   244,419 
 
         
By type of collateral
CHF million 31.12.04  31.12.03 
 
Secured by real estate  138,692   130,740 
 
Collateralized by securities  38,872   28,062 
 
Guarantees and other collateral  18,973   18,295 
 
Unsecured  73,745   70,898 
 
Subtotal  270,282   247,995 
 
Allowance for credit losses  (2,631)  (3,576)
 
Net due from banks and loans
  267,651   244,419 
 

113


UBS Group Financial Statements
Notes to the Financial Statements


Balance Sheet: Assets

Note 9a Due from Banks and Loans

By type of exposure

          
CHF million  31.12.02   31.12.01 

Banks  32,911   28,261 
Allowance for credit losses  (443)  (735)

Net due from banks  32,468   27,526 

Loans        
 Mortgages  127,869   126,211 
 Other loans  88,590   107,512 

Subtotal  216,459   233,723 
Allowance for credit losses  (4,812)  (7,178)

Net loans  211,647   226,545 

Net due from banks and loans  244,115   254,071 

thereof subordinated  115   249 

By geographical region(based on the location of the borrower)

         
CHF million  31.12.02   31.12.01 

Switzerland  151,604   158,996 
Rest of Europe  38,131   42,279 
Americas  48,412   42,809 
Asia/Pacific  10,002   15,986 
Africa/Middle East  1,221   1,914 

Subtotal  249,370   261,984 
Allowance for credit losses  (5,255)  (7,913)

Net due from banks and loans  244,115   254,071 

By type of collateral

         
CHF million  31.12.02   31.12.01 

Secured by real estate  129,525   128,259 
Collateralized by securities  26,769   30,635 
Guarantees and other collateral  12,398   20,217 
Unsecured  80,678   82,873 

Subtotal  249,370   261,984 
Allowance for credit losses  (5,255)  (7,913)

Net due from banks and loans  244,115   254,071 


104


Note 9b  Allowances and Provisions for Credit Losses

                 
  Specific allowances  Collective loan  Total  Total 
CHF million and provisions  loss provision  31.12.04  31.12.032
 
Balance at the beginning of the year1
  3,692   262   3,954   5,232 
 
Write-offs  (854)  (3)  (857)  (1,436)
 
Recoveries  59       59   87 
 
Increase / (decrease) in credit loss allowance and provision  (251)  (25)  (276)  72 
 
Foreign currency translation and other adjustments  30   (27)  3   (1)
 
Balance at the end of the year
  2,676   207   2,883   3,954 
 
         
CHF million 31.12.04  31.12.03 
 
As a reduction of Due from banks  256   284 
 
As a reduction of Loans  2,375   3,292 
 
As a reduction of other balance sheet positions  41   88 
 
Subtotal  2,672   3,664 
 
Included in other liabilities related to commitments and contingent liabilities  211   290 
 
Total allowances and provisions for credit losses
  2,883   3,954 
 
1
                 
  Specific  Country risk         
  allowances and  allowances and  Total  Total 
CHF million provisions  provisions   31.12.02   31.12.01 

Balance at the beginning of the year  7,212   1,006   8,218   10,581 
Write-offs  (2,508)  (28)  (2,536)  (3,008)
Recoveries  63   7   70   81 
Increase/(decrease) in credit loss allowance and provision  365   (159)  206   498 
Foreign currency translation and other adjustments  (247)  (90)  (337)  66 

Balance at the end of the year  4,885   736   5,621   8,218 

CHF million          31.12.02   31.12.01 

As a reduction of Due from banks          443   735 
As a reduction of Loans          4,812   7,178 

Subtotal          5,255   7,913 
Included in other liabilities                
related to commitments and contingent liabilities          366   305 

Total allowances and provisions for credit losses          5,621   8,218 

Includes country provisions of CHF 183 million and CHF 262 million at 31 December 2004 and 31 December 2003 respectively.   2 Restated to reflect transfers of allowances and provisions for OTC derivatives to the trading portfolio as a reduction of fair value, following the revised treatment of OTC derivatives credit losses.

Note 9c  Impaired Due from Banks and Loans

         
CHF million  31.12.02   31.12.01 

Impaired loans1, 2  10,365   14,629 
Amount of allowance for credit losses related to impaired loans  4,892   7,294 
Average impaired loans3  12,623   16,555 

         
CHF million 31.12.04  31.12.03 
 
Total gross impaired due from banks and loans1, 2
  4,861   7,209 
 
Allowance for impaired due from banks  239   245 
 
Allowance for impaired loans  2,266   3,213 
 
Total allowances for credit losses related to impaired due from banks and loans  2,505   3,458 
 
Average total gross impaired due from banks and loans3
  6,038   8,594 
 
1 All impaired due from banks and loans have a specific allowance for credit losses.   2 Interest income on impaired due from banks and loans was CHF 428172 million for 20022004 and CHF 504279 million for 2001.    2003.   3 Average balances were calculated from quarterly data.

         
CHF million 31.12.04  31.12.03 
 
Total gross impaired due from banks and loans  4,861   7,209 
 
Estimated liquidation proceeds of collateral  1,758   2,465 
 
Net impaired due from banks and loans  3,103   4,744 
 
Specific allowances and provisions  2,505   3,458 
 


114

105


Note 9d   Non-Performing Due from Banks and Loans

A loan (included in due from banks or loans) is classified as non-performing: 1) when the payment of interest, principal or fees is overdue by more than 90 days and there is no firm evidence that they will be made good by later payments or

the liquidation of collateral; 2) when insolvency proceedings have commenced; or 3) when obligations have been restructured on concessionary terms.



         
CHF million 31.12.04  31.12.03 
 
Total gross non-performing due from banks and loans  3,696   4,901 
 
Total allowances for credit losses related to non-performing due from banks and loans  2,264   2,764 
 
Average total gross non-performing due from banks and loans1
  4,338   5,410 
 
UBS Group 1 Average balances are calculated from quarterly data.
         
CHF million 31.12.04  31.12.03 
 
Non-performing due from banks and loans at the beginning of the year  4,901   6,000 
 
Net additions/(reductions)  (496)  317 
 
Write-offs and disposals  (709)  (1,416)
 
Non-performing due from banks and loans at the end of the year
  3,696   4,901 
 
         
By type of exposure
CHF million 31.12.04  31.12.03 
 
Banks  242   253 
 
Loans        
 
Mortgages  1,011   1,470 
 
Other  2,443   3,178 
 
Total loans  3,454   4,648 
 
Total non-performing due from banks and loans
  3,696   4,901 
 
         
By geographic region (based on the location of borrower)
CHF million 31.12.04  31.12.03 
 
Switzerland  2,772   4,012 
 
Rest of Europe/Africa/Middle East  607   488 
 
Americas  220   366 
 
Asia Pacific  97   35 
 
Total non-performing due from banks and loans
  3,696   4,901 
 

115


Financial Statements
Notes to the Financial Statements

Note 9d Non-Performing Loans

An impaired loan is classified as non-performing when the contractual payments of principal and/or interest are in arrears for 90 days or more.

         
CHF million  31.12.02   31.12.01 

Non-performing loans  6,029   8,639 
Amount of allowance for credit losses related to non-performing loans  3,485   5,374 
Average non-performing loans1  7,361   9,648 

1 Average balances are calculated from quarterly data.
         
CHF million  31.12.02   31.12.01 

Non-performing loans at beginning of the year  8,639   10,452 
Net additions/(reductions)  (509)  1,111 
Write-offs and disposals  (2,101)  (2,924)

Non-performing loans at the end of the year  6,029   8,639 

By type of exposure

          
CHF million  31.12.02   31.12.01 

Banks  311   386 

Loans        
 Mortgages  1,972   2,659 
 Other  3,746   5,594 

Total loans  5,718   8,253 

Total non-performing loans  6,029  8,639 

By geographical region(based on the location of the borrower)

         
CHF million  31.12.02   31.12.01 

Switzerland  4,609   6,531 
Rest of Europe  379   466 
Americas  499   737 
Asia/Pacific  300   653 
Africa/Middle East  242   252 

Total non-performing loans  6,029   8,639 


106


Note 10  Securities Borrowing, Securities Lending, Repurchase and Reverse Repurchase Agreements

The Group enters into collateralized reverse repurchase and repurchase agreements and securities borrowing and securities lending transactions that may result in credit exposure in the event that the counterparty to the transaction is unable to fulfill its contractual obligations. The Group controls creditcred-

it risk associated with these activities by monitoring counterpartycounter-party credit exposure and collateral values on a daily basis and requiring additional collateral to be deposited with or returned to the Group when deemed necessary.

Balance sheet assets



                                
 Cash collateral Reverse Cash collateral Reverse 
Balance sheet assetsBalance sheet assets
 on securities Repurchase on securities Repurchase  Cash collateral on Reverse repurchase Cash collateral on Reverse repurchase 
 borrowed agreements borrowed agreements  securities borrowed agreements securities borrowed agreements 
CHF million  31.12.02   31.12.02  31.12.01 31.12.01  31.12.04 31.12.04 31.12.03 31.12.03 


By counterparty: 
By counterparty
 
Banks  122,764   201,269  155,214 197,902  167,567 243,890 172,783 237,148 
Customers  16,288   92,817  7,724 71,354  52,675 113,274 41,149 83,351 


Total  139,052   294,086  162,938 269,256  220,242 357,164 213,932 320,499 


                 
Balance sheet liabilities
  Cash collateral on  Repurchase  Cash collateral on  Repurchase 
  securities lent  agreements  securities lent  agreements 
CHF million 31.12.04  31.12.04  31.12.03  31.12.03 
 
By counterparty
                
 
Banks  40,580   252,151   39,587   263,905 
 
Customers  20,965   170,436   13,691   151,958 
 
Total
  61,545   422,587   53,278   415,863 
 

Balance sheet liabilities

                 
  Cash collateral      Cash collateral     
  on securities  Repurchase  on securities  Repurchase 
  lent  agreements  lent  agreements 
CHF million  31.12.02   31.12.02   31.12.01   31.12.01 

By counterparty:                
Banks  29,748   200,904   27,640   213,942 
Customers  7,122   165,954   2,677   154,678 

Total  36,870   366,858   30,317   368,620 

Under reverse repurchase and securities borrowing arrangements, the Group obtains securities on terms which permit it to repledge or resell the securities to others. Amounts on such terms as at 31 December 20022004 and 31 December 20012003 were as follows:

         
CHF million  31.12.02   31.12.01 

Securities received under reverse repurchase and/or securities borrowing arrangements which can be repledged or resold  641,341   592,903 

thereof repledged/transferred to others in connection with financing activities or to satisfy commitments under short sale transactions  530,188   474,963 

         
CHF million 31.12.04  31.12.03 
 
Securities received under reverse repurchase and / or securities borrowing arrangements which can be repledged or resold  949,570   827,602 
 
thereof repledged / transferred to others in connection with financing activities or to satisfy commitments under short sale transactions
  639,865   593,049 
 


116

107


UBS Group Financial Statements
Notes to the Financial Statements

Note 11  Trading Portfolio

The Group trades in debt instruments (including money market paper debt,and tradeable loans), equity instruments, precious metals, foreign currencycommodities and derivatives to meet the financial needs of its customers and to generate revenue through its trading activities.revenue. Note 23 providespro-

vides a description of the various classes of derivatives together with the related notional amounts, whereaswhile Note 10 provides further details about cash collateral on securities borrowed and lent and repurchase and reverse repurchase agreements.



         
CHF million 31.12.04  31.12.03 
 

        
Trading portfolio assets
        
 
Money market paper
  44,842   40,003 
 
thereof pledged as collateral with central banks
  4,706   6,208 
 
thereof pledged as collateral and can be repledged or resold by counterparty
  12,580   0 
 
Debt instruments
        
 
Swiss government and government agencies  776   1,011 
 
US Treasury and government agencies  92,330   92,250 
 
Other government agencies  79,340   69,755 
 
Corporate listed  140,500   152,413 
 
Other unlisted  35,646   8,457 
 
Total
  348,592   323,886 
 
thereof pledged as collateral
  147,525   130,093 
 
thereof can be repledged or resold by counterparty
  120,317   104,402 
 
Equity instruments
        
 
Listed  90,594   64,116 
 
Unlisted  18,119   10,507 
 
Total
  108,713   74,623 
 
thereof pledged as collateral
  27,140   16,426 
 
thereof can be repledged or resold by counterparty
  26,218   16,357 
 
Traded loans
  16,077   12,650 
 
Precious metals, commodities1
  11,150   10,610 
 
Total trading portfolio assets
  529,374   461,772 
 

        
Trading portfolio liabilities
        
 
Debt instruments
        
 
Swiss government and government agencies  511   586 
 
US Treasury and government agencies  54,848   52,377 
 
Other government agencies  49,512   38,369 
 
Corporate listed  27,413   13,537 
 
Other unlisted  2,600   10,851 
 
Total
  134,884   115,720 
 
Equity instruments
  36,149   28,237 
 
Total trading portfolio liabilities
  171,033   143,957 
 
1
         
CHF million  31.12.02   31.12.01 

Trading portfolio assets        
Money market paper  45,310   63,164 

thereof pledged as collateral with central banks  10,475   29,895 

Debt instruments        
Swiss government and government agencies  1,140   1,246 
US Treasury and government agencies  71,884   95,203 
Other government agencies  50,296   18,811 
Corporate listed  73,268   108,114 
Other unlisted  39,613   26,642 

Total  236,201   250,016 

thereof pledged as collateral  132,221   153,464 
thereof can be repledged or resold by the counterparty  92,460   101,517 

Equity instruments        
Listed  66,150   67,772 
Unlisted  4,841   6,367 

Total  70,991   74,139 

thereof pledged as collateral  18,614   21,264 
thereof can be repledged or resold by the counterparty  17,905   19,939 

Traded loans  11,533   6,139 

Precious metals  7,401   4,428 

Total trading portfolio assets  371,436   397,886 

Trading portfolio liabilities        
Debt instruments        
Swiss government and government agencies  1,807   565 
US Treasury and government agencies  38,327   25,117 
Other government agencies  19,722   12,187 
Corporate listed  14,177   10,868 
Other unlisted  8,296   30,793 

Total  82,329   79,530 

Equity instruments  24,124   26,268 

Total trading portfolio liabilities  106,453   105,798 

Commodities basically consist of energy.


117

108


Financial Statements
Notes to the Financial Statements

Note 12   Financial Investments (available for sale)(available-for-sale)

                
CHF million  31.12.02  31.12.01  31.12.04 31.12.03 


Money market paper  873  6,774  567 596 


Other debt instruments  
Listed  290  1,194  261 189 
Unlisted  885  10,348  21 72 


Total  1,175  11,542  282 261 


Equity investments 
Equity instruments
 
Listed  596  1,949  504 387 
Unlisted  1,443  1,819  687 630 


Total  2,039  3,768  1,191 1,017 


Private equity investments  4,304  6,719  3,009 3,265 


Total financial investments  8,391  28,803  5,049 5,139 


thereof eligible for discount at central banks  261   10,370  86 196 


The following tables show the unrealized gains and losses not recognized in the income statement for the years ended 20022004 and 2001.2003:

            
 Unrealized gains/losses not recognized in the income statement                     
 
   Unrealized gains / losses not recognized in the income statement
CHF million Fair value Gross gains Gross losses Net, before tax Tax effect Net, after tax  Fair value Gross gains Gross losses Net, before tax Tax effect Net, after tax 


31 December 2002 
31 December 2004
 
Money market paper 873 0 0 0 0 0  567 0 0 0 0 0 
Debt securities issued by the Swiss national government and agencies 16 1 0 1 0 1 
Debt securities issued by Swiss national government and agencies 10 1 0 1 0 1 
Debt securities issued by Swiss local governments 42 2 0 2 0 2  20 1 0 1 0 1 
Debt securities issued by US Treasury and agencies 0 0 0 0 0 0  0 0 0 0 0 0 
Debt securities issued by foreign governments and official institutions 81 1 0 1 0 1  40 0 0 0 0 0 
Corporate debt securities 964 7 0 7 1 6  140 7  (4) 3 0 3 
Mortgage-backed securities 23 1 0 1 0 1  72 0 0 0 0 0 
Other debt securities 49 1 1 0 0 0  0 0 0 0 0 0 
Equity securities 2,039 335 31 304 82 222  1,191 455  (5) 450  (83) 367 
Private equity investments 4,304 966 223 743 30 713  3,009 979  (44) 935  (89) 846 


Total  8,391  1,314  255  1,059  113  946  5,049 1,443  (53) 1,390  (172) 1,218 


            
 Unrealized gains/losses not recognized in the income statement                     
 
   Unrealized gains / losses not recognized in the income statement
CHF million Fair value Gross gains Gross losses Net, before tax Tax effect Net, after tax  Fair value Gross gains Gross losses Net, before tax Tax effect Net, after tax 


31 December 2001 
31 December 2003
 
Money market paper 6,774 1 0 1 0 1  596 0 0 0 0 0 
Debt securities issued by the Swiss national government and agencies 36 1 0 1 0 1 
Debt securities issued by Swiss national government and agencies 14 2 0 2 0 2 
Debt securities issued by Swiss local governments 45 1 0 1 0 1  25 0 0 0 0 0 
Debt securities issued by US Treasury and agencies 32 2 0 2 1 1  0 0 0 0 0 0 
Debt securities issued by foreign governments and official institutions 10,089 31 1 30 11 19  54 0 0 0 0 0 
Corporate debt securities 1,218 4 2 2 0 2  156 3  (8)  (5)  (1)  (6)
Mortgage-backed securities 5 0 0 0 0 0  0 0 0 0 0 0 
Other debt securities 117 0 0 0 0 0  12 0 0 0 0 0 
Equity securities 3,768 627 65 562 187 375  1,017 296  (7) 289  (58) 231 
Private equity investments 6,719 1,189 539 650 15 635  3,265 781  (216) 565 0 565 


Total  28,803  1,856  607  1,249  214  1,035  5,139 1,082  (231) 851  (59) 792 


109118


UBS Group Financial Statements
Notes to the Financial Statements


Note 12   Financial Investments (available(available-for-sale) (continued)

The unrealized losses not recognized in the income statement are considered to be temporary on the basis that the investments are intended to be held for sale) (continued)

Contractual maturitiesa period of time sufficient to recover their cost, and UBS believes that the evidence indicating that the cost of the investments should be recoverable within a reasonable period of time outweighs the evidence to the contrary. This includes the nature of the

investments, valuations and research undertaken by UBS, the current outlook for each investment, offers under negotiation at favourable prices and the duration of the unrealized losses.

     The following table shows the duration of unrealized losses not recognized in debt instruments1the income statement for the year ended 2004:



                                 
  Within 1 year  1-5 years  5-10 years  Over 10 years
  
  
  
  
CHF million, except percentages Amount  Yield (%)  Amount  Yield (%)  Amount  Yield (%)  Amount  Yield (%) 

31 December 2002                                
Swiss national government and agencies  0   0.00   7   4.88   8   3.86   1   4.00 
Swiss local governments  8   4.02   30   3.94   4   3.59   0   0.00 
Foreign governments and official institutions  35   4.63   45   3.13   1   6.12   0   0.00 
Corporate debt securities  675   2.23   249   2.64   19   3.41   21   8.02 
Mortgage-backed securities  4   2.25   15   3.97   4   4.03   0   0.00 
Other debt securities  1   4.77   48   2.65   0   0.00   0   0.00 

Total fair value  723       394       36       22     

                         
  Fair Value Unrealized Losses
  Investments  Investments      Investments  Investments    
  with unrealized  with unrealized      with unrealized  with unrealized    
  loss less than  loss more than      loss less than  loss more than    
CHF million 12 months  12 months  Total  12 months  12 months  Total 
 
31 December 2004
                        
 
Money market paper  0   0   0   0   0   0 
 
Debt securities issued by the Swiss national government and agencies  0   0   0   0   0   0 
 
Debt securities issued by Swiss local governments  0   0   0   0   0   0 
 
Debt securities issued by US Treasury and agencies  0   0   0   0   0   0 
 
Debt securities issued by foreign governments and official institutions  0   0   0   0   0   0 
 
Corporate debt securities  0   0   0   0   (4)  (4)
 
Mortgage-backed securities  0   0   0   0   0   0 
 
Other debt securities  0   0   0   0   0   0 
 
Equity securities  1   24   25   (1)  (4)  (5)
 
Private equity investments  424   82   506   (5)  (39)  (44)
 
Total
  425   106   531   (6)  (47)  (53)
 
                                 
Contractual maturities of the investments in debt instruments1
  Within 1 year 1–5 years 5–10 years Over 10 years
CHF million, except percentages Amount  Yield (%)  Amount  Yield (%)  Amount  Yield (%)  Amount  Yield (%) 
 
31 December 2004
                                
 
Swiss national government and agencies  1   5.50   2   4.29   6   3.80   1   4.00 
 
Swiss local governments  10   3.97   10   4.14   0   0   0   0 
 
Foreign governments and official institutions  36   2.13   4   1.25   0   0   0   0 
 
Corporate debt securities  57   2.74   50   2.92   0   0   33   0 
 
Mortgage-backed securities  3   2.50   0   0   5   3.21   64   4.36 
 
Other debt securities  0   0   0   0   0   0   0   0 
 
Total fair value
  107       66       11       98     
 
1 Money market papers have contractual maturities of less than one year.

Proceeds from sales and maturities of investment securities available for sale,available-for-sale, excluding private equity, were as follows:

                
CHF million  31.12.02  31.12.01  31.12.04 31.12.03 


Proceeds  1,820  27,910  277 1,379 
Gross realized gains  479  223  49 112 
Gross realized losses  (21)  (28)  (4)  (23)


119


Financial Statements
Notes to the Financial Statements


Note 13   Investments in Associates

                
CHF million  31.12.02  31.12.01  31.12.04 31.12.03 


Carrying amount at the beginning of the year  697  880  1,616 705 
Additions  51  11   1,896 1 88 
Disposals  (1)  (216)1  (684)  (142)
Transfers  (378) 1,001 
Income  24  74  65 123 
Write-offs  (17)  (2)
Dividend paid  (44)  (48)  (32)  (30)
Foreign currency translation  (5)  (2)  (56)  (129)


Carrying amount at the end of the year  705  697  2,427 1,616 


1 Includes a transfer Additions of CHF 1721,022 million due to Financial Investments following a reviewthe consolidation of the level of influence by the bank over certain investees. The impact of this reclassification on net profit is immaterial.Motor-Columbus.

110


Note 14  Property and Equipment

                                                 
 IT, soft- Other  Other Plant and       
 Bank- ware and machines  Leasehold IT, software machines manu-       
 occupied Investment communi- and  Own used Investment improve- and com- and facturing Projects in     
CHF million properties properties1 cation equipment  31.12.02  31.12.01  properties properties ments munication equipment equipment progress 31.12.04 31.12.03 


Historical cost  
Balance at the beginning of the year 9,297 893 5,146 4,143  19,479  18,631  9,408 2,545 4,241 1,425 0 266 17,885 17,390 
Additions 147 366 811 439  1,763  2,021  232 235 460 123 29 149 1,228 1,352 
Disposals/write-offs2  (62)  (747)  (1,330)  (449)  (2,588)  (715)
Additions from acquired companies 179 0 0 0 1,880 34 2,093 24 
Disposals / write-offs1
  (436)  (175)  (619)  (46)  (11)  (52)  (1,339)  (1,030)
Reclassifications  (34) 50 51  (53)  14   (482)  (60) 85 5  (63) 0  (153)  (186) 457 
Foreign currency translation  (41)  (2)  (339)  (336)  (718) 24  6  (100)  (107)  (40) 38  (2)  (205)  (308)
Balance at the end of the year 9,307 560  4,3394 3,744  17,950  19,479  9,329 2,590 3,980 1,399 1,936 242 19,476 17,885 


Accumulated depreciation  
Balance at the beginning of the year 4,039 239 3,932 2,574  10,784  9,721  4,365 1,570 3,334 1,165 0 4 10,438 9,870 
Depreciation 224 28 926 343  1,521  1,654  247 201 775 68 61 1,352 1,353 
Disposals/write-offs2  (34)  (100)  (1,316)  (336)  (1,786)  (403)
Disposals / write-offs1
  (7)  (53)  (636)  (43)  (10) 0  (749)  (936)
Reclassifications  (10) 44  (2) 3  35   (189)  (42) 2 0 1 0  (4)  (43) 330 
Foreign currency translation  (9) 0  (300)  (164)  (473) 1  0  (61)  (98)  (21) 2 0  (178)  (179)
Balance at the end of the year 4,210 211 3,240 2,420  10,081  10,784  4,563 1,659 3,375 1,170 53 0 10,820 10,438 


Net book value at the end of the year3 5,097 349 1,099 1,324  7,869  8,695 
Fair value
 41 39 80 236 


Net book value at the end of the year2
 4,766 41 931 605 229 1,883 281 8,736 7,683 
1 The fair value of Investment properties was CHF 539 million at 31 December 2002 and CHF 990 million at 31 December 2001.   2 Includes write-offs of fully depreciated assets.32 Fire insurance value of property and equipment is CHF 14,22115,873 million (2001:(2003: CHF 15,53114,021 million).4 Includes accumulated costs for projects in progress of CHF 234 million at 31 December 2002 (CHF 351 million at 31 December 2001).

120


Note 15   Goodwill and Other Intangible Assets

                                           
 Goodwill Other intangible assets      Goodwill Other intangible assets
 
 
      Customer       
 Customer        relationships,       
 Brand- Infra- lists        contractual       
CHF million Total name structure and other Total 31.12.02 31.12.01  Total Infrastructure rights and other Total 31.12.04 31.12.03 


Historical cost  
Balance at the beginning of the year 16,819 1,293 1,293 2,387 4,973  21,792  21,166  12,032 958 1,915 2,873 14,905 17,022 
Additions and reallocations 9 281 0 0 281  290  456  960 0 1,531 1,531 2,491 340 
Disposals and other reductions  (98) 0 0  (17)  (17)  (115) 0   (62) 0 14 14  (48)  (371)
Write-offs1 0  (1,350) 0 0  (1,350)  (1,350)  (247)  (105) 0  (1)  (1)  (106)  (508)
Foreign currency translation  (2,773)  (224)  (224)  (374)  (822)  (3,595) 417   (966)  (78)  (154)  (232)  (1,198)  (1,578)
Balance at the end of the year 13,957 0 1,069 1,996 3,065  17,022  21,792  11,859 880 3,305 4,185 16,044 14,905 


Accumulated amortization  
Balance at the beginning of the year 2,241 76 76 314 466  2,707  1,629  2,684 152 540 692 3,376 3,326 
Amortization 930 1,306 54 170 1,530  2,460  1,323  713 53 198 251 964 943 
Disposals  (13) 0 0  (15)  (15)  (28) 0   (9) 0 0 0  (9)  (70)
Write-offs1 0  (1,350) 0 0  (1,350)  (1,350)  (247)  (105) 0  (1)  (1)  (106)  (508)
Foreign currency translation  (382)  (32)  (14)  (35)  (81)  (463) 2   (271)  (21)  (38)  (59)  (330)  (315)
Balance at the end of the year 2,776 0 116 434 550  3,326  2,707  3,012 184 699 883 3,895 3,376 


Net book value at the end of the year 11,181 0 953 1,562 2,515  13,696  19,085  8,847 696 2,606 3,302 12,149 11,529 


1 Represents write-offs of fully amortized goodwill and other intangible assets.


111


UBS Group Financial Statements
Notes to the Financial Statements

Note 15 Goodwill and Other Intangible Assets (continued)

The following table presents the disclosure of goodwill and other intangible assets by Business Groupbusiness unit for the year ended 31 December 2002.2004.

                         
  Balance  Additions  Disposals             
  at the  and  and      Foreign  Balance 
  beginning  reallo-  other      currency  at the end 
CHF million of the year  cations  reductions  Amortization  translation  of the year 

Goodwill                        
UBS Wealth Management & Business Banking  1,305   0   (8)  (81)  (213)  1,003 
UBS Global Asset Management  2,926   0   (5)  (269)  (467)  2,185 
UBS Warburg  4,950   0   (25)  (315)  (817)  3,793 
UBS PaineWebber  5,390   0   (33)  (264)  (894)  4,199 
Corporate Center  7   9   (14)  (1)  0   1 

UBS Group  14,578   9   (85)  (930)  (2,391)  11,181 

Other Intangible Assets                        
UBS Wealth Management & Business Banking  65   0   (2)  (30)  0   33 
UBS Global Asset Management  2   0   0   (1)  0   1 
UBS Warburg  390   0   0   (49)  (63)  278 
UBS PaineWebber  3,942   281   0   (1,427)  (662)  2,134 
Corporate Center  108   0   0   (23)  (16)  69 

UBS Group  4,507   281   (2)  (1,530)  (741)  2,515 

                         
  Balance at                  Balance at 
  the beginning  Additions and  Disposals and      Foreign currency  the end 
CHF million of the year  reallocations  other reductions  Amortization  translation  of the year 
 
Goodwill
                        
 
Wealth Management  837   486   (5)  (67)  (75)  1,176 
 
Business Banking Switzerland  0   0   0   0   0   0 
 
Global Asset Management  1,401   2   (1)  (129)  (84)  1,189 
 
Investment Bank  3,372   352   (16)  (252)  (257)  3,199 
 
Wealth Management USA  3,315   0   (16)  (197)  (250)  2,852 
 
Private Banks & GAM  421   0   (15)  (68)  (27)  311 
 
Corporate Functions  2   0   0   0   (2)  0 
 
Industrial Holdings  0   120   0   0   0   120 
 
UBS
  9,348   960   (53)  (713)  (695)  8,847 
 
Other intangible assets
                        
 
Wealth Management  4   169   0   (8)  (6)  159 
 
Business Banking Switzerland  0   0   0   0   0   0 
 
Global Asset Management  0   0   0   0   0   0 
 
Investment Bank  324   158   0   (36)  (28)  418 
 
Wealth Management USA  1,805   0   0   (107)  (138)  1,560 
 
Private Banks & GAM  4   0   15   (6)  1   14 
 
Corporate Functions  44   0   0   (17)  (3)  24 
 
Industrial Holdings  0   1,204   (1)  (77)  1   1,127 
 
UBS
  2,181   1,531   14   (251)  (173)  3,302 
 

Until 31 December 2001, goodwill and other intangible assets relating to the merger of UBS and PaineWebber were reported in the UBS Warburg Business Group. With the separation of UBS PaineWebber from UBS Warburg at 1 January 2002, goodwill and other intangible assets have been allocated to the Business Groups that have benefited from the merger with PaineWebber. For further information about disclosure by Business Group, including the amortization of goodwill and other intangible assets of previous years, please see Note 2a: Segment Reporting by Business Group.

The estimated, aggregated amortization expenses for Goodwill and Other intangible assets are as follows:

             
      Other     
CHF million Goodwill  intangible assets  Total 

Estimated, aggregated amortization expenses for:            
2003  817   189   1,006 
2004  769   170   939 
2005  738   166   904 
2006  702   153   855 
2007  646   144   790 
2008 and thereafter  7,509   1,693   9,202 

Total  11,181   2,515   13,696 

121


112


Note 16 Other Assets

             
CHF million Note   31.12.02   31.12.01 

Deferred tax assets  21   2,800   3,449 
Settlement and clearing accounts      1,449   1,431 
VAT and other tax receivables      436   452 
Prepaid pension costs      250   567 
Properties held for resale      1,071   844 
Other receivables      2,946   3,132 

Total other assets      8,952   9,875 


113


UBS Group Financial Statements
Notes to the Financial Statements

Note 15   Goodwill and Other Intangible Assets (continued)

The estimated, aggregated amortization expenses for other intangible assets are as follows:

     
CHF million Other intangible assets 
 
Estimated, aggregated amortization expenses for:
    
 
2005  284 
 
2006  273 
 
2007  264 
 
2008  252 
 
2009  219 
 
2010 and thereafter  1,000 
 
Total
  2,292 
 

Due to the issuance ofIFRS 3 Business Combinations,goodwill amortization will cease from 1 January 2005. In addition, certain intangible assets will be reclassified to goodwill at 1 January 2005 and have been excluded for the purpose of

calculating estimated (aggregated) amortization expenses for Other intangible assets. See Notes 1aa) and 1ab) for further details.



Balance Sheet: LiabilitiesNote 16   Other Assets

             
CHF million Note  31.12.04  31.12.03 
 
Deferred tax assets  21   2,663   2,276 
 
Settlement and clearing accounts      4,747   2,874 
 
VAT and other tax receivables      326   338 
 
Prepaid pension costs      804   862 
 
Properties held for resale      534   754 
 
Life insurance assets      19,224   13,544 
 
Other receivables      6,486   4,811 
 
Accounts receivable trade      66   0 
 
Total other assets
      34,850   25,459 
 

122


Note 17 Due to Banks and CustomersBalance Sheet: Liabilities

         
CHF million  31.12.02   31.12.01 

Due to banks  83,178   106,531 

Due to customers in savings and investment accounts  76,884   67,782 
Other amounts due to customers  229,992   265,999 

Total due to customers  306,876   333,781 

Total due to banks and customers  390,054   440,312 

         
Note 17 Due to Banks and Customers
 
CHF million
  31.12.04   31.12.03 
 
Due to banks  118,901   127,012 
 
Due to customers in savings and investment accounts  101,081   94,914 
 
Other amounts due to customers  275,002   251,719 
 
Total due to customers  376,083   346,633 
 
Total due to banks and customers
  494,984   473,645 
 

 

Note 18 Debt Issued

Financial liabilities designated at fair value and debt issued


The Group issues both CHF and non-CHF denominated fixed and floating rate debt. Floating rate debt generally pays interest based on the three-month or six-month London Interbank Offered Rate (LIBOR).

Subordinated debt securities are unsecured obligations of the Group and are subordinated in right of payment to all present and future senior indebtedness and certain other obligations of the Group. At 31 December 20022004 and 31 December 2001,2003, the Group had CHF 9,9338,605 million and CHF 13,5718,061 million, respectively, in subordinated debt. Subordinated debt usually pays interest annually and provides for single principal payments upon maturity.
At 31 December 20022004 and 31 December 2001,2003, the Group had CHF 46,67891,427 million and CHF 43,64157,953 million, respectively, in unsubordinated debt (excluding money market paper).
The Group issues debt with returns linked to equity, interest rates, foreign exchange and credit instruments or indices. As described in Note 1r)1m),

most of these debt instruments have been designated as held at fair value through profit and loss and are presented in a separate line in the balance sheet. For compound debt instruments not designated as held at fair value, derivatives embedded in these instrumentsin-

struments are separated from the host debt contract and reported as stand-alone derivatives.stand alone derivatives, as described in Note 1o). The amount recorded within Debt Issued represents the host contract after the separation of the embedded derivative. At 31 December 20022004 and 31 December 2001,2003, the Group had CHF 1,389148 million and CHF 1,397427 million, respectively, in convertible and exchangeable debtbonds with attached warrants on UBS shares and notes withoutstanding. All warrants attached on UBS shares outstanding.related to those bonds issued in prior years have expired.
In addition, the Group uses interest rate and foreign exchange derivatives to manage the risks inherent in certain debt issues. In the case of interest rate risk management, the Group applies hedge accounting as discussed in Note 1 -Summary– Summary of Significant Accounting Policies and Note 23 - Derivative Instruments. As a result of applying hedge accounting, at 31 December 2004 and 31 December 2003, the carrying value of debt issued is CHF 1,361349 million higher and CHF 411 million higher, respectively, reflecting changes in fair value due to interest rate movements.

The contractual redemption amount at maturity of financial liabilities designated at fair value approximates the carrying value at 31 December 2004.



114123


Financial Statements
Notes to the Financial Statements

PIPProtected Index Participation
PEPProtected Equity Participation
GOALGeld- oder Aktien-Lieferung (cash or share delivery)
BULSBullish Underlying Linked Securities
GROIGuaranteed Return On Investment
FRNFloating Rate Note
CLNCredit Linked Note

Note 18 Financial Liabilities Designated at Fair Value and Debt Issued (continued)

        
Financial liabilities designated at fair value
 
       
CHF million  31.12.02  31.12.01  31.12.04 31.12.03 


Money market paper issued  72,800  99,006 
Bonds issued  51,872  51,061 
Unsecuritized compound debt instruments 4,110 0 
Bonds and compound debt instruments 61,646 35,286 
Total
 65,756 35,286 
 
Debt issued (held at amortized cost)
 
CHF million
 31.12.04 31.12.03 
Short-term debt: Money market paper issued 79,442 58,115 
Long-term debt: 
Bonds 
Senior 28,035 19,883 
Subordinated 8,605 8,061 
Shares in bond issues of the Swiss Regional or Cantonal Banks’ Central Bond Institutions  517  934  60 210 
Medium-term notes  4,222  5,217  1,686 2,574 


Total debt issued  129,411  156,218 
Subtotal long-term debt 38,386 30,728 


Total
 117,828 88,843 

The following table shows the split between fixed and floating rate debt issues based on the contractual terms. However it should be noted that the Group uses interest rate

swaps to hedge many of the fixed rate debt issues, which changes their re-pricing characteristics into thosethat of floating rate debt.

Contractual maturity date



                     
  UBS AG (Parent Bank) Subsidiaries    
  
 
    
  Fixed  Floating  Fixed  Floating  Total 
CHF million rate  rate  rate  rate   31.12.02 

2003  24,010   244   52,095   70   76,419 
2004  4,965   609   1,432   574   7,580 
2005  4,998   726   907   382   7,013 
2006  3,359   790   8,000   439   12,588 
2007  3,166   1,564   1,105   70   5,905 
2008-2010  1,714   1,048   2,476   1,949   7,187 
Thereafter  2,726   6,672   269   3,052   12,719 

Total  44,938   11,653   66,284   6,536   129,411 

                                     
Contractual maturity dates                                  
 
                              Total  Total 
CHF million, except where indicated 2005  2006  2007  2008  2009  2010-2014  Thereafter  31.12.04  31.12.03 
 
UBS AG Parent Bank
                                    
 
Senior debt                                    
 
Fixed rate  35,193   7,220   8,879   4,367   5,239   7,405   1,110   69,413   52,174 
 
Interest rates (range in %)  0–19   0–16.5   0–11   0–20   0–13.5   0–15   0–10         
 
Floating rate  6,662   1,369   1,047   527   1,622   2,435   8,923   22,585   12,542 
 
Subordinated debt                                    
 
Fixed rate  1,488   1,573   1,379   0   524   1,902   1,381   8,247   7,514 
 
Interest rates (range in %)  4–8.75   4.25–7.25   5.75–8       5.88   3.13–4.5   7–8.75         
 
Floating rate  0   0   0   0   0   0   342   342   506 
 
Subtotal  43,343   10,162   11,305   4,894   7,385   11,742   11,756   100,587   72,736 
 
Subsidiaries
                                    
 
Senior debt                                    
 
Fixed rate  53,099   3,632   1,418   5,628   4,671   1,532   1,010   70,990   43,579 
 
Interest rates (range in %)  0–10   0–10   0–10   0–10   0–18.5   0–35   0–35         
 
Floating rate  718   265   314   810   426   2,121   3,227   7,881   7,773 
 
Subordinated debt                                    
 
Fixed rate  0   0   0   0   0   0   16   16   41 
 
Interest rates (range in %)                          9         
 
Floating rate  0   0   0   0   0   0   0   0   0 
 
Subtotal  53,817   3,897   1,732   6,438   5,097   3,653   4,253   78,887   51,393 
 
Total
  97,160   14,059   13,037   11,332   12,482   15,395   16,009   179,474   124,129 
 

The table below shows the notional amount and statedabove indicates fixed interest rate coupons ranging from 0 up to 35 percent on the Group’s publicly placed bondsbonds. These high or low coupons generally relate to structured debt issues prior to the separation of any embedded derivatives or the application of hedge accounting, where applicable.derivatives. As a result, the notional amount shown does not necessarily correspond to the carrying amount of the debt and the
stated interest rate on thesuch debt issues generally does not necessarily reflect the effective interest rate the Group is paying to service its debt after the separation of embedded derivativesderivative has been separated and, where applicable, the application of hedge accounting, where applicable.

Publicly placed bond issues of UBS AG (Parent Bank) outstanding as at 31.12.20021

                         
                      Notional 
                      amounts 
              Early      in millions 
Year of Interest          redemption      in local 
issue rate in %   Remarks Maturity  option  Currency  currency 

2001  16.000  GOAL on Siemens  17.01.2003      EUR   55 
2002  0.000  CLN Linked to GECC  18.02.2003      EUR   50 
2001  8.000  GOAL on UBS  26.02.2003      CHF   220 
2002  11.250  GOAL on Royal Dutch Petroleum  28.02.2003      EUR   95 
1993  4.875  subordinated  03.03.2003      CHF   200 
2001  8.750  GOAL on General Electric  07.03.2003      USD   125 
2001  13.500  GOAL on Nokia Oyj  10.03.2003      EUR   45 
2002  0.000  Linked to 30yr OAT  11.03.2003      GBP   50 
2002 FRN  CLN Linked to GECC  14.03.2003      USD   100 
1997  1.500  Indexed to UBS Currency Portfolio  14.03.2003      EUR   51 
      Convertible into                
1998 FRN  UBS Dutch Corporate Basket  20.03.2003      EUR   57 
1993  3.500  subordinated  31.03.2003      CHF   200 
1993  4.000  subordinated  31.03.2003      CHF   200 

accounting.



115124


PIPProtected Index Participation
PEPProtected Equity Participation
GOALGeld- oder Aktien-Lieferung (cash or share delivery)
BULSBullish Underlying Linked Securities
GROIGuaranteed Return On Investment
FRNFloating Rate Note
CLNCredit Linked Note

UBS Group Financial Statements
Notes to the Financial Statements

Note 18 Debt Issued (continued)

Publicly placed bond issues of UBS AG (Parent Bank) outstanding as at 31.12.20021

                         
                      Notional 
                      amounts 
              Early      in millions 
Year of Interest          redemption      in local 
issue rate in %   Remarks Maturity  option  Currency  currency 

2001  0.000  BULS on technology stock basket  10.04.2003      USD   78 
2001  0.000  BULS on Celestica and others  28.04.2003      USD   40 
2002  9.500  GOAL on UBS  22.05.2003      CHF   110 
2001  10.250  GOAL on Deutsche Bank  30.05.2003      EUR   40 
2002  9.500  GOAL on DJ Euro Stoxx 50 index  02.06.2003      EUR   50 
2001  7.250  GOAL on Aventis  05.06.2003      EUR   75 
2001  6.000  GOAL on Total SA  11.06.2003      EUR   45 
2001  7.750  GOAL on E.ON AG  17.06.2003      EUR   40 
1995  5.250  subordinated  20.06.2003      CHF   200 
2001  8.250  GOAL on Pfizer  16.07.2003      USD   70 
2002  9.500  GOAL on SUEZ SA (Suez)  04.09.2003      EUR   35 
2002  13.000  GOAL on Royal Dutch Petroleum  06.10.2003      EUR   35 
2002 FRN  CLN Linked to Allianz AG  24.10.2003      USD   150 
1993  3.000       26.11.2003      CHF   200 
2002  0.000  Linked to Basket of Common Stock  02.12.2003      USD   63 
1994  6.250  subordinated  06.01.2004      USD   300 
2002  7.750  GOAL on Novartis  28.01.2004      CHF   100 
2002  5.125  GOAL on General Electric Company  30.01.2004      USD   75 
2002  6.000  GOAL on Unilever NV  06.02.2004      EUR   40 
2002  6.250  GOAL on Nestlé AG  14.05.2004      CHF   100 
2001  0.000  Cliquet GROI on NASDAQ 100 Index  27.05.2004      USD   42 
1991  4.250  subordinated  25.06.2004      CHF   300 
1999  3.500       01.07.2004      EUR   250 
2001  1.750  Exchangeable bonds on Yukos  31.08.2004      USD   310 
1997  7.380  subordinated  26.11.2004      GBP   250 
1995  4.000  subordinated  07.02.2005      CHF   150 
1995  5.500  Convertible into Nasdaq 100 Index  10.02.2005      CHF   150 
2002  0.000  Equity GROI  07.03.2005      AUD   233 
2002  0.500  Convertible into STOXX 50 Index  21.03.2005      EUR   75 
1995  5.625  subordinated  13.04.2005      CHF   150 
2002  0.000  GROI on FTSE 100 Index  25.04.2005      GBP   46 
      Principal Protected Note Linked                
2002  0.000  to NASDAQ 100-Index  04.05.2005      USD   46 
2002  0.000  Exchangeable Bonds on Yukos  19.06.2005      USD   120 
1995  8.750  subordinated  20.06.2005      GBP   249 
      GROI - Australian                
2002  0.000  Growth Guaranteed Fund II  21.06.2005      AUD   67 
1998  6.750  subordinated  15.07.2005      USD   200 
1995  5.250  subordinated  18.07.2005      CHF   200 
2002  0.000  Cliquet GROI - Units on SMI Index  25.07.2005      CHF   53 
1995  5.000  subordinated  24.08.2005      CHF   250 
2002  0.125  Exchangeable Bonds on Yukos  19.09.2005      USD   120 
1995  4.500       21.11.2005      CHF   300 
2002  0.250  Exchangeable Bonds on Yukos  19.12.2005      USD   160 
1999  3.500  Straight Bond  26.01.2006      EUR   650 
      Equity Exchangeables into                
2001  1.000  Euro. Insurance Basket  01.02.2006   01.02.2004  EUR   100 
1996  4.250  subordinated  06.02.2006      CHF   250 
1996  4.000       14.02.2006      CHF   200 
2000  2.500  Straight Bond  29.03.2006      CHF   250 
1996  7.250  subordinated  17.07.2006      USD   500 
2001  0.000  BULS on S&P 500  01.09.2006      USD   54 


116


PIPProtected Index Participation
PEPProtected Equity Participation
GOALGeld- oder Aktien-Lieferung (cash or share delivery)
BULSBullish Underlying Linked Securities
GROIGuaranteed Return On Investment
FRNFloating Rate Note
CLNCredit Linked Note

Note 18 Debt Issued (continued)

Publicly placed bond issues of UBS AG (Parent Bank) outstanding as at 31.12.20021

                         
                      Notional 
                      amounts 
              Early      in millions 
Year of Interest          redemption      in local 
issue rate in %  Remarks Maturity  option  Currency currency 

1996  7.250  subordinated  01.09.2006      USD  150 
2001  5.500  GOAL on UBS  02.10.2006      CHF  106 
      Cliquet GROI-Units                
2001  0.000  on Nasdaq 100-Index  19.10.2006      USD  39 
2002 FRN  Callable Daily Range Accrual Note  07.11.2006   07.02.2003  USD  56 
1995  5.000  subordinated  07.11.2006      CHF  250 
2002 FRN  Callable Daily Range Accrual Note  13.11.2006   12.02.2003  USD  40 
1996  6.250  subordinated  06.12.2006      EUR  254 
2001  0.000  Zero-rate Note O'Connor Fund  29.12.2006      EUR  40 
1997  8.000  subordinated  08.01.2007      GBP  242 
1997  8.000  subordinated  08.01.2007      GBP  302 
1997  5.750  subordinated  12.03.2007      EUR  204 
      Step-Up Callable                
2002 FRN  Daily Range Accrual Note  15.07.2007   15.01.2003  USD  67 
2002  1.000  Exchangeable on DJ Euro Stoxx 50E  23.07.2007      EUR  50 
2002 FRN  CLN  01.09.2007      USD  50 
      Exchangeable Bond                
2002  0.500  on the S&P 500 Index  05.09.2007      USD  40 
      Exchangeable Bond                
2002  0.500  on the DJ Euro STOXX 50  05.09.2007      EUR  35 
2002  0.250  Exchangeable Bond on the SMI  05.09.2007      CHF  75 
2002 FRN  Callable Daily Range Accrual Note  02.10.2007   02.01.2003  USD  61 
      Exchangeable bond                
2002  0.500  on Royal Dutch Petroleum  30.10.2007      EUR  100 
      Principal Protected Notes Linked                
2002  0.000  to the S&P 500 Index  07.11.2007      USD  52 
2002  7.250  GOAL on Royal Dutch Petroleum  14.11.2007      EUR  150 
2002  1.250  Linked to Nikkei 225 Index  28.11.2007      JPY  7,742 
2002  5.000  Linked to Nikkei 225 Index  19.12.2007      JPY  5,537 
1998  3.500       27.08.2008      CHF  300 
1997  5.875  subordinated  18.08.2009      EUR  305 
2002 FRN  Callable Daily Range Accrual Note  23.10.2012   23.01.2003  USD  64 
1995  7.375  subordinated  15.07.2015      USD  150 
1995  7.000  subordinated  15.10.2015      USD  300 
1997  7.375  subordinated  15.06.2017      USD  300 
1995  7.500  subordinated  15.07.2025      USD  350 
1995  8.750  subordinated  18.12.2025      GBP  149 
1996  7.750  subordinated  01.09.2026      USD  300 


117


PIPProtected Index Participation
PEPProtected Equity Participation
GOALGeld- oder Aktien-Lieferung (cash or share delivery)
BULSBullish Underlying Linked Securities
GROIGuaranteed Return On Investment
FRNFloating Rate Note
CLNCredit Linked Note

UBS Group Financial Statements
Notes to the Financial Statements

Note 18 Debt Issued (continued)

Publicly placed bond issues of UBS subsidiaries outstanding as at 31.12.20021

                         
                      Notional 
                      amounts 
              Early      in millions 
Year of Interest          redemption      in local 
issue rate in %  Remarks Maturity  option  Currency currency 

Brooklands Euro Referenced Linked Notes 2001-1 Ltd                
2002  2.594       15.12.2012      EUR  100 
2002  3.480       15.12.2012      EUR  75 
2002  3.293       23.12.2012      EUR  75 
2002  3.893       23.12.2012      EUR  35 
2001 FRN       20.12.2013      EUR  50 
2001 FRN       20.12.2013      EUR  50 

Alpine Partners L.P.                
2000 FRN       08.10.2009   08.01.2003  USD  445 

North Street                     
2000 FRN       28.04.2011      USD  40 
2002 FRN       28.04.2011      USD  100 
2002 FRN       28.04.2011      USD  50 
2000  20.000       28.04.2011      USD  43 
2000 FRN       30.10.2011      USD  61 
2000  18.000       30.10.2011      USD  43 
2002 FRN       30.01.2016      USD  40 
2002  20.000       30.01.2016      USD  49 
2002 FRN       30.01.2016      USD  46 
2002  5.160       30.01.2016      USD  61 
2002 FRN       30.01.2016      USD  353 
2002 FRN       20.08.2030   20.08.2003  USD  100 
2001 FRN       30.04.2031      USD  60 
2001 FRN       30.04.2031      USD  100 
2001 FRN       30.07.2031      USD  100 
2001 FRN       30.07.2031      USD  60 

UBS Americas Inc. (former PaineWebber)                
1993  7.875       17.02.2003      USD  100 
2000  1.270       13.03.2003      JPY  9,000 
1998  6.320       18.03.2003      USD  45 
1998  6.450       01.12.2003      USD  340 
1999 FRN       11.05.2004      USD  45 
1999  6.375       17.05.2004      USD  525 
1995  8.875       15.03.2005      USD  125 
1999  2.210       15.03.2005      USD  45 
1993  6.500       01.11.2005      USD  200 
1996  6.750       01.02.2006      USD  100 
1998  6.720       01.04.2008      USD  35 
1998  6.730       03.04.2008      USD  43 
1998  6.550       15.04.2008      USD  250 
1996  7.625       15.10.2008      USD  150 
1999  7.625       01.12.2009      USD  275 
1994  7.625       17.02.2014      USD  200 

Eisberg Finance Ltd.                
1998 FRN       15.06.2004   10.10.2003  USD  83 
1998 FRN       15.06.2004   10.10.2003  USD  65 
1998 FRN       15.06.2004   10.10.2003  USD  41 


118




PIPProtected Index Participation
PEPProtected Equity Participation
GOALGeld- oder Aktien-Lieferung (cash or share delivery)
BULSBullish Underlying Linked Securities
GROIGuaranteed Return On Investment
FRNFloating Rate Note
CLNCredit Linked Note

Note 18 Debt Issued (continued)

Publicly placed bond issues of UBS subsidiaries outstanding as at 31.12.20021

                         
                      Notional 
                      amounts 
              Early      in millions 
Year of Interest          redemption      in local 
issue rate in %  Remarks Maturity  option  Currency currency 

UBS Finance N.V., Curaçao                
1997  0.000  Zero Coupons  29.01.2027      EUR  226 
1998  0.000  Zero Coupons  03.03.2028   03.03.2003  EUR  81 

UBS Australia Holdings Ltd.                
1999  5.000  European commercial paper  25.02.2004      AUD  104 

UBS Warburg AG                        
1998  0.000       19.12.2005      EUR  56 
2001  0.000       30.06.2006   30.06.2003  EUR  505 
2001  0.000       30.06.2006   30.06.2003  USD  202 
2001  0.000       31.07.2006   30.06.2003  EUR  500 
2001  0.000       08.08.2006      EUR  77 
2001  0.000       30.09.2006   30.06.2003  USD  200 
2001  0.000       30.09.2006   30.06.2003  CHF  200 
2002  0.000       31.12.2006   30.06.2003  USD  350 
2002  0.000       31.12.2006   30.06.2003  EUR  300 
2002  0.000       31.12.2006   30.06.2003  USD  350 
2002  0.000       31.12.2006   30.06.2003  EUR  450 
2002  0.000       31.12.2006   30.06.2003  EUR  300 
2002  0.000       31.12.2006   30.06.2003  EUR  450 
2002  0.000       31.12.2006   30.06.2003  USD  250 
2002  0.000       31.12.2006   30.06.2003  EUR  250 
2002  0.000       31.12.2006   30.06.2003  CHF  250 
2002  0.000       31.12.2006   30.06.2003  USD  250 
2002  0.000       31.12.2006   30.06.2003  USD  250 
2001  0.000       02.01.2007   30.06.2003  EUR  100 
2001  0.000       02.01.2007   30.06.2003  EUR  100 
2001  0.000       02.01.2007   30.06.2003  EUR  100 
2002  0.000       30.03.2007   30.06.2003  EUR  60 
2002  0.000       31.12.2007   30.06.2003  EUR  50 
2001  0.000       30.09.2011   31.03.2003  EUR  50 
2001  0.000       31.12.2011   30.06.2003  EUR  150 
2002  0.000       28.09.2012   30.06.2003  EUR  50 

1 In this table only publicly placed bonds with a carrying value exceeding CHF 50 million (prior to the elimination of own bonds held) have been disclosed. The total carrying amount of the bonds disclosed in this table is CHF 34,320 million. The total carrying amount of publicly placed bonds of UBS Group (prior to the elimination of own bonds held) is CHF 44,759 million of the total bond issues.


119


UBS Group Financial Statements
Notes to the Financial Statements

Note 19 Other Liabilities

            
Note 19 Other Liabilities       
          
CHF million Note  31.12.02  31.12.01  Note 31.12.04 31.12.03 


Provisions 20  1,375  1,748  20 1,947 1,361 
Provision for commitments and contingent liabilities 9b  366  305  9b 211 290 
Current tax liabilities  2,079  1,799  2,298 1,754 
Deferred tax liabilities 21  2,239  2,827  21 2,984 2,208 
VAT and other tax payables  613  622  520 544 
Settlement and clearing accounts  1,354  4,473  2,185 2,608 
Obligations under life insurance policies 22,057 13,544 
Accounts payable 1,241 0 
Other payables  4,313  3,884  8,899 9,051 


Total other liabilities  12,339  15,658  42,342 31,360 


                 
Note 20 Provisions              
 
          Total  Total 
CHF million Operational/Other1  Litigation  31.12.04  31.12.03 
 
Balance at the beginning of the year  855   506   1,361   1,375 
 
Additions from acquired companies  698   0   698   0 
 
New provisions charged to income  127   414   541   330 
 
Capitalized reinstatement costs  66   0   66   155 
 
Recoveries  14   26   40   40 
 
Provisions applied  (270)  (415)  (685)  (452)
 
Foreign currency translation  (37)  (37)  (74)  (87)
 
Balance at the end of the year
  1,453   494   1,947   1,361 
 
Note 20 Provisions1
                 
          Total  Total 
CHF million Operational  Litigation   31.12.02   31.12.01 

Balance at the beginning of the year  1,036   712   1,748   2,294 
New provisions charged to income  210   478   688   384 
Recoveries  16   9   25   95 
Provisions applied  (439)  (463)  (902)  (1,115)
Reclassifications  (9)  9   0   64 
Foreign currency translation  (93)  (91)  (184)  26 

Balance at the end of the year  721   654   1,375   1,748 

Comprises provisions for: contract risk related to international electricity trading business; annual cost liabilities related to power purchases from joint venture companies where production costs exceed market prices; reinstatement costs; subleases; and transaction process losses.

Note 21 Income Taxes

                    
CHF million
For the year ended
  31.12.02  31.12.01 31.12.00 
Note 21 Income Taxes   
 For the year ended 
CHF million 31.12.04 31.12.03 31.12.02 


DomesticDomestic  
CurrentCurrent  938  563 1,325  1,336 810 938 
DeferredDeferred  (32) 231 233  37 118  (34)
ForeignForeign  
CurrentCurrent  249  546 451  796 294 249 
DeferredDeferred  (477) 61 311   (34) 371  (477)


Total income tax expenseTotal income tax expense  678  1,401 2,320  2,135 1,593 676 


The Group made net tax payments, including domestic and foreign taxes, of CHF 5721,336 million, CHF 1,7421,104 million and CHF 959572 million for the full years of 2004, 2003 and 2002, 2001 and 2000, respectively.

125


120


Financial Statements
Notes to the Financial Statements

Note 21 Income Taxes (continued)

The components of operating profit before tax, and the differences between income tax expense reflected in the financial statementsFinancial Statements and the amounts calculated at the Swiss statutory rate of 25% are as follows:

           
           For the year ended 
CHF millionCHF million  31.12.04 31.12.03 31.12.02 
For the year ended  31.12.02  31.12.01 31.12.00 


Operating profit before taxOperating profit before tax  4,544  6,718 10,199  10,674 8,177 4,537 
Domestic  6,510  5,565 7,079 
Domestic 6,219 5,384 6,542 
Foreign 4,455 2,793  (2,005)
Income taxes at Swiss Statutory rate of 24% in 2004, 24% in 2003 and 25% in 2002, respectively 2,561 1,962 1,134 
Foreign  (1,966) 1,153 3,120 


 
Income taxes at Swiss statutory rate of 25%  1,136  1,680 2,550 
Increase/(decrease) resulting from: 
Increase / (decrease) resulting from: 
Applicable tax rates differing from Swiss statutory rateApplicable tax rates differing from Swiss statutory rate  (341)  (239)  (336) 139  (233)  (341)
Tax losses not recognizedTax losses not recognized  51  77 164  103 42 51 
Previously unrecorded tax losses now recognizedPreviously unrecorded tax losses now recognized  (349)  (630)  (655)  (249)  (291)  (349)
Lower taxed incomeLower taxed income  (378)  (499)  (401)  (660)  (366)  (378)
Non-deductible goodwill amortizationNon-deductible goodwill amortization  291  429 159  262 386 291 
Other non-deductible expensesOther non-deductible expenses  301  134 432  219 186 301 
Adjustments related to prior years and otherAdjustments related to prior years and other  (122) 371 245   (296)  (191)  (122)
Change in deferred tax valuation allowanceChange in deferred tax valuation allowance  89  78 162  56 98 89 


Income tax expenseIncome tax expense  678  1,401 2,320  2,135 1,593 676 


Significant components of the Group’s gross deferred income tax assets and liabilities are as follows:

                
CHF million  31.12.02  31.12.01  31.12.04 31.12.03 


Deferred tax assets  
Compensation and benefits  1,559  1,778  1,716 1,538 
Allowance for credit losses  84  122  12 4 
Net operating loss carry forwards  2,883  2,902  2,246 2,626 
Trading assets  330  259  483 306 
Other  779  1,365  874 685 


Total  5,635  6,426  5,331 5,159 
Valuation allowance  (2,835)  (2,977)  (2,668)  (2,883)


Net deferred tax assets  2,800  3,449  2,663 2,276 


Deferred tax liabilities  
Property and equipment  412  449  773 307 
Investments  430  464  343 390 
Other provisions  470  571  313 401 
Trading assets  182  298  408 348 
Other  745  1,045  1,147 762 


Total deferred tax liabilities  2,239  2,827  2,984 2,208 


The change in the balance of net deferred tax assets and deferred tax liabilities does not equal the deferred tax expense in those years. This is mainly due to the impact of the acqui-

sition of Motor-Columbus, as well as the effect of foreign currency rate changes on tax assets and liabilities denominated in currencies other than CHF.



126


Note 21 Income Taxes (continued)

 

Certain foreign branches and subsidiaries of the Group have deferred tax assets related to net operating loss carry forwards and other items. Due to realization of these assets being uncertain, the Group has established valuation allowances of CHF 2,8352,668 million (CHF 2,9772,883 million at 31 December 2001)2003). For companies that suffered tax losses in either the current or preceding year an amount of CHF 947431 million (CHF 965542 million at 31 December 2001)2003) has been recognized as deferred tax assets based on expectations that sufficient taxable income will be generated in future years to utilize the tax loss carry forwards.

The Group provides deferred income taxes on undistributed earnings of non-Swiss subsidiaries except to the extent that such earnings are indefinitely invested. In the event these earnings were distributed, additional taxes of approximately CHF 4018 million would be due.


121


UBS Group Financial Statements
Notes to the Financial Statements

Note 21 Income Taxes (continued)

At 31 December 20022004 net operating loss carry forwards totaling CHF 6,5725,832 million (not recognized as a deferred tax asset) are available to reduce future taxable income of certain branches and subsidiaries.



     
The carry forwards expire as follows:  31.12.0231.12.04 

Within 1 year  2946
 
From 2 to 4 years  252106
 
After 4 years  6,291 

Total  6,5725,680 

Total
5,832

         
Note 22 Minority Interests      
 
CHF million 31.12.04  31.12.03 
 
Balance at the beginning of the year  4,073   3,529 
 
Issuance of trust preferred securities  0   372 
 
Other increases  1,9221  573 
 
Decreases and dividend payments  (668)  (357)
 
Foreign currency translation  (443)  (389)
 
Minority interest in net profit  450   345 
 
Balance at the end of the year
  5,334   4,073 
 
Note 22 Minority Interests1
         
CHF million  31.12.02   31.12.01 

Balance at the beginning of the year  4,112   2,885 
Issuance of trust preferred securities  0   1,291 
Other increases  172   0 
Decreases and dividend payments  (377)  (461)
Foreign currency translation  (709)  53 
Minority interest in net profit  331   344 

Balance at the end of the year  3,529   4,112 

Includes 1,742 million CHF related to the acquisition of Motor-Columbus.

Note 23 Derivative Instruments

A derivative is a financial instrument, the value of which is derived from the value of another (‘underlying’) financial instrument, an index or some other variable. Typically, the underlying is a share, commodity or bond price, an index value or an exchange or interest rate.
The majority of derivative contracts are negotiated as to amount (‘notional’), tenor and price between UBS and its counterparties, whether other professionals or customers (OTC). The rest are standardized in terms of their amounts and settlement dates and are bought and sold in organized markets (exchange traded).
The ‘notional’ amount of a derivative is generally the quantity of the underlying instrument on which the derivative contract is based and is the basis upon which changes in the value of the contract are measured. It provides an indication of
the underlying volume of business transacted by the Group but does not provide any measure of risk.
Derivative instruments are carried at fair value, shown in the balance sheet as separate totals of Positive replacement values (assets) and Negative replacement values (liabilities). Positive replacement values represent the cost to the Group of replacing all transactions with a fair value in the Group’s favor if all the relevant counterparties of the Group were to default at the same time, assuming transactions could be replaced instantaneously. Negative replacement values represent the cost to the Group’s counterparties of replacing all their transactions with the Group with a fair value in their favor if the Group were to default. Positive and negative replacement values on different transactions are only netted if the transactions are with the same counterparty and the cash flows will


127



Financial Statements
Notes to the Financial Statements

Type

be settled on a net basis. Changes in replacement values of derivativesderivative instruments are recognized in trading income unless they qualify as hedges for accounting purposes, as explained in Note 1 Summary of Significant Accounting Policies, section o) Derivative instruments and hedging.

Types of derivative instruments

The Group uses the following derivative financial instruments for both trading and hedging purposes:
Swapsare transactions in which two parties exchange cash flows on a specified notional amount for a predetermined period. The major types of swap transaction undertaken by the Group are as follows:
Interest rate swap contracts generally entail the contractual exchange of fixed and floating rate interest payments in a single currency, based on a notional amount and an interest reference rate.
Cross currency swaps involve the exchange of interest payments based on two different currency principal balances and interest reference rates and generally also entail exchange of principal amounts at the start and/or end of the contract.
Credit default swaps (CDS) are the most common form of credit derivative, under which the party buying protection makes one or more payments to the party selling protection during

the life of the swap in exchange for an undertaking by the seller to make a payment to the buyer following a credit event, as defined in the contract, with respect to a third party. Settlement following a credit event may be a cash amount, or cash in return for physical delivery of one or more deliverable obligations of the credit entity, as defined in the contract and is made regardless of whether the protection buyer has suffered a loss. After a credit event and settlement, the contract is terminated.
Total Rate of Return Swaps give the total return receiver exposure to all of the cash flow and economic benefits and risks of an underlying security without actually owning the security, while the total return payer has a synthetic short position in the underlying reference security.
Forwards and futuresare contractual obligations to buy or sell financial instruments or commodities on a future date at a specified price. Forward contracts are tailor-made agreements that are transacted between counterparties in the over-the-counter (OTC) market, whereas futures are


122


standardized contracts transacted on regulated exchanges.

Swapsare transactions in which two parties exchange cash flows on a specified notional amount for a predetermined period. Most swaps are traded OTC. The major types of swap transactions undertaken by the Group are as follows:
Interest rate swap contracts generally entail the contractual exchange of fixed and floating rate interest payments in a single currency, based on a notional amount and a reference interest rate, e. g. LIBOR.
Cross currency swaps involve the exchange of interest payments based on two different currency principal balances and reference interest rates and generally also entail exchange of principal amounts at the start and / or end of the contract.
Credit default swaps (CDSs) are the most common form of credit derivative, under which the party buying protection makes one or more payments to the party selling protection in exchange for an undertaking by the seller to make a payment to the buyer following a credit event (as defined in the contract) with respect to a third party. Settlement following a credit event may be a net cash amount, or cash in return for physical delivery of one or more obligations of the credit entity (as defined in the contract) and is made regardless of whether the protection buyer has actually suffered a loss. After a credit event and settlement, the contract is terminated.
Total rate of return swaps give the total return receiver exposure to all of the cash flows and economic benefits and risks of an underlying asset, without having to own the asset, in exchange for a series of payments, often based on a reference interest rate, e. g. LIBOR. The total return payer has an equal and opposite position.
Optionsare contractual agreements under which, typically, the seller (writer) grants the purchaser the right, but not the obligation, either to buy (call option) or to sell (put option) by or at a set date, a specified amountquantity of a financial instrument or commodity at a predetermined price. The seller receivespurchaser pays a premium fromto the purchaserseller for this right. Options involving more complex payment structures are also transacted. Options may be traded OTC or on a regulated exchange.exchange, and may be traded in the form of a security (warrant).

Derivatives transacted for trading purposes

Most of the Group’s derivative transactions relate to sales and trading activities. Sales activities include the structuring and marketing of derivative products to customers at competitive prices to enable them to take, transfer, modify or reduce current or expected risks. Trading includes market-making, positioning and arbitrage activities: market-makingactivities. Market making involves quoting bid and offer prices to other market participants with the intention of generating revenues based on spread and volume; positioningvolume. Positioning means managing market risk positions with the expectation of profiting from favorable movements in prices, rates or indices; arbitrageindices. Arbitrage activities involve identifying and profiting from price differentials between the same product in different markets andor the same economic factor in different products.

Derivatives transacted for hedging purposes

The Group enters into derivative transactions which are designatedfor the purposes of hedging assets, liabilities, forecast transactions, cash flows and credit exposures. The accounting treatment of hedge transactions varies according to the nature of the instrument hedged and whether the hedge qualifies as such for accounting purposes.
Derivative transactions may qualify as eitherhedges for accounting purposes if they are fair value hedges or cash flow hedgeshedges. These are described under the corresponding headings below. The Group’s accounting policies for recognized assets or liabilities or forecast transactions. Itderivatives designated and accounted for as hedging instruments are explained in Note 1 o), Derivative instruments and hedging, where terms used in the following sections are explained.
The Group also enters into derivative transactions which provide economic hedges for credit risk exposures but do not meet the accounting requirements for hedge accounting treatment. As stated in Note 1, Summary of Significant Accounting Policies, part v) Derivative instruments and hedging,treatment: the Group uses CDSs as economic hedges for credit risk exposures in the loan and traded product portfolios but cannot apply hedge accounting to such positions. Gains or losses on these CDSs have therefore been recorded in trading income.

Derivatives designated and accounted for
as hedging instruments

The Group’s accounting policies for derivatives designated and accounted for as hedging instru-

ments are explained in Note 1 v) where terms used in the following sections are explained.

Fair value hedges

The Group’s fair value hedges principally consist of interest rate swaps that are used to protect against changes in the fair value of fixed-ratefixed rate long-term debt due to changesmovements in market interest rates. For the year ended 31 December 2002,2004, the Group recognized a net lossgain of CHF 1022 million (reported as Net trading incomeand in the Financial Statements), which represents2003 a net gain of CHF 21 million, representing the ineffective portionportions, as defined in Note 1 o), of fair value hedges.
     As at 31 December 2002, the The fair valuevalues of outstanding derivatives designated as fair value hedges waswere a CHF 1,925438 million net positive replacement value.

Cash flow hedges of individual variable
rate assets and liabilities

The Group uses interest rate swaps to protect against changes in cash flows of certain variable rate debt issues. For the year ended 31 December 2002, there has been no material gain or loss associated with ineffective portions of cash flow hedges.
     Gains and losses on derivative contracts designated as cash flow hedges are initially recorded in Shareholders’ equity but are reclassified to current period earnings when the hedged cash flows occur, as explained in Note 1, part v) Derivative instruments and hedging. Asvalue at 31 December 2002, deferred2004 and a CHF 797 million net gains on derivative instruments designated as cash flow hedges accumulated in Shareholders’ equity were CHF 2 million.positive replacement value at 31 December 2003.

Cash flow hedges of forecast transactions

The Group applies hedge accounting for its non-trading interest rate risk in major currencies by analyzing expected cash flows on an enterprise basis. The objective is exposed to protect against changesvariability in future interest cash flows resulting fromon non-trading assets and liabilities which bear interest at variable rates or which are expected to be re-funded or reinvested in the impactfuture. The amounts and timing of changes in marketfu-



128


ture cash flows, representing both principal and interest rates on reinvestment or reborrowingflows, are projected for each portfolio of current balances and expected future cash flows. The Group accumulates information about financial assets and liabilities, and thereby estimates and aggregates the amounts and timing of future period cash flows, based on thetheir contractual terms of instruments and other relevant factors including estimates of prepayments and defaults. The aggregate principal balances and interest cash flows across all portfolios over time form the basis for identifying
the non-trad-


123


UBS Group Financial Statements
Notes to the Financial Statements

ingnon-trading interest rate risk of the Group, which is hedged with interest rate swaps, the maximum maturity of which extend over a twenty-four-year period.

is twenty-two years.


The schedule of forecast principal balances on which the expected interest cash flows arise as at 31 December 20022004 is as follows:

follows.


                     
CHF billion < 1 year  1-3 years  3-5 years  5-10 years  over 10 years 
 
Cash inflows (Assets)  135   255   180   153   8 
 
Cash outflows (Liabilities)  88   142   87   91   72 
 
Net cash flows
  47   113   93   62   (64)
 


                     
CHF billion < 1 year  1-3 years  3-5 years  5-10 years  over 10 years 

Cash inflows (Assets)  119   202   124   128   8 
Cash outflows (Liabilities)  159   247   193   324   237 

Net cash flows  (40)  (45)  (69)  (196)  (229)


Gains and losses on the effective portions of derivatives designated as cash flow hedges of forecast transactions are initially recorded in Shareholders’ equity as “Gains/Gains/losses not recognized in the income statement”statement and are transferred to current period earnings when the forecast cash flows occur. affect net profit or loss. The gains and losses on ineffective portions of such derivatives are recognized immediately in the income statement. In 2004, a gain of CHF 13 million was recognized due to hedge ineffectiveness, whereas in 2003 and 2002 no gains or losses from hedge ineffectiveness arose.

As at 31 December 2002,2004 and 2003, the fair valuevalues of outstanding derivatives designated as cash flow hedges of forecast transactions waswere a CHF 181818 million net unrealizednegative replacement value and a CHF 871 million net negative replacement value, respectively. Swiss franc hedging interest rate swaps terminated during 2003 had a positive replacement value of CHF 867 million. No interest rate swaps designated as cash flow hedges were terminated during 2004. At year-end 2004, unrecognized income of CHF 501 million associated with these swaps has remained deferred in Shareholders’ equity. It will be removed from equity when the hedged cash flows impact net profit or loss. Amounts reclassified from Gains/Realized gains/losses not recognized in the income statement to current period earnings due to discontinuation of hedge accounting were immaterial.

Notionala CHF 304 million net gain in 2004 and a CHF 7 million net gain in 2003. These amounts were recorded in net interest income.

Risks of derivative instruments

Derivative instruments are transacted in many trading portfolios, which generally include several types of instruments, not just derivatives. The market risk of derivatives is managed and replacement valuescontrolled as an integral part of the market risk of these port-

folios. The following table providesGroup’s approach to market risk is described in Note 29, Financial Instruments Risk Position, part a) Market risk.
Derivative instruments are transacted with many different counterparties, most of whom are also counterparties for other types of business. The credit risk of derivatives is managed and controlled in the notional amounts and the positive and negative replacement valuescontext of the Group’s derivative transactions.
overall credit exposure to each counterparty. The notional amountGroup’s approach to credit risk is a derivative’s underlying contract amount and isdescribed in Note 29, Financial Instruments Risk Position, part b) Credit Risk. It should be noted that although the basis upon which changes inpositive replacement values shown on the value of derivatives are measured. It providesbalance sheet can be an indicationimportant component of the underlying volumeGroup’s credit exposure, the positive replacement values for any one counterparty are rarely an adequate reflection of the Group’s credit exposure on its derivatives business transactedwith that counterparty. This is because, on the one hand, replacement values can increase over time (‘potential future exposure’), while on the other hand, exposure may be mitigated by entering into master netting agreements and bilateral collateral arrangements with counterparties. Both the exposure measures used by the Group but does not provide any measure of risk.
     The majority of derivatives are negotiated asinternally to amount, tenorcontrol credit risk and price, between the bankcapital requirements imposed by regulators reflect these additional factors. In Note 29, part b) Credit Risk, the Derivatives positive replacement values shown under Traded products, and its counterparty, whether other professionals or customers (OTC). The rest are standardized in terms of their amounts and settlement dates and are bought and sold in organized markets (exchange traded).
Note 29 part d) Capital Adequacy, the Positive replacement value represents the cost to the Group of replacing all transactions with a fair value in the Group’s favour if all the relevant counterparties of the Group were to default at the same time, and transactions could be replaced instantaneously. Negative replacement

value is the cost to the Group’s counterparties of replacing all their transactions with the Group where the fair value is in their favor if the Group were to default. The total positive and negative replacement values shown under Balance sheet assets are includedlower than those shown in the balance sheet separately. For internal credit risk measurement the potential evolution of the value of the portfolio of trades with each counterparty is also modelled over its life (potential future exposure), taking into account legally enforceable close out netting agreements where applicable (see below).

Credit mitigation

The Group seeks, wherever possible, to enter into master netting agreements with OTC derivative counterparties. Where the Group has such an agreement and it has a legal opinion that it is enforceable by UBS in the event of insolvency of the counterparty, positive and negative replacement values of transactions covered by the agreement are netted and a single payable or receivable amount is included in the balance sheet. The impact of master netting agreements as at 31 December 2002 is to reduce positive and negative replacement values on OTC derivative instruments by approximately CHF 167 billion. The impact can change substantially over short periods of time, because the exposure is affected by each transaction subject to the arrangement.
     In line with general market trends, the Group has also entered into bilateral collateral agreements with major market participants to mitigate the potential concentrations of exposure arising from industry consolidation and the continuing increase in volumes of OTC derivatives traded. The figures in the tables do not, however,on the next two pages because they reflect legally enforceable close-out netting arrangements. Conversely, there are additional capital requirements shown in Note 29 part d) Capital Adequacy under off-balance sheet and other positions as Forward and swap contracts and Purchased options, which reflect the risk mitigating effects of such collateral agreements.additional potential future exposure.



124129



Note 23 Derivative Instruments (continued)

                                              
As at 31 December 2002 Term to maturity  Total 
                                         notional 
  Within 3 months  3-12 months  1-5 years  over 5 years  Total  Total  amount 
      CHF million PRV1  NRV2  PRV  NRV  PRV  NRV  PRV  NRV  PRV  NRV  CHF bn 

Interest rate contracts                                            
Over the counter (OTC) contracts                                            
 Forward contracts  3,785   4,127   93   121   141   333   33   8   4,052   4,589   1,517.3 
 Swaps  2,862   3,778   9,451   8,127   78,413   76,244   55,377   51,917   146,103   140,066   5,753.0 
 Options  338   706   1,143   1,488   4,216   5,484   3,905   4,464   9,602   12,142   663.2 

Exchange-traded contracts3                                            
 Futures                                  0   0   40.3 
 Options  4   16       1                   4   17   101.1 

Total  6,989   8,627   10,687   9,737   82,770   82,061   59,315   56,389   159,761   156,814   8,074.9 

Credit derivative contracts                                            
Over the counter (OTC) contracts                                            
 Credit default swaps  2   7   95   504   1,636   2,740   2,852   958   4,585   4,209   164.6 
 Total rate of return swaps  15   21   194   782   2,308   1,726   162   35   2,679   2,564   14.5 

Total  17   28   289   1,286   3,944   4,466   3,014   993   7,264   6,773   179.1 

Foreign exchange contracts                                            
Over the counter (OTC) contracts                                            
 Forward contracts  2,406   3,100   1,005   1,732   232   270   11   1   3,654   5,103   252.0 
 Interest and currency swaps  21,561   20,641   8,962   10,292   8,627   8,907   3,360   3,990   42,510   43,830   1,843.1 
 Options  2,223   2,219   1,681   1,636   361   312   7       4,272   4,167   500.8 

Exchange-traded contracts3                                            
 Futures                                  0   0   0.0 
 Options      1   1                       1   1   0.1 

Total  26,190   25,961   11,649   13,660   9,220   9,489   3,378   3,991   50,437   53,101   2,596.0 

Precious metals contracts                                            
Over the counter (OTC) contracts                                            
 Forward contracts  329   231   235   257   150   121   9   8   723   617   18.0 
 Options  205   217   325   289   407   373   86   63   1,023   942   38.6 

Exchange-traded contracts3                                            
 Futures                                          0.0 
 Options      1       1       4           0   6   0.2 

Total  534   449   560   547   557   498   95   71   1,746   1,565   56.8 

Equity/Index contracts                                            
Over the counter (OTC) contracts                                            
 Forward contracts  5,393   1,406   583   512   917   205   124   219   7,017   2,342   33.2 
 Options  8,676   12,441   2,515   3,496   6,650   7,125   403   794   18,244   23,856   99.3 

Exchange-traded contracts3                                            
 Futures                                  0   0   7.4 
 Options  861   246   316   247   443   338           1,620   831   7.5 

Total  14,930   14,093   3,414   4,255   8,010   7,668   527   1,013   26,881   27,029   147.4 

Commodity contracts                                            
Over the counter (OTC) contracts                                            
 Forward contracts  5   3   2,629   2,670   346   304           2,980   2,977   24.9 
 Options                                  0   0   0.0 

Total  5   3   2,629   2,670   346   304   0   0   2,980   2,977   24.9 

Total derivative instruments  48,665   49,161   29,228   32,155   104,847   104,486   66,329   62,457   249,069   248,259     
Replacement value netting                                  166,977   166,977     

Replacement values after netting                                  82,092   81,282     

1 PRV: Positive replacement value.      2NRV: Negative replacement value.      3Exchange-traded products include proprietary trades only.

125


UBS Group Financial Statements
Notes to the Financial Statements


Note 23 Derivative Instruments (continued)

                                                 
As at 31 December 2001 Term to maturity Total 
Note 23 Derivative Instruments (continued)Note 23 Derivative Instruments (continued)   
As at 31 December 2004 Term to maturity   Total 
   notional      notional 
 Within 3 months 3-12 months 1-5 years over 5 years Total Total amount  Within 3 months 3-12 months 1-5 years Over 5 years Total Total amount 
CHF million CHF million PRV1 NRV2 PRV NRV PRV NRV PRV NRV PRV NRV CHF bn  PRV1 NRV2 PRV NRV PRV NRV PRV NRV PRV NRV CHF bn 


Interest rate contractsInterest rate contracts  
Over the counter (OTC) contractsOver the counter (OTC) contracts  
Forward contracts 2,844 3,260 114 530 108 245 48 134  3,114   4,169  1,768.7 
Forward contracts 440 495 112 144 58 34 90 166 700 839 843.6 
Swaps 2,807 4,322 5,724 6,393 49,043 45,029 25,232 22,866  82,806   78,610  4,552.4 
Swaps 4,305 4,002 11,015 11,921 65,419 64,487 76,470 75,287 157,209 155,697 9,871.0 
Options 388 950 670 2,095 3,037 4,048 2,830 3,336  6,925   10,429  784.9 
Options 806 722 1,845 2,239 6,553 8,292 5,942 6,479 15,146 17,732 1,181.4 


Exchange-traded contracts3Exchange-traded contracts3  
Futures  0   0  83.6 
Futures 2,073.0 
Options 3 24  3   24  63.2 
Options 86 87 133 103 5 5 224 195 817.9 


TotalTotal  6,042   8,532   6,508   9,042   52,188   49,322   28,110   26,336   92,848   93,232   7,252.8  5,637 5,306 13,105 14,407 72,035 72,818 82,502 81,932 173,279 174,463 14,786.9 


Credit derivative contractsCredit derivative contracts  
Over the counter (OTC) contractsOver the counter (OTC) contracts  
Credit default swaps 6 18 707 1,104 1,020 1,490 773 1,184  2,506   3,796  75.7 
Credit default swaps 7 10 51 99 3,819 5,409 2,401 1,501 6,278 7,019 639.2 
Total rate of return swaps 84 621 636 12 0  96   1,257  3.6 
Total rate of return swaps 31 15 57 69 433 1,076 376 272 897 1,432 27.1 


TotalTotal  6   18   791   1,725   1,020   2,126   785   1,184   2,602   5,053   79.3  38 25 108 168 4,252 6,485 2,777 1,773 7,175 8,451 666.3 


Foreign exchange contractsForeign exchange contracts  
Over the counter (OTC) contractsOver the counter (OTC) contracts  
Forward contracts 3,615 3,163 1,639 1,899 755 428 20  6,029   5,490  279.7 
Forward contracts 3,496 4,585 807 1,316 186 449 68 240 4,557 6,590 355.6 
Interest and currency swaps 19,344 11,224 8,991 7,763 7,463 7,673 3,465 2,312  39,263   28,972  1,699.3 
Interest and currency swaps 27,587 28,094 15,101 14,907 20,897 15,484 7,189 7,240 70,774 65,725 2,811.4 
Options 2,138 1,942 2,148 1,888 445 433 23 1  4,754   4,264  1,033.7 
Options 2,224 2,202 2,809 2,553 508 503 4 4 5,545 5,262 559.2 


Exchange-traded contracts3Exchange-traded contracts3  
Futures  0   0  0.0 
Futures 2.9 
Options 1 2  1   2  0.8 
Options 9 9 81 79 11 10 101 98 5.9 


TotalTotal  25,097   16,329   12,779   11,552   8,663   8,534   3,508   2,313   50,047   38,728   3,013.5  33,316 34,890 18,798 18,855 21,602 16,446 7,261 7,484 80,977 77,675 3,735.0 


Precious metals contractsPrecious metals contracts  
Over the counter (OTC) contractsOver the counter (OTC) contracts  
Forward contracts 242 223 210 198 195 179 6  653   600  17.0 
Forward contracts 130 113 150 201 447 192 9 24 736 530 13.5 
Options 177 164 535 507 740 805 90 81  1,542   1,557  54.1 
Options 156 115 281 251 683 615 34 28 1,154 1,009 43.4 


Exchange-traded contracts3Exchange-traded contracts3  
Futures 0.0 
Futures 0.8 
Options 2 3 1  3   3  0.9 
Options 215 237 195 259 18 33 428 529 2.5 


TotalTotal  419   389   748   706   935   984   96   81   2,198   2,160   72.0  501 465 626 711 1,148 840 43 52 2,318 2,068 60.2 


Equity/Index contracts 
Equity/index contracts
 
Over the counter (OTC) contractsOver the counter (OTC) contracts  
Forward contracts 1,402 1,422 445 1,713 1,461 1,464 111 85  3,419   4,684  35.3 
Forward contracts 795 506 572 419 1,912 928 129 24 3,408 1,877 103.6 
Options 6,140 6,222 4,294 5,105 4,076 6,991 1,087 2,844  15,597   21,162  238.0 
Options 2,017 7,807 2,057 7,245 7,367 16,290 455 2,144 11,896 33,486 223.6 


Exchange-traded contracts3Exchange-traded contracts3  
Futures  0   0  12.4 
Futures 8.1 
Options 1,497 1,080 1,187 1,431 601 463 21 14  3,306   2,988  440.3 
Options 1,212 1,040 947 1,142 1,711 1,979 98 109 3,968 4,270 401.6 


TotalTotal  9,039   8,724   5,926   8,249   6,138   8,918   1,219   2,943   22,322   28,834   726.0  4,024 9,353 3,576 8,806 10,990 19,197 682 2,277 19,272 39,633 736.9 


Commodity contractsCommodity contracts  
Over the counter (OTC) contractsOver the counter (OTC) contracts  
Forward contracts 8 14 1 1  9   15  6.4 
Forward contracts 338 343 519 491 420 379 1,277 1,213 35.4 
Options  0   0  0.0 
Options 76 73 85 79 118 57 279 209 4.7 


TotalTotal  8   14   1   1   0   0   0   0   9   15   6.4  414 416 604 570 538 436 0 0 1,556 1,422 40.1 


Total derivative instrumentsTotal derivative instruments  40,611   34,006   26,753   31,275   68,944   69,884   33,718   32,857   170,026   168,022   43,930 50,455 36,817 43,517 110,565 116,222 93,265 93,518 284,577 303,712 
Replacement value netting  96,579   96,579  


Replacement values after netting  73,447   71,443  

1PRV: Positive replacement value.  2NRV:Negative replacement value.  3Exchange-traded products include proprietary trades only.

126130


                                             
Note 23 Derivative Instruments (continued)                                        
 
As at 31 December 2004 Term to maturity         Total  
            notional  
  Within 3 months  3-12 months  1-5 years  Over 5 years  Total  Total  amount 
CHF million PRV1  NRV2  PRV  NRV  PRV  NRV  PRV  NRV  PRV  NRV  CHF bn 
 
Interest rate contracts
                                            
 
Over the counter (OTC) contracts                                            
 
Forward contracts  424   586   258   312   71   130   5   4   758   1,032   1,128.4 
 
Swaps  3,831   4,388   8,698   5,991   64,216   65,075   52,019   50,517   128,764   125,971   8,065.4 
 
Options  464   978   868   992   4,686   5,967   4,223   5,334   10,241   13,271   815.4 
 
Exchange-traded contracts3
                                            
 
Futures                                          243.7 
 
Options  7   9   2   8                   9   17   63.4 
 
Total
  4,726   5,961   9,826   7,303   68,973   71,172   56,247   55,855   139,772   140,291   10,316.3 
 
Credit derivative contracts
                                            
 
Over the counter (OTC) contracts                                            
 
Credit default swaps  109   102   39   61   3,443   3,536   1,928   1,880   5,519   5,579   289.3 
 
Total rate of return swaps  27   2   29   576   197   470   112   305   365   1,353   12.0 
 
Total
  136   104   68   637   3,640   4,006   2,040   2,185   5,884   6,932   301.3 
 
Foreign exchange contracts
                                            
 
Over the counter (OTC) contracts                                            
 
Forward contracts  3,045   3,879   1,978   2,573   161   317   15   12   5,199   6,781   298.4 
 
Interest and currency swaps  24,929   25,242   14,258   12,428   17,780   14,394   6,002   5,250   62,969   57,314   2,254.4 
 
Options  3,232   3,348   3,211   2,550   513   356   9   1   6,965   6,255   576.8 
 
Exchange-traded contracts3
                                            
 
Futures                                          5.0 
 
Options  3   3   119   116                   122   119   13.2 
 
Total
  31,209   32,472   19,566   17,667   18,454   15,067   6,026   5,263   75,255   70,469   3,147.8 
 
Precious metals contracts
                                            
 
Over the counter (OTC) contracts                                            
 
Forward contracts  246   247   377   305   333   270   18   23   974   845   15.9 
 
Options  304   193   308   386   668   629   116   54   1,396   1,262   35.1 
 
Exchange-traded contracts3
                                            
 
Futures                                          1.1 
 
Options  9   40   21   63   3   4           33   107   2.3 
 
Total
  559   480   706   754   1,004   903   134   77   2,403   2,214   54.4 
 
Equity/index contracts
                                            
 
Over the counter (OTC) contracts                                            
 
Forward contracts  509   529   763   583   917   449   1,408   501   3,597   2,062   57.9 
 
Options  1,841   2,788   3,482   7,847   11,111   13,646   1,328   4,560   17,762   28,841   213.8 
 
Exchange-traded contracts3
                                            
 
Futures                                          8.6 
 
Options  708   858   892   1,363   883   768   54   117   2,537   3,106   62.6 
 
Total
  3,058   4,175   5,137   9,793   12,911   14,863   2,790   5,178   23,896   34,009   342.9 
 
Commodity contracts
                                            
 
Over the counter (OTC) contracts                                            
 
Forward contracts  206   181   456   424   93   42           755   647   10.6 
 
Options  168   153   73   53                   241   206   1.6 
 
Total
  374   334   529   477   93   42   0   0   996   853   12.2 
 
Total derivative instruments
  40,062   43,526   35,832   36,631   105,075   106,053   67,237   68,558   248,206   254,768     
 
1PRV: Positive replacement value.  2NRV:Negative replacement value.  3Exchange-traded products include proprietary trades only.

131


Financial Statements
Notes to the Financial Statements

Off-Balance Sheet Information

Note 24 Fiduciary Transactions

Fiduciary placement represents funds which customers have instructed the Group to place in foreign banks. The Group is not liable to the customer for any default by the foreign bank nor do creditors of the Group have a claim on the assets placed.

               
CHF million 31.12.02 31.12.01  31.12.04 31.12.03 


Placements with third parties  43,440  58,466  39,588 37,851 
Fiduciary credits and other fiduciary financial transactions  774  1,136  57 74 


Total fiduciary transactions  44,214  59,602  39,645 37,925 


The Group also acts in its own name as trustee or in fiduciary capacities for the account of third parties. The assets managed in such capacities are not reported on the balance sheet unless they are invested with UBS. UBS earns commission and fee income from such transactions and assets. These activities potentially expose UBS to liability risks in cases of gross negligence with regard to non-compliance ofwith its fiduciary and contractual duties. The risks associated with this business are covered by the standard UBS risk framework.


Note 25 Commitments and Contingent Liabilities



The Group utilizes various lending-related financial instruments in order to meet the financial needs of its customers. The Group issues commitments to extend credit, standby and other letters of credit, guarantees, commitments to enter into repurchase agreements, note issuance facilities and revolving underwriting facilities. Guarantees represent irrevocable assurances, subject to the satisfaction of certain conditions, that the Group will make payment in the event that the customer fails to fulfill its obligation to third parties. The Group also enters into commitments to extend credit in the form of credit lines which are available to secure the liquidity needs of our customers, but not yet drawn upon by them, the majority of which range in maturity from 1 month to 5 years.

The contractual amount of these instruments is the maximum amount at risk for the Group if the customer fails to meet its obligations. The risk is similar to the risk involved in extending

extending loan facilities and is monitored with the same risk control processes and specific credit risk policies. For the years ended 31 December 2002, 20012004, 2003 and 20002002 the Group recognized a CHF 31 million credit loss expense, in the income statementCHF 23 million credit loss recovery and CHF 13 million credit loss expense, respectively, related to obligations incurred for contingencies and commitments of CHF 13 million, CHF 25 million and CHF 1 million, respectively.commitments.
The Group generally enters into sub-participations to mitigate the risks from the Group’s commitments and contingencies. A sub-participation is an agreement with another party to fund a portion of the credit facility and to take a share of the loss in the event that the borrower fails to fulfill its obligations. The Group retains the contractual relationship with the borrower and the sub-participant has only an indirect relationship with the borrower. The Group will only enter into sub-participation agreements with banks whose rating is at least equal to or higher than that of the borrower.



127132


UBS Group Financial Statements
Notes to the Financial Statements


Note 25 Commitments and Contingent Liabilities (continued)

        
Note 25 Commitments and Contingent Liabilities (continued)Note 25 Commitments and Contingent Liabilities (continued)   
        
CHF million 31.12.02 31.12.01  31.12.04 31.12.03 


 
Contingent liabilities  
Credit guarantees and similar instruments1  11,522  18,566  10,252 10,832 
Sub-participations  (650)  (4,944)  (621)  (765)


Total  10,872  13,622  9,631 10,067 


Performance guarantees and similar instruments2  3,216  4,865  2,536 2,760 
Sub-participations  (348)  (4)  (415)  (276)


Total  2,868  4,861  2,121 2,484 


Irrevocable commitments under documentary credits  1,856  2,056 
Irrevocable commitments and documentary credits 2,106 1,971 
Sub-participations  (259) 0   (272)  (373)


Total  1,597  2,056  1,834 1,598 


Gross contingent liabilities  16,594  25,487  14,894 15,563 
Sub-participations  (1,257)  (4,948)  (1,308)  (1,414)


Net contingent liabilities  15,337  20,539  13,586 14,149 


 
Irrevocable commitments  
Undrawn irrevocable credit facilities  39,306  50,608  53,168 46,623 
Sub-participations  (446)  (532)  (7)  (235)


Total  38,860  50,076  53,161 46,388 


Liabilities for calls on shares and other equities  21  98  19 337 


Gross irrevocable commitments  39,327  50,706  53,187 46,960 
Sub-participations  (446)  (532)  (7)  (235)


Net irrevocable commitments  38,881  50,174  53,180 46,725 


Gross commitments and contingent liabilities  55,921  76,193  68,081 62,523 
Sub-participations  (1,703)  (5,480)  (1,315)  (1,649)


Net commitments and contingent liabilities  54,218  70,713  66,766 60,874 


Market value guarantees in form of written put options 352,509 218,638 
1Credit guarantees in the form of bills of exchange and other guarantees, including guarantees in the form of irrevocable letters of credit, endorsement liabilities from bills rediscounted, advance payment guarantees and similar facilities.  2Bid bonds, performance bonds, builders’ guarantees, letters of indemnity, other performance guarantees in the form of irrevocable letters of credit and similar facilities.

As part of its trading and market-making activities, UBS writes put options on a broad range of underlyings. For writing put options, UBS receives a premium, which is recognized as negative replacement value on the balance sheet. The contract volume of a written put option, which is the number of units of the underlying multiplied by the exercise price per unit, is considered a market price guarantee issued, because the option holder is entitled to make UBS purchase the underlying at the stated exercise price. The fair value of all written put options is recognized on the balance sheet as negative replace-
                 
  Mortgage  Other       
CHF million collateral  collateral  Unsecured  Total 

Overview of collateral                
Gross contingent liabilities  275   8,254   8,065   16,594 
Gross irrevocable commitments  1,084   14,956   23,266   39,306 
Liabilities for calls on shares and other equities          21   21 

Total 31.12.2002  1,359   23,210   31,352   55,921 

Total 31.12.2001  1,711   25,625   48,857   76,193 

ment value, which is significantly lower than the underlying total contract volume that represents the maximum potential payment UBS could be required to make upon exercise of the puts. The exposure from writing put options is managed through UBS’s standard risk management process at a level that is within the set risk limits. Accordingly, neither the underlying total contract volume nor the negative replacement value are indicative of the actual risk exposure arising from written put options.


133



Financial Statements
Notes to the Financial Statements

Note 25 Commitments and Contingent Liabilities (continued)

                 
CHF million Mortgage collateral  Other collateral  Unsecured  Total 
 
Overview of collateral
                
 
Gross contingent liabilities  347   7,661   6,886   14,894 
 
Gross irrevocable commitments  3,252   22,384   27,532   53,168 
 
Liabilities for calls on shares and other equities  0   0   19   19 
 
Total 31.12.04
  3,599   30,045   34,437   68,081 
 
Total 31.12.03  2,637   30,870   29,016   62,523 
 

Other commitments

The Group enters into commitments to fund external private equity funds and investments, which typically expire within five years. The commitments themselves do not involve credit or market risk as the funds purchase investments at mar-


ketmarket value at the time the commitments are drawn. The maximum amount available to fund these investments at 31 December 20022004 and 31 December 20012003 was CHF 2,2451,019 million and CHF 3,5481,537 million, respectively.


128


Note 26 Operating Lease Commitments

At 31 December 2002,2004, UBS was obligated under a number of non-cancellable operating leases for premises and equipment used primarily for banking purposes. The significant premises leases usually include renewal options and escalation clauses in line with general office rental market conditions as well as rent adjustments based on price indices. However, the lease agreements do not contain contingent rent payment clauses and purchase options. The leases also do not impose any restrictions on UBS’s ability to pay dividends, engage in debt financing transactions or enter into further lease agreements.

Our minimum commitments for non-cancellable leases of premises and equipment are presented as follows:
    
CHF million 31.12.02  31.12.04 


Operating leases due  
2003  1,038 
2004  913 
2005  777  886 
2006  663  805 
2007  623  719 
2008 and thereafter  5,082 


Total commitments for minimum payments under operating leases  9,096 
2008 647 


2009 584 
2010 and thereafter 4,060 
Subtotal commitments for minimum payments under operating leases 7,701 
Less: Sublease rentals under non-cancellable leases 547 
Net commitments for minimum payments under operating leases
 7,154 

Operating expenses include CHF 1,193 million, CHF 1,0921,214 million and CHF 8161,233 million in respect of gross operating lease rentals which were reduced by CHF 43 million and CHF 43 million of sublease income for the years ended 31 December 2004 and 31 December 2003, respectively. Operating expenses for the year ended 31 December 2002 31 December 2001 and 31 December 2000, respectively.include CHF 1,193 million in respect of operating lease rentals.

134


129


UBS Group Financial Statements
Notes to the Financial Statements


Additional Information

Additional Information

Note 27 Pledged Assets

Assets are pledged as collateral for collateralized credit lines with central banks, loans from central mortgage institutions, deposit guarantees for savings banks, security deposits relating to stock exchange membership and mortgages on the Group’s property. No financial assets are pledged for contingent liabilities. The following table shows additional information about assets pledged or assigned as security for liabilities and assets subject to reservation of title for the years ended 31 December 20022004 and 31 December 2001. The securities presented in the table below include securities pledged in respect of securities lending and repurchase agreements.2003.

               
 Carrying Related Carrying Related                 
 amount liability amount liability  Carrying amount Related liability Carrying amount Related liability 
CHF million 31.12.02 31.12.02 31.12.01 31.12.01  31.12.04 31.12.04 31.12.03 31.12.03 


Mortgage loans  808   506  1,311 873  175 60 428 209 
Securities  50,945   37,038  204,623 163,134  193,028 131,462 157,639 121,984 
Property and equipment  129   33  160 89  320 0 0 0 
Other  2   0  2 0 


Total pledged assets  51,884   37,577  206,096 164,096  193,523 131,522 158,067 122,193 


Note 28 Litigation



Due to the nature of their business, the bank and other companies within the UBS Group are involved in various claims, disputes and legal proceedings, arising in the ordinary course of business. The Group makes provisions for such matters when, in the opinion of management and its professional advisors, it is probable that a payment will be made by the Group, and the amount can be reasonably estimated (see Note 20).

In respect of the further claims asserted against the Group of which management is aware (and which, according to the principles outlined above, have not been provided for), it is the opinion of the management that such claims are either without merit, can be successfully defended or will not have a material adverse effect on the Group’s financial condition, results of operations or liquidity.



Note 29 Financial Instruments Risk Position



This section presents information about the Group’sUBS’s exposure to and its management and control of risks, in particular the primary risks associated with its use of financial instruments:
 market risk (part a) is exposure to observable market variables such as interest rates, exchange rates and equity markets
 credit risk (part b) is the risk of loss resulting from client or counterparty default and arises on

credit exposure in all forms, including settlement risk
 liquidity and funding risk (part c) is the risk that the GroupUBS is unable to meet its payment obligations when due, or that it is unable, on an ongoing basis, to borrow funds in the market on an unsecured, or even secured basis at an acceptable price to fund assetsactual or meet obligations at a reasonable price or, in extreme situations, at any price.proposed commitments.
     This section alsoPart d) presents and explains the Group’s regulatory capital position.

Sections a) to d) generally refer only to UBS’s financial businesses, while section e) covers the financial instruments risk positions of the industrial holding Motor-Columbus through its operating subsidiary Atel. The tables in this note which are based on risk information include only the financial businesses of the Group. Those which present an analysis of the whole balance sheet include the positions of Motor-Columbus.
It should be noted that, in management’s view, any representation of risk at a specific date offers only a snapshot of the risks taken, since both trading and non-trading positions can vary significantly on a daily basis, because they are actively managed. As such, it may not be representative of the level of risk at other times.


130135


Financial Statements
Notes to the Financial Statements

Note 29 Financial Instruments Risk Position (continued)
a) Market Risk

a) Market Risk


(a)(i) Overview

Market risk is the risk of loss arising from movements in market variables including observable market variables such as interest rates, exchange rates and equity markets. In addition to thesemarkets, and other general market risk factors, theothers which may be only indirectly observable such as volatilities and correlations. The risk of price movements on securities and other obligations in tradable form resulting from general credit and country risk factors and events specific to an individual issuer of securitiesissuers is also considered market risk.
Market risk is incurred in UBS primarily through trading activities, which are centered in the Corporate and Institutional Clients business of UBS Warburg.Investment Bank but also arise, to a much lesser extent, in the Wealth Management businesses. It arises primarily from market making, client facilitation and proprietary positions in equities, fixed income and interest rate products, foreign exchange and, to a lesser extent, precious metals and energy. Such activities are mainly in OECD markets, with some business in emerging markets.
Additionally, Group Treasury assumes material non-trading market risk positions that arise from its balance sheet and capital management activities. There are also smaller non-trading market risk positions, predominantly interest rate risks, in the other Business Groups.
     FurtherEach Business Group has a Chief Risk Officer (CRO), reporting functionally to the Group CRO, responsible for independent risk control of market risk.
Market risk authority, including both approval of market risk limits and approval of market risks arise, butin large or complex transactions and securities underwritings, is exercised by the Chairman’s Office and the GEB and is further delegated on an ad personam basis to a much lesser extent, in other businesses primarily from the facilitation of customer business.Group CRO and Market Risk Officers within the Business Groups.
Market risk measures and controls are applied to all trading activities, to foreign exchange, precious metal and energy positions, to the trading books of UBS Warburg,exposures wherever they arise, and to interest rate risk in the banking books of all Business Groups including Group Treasury book and the independent private banks, and to any other material market risk arising.banks.

The principal portfolio risk measures and controlslimits on market risk are Value at Risk (VaR) and stress loss. VaR expressesis an estimate of the potential loss on the current portfolio from adverse market movements, based on historical market movements, assuming a specified time horizon before positions can be adjusted (holding period), and measured toexpressed as the maximum potential loss that, with a specified level of confidence based on historical market movements.(probability), will not be exceeded. Stress loss is assessed against a set of forward-looking scenarios approved by the Board of Directors, using stress moves in market variables.variables, which are regularly reviewed. Complementary controls are also applied, where appropriate, to prevent undue concentrations, including limitstaking into account variations in price volatility and market depth and liquidity. They include controls on exposure to individual market risk variables, such as individual interest or

exchange rates, and limits on positions in the securities of individual issuers. These controls are set at levels which reflect variations in price volatility and market depth and liquidity.issuers (‘issuer risk’).

(a)(ii) Interest Rate Risk

Interest rate risk is the risk of loss resulting from changes in interest rates. It is controlled primarily through the limit structure described in (a)(i) above. Exposure to interest rate movements can be expressed for all interest rate sensitive positions, whether marked to market or subject to accrualamortized cost accounting, as the impact on their fair values of a one basis point (0.01%) change in interest rates. This sensitivity, analyzed by time band, is set out below. Interest rate sensitivity is one of the inputs to the VaR model.
     It should be noted that, in management’s view, any representation of interest rate risk at a specific date offers only a snapshot of the risks taken by the Group, since both trading and non-trading positions can vary significantly on a daily basis, because they are actively managed. As such, it may not be representative of the level of risk at other times, either in general or in specific currencies or tenors. Furthermore, the presence in the portfolio of option products means that only limited inferences can be drawn about exposure to larger movements in interest rates.
The table sets out the extent to which the GroupUBS was exposed to interest rate risk at 31 December 20012004 and 2002.2003. It shows the net impact of a one basis point (0.01%) increase in market interest rates across all time bands on the fair values of interest rate sensitive positions, including balance sheet assetsboth on- and liabilities and derivatives.off-balance sheet. The impact of such an increase in interest rates depends on theUBS’s net asset or net liability position of the Group in each category, currency and time band in the table. A negative amount in the table reflects a potential reduction in fair value, as a result of an increase in interest rates, while a positive amount reflects a potential increase in fair value.



131136


UBS Group Financial Statements
Notes to the Financial Statements


Note 29 Financial Instruments Risk Position (continued)


a) Market Risk (continued)


Interest rate sensitivity position1

                             
      Interest rate sensitivity by time bands at 31.12.2002    
         
CHF thousand Within 1  1 to 3  3 to 12  1 to 5  Over 5    
per basis point increase month  months  months  years  years  Total 

CHF Trading  (10)  211   (287)  (47)  (18)  (151)
    Non-trading  (42)  (153)  (365)  (6,504)  (5,119)  (12,183)

USD Trading  (93)  (256)  (1,021)  (2,668)  2,445   (1,593)
    Non-trading  26   (82)  (72)  (927)  (230)  (1,285)

EUR Trading  114   33   12   (1,387)  728   (500)
    Non-trading  (1)  10   (2)  (86)  (193)  (272)

GBP Trading  (78)  200   (227)  (453)  (269)  (827)
    Non-trading  (1)  (6)  (39)  92   587   633 

JPY Trading  21   12   (502)  (249)  (204)  (922)
    Non-trading  0   1   0   18   (24)  (5)

Others Trading  (46)  (61)  500   (54)  (286)  53 
    Non-trading  0   0   (4)  (1)  (3)  (8)

                                                   
 Interest rate sensitivity by time bands at 31.12.2001     Interest rate sensitivity by time bands at 31.12.04
      Within 1 1 to 3 3 to 12 1 to 5 Over 5   
CHF thousand Within 1 1 to 3 3 to 12 1 to 5 Over 5   
per basis point increase month months months years years Total 
CHF thousand gain / (loss) per basis point increaseCHF thousand gain / (loss) per basis point increase month months months years years Total 


CHFCHF Trading 22  (121)  (35)  (297)  (314)  (745) Trading 65 69  (83) 24 120 195 
   Non-trading 3  (24)  (366)  (7,656)  (6,030)  (14,073) Non-trading  (203)  (13)  (313)  (3,575)  (2,641)  (6,745)


USDUSD Trading  (299) 35 96  (960)  (2,115)  (3,243) Trading 49  (236)  (1,184) 886 127  (358)
   Non-trading 35  (113)  (157)  (274)  (15)  (524)


 Non-trading 30  (158)  (121)  (2,010)  (2,472)  (4,731)
EUREUR Trading  (129) 73  (269)  (308)  (806)  (1,439) Trading 192  (276) 342  (366)  (814)  (922)
   Non-trading  (2)  (6)  (38) 182 0  136  Non-trading  (8) 1  (22)  (180)  (200)  (409)


GBPGBP Trading  (89) 27  (520) 65 172  (345) Trading  (19) 52 60  (380)  (32)  (319)
   Non-trading 0  (7)  (57) 175 624  735 


 Non-trading  (1)  (7)  (34)  (290) 270  (62)
JPYJPY Trading 175 695  (98)  (1,386) 246  (368) Trading  (17) 630  (562)  (1,804) 781  (972)
   Non-trading 1 0  (3) 1  (4)  (5)


 Non-trading  (1) 1  (1)  (4)  (1)  (6)
Others Trading  (51) 167 126  (404) 369  207 
Other Trading 75  (121)  (8) 5 145 96 
   Non-trading 0  (1) 0  (1)  (4)  (6)


 Non-trading  (1) 1 1  (1)  (2)  (2)

                           
  Interest rate sensitivity by time bands at 31.12.03
    Within 1  1 to 3  3 to 12  1 to 5  Over 5    
CHF thousand gain / (loss) per basis point increase month  months  months  years  years  Total 
 
CHF Trading  19   (185)  (6)  311   (91)  48 
 
  Non-trading  (38)  (99)  (359)  (4,288)  (3,587)  (8,371)
 
USD Trading  (17)  (690)  (638)  (941)  1,190   (1,096)
 
  Non-trading  50   (55)  (92)  (2,213)  (1,702)  (4,012)
 
EUR Trading  (84)  (206)  398   (1,018)  649   (261)
 
  Non-trading  4   6   (21)  (131)  (196)  (338)
 
GBP Trading  24   31   131   (736)  536   (14)
 
  Non-trading  0   (10)  (55)  (40)  481   376 
 
JPY Trading  59   (326)  (34)  410   (273)  (164)
 
  Non-trading  (4)  3   (1)  (5)  (2)  (9)
 
Other Trading  (43)  22   80   (464)  335   (70)
 
  Non-trading  (1)  0   (6)  (1)  (3)  (11)
 


1 Positions in Industrial Holdings are excluded.

Positions shown as “trading”‘trading’ are those which contribute to market risk regulatory capital, i. e. those considered “trading book”‘trading book’ for regulatory capital purposes (see section d). “Non-trading”‘Non-trading’ includes all other interest rate sensitive assets and liabilities including derivatives designated as hedges for accounting purposes (as explained in Note 23). and off balance sheet commitments on which an interest rate has been fixed. This distinction differs somewhat from the accounting classification of trading and non-trading assets and liabilities.
Details of money market paper and debt instruments defined as trading portfolio for accounting purposes are included in Note 11 and of debt instruments defined as financial invest-
mentsinvestments for accounting purposes in Note 12. Both contribute to the interest rate sensitivity shown in the table. Details of derivatives are shown in Note 23, but it should be noted that interest rate risk arises not only on interest rate contracts but also on other forwards, swaps and options, and, in particular on

forward foreign exchange contracts.

Off-balance sheet commitments on which an interest rate has been fixed are primarily forward starting fixed term loans.

Trading

The major part of this risk arises in UBS Warburg’s fixed income securities, currency forwardsthe Investment Bank’s Fixed Income Rates and other derivatives, and money market trading activities.

Currencies business.


132


Note 29 Financial Instruments Risk Position (continued)

a) Market Risk (continued)


Non-trading

Interest rate risk is inherent in many of UBS’s businesses and arises from factors such as differences in timing between contractual maturity or re-pricing of assets, liabilities and derivative instruments, and the difference in re-pricing characteristics of floating rate indices, such as the savings rate and six-month LIBOR.instruments.
Most non-trading interest rate risk is captured at the point of business origination and transferred to a risk management unit primarily the Cash and Collateral Trading unit of UBS Warburgthe Investment Bank or Group Treasury where it is managed withinwith-



137


Financial Statements
Notes to the Financial Statements

Note 29 Financial Instruments Risk Position (continued)
a) Market Risk (continued)

in the market risk limits described in (a)(i). The margin risks embedded in retail products remain with, and are subject to additional analysis and control withinby, the originating business units.

Many client products have no contractual maturity date or directly market-linked rate. Their interest rate risk is transferred on a pooled basis through “replication” portfolios portfolios of revolving transactions between the originating business unit and Group Treasury at market rates designed to approximate their average cash flow and re-pricing behavior. The structure and parameters of the replication portfolios are set in accordance with long-term observations of market and client behavior, and are reviewed periodically. The current extraordinarily low interest rate environment, especially in Swiss franc rates, led, at the end of 2002, to some temporary adjustment of the replication portfolios for variable rate liabilities.
Interest rate risk also arises from balance sheet items such as the financing of the Group’s real estatebank property and equity investments in equity of associated companies, and in particular,from the investment of the Group’s equity. TheseThe risk on these items areis also transferred to Group Treasury, through replicating portfolios designed to approximate the desired funding or investment or funding profile mandatedprofile.
The Group’s equity is invested at longer-term fixed interest rates in CHF, USD, EUR and GBP with an average duration of between three and four years, in line with strategic investment targets set by the Group Executive Board.
     The investment of the Group’s equity accountsBoard (GEB). These investments account for CHF 14.212.6 million of the non-trading interest rate sensitivity, with CHF 11.96.6 million arising in CHF, CHF 5.0 million in USD and the remainder mainly in USDEUR and a smaller amount in EUR. At 31

December 2002, the Group’s equity was invested in a portfolio of fixed-rate assets with an average duration of three and a half years, in line with the strategic investment targets set by the Group Executive Board.GBP. The interest rate sensitivity of these investments is directly related to the chosen investment duration and it should be recognized that, although investing in significantly shorter maturities would lead to a reduction in apparent interest rate sensitivity, it would lead to higher volatility in the Group’s interest earnings.
     For the currencies EUR and GBP the additional interest rate sensitivity arises mainly from subordinated note issues which are intentionally unhedged as they are regarded as part of the Group’s equity for asset and liability management purposes. The additional interest rate sensitivity in USD results predominantly from the write-down of USD intangibles.

(a)(iii) Currency Risk

Currency risk is the risk of loss resulting from changes in exchange rates.

Trading

UBS is an active participant in currency markets and carries currency risk from these trading activities, conducted primarily in UBS Warburg.the Investment Bank. These trading exposures are subject to VaR, stress and concentration limits as described in (a)(i). Details of foreign exchange contracts, most of which arise from trading activities and contribute to currency risk, are shown in Note 23.

Non-tradingNon-Trading

The Group’sUBS’s reporting currency is the Swiss franc but its assets, liabilities, income and expense are denominated in many currencies, with significant amounts in USD, EUR and GBP, as well as CHF.
Reported profits or losses are exchanged monthly into CHF, reducing volatility in the Group’s earnings from subse-

quent changes in exchange rates. Group Treasury also, from time to time, proactively hedges significant expected foreign currency earnings/earnings / costs (mainly USD, EUR and GBP) within a time horizon ofup to one year, in accordance with the instructions of the


133


UBS Group Financial Statements
Notes to the Financial Statements


Note 29 Financial Instruments Risk Position (continued)

a) Market Risk (continued)


Group Executive Board GEB and subject to its VaR limit. Economic hedging strategies employed include a cost-efficient option strategy, providing a safety net against unfavorable currency fluctuations while preserving upside potential.

     From late 2002The Group’s equity is invested in a diversified portfolio broadly reflecting the Group has begun to diversify the investmentcurrency distribution of its equity into CHF, USD and EUR in proportion to the currencies of its

risk-weighted assets in orderCHF, USD, EUR and GBP. This creates structural foreign currency exposures, the gains or losses on which are recorded through equity, leading to protect itsfluctuations in UBS’s capital base in line with the fluctuations in risk-weighted assets, thereby protecting the BIS Tier 1 capital ratioratio.
At 31 December 2004, the largest combined trading and non-trading currency exposures against adverse exchange rate movements against CHF. Other foreign currency assetsthe Swiss franc were in USD (short USD 224 million), EUR (short EUR 664 million) and liabilities ofGBP (long GBP 221 million). At 31 December 2003 the business units are required to be match-funded/investedlargest exposures were in the relevant currency or otherwise hedged to avoid currency risk.
     The table below shows the major currency breakdown of the Group’s balance sheet.


Breakdown of assetsUSD (short USD 723 million), EUR (long EUR 71 million) and liabilities by currencies

                                 
  31.12.02  31.12.01 
  
  
 
CHF billion CHF  USD  EUR  Other  CHF  USD  EUR  Other 

Assets                                
Cash and balances with central banks  2.4   0.1   0.6   1.2   3.0   0.3   0.6   17.1 
Due from banks  5.2   11.4   7.4   8.5   5.0   8.6   5.2   8.7 
Cash collateral on securities borrowed  0.1   126.7   2.7   9.5   0.1   156.4   2.5   3.9 
Reverse repurchase agreements  1.9   164.6   61.0   66.5   5.1   142.9   40.2   81.1 
Trading portfolio assets  6.1   247.6   51.7   66.0   9.6   265.2   47.2   75.9 
Positive replacement values  10.4   8.1   0.8   62.8   30.6   11.4   1.2   30.2 
Loans  147.8   39.5   11.5   12.8   151.4   43.1   11.9   20.1 
Financial investments  1.1   5.0   1.5   0.8   2.9   7.4   1.5   17.0 
Accrued income and prepaid expenses  0.5   4.0   0.3   1.7   0.7   4.9   0.8   1.2 
Investments in associates  0.7   0.0   0.0   0.0   0.7   0.0   0.0   0.0 
Property and equipment  5.6   1.3   0.1   0.9   6.3   1.5   0.1   0.8 
Goodwill and other intangible assets  0.7   12.7   0.0   0.3   0.2   18.5   0.0   0.4 
Other assets  1.4   5.0   1.0   1.6   2.1   5.6   0.8   1.4 

Total assets  183.9   626.0   138.6   232.6   217.7   665.8   112.0   257.8 

Liabilities                                
Due to banks  7.6   48.0   13.8   13.8   8.0   68.6   12.9   17.0 
Cash collateral on securities lent  0.0   21.6   5.2   10.1   0.0   24.3   3.2   2.8 
Repurchase agreements  17.8   260.8   51.9   36.4   12.8   271.1   30.7   54.0 
Trading portfolio liabilities  3.7   68.6   11.3   22.9   2.8   65.2   12.5   25.3 
Negative replacement values  10.1   7.1   0.7   63.5   25.7   6.5   1.6   37.7 
Due to customers  123.5   111.5   43.6   28.2   123.3   138.8   41.5   30.2 
Accrued expenses and deferred income  1.9   8.1   0.9   4.3   2.4   10.0   0.9   4.0 
Debt issued  11.4   96.1   14.3   7.6   15.7   120.0   8.8   11.7 
Other liabilities  5.4   4.1   0.9   1.9   7.2   6.1   0.9   1.5 
Minority interests  0.0   3.4   0.0   0.1   0.1   3.9   0.0   0.1 
Shareholders’ equity  39.0   0.0   0.0   0.0   43.5   0.0   0.0   0.0 

Total liabilities, minority interests
and shareholders’ equity
  220.4   629.3   142.6   188.8   241.5   714.5   113.0   184.3 

GBP (short GBP 40 million).

134


Note 29 Financial Instruments Risk Position (continued)

a) Market Risk (continued)


(a)(iv) Equity Risk

Equity risk is the risk of loss resulting from changes in the levels of equity indices and values of individual stocks.
     UBS WarburgThe Investment Bank is a significant player in major equity markets and carries equity risk from these activities. These exposures are subject to VaR, stress and concentration limits as described in (a)(i) and, in the case of individual stocks, to issuer risk controls as described in (a)(v).
Details of equities defined as trading portfolio for accounting purposes are given in Note 11. Details of equity derivatives contracts (on indices and individual equities), which arise primarily from thesethe Investment Bank’s trading activities, are shown in Note 23.

(a)(v) Issuer Risk

The values of tradable assets equities, bonds and other traded debt instruments (including money market paper and tradable loans) held for trading – are affected by factors specific to individual issuers as well as general market moves. This can include short termshort-term factors influencing price but also more fundamental causes including severe financial deterioration.
As an active trader and market maker in equities, bonds and bonds, UBS Warburgother securities, the Investment Bank holds positions in tradable assets, which are not only included in VaR but are also subject to concentration limits on exposure to individual issuers, including positionsissuers. This includes both exposures arising from physical holdings, and exposures from derivatives as well as physical holdings.based on such assets.



138



Note 29 Financial Instruments Risk Position (continued)
b) Credit Risk

Credit risk represents the loss which UBS would suffer if a client or counterparty failed to meet its contractual obligations. It is inherent in traditional banking products loans, commitments to lend and other contingent liabilities, such as letters of credit and in foreign exchange and derivativestraded products – derivative contracts such as forwards, swaps and options, (“and repo and securities borrowing and lending transactions. Some of these products are accounted for on an amortized cost basis while others are recorded in the financial statements at fair value. Banking products are generally carried at amortized cost, but loans which have been originated by the Group for subsequent syndication or distribution through the cash markets, are carried at fair value. Within traded products”).
     To ensure a consistentproducts, OTC derivatives are carried at fair value, while repos and unified approach, with appropriate checkssecurities borrowing and balances,lending transactions are accounted for on an amortized cost basis. Regardless of the accounting treatment, all banking and traded products are controlled under the same credit risk framework.
All Business Groups wheretaking material credit risk is taken have independent credit risk control (CRC) functions within whichheaded by Chief Credit Officers (CCOs) reporting functionally to the Group CCO. They are responsible for the independent control of credit approvalrisk including counterparty ratings and credit risk assessment. Credit risk authority, including authority to establish allowances and provisions and credit valuation adjustments for impaired claims, is exercised by authorized credit officers. CRC has authority over counterparty rating, credit risk assessment and approval,the Chairman’s Office and the establishment of allowancesGEB and provisions.is further delegated on an ad personam basis to the Group CCO and to Credit Officers within the Business Groups.
     The Group restricts itsFor credit control purposes, credit exposure to both individual counterparties and counterparty groups by credit limits. The size of limit depends on the assessment of their financial strength, particularly the sustainable free cash flow to service obligations, and on the economic environment, industry position, and qualitative factors such as management strength. Exposure against limits is measured on a continuous basis and is subject to standard exception reporting.



     Exposure against limits for banking products is measured atas the face value.value amount. For loans, this is shown on the balance sheet and detailed in Note 9a), and for commitments detailed in Note 25. Both are included in the table below.

     For all traded products, credit exposure is measured for internal risk control purposes based on not onlyas the current replacement value of contracts but alsoplus potential future changes in replacementreplace-
ment value, taking account of master netting agreements with individual counterparties where they are considered enforceable in insolvency. UBS is an active user of credit derivatives to hedge credit risk on individual names and on a portfolio basis in banking and traded products. In line with general market trends, UBS has also entered into bilateral collateral agreements with market participants to mitigate credit risk on OTC derivatives. Individual hedges and collateral arrangements are reflected in our internal credit exposure measurement, and credit limits are applied on this basis. The
In the table, the amounts shown as credit exposure differ somewhat from the internal credit view. For banking products, they are based on the accounting view, which, for example, does not reflect risk reduction resulting from credit hedges and collateral received, but does include cash collateral posted by UBS against negative replacement values on derivatives. For traded products, positive and negative replacement values are shown net only where permitted for regulatory capital purposes (consistent with the table in part d) Capital Adequacy), and potential future exposure is not included. This in turn differs from the accounting treatment of traded products in several respects. OTC derivatives are included inrepresented on the balance sheet by positive and innegative replacement values, which are netted only if the table below. For further information about derivativescash flows will actually be settled net, which is not generally the case – for details see Note 23. Securities borrowing and lending transactions are represented on the balance sheet by the gross values of cash collateral placed with or received from counterparties while repo/repos / reverse repo transactionsrepos are represented by the gross amounts of the forward commitments for details see Note 10. The10 – the credit exposure is generally being only a small percentage of thethese balance sheet amounts. The amounts shown in the table below represent the mark to market values of these transactions, i.e. the difference in value between the cash or securities lent or given as collateral by UBS and the value of cash or securities borrowed or taken as collateral by UBS.



135


UBS Group Financial Statements
Notes to the Financial Statements



Note 29 Financial Instruments Risk Position (continued)

b) Credit Risk (continued)

Breakdown of credit exposure

1

Amounts for each product type are shown gross before allowances and provisions.

         
CHF million  31.12.02   31.12.01 

Banking products        
Loans and due from banks1  249,370   261,984 
Contingent liabilities (gross — before participations)2  16,594   25,487 
Undrawn irrevocable commitments (gross — before participations)2  39,306   50,608 

Traded products3        
Derivatives positive replacement values (before collateral but after netting)4  82,092   73,447 
Securities borrowing and lending, repos and reverse repos5, 6  20,120   14,074 

Allowances and provisions7  (5,621)  (8,218)

Total credit exposure net of allowances and provisions8  401,861   417,382 

         
CHF million 31.12.04  31.12.03 
 
Banking products
        
 
Loans to customers and due from banks2
  269,518   247,995 
 
Contingent liabilities (gross – before participations)3
  14,894   15,563 
 
Undrawn irrevocable credit facilities (gross – before participations)3
  53,168   46,623 
 
Traded products4
        
 
Derivatives positive replacement values (before collateral but after netting)5
  78,317   84,334 
 
Securities borrowing and lending, repos and reverse repos6, 7
  24,768   30,833 
 
Allowances and provisions8
  (2,883)  (3,954)
 
Total credit exposure net of allowances and provisions
  437,782   421,394 
 
1 Positions in Industrial Holdings are excluded.2 See Note 9a Due from Banks and Loans and the section about the Information Required by Industry Guide 3 in the Additional Disclosures Required under SEC Regulations for further information.23See Note 25 Commitments and Contingent Liabilities for further information.34Does not include potential future potential credit exposure arising from changes in value of products with variable value, i.e. traded products.value. Potential future credit exposure is, however, included in internal measures of credit exposure for risk management and control purposes.45 Replacement values are shown net where netting is permitted for regulatory capital purposes. See also Note 23 Derivative Instruments: Positive Replacement ValuesInstruments for further information.56This figure represents the difference in value between the cash or securities lent or given as collateral to counterparties, and the value of cash or securities borrowed or taken as collateral from the same counterparties under stock borrow/borrow / lend and repo/repo / reverse repo transactions.67See Note 10 Securities Borrowing, Securities Lending, Repurchase and Reverse Repurchase Agreements for further information forabout these types of transactions.78See Note 9b Allowances and Provisions for Credit Losses for further information.8The values of bonds, equities and other tradable obligations in the Group’s trading business area are also affected by credit events and default. They are not included in this table — exposure is controlled under the market risk control structure described in Note 29 — Financial Instruments Risk Position, section a).


139

136


Financial Statements
Notes to the Financial Statements

Note 29 Financial Instruments Risk Position (continued)


b) Credit Risk (continued)



The Group is an active userUBS manages and controls concentrations of credit derivativesrisk wherever they are identified, in particular to hedgeindividual counterparties and groups, and to industries and countries. UBS sets limits on its credit risk in bankingexposure to both individual counterparties and traded products. It also makes use of master netting agreements where possible in its OTC derivatives trading and, in line with general market trends, UBS Warburg has also entered into bilateral collateral agreements with market participants. Further information is given in Note 23.
counterparty groups. Concentrations of credit risk exist if clients are engaged in similar activities, or are located in the same geographic region or have comparable economic characteristics such that their ability to meet contractual obligations would be similarly affected by changes in economic, political or other conditions. The Group therefore applies stressStress measures are applied to assess the impact of variations in bankruptcydefault rates and asset values, taking into account risk concentrations in each portfolio. Stress loss limits are applied where considered necessary, including limits on credit exposure to all but the best ratedbest-rated countries.
With the exceptions of private households (CHF 135,397 million), banks and financial institutions (CHF 75,311 million) and real estate and rentals in Switzerland (CHF 11,466 million), there are no material concentrations of loans at 31 December 2004, and the vast majority of those to private households and to real estate and rentals are secured. Derivatives exposure is predominantly to investment grade banks and financial institutions.

Impaired claims

     The GroupUBS classifies a claim as impaired if the book valueit considers that it will suffer a loss on that claim as a result of the claim exceeds the present value of the cash flows actually expected in future periods —obligor’s inability to meet its commitments (including interest payments, scheduled principal repayments or other payments due, (forfor example on derivatives transactions),a derivative product or under a guarantee) according to the contractual terms, and including liqui-
dationafter realization of any available collateral. Loans are further classified as non-performing where payment of interest, principal or fees is overdue by more than 90 days and there is no firm evidence that they will be made good by later payments or the liquidation of collateral, or where available.insolvency proceedings have commenced or obligations have been restructured on concessionary terms.
The recognition of impairment in the financial statements depends on the accounting treatment of the claim. For products accounted for on an amortized cost basis, impairment is recognized through the creation of a provision or allowance, which is charged to the income statement as credit loss expense. Allowances or provisions are established to ensuredetermined such that the carrying values of impaired claims are determinedconsistent with the prin-

ciples of IAS 39. For products recorded at fair value, impairment is recognized through a credit valuation adjustment, which is charged to the income statement through the net trading income line.
UBS also assesses portfolios of claims with similar credit risk characteristics for collective impairment in accordance with IAS 39 (amortized cost products only). A portfolio is considered impaired on a collective basis if there is objective evidence to suggest that it contains impaired obligations but the principles of IAS 39. individual impaired items cannot yet be identified.
For further information about accounting policy for allowanceallowances and provisionprovisions for credit losses see Note 1 l)1q). For the amounts of allowance and provision for credit losses and amounts of impaired and non-performing loans, see Note 9 b), c) and d). It should be noted that allowances and provisions for collective impairment are included in the total of allowances and provisions in the table on the previous page, and in notes 9a and 9b, but that portfolios against which collective loan loss provisions have been established are not included in the totals of impaired loans in Note 9c.
The occurrence of actual credit losses is erratic in both timing and amount and those that arise usually relate to transactions entered into in previous accounting periods. In order to makereflect the business ultimately accountable for anyfact that future credit losses they suffer but alsoare implicit in the current portfolio, and to give them the incentive to align their credit risk decisions and risk adjustedencourage risk-adjusted pricing with the medium term risk profile of their credit transactions, the Groupfor products carried at amortized cost, UBS uses the concept of “expected loss”‘expected loss’ for management purposes. Expected loss is a forward looking, statistically based measure intendedconcept which is used to reflectestimate the annual costcosts that will arise, on average over time, from transactionspositions in the current portfolio that become impaired, andimpaired. It is a function ofderived from the probability of default (given by the counterparty rating), current and likely future exposure to the counterparty and the likely severity of the loss should default actually occur. Note 2a includes two tables: the first shows Credit loss expense, as recorded in the Financial Statements, for each Business Group; the second reflects an ‘Adjusted expected credit loss’ for each Business Group, which is the expected credit loss on its portfolio, plus the difference between Credit loss expense and expected credit loss, amortized over a three-year period. The difference between the total of these Adjusted expected credit loss figures and the Credit loss expense recorded at Group level for financial reporting is reported in Corporate Functions.



137140


UBS Group Financial Statements
Notes to the Financial Statements


Note 29 Financial Instruments Risk Position (continued)


c) Liquidity Risk



The Group’sUBS’s approach to liquidity management is to ensure, as far as possible, that it will always have sufficient liquidity to meet its liabilities when due, without compromising its ability to respond quickly to strategic market opportunities. The Group’sA centralized approach is adopted, based on an integrated framework incorporating the assessment of expected cash flows and the availability of high-grade collateral which could be used to secure additional funding if required. The liquidity position is assessed and managed under a variety of scenarios, giving due consideration to stress factors. Scenarios en-

encompass both

compass not only normal market conditions andbut also stressed conditions, including both UBS-specific and general market crises. The impact on both trading and client businesses is considered, taking account of potential collateral with which funds might be raised, and the possibility that customers might seek to withdraw funds or draw down unutilized committed credit lines.
The breakdown by contractual maturity of assets and liabilities, which is the basis of the “normal market conditions” scenario, at 31 December 20022004 is shown in the table below.



Maturity analysis of assets and liabilities

                                             
Maturity analysis of assets and liabilitiesMaturity analysis of assets and liabilities
 Due Due      Due Due     
 Due between between Due    Due between between     
 On Subject within 3 and 1 and after    On Subject within 3 and 1 and Due after   
CHF billion demand to notice1 3 mths 12 mths 5 years 5 years Total  demand to notice1 3 months 12 months 5 years 5 years Total 


Assets  
Cash and balances with central banks 4.3 4.3  6.0 6.0 
Due from banks 10.5 0.0 20.5 0.8 0.5 0.2 32.5  20.0 0.4 10.5 1.1 2.1 1.2 35.3 
Cash collateral on securities borrowed 0.0 0.0 138.7 0.0 0.4 0.0 139.1  0.0 186.0 32.0 2.1 0.1 0.0 220.2 
Reverse repurchase agreements 0.0 2.7 230.8 55.3 3.7 1.5 294.0  0.0 49.6 255.0 46.0 5.5 1.1 357.2 
Trading portfolio assets 371.4 0.0 0.0 0.0 0.0 0.0 371.4 
Positive replacement values 82.1 0.0 0.0 0.0 0.0 0.0 82.1 
Trading portfolio assets2
 370.3 0.0 0.0 0.0 0.0 0.0 370.3 
Trading portfolio assets pledged as collateral 159.1 0.0 0.0 0.0 0.0 0.0 159.1 
Positive replacement values2
 284.6 0.0 0.0 0.0 0.0 0.0 284.6 
Financial assets designated at fair value 0.7 0.0 0.0 0.0 0.0 0.0 0.7 
Loans 0.0 21.0 86.6 34.4 64.6 4.9 211.5  23.1 35.8 47.3 30.2 79.6 16.4 232.4 
Financial investments 5.9 0.0 1.5 0.2 0.5 0.3 8.4  4.1 0.0 0.6 0.1 0.2 0.1 5.1 
Accrued income and prepaid expenses 6.5 0.0 0.0 0.0 0.0 0.0 6.5  5.9 0.0 0.0 0.0 0.0 0.0 5.9 
Investments in associates 0.0 0.0 0.0 0.0 0.0 0.7 0.7  0.0 0.0 0.0 0.0 0.0 2.4 2.4 
Property and equipment 0.0 0.0 0.0 0.0 0.0 7.9 7.9  0.0 0.0 0.0 0.0 0.0 8.7 8.7 
Goodwill and other intangible assets 0.0 0.0 0.0 0.0 0.0 13.7 13.7  0.0 0.0 0.0 0.0 0.0 12.1 12.1 
Other assets 9.0 0.0 0.0 0.0 0.0 0.0 9.0  15.6 19.2 0.0 0.0 0.0 0.0 34.8 


Total 31.12.2002  489.7   23.7   478.1   90.7   69.7   29.2   1,181.1 
Total 31.12.04
 889.4 291.0 345.4 79.5 87.5 42.0 1,734.8 


Total 31.12.2001 529.7 30.0 513.4 74.2 63.6 42.4 1,253.3 
Total 31.12.03 832.4 260.6 271.2 82.6 72.2 31.1 1,550.1 


Liabilities  
Due to banks 10.7 2.9 64.7 2.5 2.2 0.1 83.1  30.8 6.5 77.8 1.5 1.9 0.4 118.9 
Cash collateral on securities lent 0.0 0.0 36.8 0.0 0.0 0.0 36.8  0.0 51.7 9.8 0.0 0.0 0.0 61.5 
Repurchase agreements 0.0 0.3 329.5 36.9 0.1 0.1 366.9  0.0 20.2 363.2 37.8 1.2 0.2 422.6 
Trading portfolio liabilities 106.5 0.0 0.0 0.0 0.0 0.0 106.5 
Negative replacement values 81.3 0.0 0.0 0.0 0.0 0.0 81.3 
Trading portfolio liabilities2
 171.0 0.0 0.0 0.0 0.0 0.0 171.0 
Negative replacement values2
 303.7 0.0 0.0 0.0 0.0 0.0 303.7 
Financial liabilities designated at fair value 0.0 0.0 2.3 9.0 46.4 8.1 65.8 
Due to customers 147.3 2.2 150.2 5.1 1.3 0.9 307.0  119.1 112.0 135.4 5.2 1.5 2.9 376.1 
Accrued expenses and deferred income 15.3 0.0 0.0 0.0 0.0 0.0 15.3  14.7 0.0 0.0 0.0 0.0 0.0 14.7 
Debt issued 0.0 0.0 54.8 21.6 33.1 19.9 129.4  0.0 0.0 74.9 12.1 5.0 25.8 117.8 
Other liabilities 12.3 0.0 0.0 0.0 0.0 0.0 12.3  20.3 22.1 0.0 0.0 0.0 0.0 42.4 


Total 31.12.2002  373.4   5.4   636.0   66.1   36.7   21.0   1,138.6 
Total 31.12.04
 659.6 212.5 663.4 65.6 56.0 37.4 1,694.5 


Total 31.12.2001 362.8 6.4 700.0 93.9 29.3 13.3 1,205.7 
Total 31.12.03 795.0 188.0 338.5 130.4 36.5 22.3 1,510.7 


1 Deposits without a fixed term, on which notice of withdrawal or termination has not been given (such funds may be withdrawn by the depositor or repaid by the borrower subject to an agreed period of notice)notice which can be from 2 days to 6 months).2

Trading and derivative positions are shown within ‘on demand’ which management believes most accurately reflects the short-term nature of trading activities. The contractual maturity of the instruments may however extend over significantly longer periods.


141

138


Financial Statements
Notes to the Financial Statements

Note 29 Financial Instruments Risk Position (continued)


d) Capital Adequacy



The Group monitors the adequacy of itsUBS’s capital is monitored using, among other measures, the rules and ratios established by the Basel Committee on Banking Supervision (“BIS rules/rules / ratios”). The BIS ratios compare the amount of the Group’s eligible capital (in total and Tier 1) with the total of its risk weightedrisk-weighted assets (RWAs).

While the GroupUBS monitors and reports its capital ratios under BIS rules, it is the rules established by the Swiss regulator, the EBK, which ultimately determine the regulatory capital required to underpin its business, and these rules, on balance, result in higher RWAs than the BIS rules. As a result, UBS’s ratios are lower when calculated under the EBK regulations than they would be if calculated under the BIS guidelines.
     The Group has complied with all BIS and EBK regulatory capital rules for all periods reported.rules.

BIS Eligible capital

BIS eligible capital consists of two parts:parts. Tier 1 capital comprises share capital, share premium, retained earnings including current year profit, foreign currency translation and minority interests less accrued dividends, net long positions in own shares and goodwill;goodwill. Certain adjustments are made to IFRS-based profit and reserves, in line with BIS recommendations, as prescribed by the EBK. Tier 2 capital includes the Group’s subordinated long-term debt. Tier 1 capital is required to be at least 4% and Total eligible capital at least 8% of RWAs.

BIS Risk-Weighted Assets (RWAs)

ThreeTotal RWAs are made up of three elements make up total RWAs - - credit risk, other assets and market risk, each of which is described below.
The credit risk component consists of onon- and off-balance sheet claims, measured according to regulatory formulae outlined below, and weighted according to type of counterparty and collateral at 0%, 20%, 50% or 100%. The least risky claims, such as claims on OECD governments and claims collateralized by cash, are weighted at 0%, meaning that no capital support is required, while the claims deemed most risky, including unsecured claims on corporates and

private customers, are weighted at 100%, meaning that 8% capital support is required.

Securities not held for trading are included as claims, based on the net long position in the securities of each issuer, includinginclud-

ing both physical holdings and positions derived from other transactions such as options. UBS’s investment in Motor-Columbus is treated for regulatory capital purposes as a position in a security not held for trading.
Claims arising from derivatives transactions include not onlytwo components: the current positive replacement value (shown in the table below under Balance sheet assets), but also an “add-on”values and ‘add-ons’ to reflect their potential future exposure (shownexposure. Where UBS has entered into a master netting agreement which is accepted by the EBK as being legally enforceable in insolvency, positive and negative replacement values with individual counterparties can be netted and therefore the on-balance sheet component of RWAs for derivatives transactions shown in the table belowon the next page (Positive replacement values) is less than the balance sheet value of Positive replacement values. The add-ons component of the RWAs is shown in the table on the next page under Off-balance sheet exposures and other positions Forward and swap contracts, and Purchased options).options.
Claims arising from contingent commitments and irrevocable facilities granted are converted to credit equivalent amounts based on specified percentages of nominal value.
There are other assets,types of asset, most notably property and equipment investments and intangibles, which, while not subject to credit risk, represent a risk to the bank in respect of their potential for write-downwritedown and impairment and which therefore require capital underpinning. They are weighted at 100% of book value under BIS rules but EBK weightings are generally higher.
Capital is required to support market risk arising in all foreign exchange, precious metals and energycommodity (including energy) positions, and all positions held for trading in interest rate instruments and equities, including risks on individual equities and traded debt obligations such as bonds. UBS computes this risk using a Value at Risk (VaR) model approved in 1999 by the EBK, from which the market risk capital requirement is derived. Unlike the calculations for credit risk and other assets, this produces the capital requirement itself rather than the RWA amount. In order to compute a total capital ratio, the market risk capital requirement is therefore converted to a “RWA equivalent”‘RWA equivalent’ (shown in the table below as Market risk positions) such that the capital requirement is 8% of this RWA equivalent, i. e.i.e. the market risk capital requirement derived by VaR is multiplied by 12.5.



139142


UBS Group Financial Statements
Notes to the Financial Statements

Note 29 Financial Instruments Risk Position (continued)


d) Capital Adequacy (continued)

Risk-weighted assets (BIS)

                 
  Balance      Balance    
  sheet/  Risk-  sheet/  Risk- 
  notional  weighted  notional  weighted 
  amount  amount  amount  amount 
CHF million 31.12.02  31.12.02  31.12.01  31.12.01 

Balance sheet assets                
Due from banks and other collateralized lendings1  356,501   8,877   380,641   7,640 
Net positions in securities2  9,096   8,193   29,500   10,992 
Positive replacement values3  82,092   21,680   73,447   19,556 
Loans and other collateralized lendings1  320,752   147,703   305,624   154,908 
Accrued income and prepaid expenses  6,453   3,025   7,554   3,679 
Property and equipment  10,384   10,149   13,202   13,202 
Other assets  8,952   5,774   9,875   4,504 

Off-balance sheet and other positions                
Contingent liabilities  16,594   8,224   25,487   9,868 
Irrevocable commitments  39,327   4,622   50,705   5,034 
Forward and swap contracts4  9,455,928   4,253   8,362,374   9,256 
Purchased options4  298,800   1,023   365,100   1,777 

Market risk positions5      15,267       13,319 

Total risk-weighted assets      238,790       253,735 

                 
Risk-weighted assets (BIS)
      Risk-weighted      Risk-weighted 
  Exposure  amount  Exposure1 amount 
CHF million 31.12.04  31.12.04  31.12.03  31.12.03 
 
Balance sheet exposures
                
 
Due from banks and other collateralized lendings2
  556,947   7,820   531,098   8,565 
 
Net positions in securities3, 4
  8,227   6,914   7,277   6,182 
 
Positive replacement values5
  78,317   17,121   84,334   22,324 
 
Loans, net of allowances for credit losses and other collateralized lendings2
  429,186   164,620   359,154   153,537 
 
Accrued income and prepaid expenses  5,790   3,573   6,218   4,284 
 
Property and equipment  8,772   8,772   9,611   9,611 
 
Other assets  32,725   8,949   24,918   7,673 
 
Off-balance sheet exposures
                
 
Contingent liabilities  14,894   7,569   15,563   8,167 
 
Irrevocable commitments  53,187   11,764   46,960   6,863 
 
Forward and swap contracts6
  14,419,106   8,486   11,746,880   4,710 
 
Purchased options6
  2,306,605   386   1,183,708   1,716 
 
Market risk positions7
      18,151       18,269 
 
Total risk-weighted assets
      264,125       251,901 
 
1 Prior year numbers have been adjusted to conform with current year’s presentation.2 Includes gross securities lendingborrowing and reverse repo transactions.    2exposures, as well as traded loans which are included in trading assets. These positions have not been included in the market risk position.3 Includes security positions which are not included in the market risk position, including Motor-Columbus, which is not consolidated for capital adequacy purposes.4 Excluding positions in the trading book, which are included in Marketmarket risk positions.35 Represents the mark to market values of Forward and swap contracts and Purchased options, where positive.     4 Risk-weighted amount representspositive but after netting, where applicable.6 Represents the “add-ons” for these contracts.57 Regulatory capital adequacy requirements for market risk, calculated using the approved Value at Risk model, multiplied by 12.5 to give the “risk-weighted asset equivalent”.

BIS capital ratios

                            
BIS capital ratiosBIS capital ratios 
 Capital Ratio Capital Ratio  Capital Ratio Capital Ratio 
 CHF million % CHF million %  CHF million % CHF million % 
 31.12.02 31.12.02 31.12.01 31.12.01  31.12.04 31.12.04 31.12.03 31.12.03 


Tier 1  27,047   11.3  29,322 11.6  31,051 11.8 29,765 11.8 
of which hybrid Tier 1  3,182   1.3  3,848 1.5  2,963 1.1 3,224 1.3 
Tier 2  5,962   2.5  8,149 3.2  4,815 1.8 3,816 1.5 


Total BIS  33,009   13.8  37,471 14.8  35,866 13.6 33,581 13.3 


The Tier 1 capital includes CHF 3,1822,963 million (USD 2,3002,600 million) in trust preferred securities at 31 December 20022004 and CHF 3,8483,224 million (USD 2,3002,600 million) at 31 December 2001.2003.

143


140


Financial Statements
Notes to the Financial Statements

Note 29 Financial Instruments Risk Position (continued)
e) Financial Instruments Risk Position in Motor-Columbus

The Atel Group, the operating arm of Motor-Columbus, is exposed to electricity price risk, interest rate risk, currency risk, credit risk, and other business risks.

Risk limits are allocated to individual risk categories and compliance with these limits is continuously monitored, the limits being periodically adjusted in the broad context of the company’s overall risk capacity.
A risk policy has been established and is monitored by a risk committee composed of executive management. It was approved by the Board of Directors of Atel and is reviewed and ratified by them annually. The policy sets out the principles for Atel’s business. It specifies requirements for entering into, measuring, managing and limiting risk in its business and the organization and responsibilities of risk management. The objective of the policy is to provide a reasonable balance between the business risks entered into and Atel’s earnings and risk-bearing shareholders’ equity.
A financial risk policy sets out the context of financial risk management in terms of content, organization and systems, with the objective of reducing financial risk, balancing the costs of hedging and the risks assumed. The responsible units manage their financial risks within the framework of this policy and limits defined for their area.

Energy price risk

Price risks in the energy business arise from, among others, price volatility, changing market prices and changing correlations between markets and products. Derivative financial instruments are used to hedge underlying physical transactions, subject to the risk policy.

Interest rate risk

Interest rate swaps are permitted to hedge capital markets interest rate exposure, with changes in fair value being reported in the income statement.

Currency risks

To minimize currency risk, Atel tries to offset operating income and expenses in foreign currencies. Any surplus is hedged through currency forwards and options within the framework of the financial risk policy.
Net investment in foreign subsidiaries is also subject to exchange rate movements, but differences in inflation rates tend to cancel out these changes over the longer term and for this reason Atel does not hedge investment in foreign subsidiaries.

Credit risk

Credit risk management is based on assessment of the creditworthiness of new contracting parties before entering into any transaction, giving rise to credit exposure, and continuous monitoring of creditworthiness and exposures thereafter. In the energy business, Atel only enters into transactions leading to credit exposure with counterparties that fulfill the criteria laid out in the risk policy. Concentration risk is minimized by the number of customers and their geographical distribution.
Financial assets reported in the balance sheet represent the maximum loss to Atel in the event of counterparty default at the balance sheet date.



144


Note 30 Fair Value of Financial Instruments


30a Fair Value of Financial Instruments


The following table presents the fair value of financial instruments, based on the following valuation methods and assumptions. It is presented becauseincluding those not all financial instruments are reflected in the financial statements at fair value. It is accompanied by a discussion of the methods used to determine fair value for financial instruments.

                         
  Carrying  Fair  Unrealized  Carrying  Fair  Unrealized 
  value  value  gain / (loss)  value  value  gain / (loss) 
CHF billion 31.12.04  31.12.04  31.12.04  31.12.03  31.12.03  31.12.03 
 
                         
Assets
                        
 
Cash and balances with central banks  6.0   6.0   0.0   3.6   3.6   0.0 
 
Due from banks  35.3   35.3   0.0   31.7   31.7   0.0 
 
Cash collateral on securities borrowed  220.2   220.2   0.0   213.9   213.9   0.0 
 
Reverse repurchase agreements  357.1   357.1   0.0   320.5   320.5   0.0 
 
Trading portfolio assets  370.3   370.3   0.0   341.0   341.0   0.0 
 
Trading portfolio assets pledged as collateral  159.1   159.1   0.0   120.8   120.8   0.0 
 
Positive replacement values  284.6   284.6   0.0   248.2   248.2   0.0 
 
Financial assets designated at fair value  0.7   0.7   0.0   0.0   0.0   0.0 
 
Loans  232.4   233.8   1.4   212.7   214.0   1.3 
 
Financial investments  5.0   5.0   0.0   5.1   5.1   0.0 
 
                         
Liabilities
                        
 
Due to banks  118.9   118.9   0.0   127.0   127.0   0.0 
 
Cash collateral on securities lent  61.5   61.5   0.0   53.3   53.3   0.0 
 
Repurchase agreements  422.6   422.6   0.0   415.9   415.9   0.0 
 
Trading portfolio liabilities  171.0   171.0   0.0   144.0   144.0   0.0 
 
Negative replacement values  303.7   303.7   0.0   254.8   254.8   0.0 
 
Financial liabilities designated at fair value  65.8   65.8   0.0   35.3   35.3   0.0 
 
Due to customers  376.1   376.1   0.0   346.6   346.6   0.0 
 
Debt issued  117.8   118.9   (1.1)  88.8   90.0   (1.2)
 
Subtotal          0.3           0.1 
 
Unrealized gains and losses recorded in Shareholders’ equity before tax on:                     
 
Financial investments          1.4           0.8 
 
Derivative instruments designated as cash flow hedges          (0.4)          (0.2)
 
Net unrealized gains and losses not recognized in the income statement
      1.3           0.7 
 

Fair value is the amount for which an asset could be exchanged, or a liability settled, between knowledgeable, willing parties in an arm’s-lengtharm’s length transaction. MarketFor financial instruments carried at fair value, market prices or rates are used to determine fair value where an active market exists (such as a recognized stock exchange) exists,, as it is the best evidence of the fair value of a financial instrument.

Market prices are not, however, available for a significant number of thecertain financial assets and liabilities held and issued by the Group.UBS. Therefore, for financial instruments where no active market price or rate is available, the fair values presented in the following table have beenare estimated using present value or other estimation and valuation techniques, using inputs based on market conditions existing at the balance sheet dates.
Valuation techniques are generally applied to OTC derivatives, unlisted trading portfolio assets and liabilities, and unlisted financial investments. The most frequently applied pricing models and valuation techniques include forward pricing

and swap models using present value calculations, option models such as the Black-Scholes model or generalizations of it, and credit models such as default rate models or credit spread models.
The values derived from applying these techniques are significantly affected by the choice of valuation model used and the underlying assumptions made concerning bothfactors such as the amounts and timing of future cash flows, discount rates, volatility, and the discount rates. credit risk.
The following methods and significant assumptions have been used:applied in determining the fair values of financial instruments presented in the above table, both for financial instruments carried at fair value, and those carried at cost (for which fair values are provided as a comparison):
(a) trading portfolio assets and liabilities, trading portfolio assets pledged as collateral, financial assets and liabilities designated at fair value, derivatives, and other transactions


145


Financial Statements
Notes to the Financial Statements

Note 30 Fair Value of Financial Instruments (continued)
30a Fair Value of Financial Instruments (continued)

undertaken for trading purposes are measured at fair value by reference to quoted market prices when available. If quoted market prices are not available, then fair values are estimated on the basis of pricing models, or discounted cash flows.other recognized valuation techniques. Fair value is equal to the carrying amount for these items;
(b) financial investments classified as available for saleavailable-for-sale are measured at fair value by reference to quoted market prices when available. If quoted market prices are not available, then fair values are estimated on the basis of pricing models or other recognized valuation techniques. PriorFair value is equal to the adoption of IAS 39 in 2001, financial investments were carried at cost or if considered heldcarrying amount for sale, at the

lower of cost or market. Upon the adoption of the standard, all financial investments are carried at fair value. Unrealizedthese items, and unrealized gains and unrealized losses, excluding impairment writedowns, are recorded in Shareholders’ equity until an asset is sold, collected or otherwise disposed of;
(c) the carrying amount of liquid assets and other assets maturing within 12 months is assumed to approximate their fair value. This assumption is applied to liquid assets and the short termshort-term elements of all other financial assets and financial liabilities;
(d) the fair value of demand deposits and savings accounts with no specific maturity is assumed to be the amount payable on demand at the balance sheet date;
(e) the fair value of variable rate financial instruments is assumed to be approximated by their carrying amounts and, in the case of loans, does not, therefore, reflect changes in their credit quality, as the impact of credit risk is recognized separately by deducting the amount of the allowance for credit losses from both bookcarrying and fair values;
(f) the fair value of fixed rate loans and mortgages carried at amortized cost is estimated by comparing market interest rates when the loans were granted with current market rates offered on similar loans. Changes in the credit quality of loans within the portfolio are not taken into account in determining gross fair values, as the impact of credit risk is recognized separately by deducting the amount of the allowance for credit losses from both bookcarrying and fair values.
     The assumptions
Where applicable, for the purposes of the fair value disclosure on the previous page, the interest accrued to date on financial instruments is included in the carrying value of the financial instruments.
These valuation techniques and techniques have been developed toassumptions provide a consistent measurement of fair value for the Group’sUBS’s assets and liabilities as shown in the following table. However, because other institutions may use different methods and assumptions when estimating fair value using a valuation technique, and when estimating the fair value of financial instruments not carried at fair value, such fair value disclosures in this Note cannot necessarily be compared from one financial institution to another.


141


UBS Group Financial Statements
Notes to the Financial Statements

Note 30 Fair Value of Financial Instruments (continued)

                          
   Carrying  Fair  Unrealized  Carrying  Fair  Unrealized 
   value  value  gain/(loss)  value  value  gain/(loss) 
CHF billion 31.12.02  31.12.02  31.12.02  31.12.01  31.12.01  31.12.01 

Assets                        
Cash and balances with central banks  4.3   4.3   0.0   21.0   21.0   0.0 
Due from banks  32.5   32.5   0.0   27.7   27.7   0.0 
Cash collateral on securities borrowed  139.1   139.1   0.0   162.9   162.9   0.0 
Reverse repurchase agreements  294.1   294.1   0.0   269.3   269.3   0.0 
Trading portfolio assets  371.4   371.4   0.0   397.9   397.9   0.0 
Positive replacement values  82.1   82.1   0.0   73.4   73.4   0.0 
Loans  211.8   214.1   2.3   226.7   227.0   0.3 
Financial investments  8.4   8.4   0.0   28.8   28.8   0.0 

Liabilities                        
Due to banks  83.4   83.4   0.0   107.2   107.2   0.0 
Cash collateral on securities lent  36.9   36.9   0.0   30.3   30.3   0.0 
Repurchase agreements  366.9   366.9   0.0   368.6   368.6   0.0 
Trading portfolio liabilities  106.5   106.5   0.0   105.8   105.8   0.0 
Negative replacement values  81.3   81.3   0.0   71.4   71.4   0.0 
Due to customers  307.4   307.5   (0.1)  334.0   334.0   0.0 
Debt issued  129.8   131.7   (1.9)  157.5   158.6   (1.1)

Subtotal          0.3           (0.8)

Unrealized gains and losses recorded in shareholders’ equity before tax on:                        
 Financial investments          1.1           1.2 
 Derivative instruments designated as cash flow hedges          (0.3)          (0.6)
Net unrealized gains and losses not recognized in the income statement          1.1           (0.2)


The table does not reflect the fair values of non-financial assets and liabilities such as property, equipment, goodwill, prepayments and non-interest accruals. Where applicable, the interest accrued to date on financial instruments is included, for purposes of the above fair value disclosure, in the carrying value of the financial instruments.

Substantially all of the Group’sUBS’s commitments to extend credit are at variable rates. Accordingly, the GroupUBS has no significant exposure to fair value fluctuations resulting from interest rate movements related to these commitments.
The fair values of the Group’sUBS’s fixed rate loans, long- and medium-term notes and bonds issued are predominantly hedged by derivative instruments, mainly interest rate swaps, as explained in Note 23. The interest rate risk inherent in balance sheet positions with no specific maturity is also hedged with derivative instruments based on management’s view on the effective interest repricing date of the products.
     TheDerivative instruments used for hedging derivative instruments are carried on the balance sheet at fair values, which are

included in the Positive or Negative replacement values in the above table. When the interest rate risk on a fixed rate financial instrument is hedged with a derivative in a fair value hedge, the fixed rate financial instrument (or hedged portion thereof) is reflected in the above table at fair value only in relation to the interest rate risk, not the credit risk, as explained in (f) above.. Fair value changes are recorded in net profit. The treatment of derivatives designated as cash flow hedges is explained in Note 1v)1o). The amount shown in the table as “derivative“Derivative instruments designated as cash flow hedges” is the net change in fair values on such derivatives that is recorded in Shareholders’ equity and not yet transferred to income or expense.



146


Note 30 Fair Value of Financial Instruments (continued)
30b Determination of Fair Values from Quoted Market Prices or Valuation Techniques

 

For trading portfolio securities and financial investments which are listed or otherwise traded in an active market, for exchange traded derivatives, and for other financial instruments for which quoted prices in an active market are available, fair value is determined directly from those quoted market prices.
For financial instruments which do not have directly available quoted market prices, fair values are estimated using valuation techniques, or models, based wherever possible on assumptions supported by observable market prices or rates existing at the balance sheet date. This is the case for the majority of OTC derivatives, most unlisted instruments, and other items which are not traded in active markets.
For a small portion of financial instruments, fair values cannot be obtained directly from quoted market prices, or indirectly using valuation techniques or models supported by observable market prices or rates. This is generally the case for private equity investments in unlisted securities, and for certain exotic or structured financial instruments. In these cases fair value is estimated indirectly using valuation techniques or models for which the inputs are reasonable assumptions, based on market conditions.
The increasefollowing table presents the valuation methods used to determine fair values of financial instruments carried at fair value:


                 
      Valuation technique –  Valuation technique – non-    
CHF billion Quoted market price  market observable inputs  market observable inputs  Total 
 
Trading portfolio assets  209.6   159.7   1.0   370.3 
 
Trading portfolio assets pledged as collateral  156.0   3.1   0.0   159.1 
 
Positive replacement values  6.2   265.2   13.2   284.6 
 
Financial assets designated at fair value  0.7   0.0   0.0   0.7 
 
Financial investments  1.1   0.4   3.5   5.0 
 
Total assets
  373.6   428.4   17.7   819.7 
 
Trading portfolio liabilities  161.3   9.7   0.0   171.0 
 
Negative replacement values  9.8   270.1   23.8   303.7 
 
Financial liabilities designated at fair value  0.0   65.8   0.0   65.8 
 
Total liabilities
  171.1   345.6   23.8   540.5 
 

30c Sensitivity of Fair Values to Changing Significant Assumptions to Reasonably Possible Alternatives

Included in the Net unrealized gainsfair value of financial instruments carried at fair value on the balance sheet are those estimated in full or in part using valuation techniques based on assumptions that are not supported by observable market prices or rates. Models used in these situations undergo an internal validation process before they are certified for use. Any related model valuation uncertainty is quantified, and losses during 2002deducted from the fair values produced by the models. Based on the controls and procedural safeguards we employ, management believes the resulting estimated fair values recorded in the balance sheet and the changes in fair values recorded in the income statement are reasonable, and are the most appropriate at the balance sheet date.

The potential effect of using reasonably possible alternative assumptions as inputs to valuation models from which the

fair values of these financial instruments are determined has been quantified as a reduction of approximately CHF 1.3 billion579 million using less favorable assumptions, and an increase of approximately CHF 927 million using more favorable assumptions.
The determination of reasonably possible alternative assumptions is mainly attributableitself subject to considerable judgment, but for this purpose was determined using the same technique as for the model valuation adjustments. This was based on increasing and decreasing the confidence level applied to determine the original model valuation adjustments. The resulting effect on fair values reflects the application of less favorable and more favorable assumptions. In changing the assumptions it was assumed that the impact of correlation between different financial instruments and models is minimal.


147


Financial Statements
Notes to the changeFinancial Statements

Note 30 Fair Value of Financial Instruments (continued)
30d Changes in Fair Value Recognized in Profit or Loss during the Period which were Estimated using Valuation Techniques

Total Net trading income for the year ended 31 December 2004 was CHF 4,972 million, which represents the net result from a range of products traded across different business activities, including the effect of foreign currency translation, and including both realized and unrealized income. Unrealized income is determined from changes in fair values, using quoted prices in active markets when available, and is otherwise estimated using valuation techniques.
Included in the unrealized gainsportion of Net trading income are net losses from changes in fair values of CHF 7,123 million on financial instruments for which fair values were estimated using valuation techniques. These valuation techniques included models such as those described above, which range from relatively simple models with market observable inputs, to those which are more complex and lossesrequire the use of fixed rate long-termassumptions or estimates based on market conditions.
Net trading income is often generated in transactions involving several financial instruments, or subject to hedging or

other risk management techniques, which may result in different portions of the transaction being priced using different methods.

Consequently, the changes in fair value recognized in profit or loss during the period which were estimated using valuation techniques represent only a portion of Net trading income, and in many cases these amounts were offset by other financial instruments or transactions, which were priced in active markets using quoted market prices or rates, or which have been realized. The amount of such income in the current year, including the effect of foreign currency translation on unrealized transactions, was a gain of CHF 12,095 million.
Changes in fair value estimated using valuation techniques are also recognized in net profit, in situations of unrealized impairments on financial investments available-for-sale. The total of such impairment amounts recognized in net profit during the period was CHF 218 million.



148


Note 30 Fair Value of Financial Instruments (continued)
30e Continuing Involvement in Assets that have been Transferred

The following table presents details of assets which have increased by CHF 2.0 billionbeen sold or otherwise transferred, but which continue to be recognized, either in full or to the extent of UBS’s continuing involvement:

         
  Continued asset recognition in full
CHF billion Total assets  Associated liability 
 
Nature of transaction
        
 
Securities lending agreements  37.3   13.8 
 
Repurchase agreements  121.8   117.6 
 
Other collateralized securities trading  2.9   2.1 
 
Total 31.12.04
  162.0   133.5 
 

The assets in the above table continue to be recognized to the extent shown, due to transactions which do not qualify for derecognition of the assets from the prior yearbalance sheet. Derecognition criteria are discussed in more detail in Notes 1 d) and aa).
In each situation of continued recognition, whether in full, or to the extent of continuing involvement, UBS retains the risks of the relevant portions of the retained assets. These include credit risk, settlement risk, country risk, and market risk. In addition, the nature of an associated transaction which gives rise to the continued involvement may modify existing risks, or introduce risks such as credit exposure to the counterparty to the associated transaction.
The majority of retained assets relate to repurchase agreements and securities lending agreements. Repurchase agreements are nearly always concluded with debt instruments, such as bonds, notes or money market paper; the majority of securities lending agreements are concluded with shares, and the remainder typically with bonds and notes. Both types of transactions are transacted using standard agreements employed by financial market participants, and are undertaken
with counterparties subject to UBS’s normal credit approval processes. The resulting credit exposures are controlled by daily monitoring and collateralization of the positions. The amounts for repurchase agreements and securities lending agreements are shown in the above table.
A small portion of retained assets relate to transactions in which UBS has transferred assets, but continues to have involvement in the transferred assets, for example through providing a resultguarantee, writing put options, acquiring call options, or entering into a total return swap or other type of declining interest rates during 2002. This was partially offset byswap linked to the performance of the asset. If control is retained due to these types of associated transactions, UBS continues to recognize the transferred asset in its entirety, otherwise to the extent of its continuing involvement.
In particular, transactions involving the transfer of assets in conjunction with entering into a total rate of return swap are accounted for as secured financing transactions, instead of sales of trading portfolio assets with an increaseaccompanying swap derivative. These transactions are included in fair value loss from fixed rate long-term debt.the above table within Trading portfolio assets.



142149


Financial Statements
Notes to the Financial Statements

Note 31 Pension and Other Post-Retirement Benefit Plans

Note 31 Retirement Benefit Plans and Other Employee Benefits


a) Defined benefit plans

The Group has established various pension plans inside and outside of Switzerland. The major plans are located in Switzerland, the UK, the US and Germany. The pension funds of Atel Ltd. and some of its Group companies in Switzerland and Germany are included in the disclosure as of 31 December 2004. Independent actuarial valuations are performed for the plans in these locations. The measurement date of these plans is the 31 December for each year presented.
The overall investment policy and strategy for the Group’s defined benefit pension plans is guided by the objective to achieve an investment return which, together with the contributions paid, is sufficient to maintain reasonable control over the various funding risks of the plans. The investment advisors appointed by plan trustees are responsible for determining the mix of asset types and target allocations which are reviewed by the plan trustees on an ongoing basis. Actual asset allocation is determined by a variety of current economic and market conditions and in consideration of specific asset class risk.
The expected long-term rates of return on plan assets are based on long-term expected inflation, interest rates, risk premiums and targeted asset class allocations. These estimates take into consideration historical asset class returns and are determined together with the plans’ investment and actuarial advisors.

Swiss pension planplans

The pension planfund of UBS covers practically all UBS employees in Switzerland and exceeds the minimum benefit requirements under Swiss law. Contributions to the pension planfund of UBS are paid for by employees and the Group. Theemployer. For the main plan, the employee contributions are calculated as a percentage of insured annual salary and are deducted monthly. The percentages deducted from salary for full benefit coverage (including risk benefits) depend on age and vary between 7% and 10%. The Groupemployer pays a variable contribution that ranges between 150% and 220% of the sum of employees’ contributions.
The pension plan formulacomputation of the benefits is based on years of contributions andthe final covered salary. The benefits covered include retirement benefits, disability, death and survivor pension.pensions, and employment termination benefits.

     In 1999,
Additional employee and employer contributions are made to the Group recognizedother plans of the pension fund of UBS. These plans provide benefits which are based on annual contributions as a prepaidpercentage of salary and accrue at a minimum interest rate annually.
The employer contributions expected to be made in 2005 to the Swiss pension assetplans are CHF 385 million. The accumulated benefit obligation (which is the current value of accrued benefits without allowance for future salary increases) for these pension plans was CHF 45618,566 million representing excess employer contributions. Inas of 31 December 2004 (2003 CHF 16,817 million, 2002 CHF 323 million (2001 CHF 0 million, 2000 CHF 10015,853 million) of this asset was used to fund the employer contributions and was recognized as pension expenses..

Foreign pension plans

The foreign locations of UBS operate various pension plans in accordance with local regulations and practices. Among these plans are defined contribution plans as well as defined benefit plans. The locations with defined benefit plans of a material nature are in the UK, the US and Germany. The UK and the US defined benefit plans are closed to new entrants who are covered by defined contribution plans.

The amounts shown for foreign plans reflect the net funded positions of the major foreign plans.

The retirement plans provide benefits in the event of retirement, death, disability or employment termination. The plans’ retirement benefits depend on age, contributions and level of compensation. The principal plans are financed in full by the Group. The employer contributions expected to be made in 2005 to these pension plans are CHF 55 million. The funding policy for these plans is consistent with local government and tax requirements.

The assumptions used in foreign plans take into account local economic conditions.
The accumulated benefit obligation for these pension plans was CHF 4,118 million as of 31 December 2004 (2003 CHF 3,609 million, 2002 CHF 3,376 million).
For pension plans with an accumulated benefit obligation in excess of plan assets, the aggregate projected benefit obligation and accumulated benefit obligation was CHF 3,755 million and CHF 3,735 million as of 31 December 2004 (2003 CHF 944 million and CHF 930 million, 2002 CHF 3,436 million and CHF 3,376 million). The fair value of plan assets for these plans was CHF 3,166 million as of 31 December 2004 (2003 CHF 677 million, 2002 CHF 2,382 million).



150


Note 31 Pension and Other Post-Retirement Benefit Plans (continued)

                         
a) Defined benefit plans
  Swiss Foreign
CHF million 31.12.04  31.12.03  31.12.02  31.12.04  31.12.03  31.12.02 
 
Defined benefit obligation at the beginning of the year  (18,216)  (19,204)  (17,879)  (3,663)  (3,436)  (3,553)
 
Service cost  (548)  (564)  (554)  (83)  (91)  (108)
 
Interest cost  (672)  (703)  (699)  (212)  (197)  (210)
 
Special termination benefits  (35)  (70)  (209)            
 
Actuarial gain / (loss)  (1,392)  1,395   (681)  (296)  (201)  (177)
 
Benefits paid  910   930   818   125   124   111 
 
Curtailment / settlement                      74 
 
Acquisitions  (272)          (159)        
 
Foreign currency translation              146   138   427 
 
Defined benefit obligation at the end of the year
  (20,225)  (18,216)  (19,204)  (4,142)  (3,663)  (3,436)
 
                         
Fair value of plan assets at the beginning of the year  17,619   16,566   18,289   3,402   2,382   2,887 
 
Actual return on plan assets  980   1,411   (1,350)  370   429   (240)
 
Employer contributions  411   370   236   65   831   164 
 
Plan participant contributions  203   202   209             
 
Benefits paid  (910)  (930)  (818)  (125)  (124)  (111)
 
Acquisitions  272                     
 
Foreign currency translation              (132)  (116)  (318)
 
Fair value of plan assets at the end of the year
  18,575   17,619   16,566   3,580   3,402   2,382 
 
                         
Funded status
  (1,650)  (597)  (2,638)  (562)  (261)  (1,054)
 
Unrecognized net actuarial (gains) / losses  3,006   1,716   3,892   1,046   970   1,126 
 
Unrecognized prior service cost              1   1   1 
 
Unrecognized asset  (1,356)  (1,119)  (1,221)            
 
(Accrued) / prepaid pension cost
  0   0   33   485   710   73 
 
                         
Movement in the net (liability) or asset
                        
 
(Accrued) / prepaid pension cost at the beginning of the year  0   33   356   710   73   9 
 
Net periodic pension cost  (411)  (403)  (559)  (105)  (168)  (83)
 
Employer contributions  411   370   236   65   831   164 
 
Acquisitions              (159)        
 
Foreign currency translation              (26)  (26)  (17)
 
(Accrued) / prepaid pension cost
  0   0   33   485   710   73 
 
                         
Amounts recognized in the Balance Sheet
                        
 
Prepaid pension cost          33   805   862   220 
 
Accrued pension liability              (320)  (152)  (147)
 
(Accrued) / prepaid pension cost
  0   0   33   485   710   73 
 

151


Financial Statements
Notes to the Financial Statements

Note 31 Pension and Other Post-Retirement Benefit Plans (continued)

                         
a) Defined benefit plans (continued)
CHF million Swiss Foreign
for the year ended 31.12.04  31.12.03  31.12.02  31.12.04  31.12.03  31.12.02 
 
Components of net periodic pension cost
                        
 
Service cost  548   564   554   83   91   108 
 
Interest cost  672   703   699   212   197   210 
 
Expected return on plan assets  (878)  (818)  (900)  (248)  (178)  (199)
 
Increase / (decrease) of unrecognized assets  237   (102)  206             
 
Special termination benefits  35   70   209             
 
Amortization of unrecognized prior service cost                      1 
 
Amortization of unrecognized net (gains) / losses      188       58   58   22 
 
Curtailment / settlement                      (59)
 
Employee contributions  (203)  (202)  (209)            
 
Net periodic pension cost
  411   403   559   105   168   83 
 
                         
Principal weighted average actuarial assumptions used (%)
                        
 
Assumptions used to determine defined
benefit obligations at the end of the year
                        
 
Discount rate  3.3   3.8   3.8   5.5   5.7   5.8 
 
Expected rate of salary increase  2.5   2.5   2.5   4.4   4.6   4.4 
 
Rate of pension increase  1.0   1.0   1.5   1.9   1.9   1.5 
 
                         
Assumptions used to determine net periodic pension cost for the year ended
                     
 
Discount rate  3.8   3.8   4.0   5.7   5.8   6.2 
 
Expected rate of return on plan assets  5.0   5.0   5.0   7.2   7.1   7.3 
 
Expected rate of salary increase  2.5   2.5   2.5   4.6   4.4   4.4 
 
Rate of pension increase  1.0   1.5   1.5   1.9   1.5   1.5 
 
                         
CHF million
                        
 
Expected future benefit payments
                        
 
2005  935           116         
 
2006  951           112         
 
2007  967           121         
 
2008  990           131         
 
2009  1,015           140         
 
2010–2014  5,252           864         
 
                         
Plan assets
                        
 
Actual plan asset allocation (%)
                        
 
Equity instruments  43   39   35   54   52   57 
 
Debt instruments  41   43   47   41   30   36 
 
Real estate  12   12   13   2   1   1 
 
Other  4   6   5   3   17   6 
 
Total
  100   100   100   100   100   100 
 

152


Note 31 Pension and Other Post-Retirement Benefit Plans (continued)

                         
a) Defined benefit plans (continued)
  Swiss Foreign
  31.12.04  31.12.03  31.12.02  31.12.04  31.12.03  31.12.02 
 
Long-term target plan asset allocation (%)
                        
 
Equity instruments  34–49           49–55         
 
Debt instruments  30–53           44–47         
 
Real estate  12–19           1–2         
 
Other  0           0–6         
 
Actual return on plan assets (%)
  5.5   8.6   (7.5)  10.8   17.8   (8.7)
 
                         
CHF million
                        
 
Additional details to fair value of plan assets
                        
 
UBS financial instruments and UBS bank accounts  1,239   1,005   814             
 
UBS AG shares1
  238   246   206             
 
Securities lent to UBS included in plan assets  3,778   2,930   2,645             
 
Other assets used by UBS included in plan assets  73   84   90             
 
1 The numbers of UBS AG shares were 2,493,173, 2,908,699 and 3,072,500 as of 31 December 2004, 31 December 2003 and 31 December 2002, respectively. The amounts shownof capital repayment and dividend received on UBS AG shares for foreign plans reflect the net funded positions of the major foreign plans.years ended 31 December 2004, 31 December 2003 and 31 December 2002 were CHF 7 million for each year.

b) Post-retirement medical and life plans

In the US and the UK the Group offers retiree medical benefits that contribute to the health care coverage of employees and beneficiaries after retirement. In addition to retiree medical benefits, the Group in the US also provides retiree life insurance benefits.
The benefit obligation in excess of fair value of plan assets for those plans amounts to CHF 164166 million as of 31 December 2004 (2003 CHF 179 million, 2002 (2001 CHF 142 million, 2000 CHF 111164 million) and the total accrued post-retirement cost to CHF 130136 million as of 31 December 2004 (2003 CHF 137 million, 2002 (2001 CHF 130 million, 2000 CHF 108 


million). The net periodic post-retirement costs for the years ended 31 December 2002,2004, 31 December 20012003 and 31 December 20002002 were CHF 16 million, CHF 22 million and CHF 25 million, respectively.
The employer contributions expected to be made in 2005 to the post-retirement medical and life plans are CHF 247 million. The expected future benefit payments are CHF 7 million for each of the years 2005, 2006 and 2007, CHF 8 million for each of the years 2008 and 2009 and CHF 2246 million respectively.

Defined contribution plans

The Group also sponsors a number of defined contribution plans primarily in the UK and the US. Certain plans permit employees to make contributions and earn matching or other contributions from the Group. The contributions to these plans recognized as expensetotal for the years ended 31 December 2002, 31 December 2001 and 31 December 2000 were CHF 133 million, CHF 117 million and CHF 66 million, respectively.2010–2014.



143153


UBS Group Financial Statements
Notes to the Financial Statements

Note 31 Retirement Benefit Plans and Other Employee Benefits (continued)

Defined benefit plans

                         
  Swiss  Foreign 
  
  
 
CHF million 31.12.02  31.12.01  31.12.00  31.12.02  31.12.01  31.12.00 

Defined benefit obligation
at the beginning of the year
  (17,879)  (17,712)  (17,011)  (3,553)  (3,406)  (2,444)
Service cost  (554)  (541)  (545)  (108)  (121)  (165)
Interest cost  (699)  (674)  (666)  (210)  (204)  (162)
Plan amendments                  (1)    
Special termination benefits  (209)  (262)  (211)          (3)
Actuarial gain/(loss)  (681)  421       (177)  (345)  (99)
Benefits paid  818   889   721   111   107   84 
Curtailment/settlement              74         
Acquisition of PaineWebber                      (740)
Foreign currency translation              427   (12)  123 
Other                  429     

Defined benefit obligation
at the end of the year
  (19,204)  (17,879)  (17,712)  (3,436)  (3,553)  (3,406)

Fair value of plan assets
at the beginning of the year
  18,289   19,074   18,565   2,887   3,378   2,880 
Actual return on plan assets  (1,350)  (765)  535   (240)  (220)    
Employer contributions  236   656   490   164   258   13 
Plan participant contributions  209   213   205           23 
Benefits paid  (818)  (889)  (721)  (111)  (107)  (84)
Acquisition of PaineWebber                      676 
Foreign currency translation              (318)  7   (130)
Other                  (429)    

Fair value of plan assets at the end of the year  16,566   18,289   19,074   2,382   2,887   3,378 

Funded status  (2,638)  410   1,362   (1,054)  (666)  (28)
Unrecognized net actuarial (gains)/losses  3,892   961   (331)  1,126   673   (81)
Unrecognized transition amount                      1 
Unrecognized prior service cost              1   2   2 
Unrecognized asset  (1,221)  (1,015)  (675)          (47)

(Accrued)/prepaid pension cost  33   356   356   73   9   (153)

Movement in the net (liability) or asset                        
(Accrued)/prepaid pension cost at the beginning of the year  356   356   456   9   (153)  (63)
Net periodic pension cost  (559)  (656)  (590)  (83)  (97)  (55)
Employer contributions  236   656   490   164   258   13 
Acquisition of PaineWebber                      (63)
Foreign currency translation              (17)  1   15 

(Accrued)/prepaid pension cost  33   356   356   73   9   (153)

Amounts recognized in the Balance Sheet                        
Prepaid pension cost  33   356   356   220   185   53 
Accrued pension liability              (147)  (176)  (206)

(Accrued)/prepaid pension cost  33   356   356   73   9   (153)


144


Note 31 RetirementPension and Other Post-Retirement Benefit Plans and Other Employee Benefits
(continued)

Defined benefit plans (continued)

                         
  Swiss  Foreign 
  
  
 
CHF million                  
For the year ended 31.12.02  31.12.01  31.12.00  31.12.02  31.12.01  31.12.00 

Components of net periodic pension cost                        
Current service cost  554   541   545   108   121   165 
Interest cost  699   674   666   210   204   162 
Expected return on plan assets  (900)  (947)  (927)  (199)  (228)  (243)
Adjustment to limit prepaid pension cost  206   339   300             
Amortization of unrecognized prior service cost  209   262   211   1       3 
Amortization of unrecognized net (gains)/losses              22       (9)
Curtailment/settlement              (59)        
Employee contributions  (209)  (213)  (205)          (23)

Net periodic pension cost  559   656   590   83   97   55 

Actual return on plan assets (%)  (7.5)  (4.0)  2.9   (8.7)  (7.3)  (0.9)
                         
Principal actuarial assumptions used (%)                        

Discount rate  3.8   4.0   4.0   5.8   6.2   6.3 
Expected rate of return on plan assets  5.0   5.0   5.0   7.3   7.9   8.1 
Expected rate of salary increase  2.5   2.5   2.5   4.4   4.4   4.4 
Rate of pension increase  1.5   1.5   1.5   1.5   1.5   1.6 

  Swiss

            
Additional details to fair value of plan assets  31.12.02   31.12.01   31.12.00             

UBS financial instruments and UBS bank accounts  814   476   920             
UBS AG shares1  206   305   291             
Securities lent to UBS included in plan assets  2,645   824   3,432             
Other assets used by UBS included in plan assets  90   104   179             

1 The number of UBS AG shares were 3,072,500, 3,639,800 and 3,295,800 as of 31 December 2002, 31 December 2001 and 31 December 2000, respectively. The amount of capital repayment and dividend received on UBS AG shares for the years ended 31 December 2002, 31 December 2001 and 31 December 2000 were CHF 7 million, CHF 2 million and CHF 11 million, respectively.

             
b) Post-retirement medical and life plans
CHF million 31.12.04  31.12.03  31.12.02 
 
Post-retirement benefit obligation at the beginning of the year  (179)  (166)  (145)
 
Service cost  (6)  (11)  (8)
 
Interest cost  (9)  (10)  (9)
 
Plan amendments          (3)
 
Actuarial gain / (loss)  8   (14)  (31)
 
Benefits paid  8   6   4 
 
Foreign currency translation  12   16   26 
 
Post-retirement benefit obligation at the end of the year
  (166)  (179)  (166)
 
             
Fair value of plan assets at the beginning of the year  0   2   3 
 
Actual return on plan assets  0   0   0 
 
Employer contributions  8   4   3 
 
Benefits paid  (8)  (6)  (4)
 
Fair value of plan assets at the end of the year
  0   0   2 
 


145


UBS Group Financial Statements
Notes to the Financial Statements

Note 31 Retirement Benefit Plans and Other Employee Benefits
(continued)

Post-retirement medical and life plans

             
CHF million 31.12.02  31.12.01  31.12.00 

Post-retirement benefit obligation at the beginning of the year  (145)  (115)  (117)
Service cost  (8)  (7)  (6)
Interest cost  (9)  (9)  (8)
Plan amendments  (3)  (10)  (7)
Actuarial gain/(loss)  (31)  (6)  27 
Benefits paid  4   4   5 
Acquisition of PaineWebber          (9)
Foreign currency translation  26   (2)  0 

Post-retirement benefit obligation at the end of the year  (166)  (145)  (115)

Fair value of plan assets at the beginning of the year  3   4   4 
Actual return on plan assets  0   0   0 
Employer contributions  3   3   4 
Benefits paid  (4)  (4)  (4)

Fair value of plan assets at the end of the year  2   3   4 

The assumed average health care cost trend ratesrate used in determining post-retirement benefit expense is assumed to be 10.4%11% for 20022004 and to decrease to an ultimate trend rate of 5% in 2008.2011. Assumed health care cost trend rates have a significant effect on the amounts reported for the health care plan. A one-percentage-point change in the assumed health care cost trend rates would change the US post-retirement benefit obligation and the service and interest cost components of the net periodic post-retirement benefit costs as follows:

            
CHF million 1% increase 1% decrease  1% increase 1% decrease 


Effect on total service and interest cost  4   (3) 3  (3)
Effect on the post-retirement benefit obligation  17   (13) 22  (18)


c) Defined contribution plans

The Group also sponsors a number of defined contribution plans primarily in the UK and the US. Certain plans permit employees to make contributions and earn matching or other contributions from the Group. The contributions to these


plans recognized as expense for the years ended 31 December 2004, 31 December 2003 and 31 December 2002 were CHF 187 million, CHF 141 million and CHF 133 million, respectively.


146154


Note 32 Equity Participation Plans

a) Equity Participation Plans Offered


UBS has established several equity participation plans to further align the long-term interests of executives, managers, staff and shareholders. The plans are offered to eligible employees in approximately 50 countries and are designed to meet the complex legal, tax and regulatory requirements of each country in which they are offered. The explanations below describe the most significant plans in general, but specific plan rules and investment offerings may vary by country.

Equity Plus Program (EPP)(EP): This voluntary plan replaced the Equity Investment Plan (EIP) in 2002 (see below). Prior to that time, it was only available to UBS PaineWebber employees. EPP gives eligible employees the opportunity to purchase UBS shares at fair market value on the purchase date and receive at no additional cost two UBS options for each share purchased, up to a maximum annual limit. The options have a strike price equal to the fair market value of the stock on the date the option is granted. Share purchases can be made annually from bonus compensation or quarterly based on regular deductions from salary. Shares purchased under EPPEquity Plus are restricted from resalesale for two years from the time of purchase, and the options granted have either a two- or three-yeartwo year vesting requirement and generally expire either seven orfrom ten years to ten and one-half years after the date of grant.
Discounted Purchase Plans: Allpurchase plans: Selected employees in Switzerland are entitled to purchase a specified number of UBS shares at a predetermined discounted price each year. The number of shares that can be purchased depends primarily on years of service and rank. Any such shares purchased must be held for a specified period of time. The discount is recorded as compensation expense. The last share purchase opportunity will take place in 2005.
Equity Ownership Plan (EOP): Selected personnel receive a mandatory portionbetween 10% and 45% of their performance-related compensationcom-

pensation in UBS shares or optionsnotional UBS shares instead of cash, on a mandatory basis. Up to and are also awarded a matching contribution in the form of UBS options. Participantsincluding 2004, participants in certain countries arewere eligible to receive a portion of their award in UBS shares with a matching contribution in UBS options or in Alternative Investment Vehicles (AIVs). These are generally (generally money market funds,

UBS and non-UBS mutual funds and other UBS sponsored funds.funds). In 2002 and 2003, certain employees received UBS options instead of UBS shares for a portion of their EOP award. In 2005, AIVs and options will no longer be granted as part of EOP. EOP awards normally vest in one-third increments over a three-year vesting period. Under certain conditions, these awards are fully forfeitable by the employee.

Key employee option plans: Under these plans, key and high potential employees are granted UBS options with a strike price not less than the fair market value of the shares on the date the option is granted. Some optionOption grants have a three- to five-year vesting period during which they cannot be exercised. Other grantsgenerally vest in one-third increments over a three-year period. Expiration of the options is generally from sixten to ten and one-half years. One option gives the right to purchase one registered UBS share at the option’s strike price. In some grants, accelerated vesting or non-forfeitability may occur if certain share appreciation targets are met.
Other deferred compensation plans: UBS sponsors other deferred compensation plans for selected eligible employees. Generally, contributions are made on a tax deferred basis. Participantsbasis, and participants are allowed to notionally invest in UBS shares or AIVs. No additional company match is granted, and the plan is generally not forfeitable. In addition, UBS also grants deferred compensation awards to new recruits, senior management and other key employees in the form of UBS shares options or other leveraged interests in non-UBS instruments.
     Equity Investment Plan (EIP) (now discontinued): Prior to the discontinuance of new awards under this plan in 2001, employees had the choice to invest part of their annual bonus in UBS shares, warrants or other derivatives on UBS shares. A holding period, generally three years, applied during which the instruments could not be sold or exercised. In addition, participants in the plan received a matching contribution of additional UBS shares or derivatives. Only the UBS-matching contribution was forfeitable. The last EIP vesting will take place in 2004. Staff who had the possibility to take part in EIP are now offered the opportunity to take part in EPP.options.



147155


UBS Group Financial Statements
Notes to the Financial Statements

Note 32 Equity Participation Plans (continued)


b) UBS share awards
Share Awards

i) Stock compensation plans

Shares

Movements in shares granted under the various equity participation plans mentioned on the previous page are as follows:
             
Stock bonus plans 31.12.02  31.12.01  31.12.00 

Unvested shares outstanding, at the beginning of the year  52,299,332   47,458,928   14,418,646 
Shares awarded during the year  13,511,655   16,850,8591  39,188,5281
Vested during the year  (16,333,832)  (10,740,466)1  (5,215,503)1
Forfeited during the year  (1,340,594)  (1,269,989)  (932,743)

Unvested shares outstanding, at the end of the year  48,136,561   52,299,332   47,458,928 

Weighted-average fair market value of shares awarded (in CHF)  71   90   76 

Fair market value of outstanding shares at the end of the year (CHF billion)  3.2   4.4   4.2 

1 Restated for shares granted and fully vested at grant date.
             
Stock compensation plans 31.12.04  31.12.03  31.12.02 
 
Unvested shares outstanding, at the beginning of the year  31,383,890   48,136,561   52,299,332 
 
Shares awarded during the year  11,713,406   11,023,553   13,511,655 
 
Vested during the year  (17,996,498)  (26,915,860)  (16,333,832)
 
Forfeited during the year  (463,979)  (860,364)  (1,340,594)
 
Unvested shares outstanding, at the end of the year  24,636,819   31,383,890   48,136,561 
 
Weighted-average fair market value of shares awarded (in CHF)  95   61   71 
 
Fair market value of outstanding shares at the end of the year (CHF billion)  2.3   2.7   3.2 
 

The stock bonus awards for 2000 include approximately 19.8 million shares granted under the retention agreements with key employees of UBS PaineWebber at the time of merger.

ii) Stock purchase plans

The following table shows the shares awarded and the weighted-average fair value per share for the Group’s stock purchase plans.
             
Stock purchase plans 31.12.02  31.12.01  31.12.00 

Share quantity purchased  3,822,907   2,922,515   1,264,725 
Weighted-average purchase price (in CHF)1  63   63   44 

1 Some of the shares purchased are denominated in US dollars and were converted into CHF for purposes of this table.

             
Stock purchase plans 31.12.04  31.12.03  31.12.02 
 
Share quantity purchased through discounted purchase plans  1,035,079   1,722,492   1,339,223 
 
Weighted-average purchase price (in CHF)  45   31   40 
 
Share quantity purchased through EP at fair market value  2,448,231   2,593,391   2,483,684 
 
Weighted-average purchase price (in CHF)  93   61   77 
 
Weighted-average purchase price (in USD)  73   49   46 
 


156

148


Note 32 Equity Participation Plans (continued)


c) UBS option awards
Option Awards

Movements in options granted under the various equity participation plans mentioned aboveon the previous page are as follows:

                                            
 Weighted Weighted Weighted  Weighted- Weighted- Weighted- 
 average average average  average average average 
 exercise exercise exercise  exercise exercise exercise 
 Number of price Number of price Number of price  Number of price Number of price Number of price 
 options (in CHF) options (in CHF) options (in CHF)  options (in CHF) options (in CHF) options (in CHF) 
  31.12.02   31.12.021  31.12.01 31.12.011 31.12.00 31.12.00  31.12.04 31.12.041 31.12.03 31.12.031 31.12.02 31.12.021


Outstanding, at the beginning of the year  63,286,669   66  63,308,502 58 30,415,386 66  109,040,026 63 88,164,227 67 63,286,669 66 
Options due to the acquisition of PaineWebber 18,975,8102 34 
Granted during the year  37,060,178   71  11,070,992 94 21,248,0463 72  24,113,252 91 38,969,319 59 37,060,178 71 
Exercised during the year  (9,595,133)  54   (10,083,075) 49  (5,390,307) 50   (29,396,959) 58  (14,782,471) 54  (9,595,133) 54 
Forfeited during the year  (2,082,356)  71   (1,009,750) 74  (1,940,433) 64   (2,692,824) 66  (2,721,970) 64  (2,082,356) 71 
Expired unexercised  (505,131)  77  0 0 0 0   (156,141) 76  (589,079) 76  (505,131) 77 


Outstanding, at the end of the year  88,164,227   67  63,286,669 66 63,308,502 58  100,907,354 69 109,040,026 63 88,164,227 67 


Exercisable, at the end of the year  21,765,482   51  25,550,932 50 18,310,839 34  37,941,280 65 34,726,720 59 21,765,482 51 


1 Some of the options in this table have exercise prices denominated in US dollars which have been converted into CHF at the year-end spot exchange rate for the purposes of this table.2 UBS AG issued options in exchange for options of PaineWebber which have been included in the purchase price for PaineWebber at a fair value of CHF 992 million.     3 Includes options granted to key employees of UBS PaineWebber, vesting over a 3-year period, subject to employee’s continued employment and other restrictions.

The following table summarizes additional information about stock options outstanding at 31 December 2002:2004:

                     
  Options outstanding  Options exercisable 
  
  
 
Range of exercise Number of options  Weighted-average  Weighted-average  Number of  Weighted-average 
prices per share outstanding  exercise price  remaining contractual life  options exercisable  exercise price 


CHF     CHF Years     CHF

56.67-70.00  18,132,696   63.02   2.3   5,643,680   58.37 

70.01-85.00  25,733,308   77.99   7.1   6,406,246   79.00 

85.01-106.00  5,565,873   98.51   5.2   31,800   90.00 

56.67-106.00  49,431,877   74.81   5.1   12,081,726   69.39 

USD     USD Years     USD

6.34-15.00  3,986,289   8.91   1.8   3,986,289   8.91 

15.01-25.00  2,340,754   22.52   2.2   2,340,754   22.52 

25.01-35.00  2,870,675   27.05   4.0   2,870,675   27.05 

35.01-45.00  222,175   39.24   9.6   0   0 

45.01-55.00  27,328,610   46.85   7.7   451,038   47.72 

55.01-66.08  1,983,847   57.96   5.1   35,000   57.80 

6.34-66.08  38,732,350   40.54   6.4   9,683,756   19.56 

                     
  Options outstanding Options exercisable
Range of exercise Number of options  Weighted-average  Weighted-average  Number of  Weighted-average
prices per share outstanding  exercise price  remaining contractual life  options exercisable  exercise price
 
                     
 
CHF
     
CHF
  Years      
CHF
 
53.37–70.00  18,600,149   61.19   6.7   6,781,903   63.74
 
70.01–85.00  16,437,141   78.01   6.6   8,820,175   77.90
 
85.01–103.75  17,577,171   96.82   7.7   5,277,876   99.54
 
53.37–103.75
  52,614,461   78.35   7.0   20,879,954   78.77
 
                     
 
USD
     USD  Years      USD
 
7.65–35.00  3,185,982   21.00   1.6   3,185,982   21.00
 
35.01–45.00  11,460,304   43.13   8.1   1,868,770   43.33
 
45.01–55.00  19,076,401   47.57   6.2   10,590,462   47.41
 
55.01–81.97  14,570,206   71.11   8.7   1,416,112   58.13
 
7.65–81.97
  48,292,893   51.86   7.1   17,061,326   42.92
 

Options are normally granted with a strike price either equal to fair market value or approximately 10% greater than the fair value of the underlying share on the grant date.

149


UBS Group Financial Statements
Notes to the Financial Statements

Note 32 Equity Participation Plans (continued)

d) Compensation Expense



Generally the Group’s policy is to recognize expense at the date of grantunder IFRS, for all equity participation instruments (shares, cash-settled warrants options and other cash-settled derivatives for which the underlying is UBS shares) except options, UBS accrues expense in the Group’s own shares). Theperformance year and determines the number of instruments granted to employees based on the instrument’s market price at the grant date, which is generally in the year following the performance year. For options, the amount of expense recognized is equal to the intrinsic value of the instrument at suchgrant date and is calculated as follows: 1) For stock options, it is(i. e. the difference between the strike price and fair market value of shares at the date of grant, if any. 2) For UBS shares and othergrant.

derivative instruments, itThis difference is generally zero, as option strike prices are generally at or above the fair market value. 3)prices of the shares). For discounted sharepurchase plans, the expense is equal to the difference between the fair market value and the discounted value.value and is accrued for in the performance year. Management’s estimate of the accrued expense before tax for share-based compensation for the years ended 31 December 2004, 2003 and 2002 2001was CHF 1,406 million, CHF 833 million and 2000 was CHF 592 million, CHF 974 million and CHF 1,749 million, respectively. The accruals include awards earned currently but issued in the following year.



157



Financial Statements
Notes to the Financial Statements

Note 32 Equity Participation Plans (continued)
e) Pro-Forma Net Income

The following table presents IFRS Net incomeprofit and Earnings per share for 2002, 20012004, 2003 and 20002002 as if the GroupUBS had adoptedapplied the fair value method of accounting for its equity participation plans, ratherplans. The fair value method would recognize expense equal to the fair value of option awards at grant, which is higher than the intrinsic value method described



in paragraph d) above. In addition,because of the table shows amounts already recorded in the Income statement for equity participation plans and the total expense that would have been recognized had the fairtime value method been applied.

of options.
             
CHF million, except per share data 31.12.04  31.12.03  31.12.02 
 
Net profit, as reported  8,089   6,239   3,530 
 
Add: Equity-based employee compensation expense included in reported net income, net of tax  1,131   630   493 
 
Deduct: Total equity-based employee compensation expense determined under the fair-value-based method for all awards, net of tax  (1,639)  (1,069)  (1,183)
 
             
 
Net profit, pro-forma  7,581   5,800   2,840 
 
             
 
Earnings per share            
 
Basic, as reported  7.68   5.59   2.92 
 
Basic, pro-forma  7.20   5.19   2.35 
 
Diluted, as reported  7.47   5.48   2.87 
 
Diluted, pro-forma  7.00   5.09   2.31 
 


              
CHF million, except per share data  31.12.02   31.12.01   31.12.00 

Net Income, as reported  3,535   4,973   7,792 
Add: Equity-based employee compensation expense
included in reported net income, net of tax
  493   769   1,347 
Deduct: Total equity-based employee compensation expense
determined under the fair-value-based method for all awards, net of tax
  (1,183)  (1,116)  (1,505)
Net income, pro-forma  2,845   4,626   7,634 
Earnings per share 
 Basic, as reported 2.92   3.93   6.44 
 Basic, pro-forma  2.35   3.65   6.31 
 Diluted, as reported  2.87   3.78   6.35 
 Diluted, pro-forma  2.31   3.51   6.22 

The fair value of options granted was determined using a proprietary option pricing model, substantially similar to the Black-Scholes model, with the following assumptions:

                   
  31.12.02  31.12.01 31.12.00  31.12.04 31.12.03 31.12.02 


Expected volatility  35%  30%  30%  34%  35%  35% 
Risk free interest rate (CHF)  3.28%  3.51%  3.27%
Risk free interest rate (USD)  4.65%  5.81%  5.66%
Risk-free interest rate (CHF)  2.03%  1.70%  3.28% 
Risk-free interest rate (USD)  3.70%  3.17%  4.65% 
Expected dividend rate  3.35%  2.67%  2.44%  3.87%  4.43%  3.35% 
Expected life (years)  4.5  4.5 4.4  5.6 4.5 4.5 


The weighted-average fair value of options granted in 2002, 20012004, 2003 and 20002002 was CHF 20,25, CHF 2315 and CHF 1620 per share, respectively.

158


150


Note 33 Related Parties

For its 2002 Financial Statements, the

The Group defines related parties as Associated companies, private equity investees, the Board of Directors, the Group Executive Board, close family members and enterprises which are controlled by these individuals through their majority shareholding or their role as chairman and/and / or CEO in those companies. In 2001 and 2000, the Group Managing Board was also included in the above definition.

     The change inThis definition is due tobased on the requirements of the “Directive on Information Relating to Corporate Governance” issued by the SWX Swiss Exchange and effective from 1 July 2002 for all listed companies in Switzerland. Included in the new rules are specific disclosure requirements for members of the Board of Directors and “management board”. For UBS, the Group Executive Board meets the definition of “management board” under the directive. Members of the Group Managing Board, however, are excluded from the new SWX requirements. The modification is also a response to the expansion of the Group Executive Board and the Group Managing Board during 2002. The number of Group Executive Board members increased from six to ten and the Group Managing Board members from thirty to fifty-two.
     Prior period figures and share and option quantities are based on the definition applied for 2001 and 2000.

a) Remuneration and equity holdings

The executive members of the Board of Directors have top-management employment contracts and receive pension benefits upon retirement. Total remuneration to the executive members of the Board of Directors and Group Executive Board recognized in the income statement including cash, shares and accrued pension benefits amounted to CHF 165.3 million in 2004, CHF 144.6 million in 2003 and CHF 131.8 million in 2002. Total remunerationcompensation numbers exclude merger-related retention payments for the two ex-PaineWebber executives of CHF 21.1 million (USD 17.0 million) in 2003 and CHF 20.6 million (USD 14.9 million) in 2002. These retention payments were committed to at the executive memberstime of the Board of Directors, Group Executive Boardmerger in 2000 and Group Managing Board including accrued pension benefits amounted to CHF 321.4 millionfully disclosed at the time. No additional payments were due in 2001 and CHF 272.3 million in 2000.

2004.

The external members of the Board of Directors do not have employment or service contracts with UBS, and thus are not entitled to benefits upon termination of their service on the Board of Directors. Total fees paid to these individuals for their services as external board members amounted to CHF 5.7 million in 2004, CHF 5.4 million in 2003 and CHF 3.5 million in 2002, CHF 3.3 million in 2001 and CHF 3.3 million in 2000.2002.

The number of long-term stock options and warrants outstanding to the executive members of the Board of Directors and Group Executive Board from equity participation plans was 6,004,997 (equivalent to the same number of shares) at 31 December 2004, 6,218,011 options (equivalent to the same number of shares) and 120,264 warrants (equivalent to 7,214 shares) at 31 December 2003 and 5,410,172 options (equivalent to the same number of shares) and 24,558,529 warrants (equivalent to 1,473,217 UBS shares) at 31 December 2002. The number of long-term stock options and warrants to these two groups plus the Group Managing Board amounted to 8,366,103 (equivalent to the same number of shares) and 60,578,417 (equivalent to 6,002,599 shares) at 31 December 2001. These plans are further explained in Note 32, Equity Participation Plans.

The total number of shares held by members of the Board of Directors, and the Group Executive Board and parties closely linked to them was 3,506,610 at 31 December 2004, 3,150,217 at 31 December 2003 and 2,139,371 at 31 December 2002. The total number of shares held by these two groups plus the Group Managing Board was 4,068,918 at 31 December 2001. No member of the Board of Directors Group Executive Board or Group ManagingExecutive Board is the beneficial owner of more than 1% of the Group’s shares at 31 December 2002 and 31 December 2001.2004.

b) Loans and advances to Board of Directors and senior executives

The outstanding balance of loans to the members of the Board of Directors, and the Group Executive Board and close family members amounted to CHF 2815.8 million at 31 December 2002. The outstanding balance of loans to these two groups plus the Group Managing Board amounted to2004 and CHF 3225.2 million at 31 December 2001. The 2001 amount only included mortgages. Loans2003. Executive members of the Board and GEB members have been granted loans, fixed advances are granted withand mortgages at the same terms and conditions that are available to other employees. Theemployees, based on terms and conditions are based on those granted to third parties adjusted for reduced credit risk. In 2002, a thorough review of outstanding loans to senior executives was performed to ensure compliance with the US Sarbanes-Oxley Act of 2002. Non-executive Board members are granted loans and mortgages at general market conditions.



151159


UBS Group Financial Statements
Notes to the Financial Statements

Note 33 Related Parties (continued)

c) Loans, advances to and transactions with significant associated companies

              
Note 33 Related Parties (continued)Note 33 Related Parties (continued)
c) Loans to significant associated companiesc) Loans to significant associated companies
CHF million  31.12.02  31.12.01  31.12.04 31.12.03 


Balance at the beginning of the year  65  0  63 40 
Additions  10  65  38 48 
Reductions  (35) 0   (36)  (25)


Balance at the end of the year  40  65  65 63 


All loans and advances to associated companies are transacted at arm’s length. At 31 December 20022004 and 2001,2003, there were trading exposurescommitments and guaranteescontingent liabilities to significant associated companies of CHF 13655 million and CHF 30614 million, respectively. In addition, the Group routinely receives services from associated companies at arm’s length terms. For the years ended 31 December 20022004, 31 December 2003 and 31 December 2001,2002, the amount paid to significant associates for these services was CHF 60248 million, CHF 106 million and CHF 9860 million, respectively. Fees received for services provided to associated companies for the years ended 31 December 2004, 31 December 2003 and 31 December 2002 was CHF 180 million, CHF 122 million and CHF 2 million, respectively.

During 2003, UBS sold its VISA acquiring business to Telekurs Holding AG, an associated company. UBS realized a CHF 90 million gain from this divestment.
Note 3536 provides a list of significant associates.

d) Loans, advances to and transactions with private equity investees

              
d) Loans to private equity investeesd) Loans to private equity investees
CHF million  31.12.02  31.12.01  31.12.04 31.12.03 


Balance at the beginning of the year  489  682  366 338 
Additions  328  65  46 153 
Reductions  (479)  (258)  (222)  (125)


Balance at the end of the year  338  489  190 366 


At 31 December 20022004 and 31 December 20012003, there were trading exposurescommitments and guarantees or commitmentscontingent liabilities to private equity companies of CHF 7336 million and CHF 17723 million, respectively. In addition the Group purchased services from private equity companies at arm’s length terms for the years ended 31 December 20022004, 31 December 2003 and 31 December 20012002 in the amount of CHF 1160 million, CHF 14 million and CHF 196116 million, respectively.

e) Other related party transactions

During 20012004 and 2002,2003, UBS entered into the following transactions at arm’s length with companies whose Chairman and/and / or CEO is an external member of UBS’the Board of Directors of UBS or of which an external director is a controlling shareholder.
In 20012004 and 2003 these companies included UnisysBertarelli & Cie. (Switzerland), a wholly owned subsidiary ofKedge Capital Partners Ltd. (Jersey), J. Sainsbury plc. (UK), Serono Group (Switzerland), Team Alinghi (Switzerland), Unisys Corporation (USA) and J Sainsbury plc. (UK). In 2002, in addition to those previously mentioned, related parties in 2004 also included SeronoBMW Group (Germany) and its various subsidiary companies and Bertarelli & CieStadler Rail Group (Switzerland). In 2003, related parties also included Sika AG (Switzerland).
            
Other related party transactionsOther related party transactions
CHF million  2002  2001  2004 2003 


Goods sold and services provided by related parties to UBS  54  38  34 43 
Services provided to related parties by UBS (fees received)  13  17  10 7 
Loans granted to related parties by UBS  140  0 


Loans granted to related parties by UBS1
 294 79 
1 In 2004, includes loans, guarantees and contingent liabilities of CHF 32 million and unused committed facilities of CHF 262 million but excludes unused uncommitted working capital facilities and unused guarantees of CHF 110 million. In 2003, includes loans, guarantees, contingent liabilities and committed credit facilities of CHF 58.5 million, but excludes uncommitted working capital facilities of CHF 119.6 million.

As part of its sponsorship of Team Alinghi, defender for the “America’s Cup 2007”, UBS paid CHF 128.5 million to AC 2003 SA during 2002. AC 2003 SA, whose(EUR 5.5 million) as sponsoring fee for 2004 and CHF 1.4 million (EUR 0.9 million) as sponsoring fee for the UBS Trophy in New Port, RI, USA. Team Alinghi’s controlling shareholder is UBS board member Ernesto Bertarelli,Bertarelli.

UBS also engages in trading and risk management activities (e.g. swaps, options, forwards) with related parties. These transactions may give rise to credit risk either for UBS or for a related party towards UBS. As part of its normal course of business, UBS is Team Alinghi’s management company.also a market maker in equity and debt instruments and at times may hold positions in instruments of related parties.

160


152


Note 34 Sales of Financial Assets in Securitizations

During the years ended 31 December 2004, 2003 and 2002, UBS securitized (i.e., transformed owned financial assets into securities through sales transactions) residential mortgage loans and securities, commercial mortgage loans and other financial assets, acting as lead or co-manager. UBS’s continuing involvement in these transactions was primarily limited to the temporary retention of various security interests.

Proceeds received at the time of securitization were as follows:

             
  Proceeds received
CHF billion 31.12.04  31.12.03  31.12.02 
 
Residential mortgage securitizations  91   131   143 
 
Commercial mortgage securitizations  3   4   4 
 
Other financial asset securitizations  9   2   6 
 

Related pre-tax gains (losses) recognized, including unrealized gains (losses) on retained interests, at the time of securitization were as follows:

             
  Pre-tax gains / (losses) recognized
CHF million 31.12.04  31.12.03  31.12.02 
 
Residential mortgage securitizations  197   338   524 
 
Commercial mortgage securitizations  141   214   206 
 
Other financial asset securitizations  21   2   (5)
 

At 31 December 2004 and 2003, UBS retained CHF 2.4 billion and CHF 3.8 billion, respectively, in agency residential mortgage securities, backed by the Government National Mortgage Association (GNMA), the Federal National Mortgage Association (FNMA) and the Federal Home Loan Mortgage Corporation (FHLMC). The fair value of retained interests in residential mortgage securities is generally determined using observable market prices. Retained interests in other residential mortgage, commercial mortgage and other securities were not material at 31 December 2004 and 2003.

Note 3435 Post-Balance Sheet Events



There have been no material post-balance sheet events which would require disclosure or adjustment to the 31 December 20022004 Financial Statements.

Bond issues have decreasedincreased by CHF 850991 million from the balance sheet date to 113 February 2003.2005.

On 113 February 2003,2005, the Board of Directors reviewed the Financial Statements and authorized them for issue. These Financial Statements will be submitted to the Annual General Meeting of Shareholders to be held on 1621 April 20032005 for approval.




161


Financial Statements
Notes to the Financial Statements

Note 3536 Significant Subsidiaries and Associates



The legal entity group structure of UBS is designed to support the Group’s businesses within an efficient legal, tax, regulatory and funding framework. Neither the Business Groups of UBS (namely UBS Warburg, UBS PaineWebber, UBSInvestment Bank, Wealth Management USA, Wealth Management & Business Banking and UBSGlobal Asset Management) nor Corporate Center are replicated in their own individual legal entities but rather they generally operate out of the parent bank, UBS AG, through its Swiss and foreign branches.

The parent bank structure allows UBS to capitalize on the advantages offered by the use

of one legal platform by all the Business Groups. It provides for the most cost-efficientcost efficient and flexible structure and facilitates efficient allocation and use of capital, comprehensive risk management and straightforward funding processes.
Where, usually due to local legal, tax or regulatory rules or due to additional legal entities joining the UBS Group via acquisition, it is either not possible or not efficient to operate out of the parent bank, then local subsidiary companies host the appropriate businesses. The significant operating subsidiary companies in the Group are listed below:
               
Significant subsidiaries
        Share  Equity 
  Jurisdiction Business   capital  interest 
Company of incorporation Group1   in millions  accumulated in % 
 
Banco UBS SA Rio de Janeiro, Brazil IB BRL  52.9   100.0 
 
BDL Banco di Lugano Lugano, Switzerland CC CHF  50.0   100.0 
 
BDL Banco di Lugano (Singapore) Ltd Singapore, Singapore CC SGD  25.0   100.0 
 
Brunswick UBS Ltd George Town, Cayman Islands IB USD  25.0   100.0 
 
Cantrade Private Bank Switzerland (CI) Limited St. Helier, Jersey CC GBP  0.7   100.0 
 
Crédit Industriel SA Zurich, Switzerland WM&BB CHF  10.0   100.0 
 
Ehinger & Armand von Ernst AG Zurich, Switzerland CC CHF  21.0   100.0 
 
Factors AG Zurich, Switzerland WM&BB CHF  5.0   100.0 
 
Ferrier Lullin & Cie SA Geneva, Switzerland CC CHF  30.0   100.0 
 
GAM Holding AG Zurich, Switzerland CC CHF  50.0   100.0 
 
GAM Limited Hamilton, Bermuda CC USD  2.0   100.0 
 
Giubergia UBS SIM SpA Milan, Italy IB EUR  15.1   51.7 
 
Noriba Bank BSC Manama, Bahrain WM&BB USD  10.0   100.0 
 
PaineWebber Capital Inc Delaware, USA WM-US USD  25.8 2  100.0 
 
PT UBS Securities Indonesia Jakarta, Indonesia IB IDR  50,000.0   96.7 
 
SBC Wealth Management AG Zug, Switzerland CC CHF  290.1   100.0 
 
SBCI IB Limited London, Great Britain IB GBP  100.0   100.0 
 
SG Warburg & Co International BV Amsterdam, the Netherlands IB GBP  40.5   100.0 
 
Thesaurus Continentale Effekten-Gesellschaft in Zürich Zurich, Switzerland WM&BB CHF  0.1   100.0 
 
UBS (Bahamas) Ltd Nassau, Bahamas WM&BB USD  4.0   100.0 
 
UBS (France) SA Paris, France WM&BB EUR  10.7   100.0 
 
UBS (Italia) SpA Milan, Italy WM&BB EUR  42.0   100.0 
 
UBS (Luxembourg) SA Luxembourg, Luxembourg WM&BB CHF  150.0   100.0 
 
UBS (Monaco) SA Monte Carlo, Monaco WM&BB EUR  9.2   100.0 
 
UBS (Trust and Banking) Limited Tokyo, Japan Global AM JPY  11,150.0   100.0 
 
UBS Advisory and Capital Markets Australia Ltd Sydney, Australia IB AUD  580.8 2  100.0 
 
UBS Alternative and Quantitative Investments LLC Delaware, USA Global AM USD  0.0   100.0 
 
UBS Americas Inc Delaware, USA IB USD  4,550.8 2  100.0 
 
UBS Asesores SA Panama, Panama WM&BB USD  0.0   100.0 
 
UBS Australia Limited Sydney, Australia IB AUD  50.0   100.0 
 
UBS Bank (Canada) Toronto, Canada WM&BB CAD  8.5   100.0 
 
UBS Bank USA Utah, USA WM-US USD  1,700.0 2  100.0 
 
UBS Belgium SA/NV Brussels, Belgium WM&BB EUR  16.0   100.0 
 
UBS Beteiligungs-GmbH & Co KG Frankfurt am Main, Germany IB EUR  498.8   100.0 
 
UBS Capital (Jersey) Ltd St. Helier, Jersey IB GBP  226.0   100.0 
 
UBS Capital AG Zurich, Switzerland IB CHF  5.0   100.0 
 
1 WM&BB: Wealth Management & Business Banking, Global AM: Global Asset Management, IB: Investment Bank, WM-US: Wealth Management USA, CC: Corporate Center, IH: Industrial Holdings.
2 Share Capital and Share Premium.



Footnotes
1WB: UBS Wealth Management & Business Banking, AM: UBS Global Asset Management, WA: UBS Warburg, PW: UBS PaineWebber, CC: Corporate Center.
2Share Capital and Share Premium.
162

Significant subsidiaries

               
            Equity 
        Share  interest 
  Jurisdiction Business   capital  accumul- 
Company of incorporation Group1   in millions  ated in % 

Armand von Ernst & Cie AG Berne, Switzerland WB CHF  5.0   100.0 
Aventic AG Zurich, Switzerland WB CHF  30.0   100.0 
Banco UBS Warburg SA Rio de Janeiro, Brazil WA BRL  52.9   100.0 
Bank Ehinger & Cie AG Basel, Switzerland WB CHF  6.0   100.0 
BDL Banco di Lugano Lugano, Switzerland WB CHF  50.0   100.0 
BDL Banco di Lugano (Singapore) Ltd Singapore, Singapore WB CHF  22.5   100.0 
Brunswick UBS Warburg Ltd George Town, Cayman Islands WA USD  25.02  50.0 
Cantrade Privatbank AG Zurich, Switzerland WB CHF  10.0   100.0 
Cantrade Private Bank              
Switzerland (CI) Limited St. Helier, Jersey WB GBP  0.7   100.0 
Crédit Industriel SA Zurich, Switzerland WB CHF  10.0   100.0 
EIBA AG Zurich, Switzerland WA CHF  1.4   100.0 
Factors AG Zurich, Switzerland WB CHF  5.0   100.0 
Ferrier Lullin & Cie SA Geneva, Switzerland WB CHF  30.0   100.0 
Fondvest AG Zurich, Switzerland AM CHF  4.3   100.0 
GAM Holding AG Zurich, Switzerland AM CHF  200.0   100.0 
Global Asset Management Limited, Bermuda Hamilton, Bermuda AM USD  2.0   100.0 
IL Immobilien-Leasing AG Opfikon, Switzerland WB CHF  5.0   100.0 
Noriba Bank BSC Manama, Bahrain WB USD  10.0   100.0 
PaineWebber Capital Inc Delaware, USA PW USD  25.82  100.0 
PT UBS Warburg Indonesia Jakarta, Indonesia WA IDR  11,000.0   85.0 
PW Trust Company New Jersey, USA PW USD  4.42  99.6 
SG Warburg & Co International BV Amsterdam, the Netherlands WA GBP  40.5   100.0 


153


Note 36 Significant Subsidiaries and Associates (continued)

               
Significant subsidiaries (continued)
        Share  Equity 
  Jurisdiction Business   capital  interest 
Company of incorporation Group1   in millions  accumulated in % 
 
UBS Capital Americas Investments II LLC Delaware, USA IB USD  130.0 2  100.0 
 
UBS Capital Americas Investments III Ltd George Town, Cayman Islands IB USD  61.1 2  100.0 
 
UBS Capital Asia Pacific Limited George Town, Cayman Islands IB USD  5.0   100.0 
 
UBS Capital BV Amsterdam, the Netherlands IB EUR  118.8 2  100.0 
 
UBS Capital II LLC Delaware, USA IB USD  2.6 2  100.0 
 
UBS Capital Latin America LDC George Town, Cayman Islands IB USD  113.0 2  100.0 
 
UBS Capital LLC Delaware, USA IB USD  378.5 2  100.0 
 
UBS Capital SpA Milan, Italy IB EUR  0.8   100.0 
 
UBS Card Center AG Glattbrugg, Switzerland WM&BB CHF  40.0   100.0 
 
UBS Corporate Finance Italia SpA Milan, Italy IB EUR  1.9   100.0 
 
UBS Corporate Finance South Africa (Proprietary) Limited Sandton, South Africa IB ZAR  0.0   100.0 
 
UBS Derivatives Hong Kong Limited Hong Kong, China IB HKD  60.0   100.0 
 
UBS Employee Benefits Trust Limited St. Helier, Jersey CC CHF  0.0   100.0 
 
UBS Energy Canada Ltd. Calgary, Canada IB USD  11.3   100.0 
 
UBS Energy LLC Delaware, USA IB USD  0.0   100.0 
 
UBS Equity Research Malaysia Sdn Bhd Kuala Lumpur, Malaysia IB MYR  0.5   70.0 
 
UBS España SA Madrid, Spain WM&BB EUR  54.2   100.0 
 
UBS Fiduciaria SpA Milan, Italy WM&BB EUR  0.2   100.0 
 
UBS Fiduciary Trust Company New Jersey, USA WM-US USD  4.4 2  99.6 
 
UBS Finance (Cayman Islands) Ltd George Town, Cayman Islands CC USD  0.5   100.0 
 
UBS Finance (Curação) NV Willemstad, Netherlands Antilles CC USD  0.1   100.0 
 
UBS Finance (Delaware) LLC Delaware, USA IB USD  37.3 2  100.0 
 
UBS Financial Services Inc. Delaware, USA WM-US USD  1,672.3 2  100.0 
 
UBS Financial Services Incorporated of Puerto Rico Hato Rey, Puerto Rico WM-US USD  31.0 2  100.0 
 
UBS Fund Advisor LLC Delaware, USA WM-US USD  0.0   100.0 
 
UBS Fund Holding (Luxembourg) SA Luxembourg, Luxembourg Global AM CHF  42.0   100.0 
 
UBS Fund Holding (Switzerland) AG Basel, Switzerland Global AM CHF  18.0   100.0 
 
UBS Fund Management (Switzerland) AG Basel, Switzerland Global AM CHF  1.0   100.0 
 
UBS Fund Services (Cayman) Ltd George Town, Cayman Islands Global AM USD  5.6   100.0 
 
UBS Fund Services (Ireland) Limited Dublin, Ireland Global AM EUR  0.5   100.0 
 
UBS Fund Services (Luxembourg) SA Luxembourg, Luxembourg Global AM CHF  2.5   100.0 
 
UBS Global Asset Management (Americas) Inc Delaware, USA Global AM USD  0.0   100.0 
 
UBS Global Asset Management (Australia) Ltd Sydney, Australia Global AM AUD  8.0   100.0 
 
UBS Global Asset Management (Canada) Co Toronto, Canada Global AM CAD  117.0   100.0 
 
UBS Global Asset Management (France) SA Paris, France WM&BB EUR  2.1   100.0 
 
UBS Global Asset Management (Hong Kong) Limited Hong Kong, China Global AM HKD  25.0   100.0 
 
UBS Global Asset Management (Italia) SIM SpA Milan, Italy Global AM EUR  2.0   100.0 
 
UBS Global Asset Management (Japan) Ltd Tokyo, Japan Global AM JPY  2,200.0   100.0 
 
UBS Global Asset Management (Singapore) Holdings Pte Ltd Singapore, Singapore Global AM SGD  4.0   100.0 
 
UBS Global Asset Management (Taiwan) Ltd Taipei, Taiwan Global AM TWD  340.0   97.1 
 
UBS Global Asset Management (US) Inc Delaware, USA Global AM USD  35.2 2  100.0 
 
UBS Global Asset Management Holding Ltd London, Great Britain Global AM GBP  33.0   100.0 
 
UBS Global Life AG Vaduz, Liechtenstein WM&BB CHF  5.0   100.0 
 
UBS Global Trust Corporation St. John, Canada WM&BB CAD  0.1   100.0 
 
UBS International Holdings BV Amsterdam, the Netherlands CC EUR  6.8   100.0 
 
UBS International Inc New York, USA WM&BB USD  34.3 2  100.0 
 
UBS International Life Limited Dublin, Ireland WM&BB EUR  1.0   100.0 
 
1 WM&BB: Wealth Management & Business Banking, Global AM: Global Asset Management, IB: Investment Bank, WM-US: Wealth Management USA, CC: Corporate Center, IH: Industrial Holdings.
2 Share Capital and Share Premium.

163




Footnotes
1WB: UBS Wealth Management & Business Banking, AM: UBS Global Asset Management, WA: UBS Warburg, PW: UBS PaineWebber, CC: Corporate Center.
2Share Capital and Share Premium.

UBS Group Financial Statements
Notes to the Financial Statements

Note 3536 Significant Subsidiaries and Associates (continued)

               
Significant subsidiaries (continued)
        Share  Equity 
  Jurisdiction Business   capital  interest 
Company of incorporation Group1   in millions  accumulated in % 
 
UBS Invest Kapitalanlagegesellschaft mbH Frankfurt am Main, Germany Global AM EUR  7.7   100.0 
 
UBS Investment Bank AG Frankfurt am Main, Germany IB EUR  155.7   100.0 
 
UBS Investment Bank Nederland BV Amsterdam, the Netherlands IB EUR  10.9   100.0 
 
UBS Laing and Cruickshank Limited London, Great Britain WM&BB GBP  2.5   100.0 
 
UBS Leasing AG Brugg, Switzerland WM&BB CHF  10.0   100.0 
 
UBS Life AG Zurich, Switzerland WM&BB CHF  25.0   100.0 
 
UBS Limited London, Great Britain IB GBP  21.2   100.0 
 
UBS Loan Finance LLC Delaware, USA IB USD  16.7   100.0 
 
UBS Mortgage Holdings LLC Delaware, USA WM-US USD  0.0   100.0 
 
UBS New Zealand Limited Auckland, New Zealand IB NZD  7.5   100.0 
 
UBS O’Connor LLC Delaware, USA Global AM USD  1.0   100.0 
 
UBS PaineWebber Life Insurance Company California, USA WM-US USD  39.3 2  100.0 
 
UBS Portfolio LLC Delaware, USA IB USD  0.1   100.0 
 
UBS Preferred Funding Company LLC I Delaware, USA CC USD  0.0   100.0 
 
UBS Preferred Funding Company LLC II Delaware, USA CC USD  0.0   100.0 
 
UBS Preferred Funding Company LLC III Delaware, USA CC USD  0.0   100.0 
 
UBS Preferred Funding Company LLC IV Delaware, USA CC USD  0.0   100.0 
 
UBS Principal Finance LLC Delaware, USA IB USD  0.1   100.0 
 
UBS Private Clients Australia Ltd Melbourne, Australia WM&BB AUD  53.9   100.0 
 
UBS Real Estate Investments Inc Delaware, USA IB USD  0.3   100.0 
 
UBS Real Estate Securities Inc Delaware, USA IB USD  0.4   100.0 
 
UBS Realty Investors LLC Connecticut, USA Global AM USD  9.3   100.0 
 
UBS Securities (Thailand) Ltd Bangkok, Thailand IB THB  400.0   100.0 
 
UBS Securities Asia Limited Hong Kong, China IB HKD  20.0   100.0 
 
UBS Securities Australia Ltd Sydney, Australia IB AUD  209.8 2  100.0 
 
UBS Securities Canada Inc Toronto, Canada IB CAD  10.0   50.0 
 
UBS Securities España Sociedad de Valores SA Madrid, Spain IB EUR  15.0   100.0 
 
UBS Securities France SA Paris, France IB EUR  22.9   100.0 
 
UBS Securities Hong Kong Limited Hong Kong, China IB HKD  230.0   100.0 
 
UBS Securities India Private Limited Mumbai, India IB INR  237.8   75.0 
 
UBS Securities International Limited London, Great Britain IB GBP  18.0   100.0 
 
UBS Securities Japan Ltd George Town, Cayman Islands IB JPY  60,000.0   100.0 
 
UBS Securities Limited London, Great Britain IB GBP  140.0   100.0 
 
UBS Securities Limited Seoul Branch Seoul, South Korea IB KRW  0.0   100.0 
 
UBS Securities LLC Delaware, USA IB USD  2,141.4 2  100.0 
 
UBS Securities Philippines Inc Makati City, Philippines IB PHP  150.0   100.0 
 
UBS Securities Singapore Pte Ltd Singapore, Singapore IB SGD  55.0   100.0 
 
UBS Services USA LLC Delaware, USA WM-US USD  0.0   100.0 
 
UBS Securities South Africa (Proprietary) Limited Sandton, South Africa IB ZAR  87.1 2  100.0 
 
UBS Trust (Canada) Toronto, Canada WM&BB CAD  12.5   100.0 
 
UBS Trust Company National Association New York, USA WM-US USD  5.0 2  100.0 
 
UBS Trustees (Bahamas) Ltd Nassau, Bahamas WM&BB USD  2.0   100.0 
 
UBS Trustees (Cayman) Ltd George Town, Cayman Islands WM&BB USD  2.0   100.0 
 
UBS Trustees (Jersey) Ltd St. Helier, Jersey WM&BB GBP  0.0   100.0 
 
UBS Trustees (Singapore) Limited Singapore, Singapore WM&BB SGD  3.3   100.0 
 
UBS UK Holding Limited London, Great Britain IB GBP  5.0   100.0 
 
UBS Wealth Management AG Frankfurt, Germany WM&BB EUR  51.0   100.0 
 
1

WM&BB: Wealth Management & Business Banking, Global AM: Global Asset Management, IB: Investment Bank, WM-US: Wealth Management USA, CC: Corporate Center, IH: Industrial Holdings.

Significant subsidiaries (continued)2
               
            Equity 
        Share  interest 
  Jurisdiction Business   capital  accumul- 
Company of incorporation Group1   in millions  ated in % 

Thesaurus Continentale              
Effekten-Gesellschaft in Zürich Zurich, Switzerland WB CHF  30.0   100.0 
UBS (Bahamas) Ltd Nassau, Bahamas WB USD  4.0   100.0 
UBS (France) SA Paris, France WB EUR  10.0   100.0 
UBS (Italia) SpA Milan, Italy WB EUR  22.2   100.0 
UBS (Luxembourg) SA Luxembourg, Luxembourg WB CHF  150.0   100.0 
UBS (Monaco) SA Monte Carlo, Monaco WB EUR  9.2   100.0 
UBS (Sydney) Limited Sydney, Australia WA AUD  12.7   100.0 
UBS (Trust and Banking) Limited Tokyo, Japan AM JPY  10,900.0   100.0 
UBS (USA) Inc Delaware, USA WA USD  315.0   100.0 
UBS Americas Inc Delaware, USA WA USD  4,490.82   100.0 
UBS Australia Limited Sydney, Australia WA AUD  50.0   100.0 
UBS Bank (Canada) Toronto, Canada WB CAD  20.7   100.0 
UBS Beteiligungs-GmbH & Co KG Frankfurt, Germany WA EUR  398.8   100.0 
UBS Bunting Warburg Inc Toronto, Canada WA CAD  33.3   50.0 
UBS Capital (Jersey) Ltd St. Helier, Jersey WA GBP  226.0   100.0 
UBS Capital AG Zurich, Switzerland WA CHF  5.0   100.0 
UBS Capital Americas Investments II LLC Delaware, USA WA USD  130.02  100.0 
UBS Capital Americas Investments III Ltd George Town, Cayman Islands WA USD  61.02  100.0 
UBS Capital Asia Pacific Limited George Town, Cayman Islands WA USD  5.0   100.0 
UBS Capital BV Amsterdam, the Netherlands WA EUR  104.12  100.0 
UBS Capital II LLC Delaware, USA WA USD  2.62  100.0 
UBS Capital Latin America LDC George Town, Cayman Islands WA USD  113.02  100.0 
UBS Capital LLC Delaware, USA WA USD  378.52  100.0 
UBS Capital Partners Limited London, Great Britain WA GBP  6.7   100.0 
UBS Capital SpA Milan, Italy WA EUR  25.8   100.0 
UBS Card Center AG Glattbrugg, Switzerland WB CHF  40.0   100.0 
UBS Employee Benefits Trust Limited St. Helier, Jersey CC CHF     100.0 
UBS España SA Madrid, Spain WB EUR  85.3   100.0 
UBS Fiduciaria SpA Milan, Italy WB EUR  0.2   100.0 
UBS Finance (Cayman Islands) Ltd George Town, Cayman Islands CC USD  0.5   100.0 
UBS Finance (Curação) NV Willemstad, Netherlands CC USD  0.1   100.0 
  Antilles            
UBS Finance (Delaware) LLC Delaware, USA WA USD  37.32  100.0 
UBS Finanzholding AG Zurich, Switzerland CC CHF  10.0   100.0 
UBS Fund Holding (Luxembourg) SA Luxembourg, Luxembourg AM CHF  42.0   100.0 
UBS Fund Holding (Switzerland) AG Basel, Switzerland AM CHF  18.0   100.0 
UBS Fund Management (Switzerland) AG Basel, Switzerland AM CHF  1.0   100.0 
UBS Fund Services (Cayman) Ltd George Town, Cayman Islands AM USD  5.6   100.0 
UBS Fund Services (Luxembourg) SA Luxembourg, Luxembourg AM CHF  2.5   100.0 
UBS Global Asset Management (Americas) Inc Delaware, USA AM USD     100.0 
UBS Global Asset Management (Australia) Ltd Sydney, Australia AM AUD  8.0   100.0 
UBS Global Asset Management (Canada) Co Halifax, Canada AM CAD  117.0   100.0 
UBS Global Asset Management (France) SA Paris, France AM EUR  1.5   100.0 
UBS Global Asset Management              
(Hong Kong) Limited Hong Kong, China AM HKD  25.0   100.0 
UBS Global Asset Management              
(Italia) SIM SpA Milan, Italy AM EUR  2.0   100.0 
UBS Global Asset Management (Japan) Ltd Tokyo, Japan AM JPY  2,200.0   100.0 
UBS Global Asset Management              
(New York) Inc New York, USA AM USD  0.5   100.0 
UBS Global Asset Management              
(Singapore) Ltd Singapore, Singapore AM SGD  4.0   100.0 
UBS Global Asset Management (Taiwan) Ltd Taipei, Taiwan AM TWD  340.0   84.1 
UBS Global Asset Management (US) Inc Delaware, USA AM USD  35.32  100.0 

Share Capital and Share Premium.


164

154






Footnotes
1WB: UBS Wealth Management & Business Banking, AM: UBS Global Asset Management, WA: UBS Warburg, PW: UBS PaineWebber, CC: Corporate Center.
2Share Capital and Share Premium.

Note 3536 Significant Subsidiaries and Associates (continued)

Significant subsidiaries (continued)

               
            Equity 
        Share  interest 
  Jurisdiction Business capital  accumul- 
Company of incorporation Group1 in millions  ated in % 

UBS Global Asset Management Holding Ltd London, Great Britain AM GBP  8.02  100.0 
UBS Global Trust Corporation St. John, Canada WB CAD  0.1   100.0 
UBS Immoleasing AG Zurich, Switzerland WB CHF  3.0   100.0 
UBS International Holdings BV Amsterdam, the Netherlands CC CHF  13.8   100.0 
UBS Invest Kapitalanlagegesellschaft mbH Frankfurt, Germany AM EUR  6.4   100.0 
UBS Investment Bank Limited London, Great Britain WA GBP  10.0   100.0 
UBS Leasing AG Brugg, Switzerland WB CHF  10.0   100.0 
UBS Life AG Zurich, Switzerland WB CHF  25.0   100.0 
UBS Limited London, Great Britain WA GBP  10.0   100.0 
UBS O’Connor LLC Delaware, USA AM USD  1.0   100.0 
UBS O’Connor Trading Limited George Town, Cayman Islands AM USD  350.0   100.0 
UBS PaineWebber Inc Delaware, USA PW USD  1,707.52  100.0 
UBS PaineWebber Incorporated of              
Puerto Rico Hato Rey, Puerto Rico PW USD  31.62  100.0 
UBS PaineWebber Life Insurance Company California, USA PW USD  39.32  100.0 
UBS Portfolio LLC New York, USA WA USD  0.1   100.0 
UBS Preferred Funding Company LLC I Delaware, USA WA USD     100.0 
UBS Preferred Funding Company LLC II Delaware, USA WA USD     100.0 
UBS Preferred Funding Company LLC III Delaware, USA WA USD     100.0 
UBS Principal Finance LLC Delaware, USA WA USD  0.1   100.0 
UBS Private Banking (Belgium) SA Brussels, Belgium WB EUR  7.3   100.0 
UBS Private Banking Deutschland AG Hamburg, Germany WB EUR  51.0   100.0 
UBS Realty Investors LLC Massachusetts, USA AM USD     100.0 
UBS Trust (Canada) Toronto, Canada WB CAD  12.5   100.0 
UBS Trustees (Bahamas) Ltd Nassau, Bahamas WB USD  2.0   100.0 
UBS Trustees (Cayman) Ltd George Town, Cayman Islands WB USD  2.0   100.0 
UBS Trustees (Jersey) Ltd St. Helier, Jersey WB GBP  0.7   100.0 
UBS Trustees (Singapore) Limited Singapore, Singapore WB SGD  3.3   100.0 
UBS UK Holding Limited London, Great Britain WA GBP  5.0   100.0 
UBS UK Limited London, Great Britain WA GBP  609.0   100.0 
UBS Warburg (France) SA Paris, France WA EUR  22.9   100.0 
UBS Warburg (Italia) SpA Milan, Italy WA EUR  1.9   100.0 
UBS Warburg (Japan) Limited George Town, Cayman Islands WA JPY  50,000.0   100.0 
UBS Warburg (Malaysia) Sdn Bhd Kuala Lumpur, Malaysia WA MYR  0.5   70.0 
UBS Warburg (Nederland) BV Amsterdam, the Netherlands WA EUR  10.9   100.0 
UBS Warburg AG Frankfurt, Germany WA EUR  155.7   100.0 
UBS Warburg Asia Limited Hong Kong, China WA HKD  20.0   100.0 
UBS Warburg              
Australia Corporate Finance Ltd Sydney, Australia WA AUD     100.0 
UBS Warburg              
Australia Corporation Pty Limited Sydney, Australia WA AUD  50.42  100.0 
UBS Warburg Australia Equities Ltd Sydney, Australia WA AUD  190.02  100.0 
UBS Warburg Australia Limited Sydney, Australia WA AUD  571.52  100.0 
UBS Warburg Derivatives Limited Hong Kong, China WA HKD  20.0   100.0 
UBS Warburg Hong Kong Limited Hong Kong, China WA HKD  30.0   100.0 
UBS Warburg International Ltd London, Great Britain WA GBP  18.0   100.0 
UBS Warburg Investments Ltd Sydney, Australia WA AUD  0.1   100.0 
UBS Warburg LLC Delaware, USA WA USD  948.1   100.0 
UBS Warburg Ltd London, Great Britain WA GBP  17.5   100.0 
UBS Warburg New Zealand Equities Ltd Auckland, New Zealand WA NZD  7.5   100.0 
UBS Warburg Private Clients Ltd Melbourne, Australia WA AUD  53.9   100.0 
UBS Warburg Pte Ltd Singapore, Singapore WA SGD  55.0   100.0 
UBS Warburg Real Estate Securities Inc Delaware, USA WA USD  0.4   100.0 
UBS Warburg Securities (España) SV SA Madrid, Spain WA EUR  15.0   100.0 


155


               
Significant subsidiaries (continued)
        Share  Equity 
  Jurisdiction Business   capital  interest 
Company of incorporation Group1   in millions  accumulated in % 
 
Motor-Columbus AG Baden, Switzerland IH CHF  253.0   55.6 
 
Aare-Tessin AG für Elektrizität3
 Olten, Switzerland IH CHF  303.6   33.0 
 
Atel Energia S. r. l.3
 Milan, Italy IH EUR  20.0   32.3 
 
Atel Installationstechnik AG3
 Olten, Switzerland IH CHF  30.0   33.0 
 
Entrade GmbH3
 Schaffhausen, Switzerland IH CHF  0.4   24.7 
 
GAH Beteiligungs AG3
 Heidelberg, Germany IH EUR  25.0   33.0 
 
Società Elettrica Sopracenerina SA3
 Locarno, Switzerland IH CHF  27.5   19.6 
 

UBS Group Financial Statements
Notes to the Financial Statements
1

WM&BB: Wealth Management & Business Banking, Global AM: Global Asset Management, IB: Investment Bank, WM-US: Wealth Management USA, CC: Corporate Center, IH: Industrial Holdings.  Note 35 Significant Subsidiaries2 Share Capital and Associates (continued)Share Premium.  3

Significant subsidiaries (continued)

               
            Equity 
        Share  interest 
  Jurisdiction Business   capital  accumul- 
Company of incorporation Group1   in millions  ated in % 

UBS Warburg Securities 
(South Africa) (Pty) Limited Sandton, South Africa WA ZAR  87.1   100.0 
UBS Warburg Securities Co Ltd Bangkok, Thailand WA THB  400.0   100.0 
UBS Warburg Securities India Private Limited Mumbai, India WA INR  237.8   75.0 
UBS Warburg Securities Ltd London, Great Britain WA GBP  140.0   100.0 
UBS Warburg Securities Philippines Inc Makati City, Philippines WA PHP  150.0   100.0 

Not wholly owned subsidiary controlled by Motor-Columbus which itself is only 55.6% owned by UBS.

Consolidated companies: changes in 2002

Significant new companies


BDL Banco di Lugano (Singapore) Ltd — Singapore, Singapore
GAM Holding AG — Zurich, Switzerland
Noriba Bank BSC — Manama, Bahrain
UBS Fiduciaria SpA — Milan, Italy
UBS Private Banking (Belgium) SA — Brussels, Belgium

Deconsolidated companies

     
Consolidated companies: changes in 2004
Significant new companies
UBS Alternative and Quantitative Investments LLC – Delaware, USA
UBS Energy Canada Limited – Calgary, Canada
UBS Energy LLC – Delaware, USA
UBS Fund Services (Ireland) Limited – Dublin, Ireland
UBS Global Life AG – Vaduz, Liechtenstein
UBS Laing and Cruickshank Limited – London, Great Britain
UBS Securities Limited Seoul Branch – Seoul, South Korea
UBS Services USA LLC – Delaware, USA
Motor-Columbus AG – Baden, Switzerland
Aare-Tessin AG für Elektrizität – Olten, Switzerland
Atel Energia S.r.l. – Milan, Italy
Atel Installationstechnik AG – Olten, Switzerland
Entrade GmbH – Schaffhausen, Switzerland
GAH Beteiligungs AG – Heidelberg, Germany
Società Elettrica Sopracenerina SA – Locarno, Switzerland
Deconsolidated companies
Significant deconsolidated companies Reason for deconsolidation 

Hirslanden HoldingUBS Finanzholding AG Zurich, Switzerland SoldMerged
HYPOSWISS Schweizerische Hypotheken- und Handelsbank —
Aventic AG – Zurich, Switzerland SoldMerged

             
Significant associates
    Equity interest  Share capital 
Company Industry in %  in millions 
 
Electricité d’Emosson SA – Martigny, Switzerland Electricity  16  CHF  140 
 
Engadiner Kraftwerke AG – Zernez, Switzerland Electricity  7  CHF  140 
 
Kernkraftwerk Gösgen-Däniken AG – Däniken, Switzerland Electricity  13  CHF  350 1
 
Kernkraftwerk Leibstadt AG – Leibstadt, Switzerland Electricity  9  CHF  450 
 
SIS Swiss Financial Services Group AG – Zurich, Switzerland Financial  33  CHF  26 
 
Telekurs Holding AG – Zurich, Switzerland Financial  33  CHF  45 
 
Azienda Energetica Municipale S.p.A. – Milan, Italy Electricity  2  EUR  930 
 
UBS Currency Portfolio Ltd – George Town, Cayman Islands Private Investment Company  18  USD  1,831 2
 
UBS Global Equity Arbitrage Ltd – George Town, Cayman Islands Private Investment Company  37  USD  929 2
 
O’Connor Proprietary Series – Currency and Rates, Fundamental Long / Short and Convertible Arbitrage Limited – George Town, Cayman Islands Private Investment Company  44  USD  506 2
 
O’Connor Proprietary Series – Currency and Rates, Fundamental Long / Short and Convertible Arbitrage (EURO) Limited – George Town, Cayman Islands Private Investment Company  51  EUR  153 2
 
Volbroker.com Limited – London, Great Britain Financial  21  GBP  18 
 
Significant associates1
               
    Equity interest  Share capital 
Company Industry in %  in millions 

SIS Swiss Financial Services Group AG — Zurich, Switzerland Financial  32.9  CHF  26 
Giubergia UBS Warburg SIM SpA — Milan, Italy Financial  49.9  EUR  15 
Motor Columbus AG — Baden, Switzerland Electricity  35.6  CHF  253 
Telekurs Holding AG — Zurich, Switzerland Financial  33.3  CHF  45 
Volbroker.com Limited — London, Great Britain Financial  21.0  GBP  18 

Thereof paid in CHF 290.0 millions.  2 For Hedge Funds Net Asset Value instead of share capital.

None of the above investments carry voting rights that are significantly different from the proportion of shares held.165


156


Financial Statements
Notes to the Financial Statements

Note 36 Acquisition of Paine Webber Group, Inc.

37 Invested Assets and Net New Money


Invested assets include all client assets managed by or deposited with UBS for investment purposes only. They therefore exclude all assets held for purely transactional purposes. Assets included are, for example, managed fund assets, managed institutional assets, discretionary and advisory wealth management portfolios, fiduciary deposits, time deposits, savings accounts and wealth management securities or brokerage accounts. Custody-only assets and transactional cash or current accounts as well as non-bankable assets (e. g. art collections) and deposits from third-party banks for funding or trading purposes are excluded.

Discretionary assets are defined as those where the bank decides on how a client’s assets are invested. Other invested assets are those where the client decides on how the assets are invested. When a single product is created in one Business

On 3 November 2000,Group and sold in another, it is counted in both the Business Group that does the investment management and the one that distributes it. This results in double counting within UBS completed its acquisitiontotal invested assets, as both Business Groups are providing a service independently to their respective clients, and both add value and generate revenue.

Net new money is the net amount of 100%invested assets that are acquired by the bank from new clients, invested assets that are lost when clients terminate their relationship with UBS and the inflows and outflows of the outstanding common stock of the Paine Webber Group, Inc. (“Paine-Webber”), a full-service broker-dealerinvested assets from existing UBS clients. Interest and one of the largest securities and commodities firms in the United States servicing both individual and institutional clients. The transaction was accounted for using the purchase method of accounting, making PaineWebber a wholly owned subsidiary of UBS. Results of operations of PaineWebber have beendividend income from invested assets is not included in the consolidatednet new money result. Market and currency movements are also excluded, as are the effects resulting from any acquisition or divestment of a UBS subsidiary or business. Interest expense on loans results beginning onin net new money outflows.



         
CHF billion 31.12.04  31.12.03 
 
Fund assets managed by UBS  354   339 
 
Discretionary assets  570   507 
 
Other invested assets  1,326   1,287 
 
Total invested assets
  2,250   2,133 
 
thereof double count
  294   283 
 
Net new money
  88.9   69.1 
 

166


Note 38 Business Combinations

During 2004, UBS completed several acquisitions that were accounted for as business combinations. Except Motor-Columbus, which is discussed separately, none of the acquisitions was individually significant to the financial statements, and therefore, they are presented aggregated per Business Group.

Wealth Management

In the first quarter of 2004, UBS acquired the private banking operations of Lloyds Bank S.A., France, and the private client business of Merrill Lynch in Germany and Austria. The two businesses together had invested assets of approximately CHF 3.3 billion at the date of acquisition. UnderBoth businesses have been integrated into the local UBS Wealth Management operations and helped to significantly increase the client base in France and Germany.
In the second quarter of 2004, UBS acquired Laing & Cruickshank and Scott Goodman Harris, both British firms. Laing & Cruickshank, acquired for a consideration of approximately CHF 363 million, provides comprehensive wealth management services to high net worth investors and charities. 75 client advisors looked after invested assets of approximately CHF 11.4 billion, which doubled the size of UBS’s wealth management operations in the United Kingdom. Scott Goodman

Harris provides advice on pension and retirement benefit products, serving primarily executives and company directors with 28 employees. Subsequent to the acquisition both firms have been integrated into the UBS wealth management operations in the UK.

In fourth quarter 2004, UBS acquired Sauerborn Trust AG (Sauerborn), an independent German firm providing financial advisory services to individuals in the ultra-high net worth segment. Sauerborn has approximately CHF 9.4 billion of assets under management. UBS has merged its ultra-high net worth segment within the German wealth management business with the operations of Sauerborn to provide an expanded range of services and products to its clients and reap the benefits of synergies. UBS paid a cash consideration of approximately CHF 140 million (EUR 91 million) at closing, and will pay a further CHF 65 million (EUR 42 million) in three equal installments over the next two years.
The aggregate purchase price for the five acquisitions is approximately CHF 696 million and has been allocated to acquired net assets at fair value of CHF 175 million. The difference of CHF 521 million to the purchase price has been recognized as goodwill. Details of assets and liabilities recognized are as follows:



             
      Step-up to    
CHF million Book value  fair value  Fair value 
 
             
Assets
            
 
Intangible assets  0   162   162 
 
Property and equipment  3   (1)  2 
 
Financial Investments  5   0   5 
 
Goodwill  0   521   521 
 
All other assets  260   2   262 
 
Total assets
  268   684   952 
 
             
Liabilities
            
 
Provisions  5   19   24 
 
Deferred tax liabilities  0   54   54 
 
All other liabilities  178   0   178 
 
Total liabilities  183   73   256 
 
Net assets  85   611   696 
 
Total liabilities and equity
  268   684   952 
 

Intangible assets recognized relate to the businesses’ existing customer relationships and have been assigned useful lives of twenty years, over which they will be amortized.

167


Financial Statements
Notes to the Financial Statements

Note 38 Business Combinations (continued)

Investment Bank

In fourth quarter 2004, UBS acquired Charles Schwab SoundView Capital Markets, the capital markets division of Charles Schwab Corp. (Schwab), for an aggregate cash consideration of approximately CHF 304 million. The business comprises equities trading and sales, including a third-party execution business, along with Schwab’s NASDAQ trading system. This business handles over 200 million shares a day in trade volume and makes a market in over 11,000 stocks. As part of the acquisition, UBS and Schwab have entered into multi-year execution service agreements for the handling of Schwab’s equities and listed options orders. The business was integrated in the Equities business of UBS’s Investment Bank.
Also in fourth quarter 2004, UBS acquired Brunswick Capital’s 50% stake in Brunswick UBS, an equity brokerage and trading, investment banking and custody joint venture in Russia in which UBS and Brunswick Capital were equal partners. The total purchase price has been estimated at approximately CHF 203 million, of which UBS paid at closing a cash con-

sideration to the sellers of CHF 113 million (USD 99 million) and will pay a further CHF 75 million (USD 66 million) at the end of 2005 plus 20% of Brunswick UBS’s net profits for 2005. Formed in 1997, Brunswick UBS has developed a significant franchise in the Russian securities market, employing 120 people in Moscow. UBS has already consolidated Brunswick, so that the effects of this acquisition on the financial statements are minor.

The aggregate purchase price for the two businesses is approximately CHF 507 million, a portion of which includes a deferred component linked to future results of operations. Accordingly, a revision of the current purchase price estimate will be made, if necessary, once final payments have been determined. The purchase price has been allocated to net assets acquired of CHF 198 million, which includes a revaluation of CHF 27 million related to UBS’s existing interest in Brunswick. The difference of CHF 336 million to the purchase price has been recognized as goodwill. Details of assets and liabilities recognized are as follows:



             
      Step-up to    
CHF million Book value  fair value  Fair value 
 
             
Assets
            
 
Intangible assets  21   133   154 
 
Property and equipment  20   (13)  7 
 
Financial investments  99   (2)  97 
 
Deferred tax assets  37   (37)   
 
Goodwill     336   336 
 
All other assets  361   (1)  360 
 
Total assets
  538   416   954 
 
             
Liabilities
            
 
Deferred tax liabilities     23   23 
 
All other liabilities  364   32   396 
 
Total liabilities  364   55   419 
 
Minority interests  40   (39)  1 
 
Equity  134   400   534 
 
Total liabilities, minority interests and equity
  538   416   954 
 

Intangible assets recognized relate to the businesses’ existing customer relationships and have been assigned useful lives of five years in the case of Brunswick and eight years in the case of Schwab over which they will be amortized.

168


Note 38 Business Combinations (continued)

Notz Stucki

In the first quarter of 2004, Ferrier Lullin, one of UBS’s private label banks, acquired Notz Stucki & Co., a small private bank in Geneva. The activities have been integrated into the operations of Ferrier Lullin. The purchase price of CHF 42 million was allocated to net tangible assets of CHF 22 million, and Notz Stucki’s customer base of CHF 21 million, less deferred taxes of CHF 5 million. The difference of CHF 4 million to the purchase price was recognized as goodwill.

Motor-Columbus

On 1 July 2004, UBS acquired from RWE, a German utilities company, its 20% ownership interest in Motor-Columbus AG (Motor-Columbus) for a cash consideration, including incidental acquisition costs, of approximately CHF 379 million. UBS now holds a 55.6% majority interest in Motor-Columbus, a Swiss holding company whose most significant asset is an approximate 59.3% ownership interest in Aare-Tessin AG für

Elektrizität (Atel), a Swiss group engaged in the production, distribution and trading of electricity.

UBS now consolidates Motor-Columbus and treated the acquisition of the 20% ownership interest as a business combination. The purchase price was allocated to acquired net assets of approximately CHF 260 million and the difference of CHF 119 million to the purchase price was recognized as goodwill. In accordance with IFRS 3, the existing 35.6% interest in Motor-Columbus was revalued to the valuation basis established at 1 July 2004, resulting in a revaluation amount of sharesapproximately CHF 81 million (CHF 63 million net of deferred tax liabilities), which was recorded directly in equity. The minority interests were also revalued to the new valuation basis, so that assets acquired and liabilities assumed are carried at full fair value. Details of assets, liabilities and minority interests, for which a step-up to fair value was recognized in purchase accounting, and all other assets and liabilities recognized at carryover basis are as follows:



             
      Step-up to    
CHF million Book value  fair value  Fair value 
 
             
Assets
            
Intangible assets  444   750   1,194 
 
Property and equipment  1,939   144   2,083 
 
Investments in associates  655   367   1,022 
 
Financial investments  621   19   640 
 
Deferred tax assets  113   67   180 
 
All other assets  2,629      2,629 
 
Total assets
  6,401   1,347   7,748 
 
             
Liabilities
            
 
Provisions  835   75   910 
 
Debt issued  700   27   727 
 
Deferred tax liabilities  293   308   601 
 
All other liabilities  3,045      3,045 
 
Total liabilities  4,873   410   5,283 
 
Minority interests  784   382   1,166 
 
Equity  744   555   1,299 
 
Total liabilities, minority interests and equity
  6,401   1,347   7,748 
 

The CHF 75 million step-up to fair value of provisions relates to contingent liabilities arising from guarantees and certain contractual obligations. UBS’s share in the equity at fair value of CHF 1,299 million is CHF 723 million, while the remaining CHF 576 million is recognized as additional minority interests, bringing total minority interest as of the acquisition date to CHF 1,742 million.

options issued was measuredUseful economic lives between 4 and 25 years have been assigned to amortizable and depreciable assets based on contractual lives, where applicable, or estimates of the date of acquisition, 3 November 2000.

     Purchase consideration amounted to CHF 22.0 billion (USD 12.5 billion) consisting of shares, options and cash. Total goodwill recorded in connection withperiod during which the acquisition amounted to CHF 12.8 billion (USD 7.3 billion) at 3 November 2000 and is being amortized usingassets will benefit the straight-line method over an estimated useful life of 20 years. At 31 December 2002 and 2001, the net book value of goodwill relatedoperations.



169


Financial Statements
Notes to the Paine-Webber acquisition amounted to CHF 9.0 billion and CHF 11.6 billion respectively.

Financial Statements

Note 38 Business Combinations (continued)

 


Pro-forma information (unaudited)

The following pro-forma information shows UBS’s total operating income, net profit and basic earnings per share as if all of the above acquisitions had been made as at 1 January 2004

and 2003, respectively. Adjustments have been made to reflect additional amortization and depreciation of assets and liabilities, which have been assigned fair values different from their carryover basis in purchase accounting.



         
  For the year ended
CHF million, except where indicated 31.12.04  31.12.03 
 
Total operating income  44,812   39,536 
 
Net profit  8,112   6,277 
 
Basic earnings per share (CHF)  7.71   5.62 
 

Note 3739 Currency Translation Rates

The following table shows the principal rates used to translate the financial statements of foreign entities into Swiss francs:

                
 Spot rate Average rate                  
 As at Year ended  Spot rate Average rate
 
 
 As at Year ended
  31.12.02  31.12.01  31.12.02  31.12.01 31.12.00  31.12.04 31.12.03 31.12.04 31.12.03 31.12.02 


1 USD  1.38  1.67  1.54  1.69 1.69  1.14 1.24 1.24 1.34 1.54 
1 EUR  1.45  1.48  1.46  1.50 1.56  1.55 1.56 1.54 1.54 1.46 
1 GBP  2.23  2.43  2.33  2.44 2.57  2.19 2.22 2.27 2.20 2.33 
100 JPY  1.17  1.27  1.24  1.40 1.57  1.11 1.15 1.15 1.16 1.24 


170



Note 3840 Swiss Banking Law Requirements



The consolidated financial statements of UBS are prepared in accordance with International Financial Reporting Standards. Set out below are the deviations which would result ifsignificant differences regarding recognition and measurement between IFRS and the provisions of the Banking Ordinance and the Guidelines of the Swiss Federal Banking Commission governing financial statement reporting pursuant to Article 23 through Article 27 of the Banking Ordinance were applied in the preparation of the consolidated financial statements of UBS.Ordinance.

1. Treasury sharesConsolidation

Under IFRS, treasury sharesentities which are presented indirectly or indirectly controlled by the balance sheetGroup are consolidated. Temporarily controlled entities that are acquired and held with a view to their subsequent disposal, are recorded as a deduction from Shareholders’ equity and accounted for at weighted average cost. Contracts that require physical settlement

Financial investments.
or net share settlement in UBS AG shares are classified in Shareholders’ equity as Share premium and accounted for at weighted average cost. The difference between the proceeds from sales of treasury shares or contracts that require physical settlement or contracts that require net share settlement and their cost (net of tax) is reported as Share premium. The par value of shares repurchased and cancelled is debited to the issued and paid up share capital for the par value, with the remainder of the cost of the repurchased shares debited to Share premium. No dividends are paid on treasury shares.
Under Swiss law, own shares held for market-making purposesonly entities that are presentedactive in the balance sheetfield of banking and finance as Trading portfolio assets. Own shares


157


UBS Group Financial Statements
Noteswell as real estate entities are subject to the Financial Statements

consolidation. Entities which are held for other purposes are classified as Financial investments and a corresponding reserve for own shares is established within Shareholders’ equity. All derivative contracts on own shares are reported as Positive or Negative replacement values. Traded own shares and derivatives on own shares are carried at fair value. Gains and losses realized on disposal and unrealized gains and losses from changes in the fair valuetemporarily are recorded as Net trading income. Own shares reported within Financial investments are reported at the lower of cost or market value. Reductions to market value and reversals of such reductions, as well as gains and losses on disposal, are included in Other income. Own shares repurchased for cancellation are reported as financial investments and accounted for at cost. Upon cancellation, the par value of shares repurchased and cancelled is debited against Share capital for the par value, with the remainder of the purchase cost debited against General statutory reserve.investments.

2. Financial investments

Under IFRS, available for saleavailable-for-sale financial investments are carried at fair value. Changes in the fair value of available for sale financial investments are recorded as increases or decreases todirectly in Shareholders’ equity until an investment is sold, collected or otherwise disposed of, or until an investment is determined to be impaired. At the time an available for saleavailable-for-sale investment is determined to be impaired, the cumulative unrealized loss previously recognized in Shareholders’ equity is included in net profit or loss for the period. On disposal of an available for salea financial investment, the difference between the net disposal proceeds and the carrying amount includingplus any previously recognizedattributable unrealized gain or loss arising from a changebalance recognized in fair value reported within Shareholders’ equity, is included in net profit or loss for the period.
Under Swiss law, financial investments are carried at the lower of cost or market value. Reductions to market value below cost and reversals of such reductions as well as gains and losses on disposal are included in Other income.


3. Cash flow hedges

The Group also uses derivative instruments to hedge against the exposure from varying cash flows receivable and payable. UnderUn-

der IFRS, when hedge accounting is applied for these instruments, the unrealized gain or loss on the effective portion of the derivatives is recorded in Shareholders’ equity until the hedged cash flows occur, at which time the accumulated gain or loss is realized and released to income.

Under Swiss law, the unrealized gains or losses on the effective portion of the derivative instruments used to hedge cash flow exposures are deferred on the balance sheet.sheet as assets or liabilities. The deferred amounts are released to income when the hedged cash flows occur.

4. Gains/losses not recognized in the income statementInvestment property

Gains/losses not recognized in the income statement is a separate line within Shareholders’ equity where underUnder IFRS, unrealized gains and losses from currency translation, changes ininvestment properties are carried at fair value of financial investments available for sale and of derivative instruments designated as cash flow hedges are reported.value.
Under Swiss law, only foreign currency translation differencesinvestment properties are reported in Shareholders’ equity. The other two componentscarried at the lower of cost less accumulated depreciation or market value. Depreciations on investment properties are reported accordingcontinued until a sale is executed.

5. Fair value option

Under IFRS, the Group applies the fair value option to hybrid instruments issued. As a result the embedded derivative as well as the host contract related to the methods described in captions 2. and 3. above.

5. Extraordinary income and expense

Under IFRS, items of income and expense can only be classified as extraordinary if theyhybrid instrument are clearly distinct from the ordinary activities and their occurrence is expectedmarked to be rare.market.
Under Swiss law, incomethe fair value option is not available. Hybrid instruments are bifurcated: while the embedded derivative is marked to market, the host contract is accounted for on an accrued cost basis.

6. Goodwill

Under IFRS, goodwill acquired in business combinations entered into after 31 March 2004 is not amortized, but tested annually for impairment. Intangible assets acquired in business combinations entered into after 31 March 2004 to which an indefinite useful life has been assigned, are not amortized but tested annually for impairment.
Under Swiss law, goodwill and expense related to other accounting periods and/orintangible assets with indefinite useful lives must be amortized over a period not directly related to the core business activities of the enterprise (e. g. realized gains or losses on sale of Investments in associated companies or Property and equipment) are recorded as extraordinary income or expense.
     The significant differences between IFRS and Swiss banking law are as follows:exceeding five years, unless a longer useful life, which may not exceed twenty years, can be justified.



158171


Note 38 Swiss Banking Law Requirements (continued)

          
CHF million  31.12.02   31.12.01 

Differences in the Balance Sheet        
Treasury shares
 Trading portfolio  371   128 
 Financial investments  6,623   3,253 
 Due to banks  23   24 
 Negative replacement values  (2)  0 
 Other liabilities  293   0 
 Shareholders’ equity  6,680   3,357 

Financial investments
 Financial investments  (1,314)  (1,856)
 Other liabilities  (113)  (215)
 Shareholders’ equity  (1,201)  (1,641)

Cash flow hedges
 Other liabilities  (256)  (459)
 Shareholders’ equity  256   459 

Differences in the Income Statement        
Treasury shares        
 Net trading income  (70)  (70)
 Other income  (269)  (231)
 Personnel expenses  4     
 Tax expenses  (53)  (71)
Financial investments
 Other income  (255)  (607)

Reclassification of extraordinary income and expense
 Other income  (350)  (95)
 Extraordinary income  361   109 
 Extraordinary expense  11   14 


159


UBS Group Financial Statements
Notes to the Financial Statements

Note 3941 Reconciliation of International Financial Reporting Standards (IFRS) to United States Generally Accepted Accounting Principles (US GAAP)

Note 39.1 Valuation and income recognition differences between IFRS and US GAAP

Note 41.1 Valuation and Income Recognition Differences between IFRS and US GAAP


The consolidated financial statements of the GroupUBS have been prepared in accordance with IFRS. The principles of IFRS differ in certain respects from United States Generally Accepted Accounting Principles (“US GAAP”). The following is a summary of the relevant significant accounting and valuation differences between IFRS and US GAAP.

a. Purchase accounting (merger of Union Bank of Switzerland and Swiss Bank Corporation)

Under IFRS, the Group accounted for the 1998 merger of Union Bank of Switzerland and Swiss Bank Corporation was accounted for under the uniting of interests method. The balance sheets and income statements of the banks were combined, and no adjustments were made to the carrying values of the assets and liabilities. Under US GAAP, the business combination creating UBS AG is accounted for under the purchase method with Union Bank of Switzerland being considered the acquirer. Under the purchase method, the cost of acquisition is measured at fair value and the acquirer’s interests in identifiable tangible assets and liabilities of the acquiree are restated to fair values at the date of acquisition. Any excess consideration paid over the fair value of net tangible assets acquired is allocated, first to identifiable intangible assets based on their fair values, if determinable, with the remainder allocated to goodwill.

Goodwill and intangible assets

For US GAAP purposes, the excess of the consideration paid for Swiss Bank Corporation over the fair value of the net tangible assets received has been recorded as goodwill and was amortized on a straight linestraight-line basis using a weighted average life of 13 years from 29 June 1998 to 31 December 2001.
Under US GAAP until 31 December 2001, goodwill acquired before 30 June 2001 was capitalized and amortized over its estimated useful life with adjustments for any impairment.

On 1 January 2002, the GroupUBS adopted SFAS 141, “Business Combinations” and SFAS 142, “Goodwill and Other Intangible Assets”. SFAS 141 requires reclassification of intangible assets to goodwill which no longer meet the recognition criteria under the new standard. SFAS 142 requires that goodwill and intangible assets with indefinite lives no longer be amortized but be tested annually for impairment. Identifiable intangible assets with finite lives will continue to be amortized.

Upon adoption, the amortization charges related to the 1998 business combination of Union Bank of Switzerland and Swiss Bank Corporation ceased to be recorded under US GAAP. For the year ended 31 December 2002, these charges would have been CHF 1,477 million.
In 20022004 and 2001,2003, goodwill recorded under US GAAP was reduced by CHF 4378 million and CHF 5339 million respectively,

due to recognition of deferred tax assets of Swiss Bank Corporation which had previously been subject to valuation reserves.

Other purchase accounting adjustments

The restatement of Swiss Bank Corporation’s net assets to fair value in 1998 resulted in decreasing net tangible assets by CHF 1,077 million for US GAAP. This amount is being amortized over periods ranging from two years to 20 years.

b. Reversal of IFRS goodwill amortization

The adoption of SFAS 142 “Goodwill and Intangible Assets” resulted in two new reconciling itemsitems: 1) Intangible assets on the IFRS Balancebalance sheet with a book value of CHF 1.8 billion at 31 December 20011 January 2002 were reclassified to goodwillGoodwill for US GAAP.GAAP; 2) The amortization of IFRS goodwillGoodwill and the intangibleIntangible assets reclassified to goodwillGoodwill for US GAAP (CHF 778 million, CHF 831 million and CHF 1,017 million for the yearyears ended 31 December 2002)2004, 31 December 2003 and 31 December 2002, respectively) was reversed for US GAAP.reversed.

     HadWith the Group been required to adopt SFAS 142 for its US GAAP Financial Statements in prior years, reported Net profit and Earnings per share would have been as follows:


160


             
CHF million, except for per share data            
For the year ended  31.12.02   31.12.01   31.12.00 

Reported Net profit under US GAAP  5,546   3,234   4,437 
Add back: SBC purchase accounting goodwill  0   1,657   1,679 
Add back: Amortization of intangibles reclassified to goodwill for US GAAP and/or IFRS goodwill  0   886   315 

Adjusted net profit under US GAAP  5,546   5,777   6,431 

Reported basic earnings per share under US GAAP  4.59   2.58   3.70 
Add back: SBC purchase accounting goodwill  0.00   1.32   1.40 
Add back: Amortization of intangibles reclassified to goodwill for US GAAP and/or IFRS goodwill  0.00   0.71   0.26 

Adjusted basic earnings per share under US GAAP  4.59   4.61   5.36 

Reported diluted earnings per share under US GAAP  4.51   2.46   3.64 
Add back: SBC purchase accounting goodwill  0.00   1.30   1.38 
Add back: Amortization of intangibles reclassified to goodwill for US GAAP and/or IFRS goodwill  0.00   0.70   0.26 

Adjusted diluted earnings per share under US GAAP  4.51   4.46   5.28 

The table below shows the estimated, aggregated amortization expenses for other intangible assets, which are stilladoption of IFRS 3 Business Combinations, UBS will cease amortizing pre-existing Goodwill under IFRS beginning 1 January 2005. Goodwill will be subject to an annual amortization, on aimpairment test as it is under US GAAP, basis:and there will no longer be a difference between the two sets of standards regarding goodwill amortization. Goodwill from business combinations entered into on or after 31 March 2004 has already been accounted for under the provisions of IFRS 3, and no Goodwill amortization has been recorded for these transactions under IFRS or US GAAP.

c. Purchase accounting under IFRS 3 and FAS 141

With the adoption of IFRS 3 on 31 March 2004, the accounting for business combinations generally converged with US GAAP with the exception of the measurement of minority interests and the recognition of a revaluation reserve in the case of a step acquisition.

     
CHF million    

Estimated, aggregated amortization expense for:    
2003  116 
2004  97 
2005  93 
2006  80 
2007  71 
2008 and thereafter  765 

Total  1,222 

Under IFRS, minority interests are recognized at the percentage of fair value of identifiable net assets acquired at the acquisition date whereas under US GAAP they are recognized at the percentage of book value of identifiable net assets acquired at the acquisition date. In most cases, minority interests would tend to have a higher measurement value under IFRS than under US GAAP.
Furthermore, IFRS requires that in a step acquisition the existing ownership interest in an entity be revalued to the new valuation basis established at the time of acquisition. The increase in value is recorded directly in equity as a revaluation



172



c. Restructuring provision

Under IFRS, restructuring provisions are recognized when a legal or constructive obligation has been incurred. In 1997, the Group recognized a CHF 7,000 million restructuring provision to cover personnel, IT, premises and other costs associated with combining and restructuring the merged Group. A further CHF 300 million provision was recognized in 1999, reflecting the impact of increased precision in the estimation of certain leased and owned property costs.

reserve. Under US GAAP, the criteria for establishing restructuring provisions were more stringent than under IFRS prior to 2000. For US GAAP, the aggregate CHF 7,300 million restructuring provision was reversed. As a result of the business combination with Swiss Bank Corporation and the decision to combine and streamline certain activities of the banks for the purpose of reducing costs and improving efficiencies, Union Bank of Switzerland recognized a restruc-

turing provision of CHF 1,575 million during 1998 for US GAAP. CHF 759 million of this provision related to estimated costs for restructuring the operations and activities of Swiss Bank Corporation, and that amount was recorded as a liability of the acquired business. The remaining CHF 816 million of estimated costs were charged to restructuring expense during 1998. The US GAAP restructuring provision was increased by CHF 600 million and CHF 130 million in 1999 and 2000, respectively.

     During 2001, CHF 112 million restructuring costs were expensed as incurred under US GAAP. These costs were already part of the restructuring provision under IFRS, but were not eligible for recognition under US GAAP until 2001. The restructuring plan was completed and the remaining balance of the US GAAP restructuring provision was used substantially in accordance with previously disclosed plans. At 31 December 2001, the restructuring provision for both IFRS and US GAAP had been fully utilized.

existing ownership interest remains at its original valuation.


161


UBS Group Financial Statements
Notes to the Financial Statements

d. Derivative instruments

Derivative instruments held or issued for hedging activities

Prior to 1 January 2001, the Group applied no hedge accounting for derivative instruments under US GAAP. As a result, all derivative instruments were carried on the balance sheet at fair value, with changes in fair value recorded in the Income statement. Under IFRS, the Group accounted for derivative instruments hedging non-trading positions in the Income statement using the accrual or deferral method, which was the same as the accounting methodology applied to the underlying item hedged.
     On 1 January 2001, the Group adopted IAS 39 for its IFRS Financial Statements and SFAS 133, “Accounting for Derivative Instruments and Hedging Activities” for its US GAAP Financial Statements. These standards introduce new rules for the accounting and reporting of derivative instruments, including certain derivative instruments embedded in other contracts, and of hedging activities. The adoption of SFAS 133 did not result in any transition items for the Group on 1 January 2001 as the Group previously did not apply hedge accounting under US GAAP for derivative instruments.
     With the adoption of IAS 39 on 1 January 2001, an opening adjustment was made in 2001 to reduce Retained earnings by CHF 61 million, consisting of CHF 19 million reflecting the impact of the new hedge accounting rules and CHF 42 million reflecting the impact of remeasuring assets to either amortized cost or fair value as required under the standard. For US GAAP purposes, the first adjustment was not required (because all derivatives were previously recorded in the Income statement) and was reversed, and the second adjustment was recorded in the Income statement.
Under IAS 39, the Group is permitted to hedgeUBS hedges interest rate risk based on forecastedforecast cash inflows and outflows on a groupGroup basis. For this purpose, the GroupUBS accumulates information about non-trading financial assets and financial liabilities, and forward commitments which is then used to estimate and aggregate cash flows and to schedule the future periods in which these cash flows are expected to occur. Appropriate derivative instruments are then used to hedge the estimated future cash flows.flows against repricing risk. SFAS 133 does not permit hedge accounting for hedges of future cash flows determined by this methodology.

Accordingly, for US GAAP such itemshedging instruments continue to be carried at fair value with changes in fair value recognized in Net trading income.
     Since 1 January 2001, the Group’s derivative hedging relationships have been treated the same under both IFRS and US GAAP, except for hedges of interest rate risk of forecasted cash flows on a group basis as mentioned in the previous paragraph.
In addition, amounts deferred under previous hedging relationships prior to the adoption of IAS 39 on 1 January 2001 that now do not qualify as hedges under IAS 39current requirements under IFRS are being amortized against IFRS net profitto income over the remaining life of the hedging relationship. Such amounts have been reversed for US GAAP as they have never been treated as hedges.

Derivative instruments indexed to UBS shares

US GAAP, like IFRS, generally requires that derivatives indexed to a company’s own stock be recorded as an equity instrument if settlement is required in actual shares or the company has the choice to settle the contract by delivery or receipt of its own shares. If, however, the derivative contract requires cash settlement or the counterparty may choose cash settlement, then the derivative must be classified as an asset or liability, with changes in fair value recorded in income.
     Asset or liability classification is also required under US GAAP if a company may not have sufficient issuable shares available to settle a contract in its own shares. This is determined by the maximum number of shares a company could be forced to issue to settle a contract. Under IFRS, however, such contracts are recorded in Shareholders’ equity.
     In 2001e. Financial investments and 2000, the Group had no contracts for which the accounting treatment under US GAAP differed from IFRS, and there was no reconciling item for these derivative instruments. In 2002, however, the Group issued net-share settled put options as part of its share repurchases in 2002. Such contracts are recorded under IFRS in Shareholders’private equity and under US GAAP as a liability with changes in fair value reflected in Net income. Such contracts increased US GAAP Net income by CHF 12 million in 2002.

Financial investments available-for-sale

     UBS Warburg acts as a liquidity provider to the equity futures markets and as a market maker in UBS shares and derivatives. Trading income of CHF 125 million under IFRS (CHF 137 million under US GAAP) in 2002, CHF 261 million under bothThree exceptions exist between IFRS and US GAAP in 2001 and CHF


162


42 million under both IFRS and US GAAP in 2000 was recorded in the financial statements from trading in cash settled derivative instruments indexed to UBS shares.

Bifurcation of embedded issuer calls out of structured debt instruments

The Group issues certain structured debt instruments that contain an embedded issuer call option. If the embedded derivatives contained in the structured debt are not clearly and closely related to the host debt instrument, IFRS requires that a combined derivative is separated, including the issuer call, and accounted for as a stand alone derivative contract. Under US GAAP, however, certain issuer calls must remain with the host contract and are therefore not separated. The impact of not separating these issuer call features was to reduce US GAAP Net income by CHF 55 million before tax at 31 December 2002.

e. Financial investments
(prior to the adoption of IAS 39)

Prior to the adoption of IAS 39 on 1 January 2001, financial investments were classified as either current investments or long-term investments under IFRS. The Group considered current financial investments to be held for sale and carried at lower of cost or market value (“LOCOM”). The Group accounted for long-term financial investments at cost, less any impairments. Under US GAAP, the Group’s financial investments are classified as available for sale (debt and marketable equity securities), and are carried at fair value with changes in fair value recorded in Other comprehensive income. Gains and losses are recognized in Net profit in the period sold, and losses are recognized in the period of impairment for IFRS and US GAAP. For the IFRS to US GAAP reconciliation, debt and marketable equity securities were adjusted from LOCOM to fair value and classified as available for sale investments. Unrealized gains or unrealized losses relating to these investments were recorded in Other comprehensive income.

f. Financial investments and private equity

Financial investments available for sale

With the adoption of IAS 39 on 1 January 2001, the accounting for financial investments avail-

able for sale generally became the same under IFRS and US GAAP. Three exceptions exist, however:available-for-sale: 1) Non-marketable equity financial investments (excluding private equity investments discussed below), which are classified as available for saleavailable-for-sale and carried at fair value under IFRS, continue to be carried at cost less “other than temporary” impairments under US GAAP. The opening adjustment and subsequent changes in fair value recorded directly in Shareholders’ equity on non-marketable equity financial instruments due to the implementation onof IAS 39 have been reversed under US GAAP to reflect the difference between the two standards in measuring such investments. 2) Write-downsWritedowns on impaired assetsdebt instruments can be fully or partially reversed under IFRS if the value of the impaired assets increases. Such reversals of impairment write-downswritedowns are not allowed under US GAAP. Reversals under IFRS were not significant in 20022004, 2003 or 2001.2002. 3) Private equity investments, as described below.in the next section.

Private equity investments

Since the adoption of IAS 39 on 1 January 2001, the Group has accountedUBS accounts for private equity investments as available for saleavailable-for-sale securities in its primary Financial Statements under IFRS, with changes in fair value recognized in Shareholders’ equity. Under US GAAP, all of these investments continued to bewere accounted for at cost less “other than temporary” impairments.impairments prior to 1 January 2002.
On 1 January 2002, the GroupUBS adopted the provisions of Statement of Financial Accounting Standards (“SFAS”)SFAS 144 “Accounting for the Impairment or Disposal of Long-Lived Assets” for its US GAAP Financial Statements. The statement primarily addresses financial accounting and reporting for the impairment or disposal of long-lived assets. In addition, SFAS 144 eliminated the exception to consolidation for subsidiaries for which control is likely to be temporary, as previously contained in Accounting Research Bulletin 51 “Consolidated Financial Statements” as amended by SFAS 94 “Consolidation of All Majority-Owned Subsidiaries”. Therefore, on adopting SFAS 144, the GroupUBS changed its US GAAP accounting for certain private equity investments by accounting for those investments held within separate investment subsidiaries in accordance with the “AICPA Audit and Accounting Guide, Audits of Investment Companies”. The effect of this change for US GAAP reporting pur-


163


UBS Group Financial Statements
Notes to the Financial Statements

posespurposes is that certain private equity investments are now recorded at fair value, with changes in fair value recognized in US GAAP net profit. The remaining private equity investments continue to be accounted for at cost less “other than temporary” impairment.

For the IFRS to US GAAP reconciliation, fair value adjustments on certain private equity investments recorded directly in Shareholders’ equity under IFRS had to be shown in the Incomeincome statement for US GAAP purposes. At 1 January 2002, the date of adoption of SFAS 144, the


cumulative effect of this change in accounting on US GAAP net profit was an increase of CHF 639 million, after tax. For the yearyears ended 31 December 2004, 31 December 2003 and 31 December 2002, the effect of applying the new standard on the reconciliation of IFRS net profit to US GAAP was to increase US GAAP net profit by an additionalCHF 154 million after tax, decrease US GAAP net profit by CHF 119 million, after tax and to increase US GAAP net profit by CHF 83 million, after tax.tax, respectively.

The pro-forma Net profit assuming that the change in accounting principle were applied retroactively for all periods presented, would be as follows:



             
CHF million, except for per share data         Pro-forma 
For the year ended 31.12.04  31.12.03  31.12.02 
 
Net profit under US GAAP  8,818   6,513   4,907 
 
Basic earnings per share  8.56   5.83   4.06 
 
Diluted earnings per share  8.15   5.72   3.99 
 


             
CHF million, except for per share data            
For the year ended  31.12.02   31.12.01   31.12.00 

Net profit under US GAAP  4,907   2,763   5,523 
Basic earnings per share  4.06   2.21   4.61 
Diluted earnings per share  3.99   2.09   4.53 

See Note 2 for information regarding impairment charges recorded for private equity investments.

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Financial Statements
Notes to the Financial Statements

g. Retirement benefitf. Pension plans

Under IFRS, the GroupUBS recognizes pension expense based on a specific method of actuarial valuation used to determine the projected plan liabilities for accrued service, including future expected salary increases, and expected return on plan assets. Plan assets are recorded at fair value and are held in a separate trust to satisfy plan liabilities. Under IFRS the recognition of a prepaid asset is subject to certain limitations, and any unrecognized prepaid asset is recorded as pension expense. US GAAP does not allow a limitation on the recognition of prepaid assets recorded in the Balance Sheet.balance sheet.

Under US GAAP, pension expense is based on the same actuarial method of valuation of liabilities and assets as under IFRS. Differences in the amounts of expense and liabilities (or prepaid assets) exist due to different transition date rules, stricter provisions for recognition of a prepaid asset, and the treatment of the 1998 merger of Union Bank of Switzerland and Swiss Bank Corporation.
In addition, under US GAAP, if the fair value of plan assets falls below the accumulated benefit obligation (current(which is the current value of accrued benefits without allowance for future salary increases), an additional minimum liability must be shown in the balance sheet. If an additional minimum

liability is recognized, an equal amount will be recognized as an intangible asset up to the amount of any unrecognized pastprior service cost. Any amount not recognized as an intangible asset is reported in Other comprehensive income. The additional minimum liability required under US GAAP before tax amounts to CHF 1,2251,125 million, CHF 306 million and CHF 3061,225 million as at 31 December 20022004, 2003 and 2001,2002, respectively. The amount recognized in intangible assets was CHF 20 million, CHF 0 million and CHF 32 million and the amount recognized in Other comprehensive income before tax was CHF 1,125 million, CHF 306 million and CHF 1,223 million before taxes and CHF 303 million, before taxes as at 31 December 2004, 2003 and 2002, and 2001 respectively.

h. Other employee benefits
g. Other post-retirement benefit plans

Under IFRS, the GroupUBS has recorded expenses and liabilities for post-retirement medical and life insurance benefits, determined under a methodology similar to that described above under retirement benefitpension plans.

Under US GAAP, expenses and liabilities for post-retirement medical and life insurance benefits are determined under the same methodology as under IFRS. Differences in the levels of expenses and liabilities have occurred due to different transition date rules and the treatment of the merger of Union Bank of Switzerland and Swiss Bank Corporation under the purchase method.

h. Equity participation plans


164


i. Equity participation plans

As of the reporting date, IFRS does not have any standard in effect that specifically addressaddresses the recognition and measurement requirements for equity participation plans.

US GAAP permits the recognition of compensation cost based on the grant date for the estimated fair value of equity instruments issued (SFAS 123) or based on the intrinsic value of equity instruments issued (Accounting Principles Board “APB” No. 25), with. If an entity elects to apply the disclosureAPB 25 intrinsic value method they must provide pro forma disclosures of the pro-forma effects of equity participation plans on net profit and earnings per share, as if the fair value based method described in SFAS 123 had been recorded onapplied. Under IFRS, UBS recognizes the intrinsic value of equity instruments issued measured at the grant date. Under IFRS, the Group recognizes only intrinsic values at the grant date withNo subsequent changes in value notare recognized. Under US GAAP, the GroupUBS applies the APB No. 25 intrinsic value method, which requires adjustments to intrinsic values subsequent to the grant date in certain circumstances.
     The shares and other diversified instrumentsPrior to January 2004, certain equity compensation trusts were consolidated under US GAAP. With the adoption of FIN 46-R, “Consolidation of Variable Interest Entities” on 1 January 2004, the Group’sremaining unconsolidated employee equity participation plans are held incompensation trusts on behalf of the participants. Certain of these trusts are recorded on the Group’s balance sheetformed before 1 February 2003 were consolidated for US GAAP presentation,purposes for the first time. The effect of whichthe trust consolidations is to increase assets by CHF 3961,175 million and CHF 1,485460 million and liabilities by CHF 4291,175 million and CHF 1,607483 million and decrease Shareholders’ equity by CHF 33 million and CHF 122 million (for UBS AG shares held by the trusts which are treated as treasury shares) at 31 December 20022004 and 200131 December 2003 respectively.
With the consolidation of the additional trusts under FIN 46-R, UBS has re-evaluated its accounting for share-based compensation plans under APB 25 by taking into consideration the settlement methods and activities of the trusts. Based on this review, most share plans issued prior to 2001 are now treated as variable awards under APB 25. There were no changes to the accounting for option plans. On 1 January 2004, a CHF 6 million expense reduction was recorded as a cumulative adjustment due to a change in accounting. For the year ended 31 December 2004, CHF 67 million in expense was recorded in the US GAAP income statement for these variable plans.
In addition, prior to the adoption of FIN 46-R, certain of the Group’sUBS’s option awards havehad been determined to be variable pursuant to APB No. 25, primarily because they may be settled in cash or because the GroupUBS has offered to hedge the value of the award. The effect of applying variable accounting to thethese option awards in the US GAAP reconciliation for the years ended 31 December 2002, 20012004, 2003 and 2000,2002, is a CHF 5110 million decreaseincrease in compensation expense, CHF 3028 million decreaseincrease in compensation expense and CHF 8551 million increasedecrease in compensation expense, respectively. In addition, certain of the Group’sUBS’s share plans have been deemed variable under APB No. 25 or required a new expense measurement date due to diversification or cash settlement of awards.25. Additional expense was also recorded related to social tax payments on exercised optionsequity instruments recorded directly in Shareholders’ equity for IFRS. For US GAAP, the net effect of these transactions is


an increase to compensation expense of CHF 27 million, an increase to compensation expense of CHF 118 million and a decrease to compensation expense of CHF 12 million, an increase to compensation expense of CHF 41 million and an increase to compensation expense of CHF 82 million for the years ended 31 December 2004, 2003 and 2002, 2001 and 2000, respectively.


174

j.

i. Software capitalization

Under IFRS, effective 1 January 2000, certain costs associated with the acquisitions or development of internal useinternal-use software musthad to be capitalized. Once the software iswas ready for its intended use, the costs capitalized arewere amortized to the Incomeincome statement over the estimated life of the software. Under US GAAP, the same principle applies,applied, however this standard was effective 1 January 1999. For US GAAP, the costs associated with the acquisition or development of internal useinternal-use software that met the US GAAP software capitalization criteria in 1999 have beenwere reversed from Operating expenses and amortized over a life of two years from the time that the software iswas ready for its intended use. From 1 January 2000, the only remaining reconciliation item iswas the amortization of software capitalized in 1999 for US GAAP purposes. At 31 December 2002, this amount was fully utilized and there is no longer a difference between IFRS and US GAAP.

k. Recently issued US accounting standards
j. Consolidation of Variable Interest Entities (VIEs) and deconsolidation of trust preferred securities

In April 2002, the Financial Accounting Standards Board (FASB) issued SFAS No. 145, “RescissionIFRS and US GAAP generally require consolidation of FASB Statements No. 4, 44, and 64, Amendment of FASB Statement No. 13, and Technical Corrections”. The new standard is effective for fiscal years beginning after 15 May 2002. UBS will adopt the new standard for its fiscal year 2003, but does not expect that it will have a significant effectentities on the financial statements.

     In June 2002,basis of controlling a majority of voting rights. However, in certain situations, there are no voting rights, or control of a majority of voting rights is not a reliable indicator of the FASB issued SFAS No. 146, “Accounting for Costs Associated with Exitneed to consolidate, such as when voting rights are significantly disproportionate to risks and rewards. There are differences in the approach of IFRS and US GAAP to those situations.
Under IFRS, when control is exercised through means other than controlling a majority of voting rights, the consolidation assessment is based on the substance of the relationship. Indicators of control in these situations include: predetermination of the entity’s activities; the entity’s activities being conducted on behalf of the enterprise; decision-making powers being held by the enterprise; the right to obtain the majority of the benefits or Disposal Activities”. SFAS No. 146 addresses primarily recognition and measurement of cost for employee termination benefits, contract terminations, closure or consolidation of facilities, relocation, and similar items associated with exit or disposal activities. The new standard requires that a liability for such costs should be recog-


165


UBS Group Financial Statements
Notesexposed to the Financial Statements

nized at its fair valuerisks inherent in the periodactivities of the entity; or retaining the majority of the residual or ownership risks related to the entity’s assets in which the liability is incurred and not at the time an entity commitsorder to an exit or disposal plan. SFAS No. 146 is applicable prospectively for exit or disposal activities initiated after 31 December 2002. UBS does not expect that the new standard will have a significant impact onobtain benefits from its financial statements.activities.

     In December 2002, theUnder US GAAP, consolidation considerations are subject to FASB issued SFAS No. 148, “Accounting for Stock-based Compensation - Transition and Disclosure”, an amendment of FASB Statement No. 123, which was effective for financial years ending after 15 December 2002. UBS adopted SFAS No. 148 for the year ended 31 December 2002. The new standard requires additional disclosures in respect to pro-forma disclosures had the fair value based method for valuing employee stock option awards been applied. These additional disclosures are included in Note 32. Other than additional disclosures, SFAS No. 148 currently has no impact on the financial statements.
     In January 2003, the FASB issued FASB Interpretation (FIN)interpretation No. 46, “Consolidation of Variable Interest Entities”Entities (revised December 2003)”, an interpretation of Accounting Research Bulletin No. 51.51 (FIN 46-R). FIN 46-R requires that when voting interests do not exist, or differ significantly from economic interests, an entity is considered to be a “Variable Interest Entity” (“VIE”). An enterprise holding variable interests that will absorb a majority of a VIE’s “expected losses”, receive a majority of a VIE’s “expected residual returns”, or both, is known as the “primary beneficiary”, and must consolidate the VIE.
From 1 January 2004 UBS has fully applied FIN 46-R consolidation requirements to its US GAAP financial statements.

At 31 December 2003, the consolidation requirements of the predecessor standard, FIN 46, only applied to VIEs created after 31 January 2003.

In many cases the assessment of consolidation under IFRS and US GAAP is the same, however, there are certain differences.
The entities consolidated for US GAAP purposes at 31 December 2004, which were not otherwise consolidated in UBS’s primary consolidated Financial Statements under IFRS, are mostly investment fund products, securitization VIEs, and employee equity compensation trusts. These are discussed in more detail in Note 42.1.
The entities not consolidated for US GAAP purposes, which UBS consolidates under IFRS, are certain trusts which have issued trust preferred securities. Under IFRS these are equity instruments held by third parties and are treated as minority interests, with dividends paid also reported in minority interests; under US GAAP the securities are treated as debt, with interest paid reported in interest expense.
A discussion of FIN 46-R measurement requirements and disclosures is set out in Note 42.1.

k. Financial liabilities held at fair value through profit and loss

Revised IAS 39 provides the election to designate at initial recognition any financial asset or liability as held at fair value through profit and loss. UBS applies this fair value designation election to a significant portion of its issued debt. Many debt issues are in the form of hybrid instruments, consisting of a debt host with an embedded derivative. Regular debt instruments as well as hybrid instruments are carried in their entirety at fair value with all changes in fair value recorded in profit and loss. Under US GAAP, debt instruments have to be carried at amortized cost. Derivatives embedded in hybrid instruments are separated from the debt hosts and accounted for as if they were freestanding derivatives.

l. Physically settled written puts

With the adoption of revised IAS 32 and IAS 39 at 1 January 2004, the accounting for physically settled written put options on UBS shares changed. Previously, such put options were accounted for as derivatives whereas now the present value of the contractual amount is recorded as a liability, while the premium received is credited to equity. Subsequently, the liability is accreted over the life of the put option to its contractual amount recognizing interest expense in accordance with the effective interest method. Under US GAAP, physically settled written put options on UBS shares continue to be accounted for as derivative instruments. All other outstanding derivative contracts, except written put options with the UBS share as underlying, are treated as derivative instruments under both sets of accounting standards.



175


Financial Statements
Notes to the Financial Statements

m. Investment properties

As at 1 January 2004, UBS changed its accounting for investment properties from the cost less depreciation method to the fair value method. Under the fair value method,

changes in fair value are recognized in the income statement, and depreciation is no longer recognized. Under US GAAP, investment properties continue to be carried at cost less accumulated depreciation.



Note 41.2 Recently Issued US Accounting Standards

In December 2003, the “Medicare Prescription Drug, Improvement and Modernization Act of 2003” (the Act) was passed in the US. Commencing 1 January 2006, the Act introduces a prescription drug benefit for individuals eligible under Medicare (Medicare Part D) as well as a federal subsidy equal to 28% of certain entitiespost-65 prescription drug claims for sponsors of retiree health care plans with drug benefits that are at least actuarially equivalent to those to be offered under Medicare Part D.

Pursuant to the guidance included in FASB Staff Position FAS 106-1 (FSP 106-1), the Group chose to defer recognition of the potential effects of the Act in its 2003 Financial Statements due to the lack of authoritative accounting guidance concerning certain technical matters.
In May 2004, the FASB issued FASB Staff Position FAS 106-2, Accounting and Disclosure Requirements Related to the Medicare Prescription Drug, Improvement and Modernization Act of 2003 (FSP 106-2) which equity investors dosupersedes FSP 106-1. FSP106-2 requires plan sponsors to account for the effect of the subsidy on benefits attributable to past service as an unrecognized actuarial gain and as a reduction of the service cost component of the net periodic post-retirement costs for amounts attributable to current service if prescription drug benefits available under the plan are actuarially equivalent to those under Medicare Part D for 2006. UBS believes that the US health care plans will be eligible for the subsidy and prospectively adopted FSP 106-2 on 1 July 2004. The adoption of FSP 106-2 did not have a material effect on UBS’s Financial Statements.
In December 2003, the characteristicsFASB issued revised SFAS 132 “Employers’ Disclosures about Pensions and Other Postretirement Benefits” (SFAS 132-R). SFAS 132-R retains the disclosure requirements included in SFAS 132, Employers’ Disclosures about Pensions and Other Postretirement Benefits, which it replaces. SFAS 132-R requires additional disclosures to those in SFAS 132 regarding the assets, obligations, cash flows and net periodic benefit cost of defined benefit pension plans and other defined benefit postretirement plans. Except for certain disclosures relating to foreign plans and disclosures regarding the estimated future benefit payments prescribed in SFAS 132-R, SFAS 132-R was effective for financial statements with fiscal years ending after 15 December 2003. The remaining additional disclosures regarding foreign plans and the estimated future benefit payments disclosures are effective for financial statements with fiscal years ending after 15 June 2004.

UBS elected to adopt early the additional disclosures required for foreign plans as well as the prescribed SFAS 132-R disclosures in its 2003 Financial Statements. Pursuant to the transitional disclosure requirements, UBS included the disclosure of the estimated future benefit payments for the year ended 31 December 2004 in Note 31, Pension and Other Post-Retirement Benefit Plans.

In November 2003, the FASB’s Emerging Issues Task Force (EITF) issued EITF 03-1, “The Meaning of Other-Than-Temporary Impairment and Its Application to Certain Investments”. The EITF reached a consensus regarding certain qualitative and quantitative disclosures for debt and marketable equity securities classified as available-for-sale or held to maturity under SFAS 115 and 124 that are impaired at the balance sheet date but for which an other-than-temporary impairment has not been recognized. UBS provided the required EITF 03-1 disclosures in Note 12 of the 2003 Financial Statements.
In March 2004, the EITF reached a consensus on an other-than-temporary impairment model for debt and equity securities classified as available-for-sale or held to maturity under SFAS 115 and 124 and equity securities held under the cost method. This EITF consensus would have been effective for interim and annual reporting periods beginning after 15 June 2004. In September 2004, the FASB staff issued FSP 03-1-1, “Effective Date of Paragraphs 10-20 of EITF 03-1, The Meaning of Other Than Temporary Impairment”, which delayed the effective date for the recognition and measurement guidance included in EITF 03-1. The EITF 03-1 disclosure requirements were not delayed and are included in Note 12.
In December 2003, the FASB issued FASB Interpretation No. 46 “Consolidation of Variable Interest Entities (revised December 2003), an Interpretation of ARB No. 51” (FIN 46-R) which addresses how an enterprise should evaluate whether it has a controlling financial interest or do not have sufficient equity at risk forin an entity through means other than voting rights and accordingly wether it should consolidate the entityentity. This consolidation evaluation under FIN 46-R reduces the impact of a decision maker in the calculation of expected losses and expected residual returns compared to finance its activities without additional subordinated financial support from other parties. Such entities are called variable interest entities (VIE)the consolidation evaluation under the new interpretation, which requires consolidationoriginal FIN 46. FIN 46-R also changed the definition of a VIE ifvariable interest.
As an SEC foreign registrant, UBS applied the variable interest either absorbs the majority of the expected losses, or receives the majority of the expected gains, or both. FIN 46 applies to allconsolidation requirements for VIEs created before 1 February 2003 no later than the beginning offor the first interim or annual reporting period beginning after 15 June 2003. The new interpretation applies immediately to alltime on 1 January 2004. To VIEs created after 31 January 2003.2003, the original FIN 46 also establishes disclosure requirementswas applied for the first time



176



for VIEs that an enterprise will consolidate or in which it will have a significant variable interest. These disclosure requirements became effective for financial statements issued afterat 31 January 2003 and are provided in Note 40.2.

     In November 2002, the Emerging Issues Task Force (EITF) reached a consensus on EITF Issue No. 02-3, “Issues Involved in the Accounting for Derivative Contracts Held for Trading Purposes and Contracts Involved in Energy Trading and Risk Management”. The consensus precludes mark-to-market accounting for energy trading contracts that are not derivatives pursuant to SFAS No. 133, “Accounting for Derivative Instruments and Hedging Activities”. UBS has adopted the provisions of EITF Issue 02-3 related to energy trading contracts asDecember 2003. Under FN 46-R, at 1 January 2003204, several of UBS’s employee equity compensation trusts were consolidated for contracts that existed on or before 25 October 2002, the date when this consensus was issued. For contracts entered into after 25 October 2002, the consensus was applied with immediate effect. first time, while trust preferred security vehicles were deconsolidated.
The effectadoption of adoption wasFIN 46-R is discussed in more detail in Note 42.

Recently issued US accounting standards not material either for contracts entered into after or those that existed on 25 October 2002.

yet adopted
     Included in EITF Issue 02-3 isIn December 2004, the FASB staff’s view that an entity should not recognize an unrealized gain or lossissued SFAS 123 (revised 2004), “Share-Based Payment”, (SFAS 123-R) which is a revision of SFAS 123, “Accounting for Stock-Based Compensation” (SFAS 123) and supersedes APB Opinion 25, “Accounting for Stock Issued to Employees” (APB Opinion 25). SFAS 123-R requires all share-based payments to employees, including grants of employee stock options, to be recognized in the income statement based on their fair values at inceptiondate of grant, eliminating the pro-forma disclosure alternative. Further, SFAS 123-R introduces the notion of a derivative instrument unlessrequisite service period, which indicates that the service period for awards with future vesting may not be defined as a prior period. For UBS this will result in a change in the expense attribution period for awards.
SFAS 123-R is effective for interim or annual reporting periods beginning after 15 June 2005 with earlier application permitted. UBS will adopt SFAS 123-R effective 1 January 2005 using the modified prospective method. Under this method, SFAS 123-R applies only to new awards that are granted, modified or settled after the Standard is adopted. Compensation cost for prior awards shall be based on the grant date fair value and expense attribution method used for recognition or disclosure purposes under SFAS 123. Prior periods will not be restated.
UBS currently accounts for share-based payments using the intrinsic value method under APB 25, and as such, generally recognizes no compensation cost for employee stock options. Under this approach UBS recognized the fair value of

share awards granted as part of annual bonuses in the year of corresponding performance, aligning with the revenue produced. For disclosure purposes, UBS recognized the fair value of that instrument is obtained from a quoted market priceoption awards on the date of grant. Thus, for recognition and disclosure purposes, expense for share and option awards issued prior to but outstanding at the date of adoption of SFAS 123-R has been fully attributed to prior periods. Further, share awards issued in an active market or is otherwise evidenced by comparison to observable market data. Management is in the process of completing the evaluation2005 as part of the impact of this view on the Group’s financial condition2004 performance year, have been fully recognized in 2004. Therefore under SFAS 123-R, only option awards and profit. As required, the Group applied this view to transactions entered intocertain share awards granted, modified or settled after the effective date of 21 November 2002. The impact was not significant. The impact of this issue is dependent upon the level of transactions executed that rely on data not observableare to be recognized in the market. Accordingly, it2005 financial statements. These awards will be recognized over the requisite service period as newly defined in SFAS 123-R, which is expected to result in a ramp-up of compensation expense over the next several years as these awards move through their vesting periods. Therefore, compensation expense is expected to decrease in 2005 compared to 2004 as the ramp-up effect for the share awards will offset the first-time recognition of the fair value of option awards. However, compensation cost will increase as awards to which the new measurement and attribution requirements apply move through their vesting period. Once these initial awards are fully vested (generally three years), compensation expense under SFAS 123-R is not possibleexpected to projectbe materially different than what would be disclosed in the impactpro-forma disclosures under SFAS 123.

In 2005 UBS will be introducing a new valuation model to determine the fair value of share options granted. Share options granted in 2004 and earlier will not be affected by this matter could have onchange in valuation model. This new valuation model better reflects the Group’s 2003 financial statements.exercise behavior of employees and the specific terms and conditions under which the share options are granted. Concurrent with the introduction of the new model, UBS will use implied instead of historic volatility as input into the new model.



166177


Financial Statements
Notes to the Financial Statements

Note 41.3 Reconciliation of IFRS Shareholders’ Equity and Net profit to US GAAP

Note 39.2 Reconciliation of IFRS Shareholders’ equity and Net profit to US GAAP

                         
      Shareholders’ equity  Net profit 
  Note 39.1  
  
 
CHF million Reference  31.12.02  31.12.01  31.12.02  31.12.01  31.12.00 

Amounts determined in accordance with IFRS      38,991   43,530   3,535   4,973   7,792 
Adjustments in respect of:                        
SBC purchase accounting goodwill and other purchase accounting adjustments  a   15,285   15,413   (128)  (1,614)  (1,669)
Reversal of IFRS goodwill amortization  b   1,017   0   1,017   0   0 
Restructuring provision  c   0   0   0   (112)  (238)
Derivative instruments  d   (138)  (169)  354   25   (1,353)
Financial investments (prior to the adoption of IAS 39)  e   0   0   0   0   28 
Financial investments and private equity  f   (30)  (709)  767   0   0 
Retirement benefit plans  g   621   1,714   (156)  119   59 
Other employee benefits  h   (1)  (8)  7   8   8 
Equity participation plans  i   (164)  (186)  63   (12)  (167)
Software capitalization  j   0   60   (60)  (169)  (160)
Tax adjustments      (5)  (363)  147   16   137 

Total adjustments      16,585   15,752   2,011   (1,739)  (3,355)

Amounts determined in accordance with US GAAP      55,576   59,282   5,546   3,234   4,437 

                         
Note 41.1 Shareholders’ equity Net profit
CHF million Reference  31.12.04  31.12.03  31.12.04  31.12.03  31.12.02 
 
Amounts determined in accordance with IFRS
      34,978   35,310   8,089   6,239   3,530 
 
Adjustments in respect of:                        
 
SBC purchase accounting goodwill and other purchase accounting adjustments  a   15,152   15,196   (44)  (89)  (128)
 
Reversal of IFRS goodwill amortization  b   2,603   1,825   778   808   1,017 
 
Purchase accounting under IFRS 3 and FAS 141  c   (88)  0   3   0   0 
 
Derivative instruments  d   (75)  (94)  (217)  188   342 
 
Financial investments and private equity  e   (266)  (84)  304   (159)  767 
 
Pension plans  f   372   1,303   (110)  (235)  (156)
 
Other post-retirement benefit plans  g   (1)  (1)  0   0   7 
 
Equity participation plans  h   (80)  (112)  (98)  (152)  63 
 
Software capitalization  i   0   0   0   0   (60)
 
Consolidation of variable interest entities (VIEs) and deconsolidation of trust preferred securities  j   47   (10)  18   (10)  0 
 
Financial liabilities held at fair value through profit and loss  k   197   117   100   78   39 
 
Physically settled written puts  l   93   48   9   5   3 
 
Investment properties  m   (8)  (24)  14   88   (23)
 
Other adjustments      (50)  0   (50)  0   0 
 
Tax adjustments      (206)  (300)  22   (248)  145 
 
Total adjustments
      17,690   17,864   729   274   2,016 
 
Amounts determined in accordance with US GAAP
      52,668   53,174   8,818   6,513   5,546 
 

 

Note 39.3 Earnings per share
Note 41.4 Earnings per Share

Under both IFRS and US GAAP, basic earnings per share (“EPS”) is computed by dividing income available to common shareholders by the weighted-averageweighted average number of common shares outstanding. Diluted EPS includes the determinants of basic EPS and, in addition, gives effect to dilutive potential common shares that were outstanding during the period.

The computations of basic and diluted EPS for the years ended 31 December 2002,2004, 31 December 20012003 and 31 December 20002002 are presented in the following table.
             
 31.12.02 31.12.01 31.12.00                        
 
 
 
  31.12.04 31.12.03 31.12.02
For the year ended US GAAP IFRS US GAAP IFRS US GAAP IFRS  US GAAP IFRS US GAAP IFRS US GAAP IFRS 


Net profit available for ordinary shares (CHF million)  5,546   3,535  3,234 4,973 4,437 7,792  8,818 8,089 6,513 6,239 5,546 3,530 
Net profit for diluted EPS (CHF million)  5,520   3,515  3,135 4,874 4,423 7,778  8,813 8,084 6,514 6,240 5,520 3,510 
Weighted-average shares outstanding  1,208,055,132   1,208,586,678  1,251,180,815 1,266,038,193 1,198,680,193 1,209,087,927 
Weighted average shares outstanding 1,029,895,610 1,052,914,417 1,116,602,289 1,116,953,623 1,208,055,132 1,208,586,678 
Diluted weighted average shares outstanding  1,222,862,165   1,223,382,942  1,273,720,560 1,288,577,938 1,215,169,966 1,225,577,700  1,081,961,360 1,081,961,360 1,138,800,625 1,138,800,625 1,222,862,165 1,223,382,942 
Basic earnings per share (CHF)  4.59   2.92  2.58 3.93 3.70 6.44  8.56 7.68 5.83 5.59 4.59 2.92 
Diluted earnings per share (CHF)  4.51   2.87  2.46 3.78 3.64 6.35  8.15 7.47 5.72 5.48 4.51 2.87 


167178


UBS Group Financial Statements
Notes to the Financial Statements

Note 39.441.5 Presentation differencesDifferences between IFRS and US GAAP



In addition to the differences in valuation and income recognition, other differences, essentially related to presentation, exist between IFRS and US GAAP. Although there is no impact on IFRS and US GAAP reported Shareholders’ equity and Net profit due to these differences, it may be useful to understand them to interpret the financial statements presented in accordance with US GAAP. The following is a summary of presentation differences that relate to the basic IFRS financial statements.

1. Settlement date vs. trade date accounting

The Group’sUBS’s transactions from securities activities are recorded under IFRS on the settlement date. This results in recording a forward transaction during the period between the trade date and the settlement date. Forward positions relating to trading activities are revalued to fair value and any unrealized profits and losses are recognized in Net profit.
Under US GAAP, trade date accounting is required for spot purchases and sales of securities. Therefore, all such transactions with a trade date on or before the balance sheet date with a settlement date after the balance sheet date have been recorded at trade date for US GAAP. This has resulted in receivables and payables to broker-dealers and clearing organizations recorded in Other assets and Other liabilities in the US GAAP Balancebalance sheet.

2. Financial investments

Under IFRS, the Group’sUBS’s private equity investments and non-marketable equity financial investments are included in Financial investments. For US GAAP presentation, non-marketable equity financial investments are reclassified to Other assets, and private equity investments are shown separately on the Balancebalance sheet.

3. Securities received as proceeds in a securities for securities lending transaction

When the GroupUBS acts as the lender in a securities lending agreement and receives securities as collateral that can be pledged or sold, it recognizes the securities received and a corresponding obligation to return them. These securities are reflected on the US GAAP balance sheet in the line “Securities received as collateral” on the asset side of the balance sheet. The offsetting

liability is presented in the line “Obligation to return securities received as collateral”.

4. Reverse repurchase, repurchase, securities borrowing and securities lending transactions

The GroupUBS enters into certain specifictypes of reverse repurchase, repurchase, securities borrowing and securities lending transactions that result in a difference between IFRS and US GAAP. Under IFRS, they are considered borrowing and lending transactions which are not reflected in the balance sheet except to the extent of cash collateral advanced or received. Under US GAAP, however, they are considered purchase and sale transactions due to the fact that the contracts do not meet specific collateral or margining requirements under SFAS 140. Due to the different treatment of these transactions under IFRS and US GAAP, interest income and expense recorded under IFRS must be reclassified to Net trading income or Other income for US GAAP. Additionally under US GAAP, the securities received are recognized on the balance sheet as a spot purchase (Trading portfolio assets) with a corresponding forward sale transaction (Replacement values) and a receivable (Cash collateral on securities borrowed) is reclassified, as applicable. The securities delivered are recognized as a spot sale (Trading portfolio liabilities) with a corresponding forward repurchase transaction (Replacement values) and a liability (Cash collateral on securities lent) is reclassified, as applicable.

5. Recognition/derecognition of financial assets

The guidance governing recognition and derecognition of a financial asset is considerably more complex under revised IAS 39 than previously and requires a multi-step decision process to determine whether derecognition is appropriate. UBS derecognizes financial assets for which it transfers the contractual rights to the cash flows and no longer retains any risk or reward coming from them nor maintains control over the financial assets. The provisions of this guidance were applied prospectively as at 1 January 2004. As a result of the new requirements, certain transactions are now accounted for as secured financing transactions instead of purchases or sales of trading portfolio assets with an accompanying swap derivative. Under US GAAP, these transactions continue to be shown as purchases and sales of trading portfolio assets and were reclassified accordingly.



168179


Financial Statements
Notes to the Financial Statements

Note 41.6 Consolidated Income Statement

Note 39.5 Consolidated Income Statement

The following is a Consolidated Income Statement of the Group, for the years ended 31 December 2002,2004, 31 December 20012003 and 31 December 2000,2002, restated to reflect the impact of valuation and income recognition differences and presentation differences between IFRS and US GAAP.

                      
 31.12.02 31.12.01 31.12.00     ��                  
CHF million 
 
 
 CHF million 31.12.04 31.12.03 31.12.02
For the year ended Reference US GAAP IFRS US GAAP IFRS US GAAP IFRS  Reference US GAAP IFRS US GAAP IFRS US GAAP IFRS 


Operating income  
Interest income a, d, 4  39,679   39,963  51,907 52,277 51,565 51,745  a, d, j, 4, 5 39,124 39,398 39,940 40,159 39,679 39,963 
Interest expense a, 4  (29,334)  (29,417)  (44,096)  (44,236)  (43,584)  (43,615) a, j, k, 4, 5  (27,306)  (27,538)  (27,700)  (27,860)  (29,334)  (29,417)


Net interest income  10,345   10,546  7,811 8,041 7,981 8,130  11,818 11,860 12,240 12,299 10,345 10,546 
Credit loss expense/(recovery)  (206)  (206)  (498)  (498) 130 130 


Net interest income after credit loss expense/(recovery)  10,139   10,340  7,313 7,543 8,111 8,260 
Credit loss expense / (recovery) 276 276  (72)  (72)  (115)  (115)
Net interest income after credit loss expense / (recovery) 12,094 12,136 12,168 12,227 10,230 10,431 


Net fee and commission income  18,221   18,221  20,211 20,211 16,703 16,703  19,416 19,416 17,345 17,345 18,221 18,221 
Net trading income d, 4  6,031   5,572  8,959 8,802 8,597 9,953  d, h, j, k, l, 4, 5 4,879 4,972 4,021 3,756 5,940 5,451 
Other income1 e, f, 4  96   (12) 534 558 1,514 1,486  b, c, e, j, m 1,188 897 380 462 96 4 
Income from Industrial Holdings 3,648 3,648 


Total operating income  34,487   34,121  37,017 37,114 34,925 36,402  41,225 41,069 33,914 33,790 34,487 34,107 


Operating expenses  
Personnel expenses c, g, h, i  18,610   18,524  19,713 19,828 17,262 17,163  f, g, h 18,729 18,515 17,615 17,231 18,610 18,524 
General and administrative expenses c  7,072   7,072  7,631 7,631 6,813 6,765  j 6,705 6,703 6,086 6,086 7,072 7,072 
Depreciation of property and equipment a, j  1,613   1,521  1,815 1,614 1,800 1,608  a, i, m 1,385 1,352 1,396 1,353 1,613 1,514 
Amortization of goodwill a, b  0   930  2,484 1,025 2,018 533  b 0 713 0 756 0 930 
Amortization of other intangible assets b  1,443   1,530  298 298 134 134  b 186 251 112 187 1,443 1,530 
Restructuring costs c  0   0  112 0 191 0 
Goods and materials purchased 2,861 2,861 0 0 0 0 


Total operating expenses  28,738   29,577  32,053 30,396 28,218 26,203  29,866 30,395 25,209 25,613 28,738 29,570 


Operating profit/(loss) before tax and minority interests  5,749   4,544  4,964 6,718 6,707 10,199 
Operating profit / (loss) before tax and minority interests
 11,359 10,674 8,705 8,177 5,749 4,537 


Tax expense/(benefit)  511   678  1,386 1,401 2,183 2,320 
Tax expense / (benefit) 2,112 2,135 1,842 1,593 511 676 


Net profit/(loss) before minority interests  5,238   3,866  3,578 5,317 4,524 7,879 
Net profit / (loss) before minority interests
 9,247 8,539 6,863 6,584 5,238 3,861 


Minority interests  (331)  (331)  (344)  (344)  (87)  (87) j  (435)  (450)  (350)  (345)  (331)  (331)
Change in accounting principle: 
cumulative effect of adoption of “AICPA Audit and Accounting Guide, Audits of Investment Companies” on certain financial investments, net of tax f  639   0  0 0 0 0 
Change in accounting principle: cumulative effect of adoption of “AICPA Audit and Accounting Guide, Audits of Investment Companies” on certain financial investments, net of tax 0 0 0 0 639 0 
Cumulative adjustment of accounting for certain equity based compensation plans as cash settled, net of tax 6 0 0 0 0 0 


Net profit  5,546   3,535  3,234 4,973 4,437 7,792  8,818 8,089 6,513 6,239 5,546 3,530 


1 The CHF 304 million gain, CHF 159 million loss and CHF 108 million of the differencegain included in US GAAP Other income between IFRS and US GAAP at 31 December 2004, 31 December 2003 and 31 December 2002, isrespectively are due to the Group’sUBS’s adoption of the “AICPA Audit and Accounting Guide, Audits of Investment Companies” on certain private equity investments for its US GAAP financial statements. This amount representsThese amounts represent the increasechange in fair value of these investments during 2004, 2003 and 2002.
Note: References above coincide with the discussions in Note 39.141.1 and Note 39.4.41.5. These references indicate which IFRS to US GAAP differences affect an individual financial statement caption. Certain prior year US GAAP amounts in 2003 and 2002 have been reclassifiedadjusted to conform to the current year’s presentation.

180


169


Note 41.7 Condensed Consolidated Balance Sheet

UBS Group Financial Statements
Notes to the Financial Statements

Note 39.6 Condensed Consolidated Balance Sheet

The following is a Condensed Consolidated Balance Sheet of the Group, as ofat 31 December 20022004 and 31 December 2001,2003, restated to reflect the impact of valuation and income recognition principles and presentation differences between IFRS and US GAAP.

             
 31.12.02 31.12.01                 
 
 
   31.12.04 31.12.03
CHF million Reference US GAAP IFRS US GAAP IFRS  Reference US GAAP IFRS US GAAP IFRS 


 
Assets  
Cash and balances with central banks  4,271   4,271  20,990 20,990  6,036 6,036 3,584 3,584 
Due from banks a  32,481   32,468  27,550 27,526  h, j 35,286 35,264 31,758 31,740 
Cash collateral on securities borrowed 4  139,073   139,052  162,566 162,938  4 218,414 220,242 211,058 213,932 
Reverse repurchase agreements  294,086   294,086  269,256 269,256  357,164 357,164 320,499 320,499 
Trading portfolio assets (including assets pledged as collateral of CHF 110,365 million at 31.12.02 and CHF 121,456 million at 31.12.01) 1, 4  441,845   371,436  455,406 397,886 
Trading portfolio assets c, h, j,1, 4, 5 449,389 370,259 423,733 341,013 
Trading portfolio assets pledged as collateral 159,115 159,115 120,759 120,759 
Positive replacement values 1, 4  83,757   82,092  73,474 73,447  j, k, 1, 4, 5 284,468 284,577 248,924 248,206 
Financial assets designated at fair value c 653 
Loans a, d  211,755   211,647  226,747 226,545  a, j, 5 228,968 232,387 212,729 212,679 
Financial investments f, 2  2,846   8,391  20,676 28,803  e, j, 2 1,455 5,049 1,303 5,139 
Securities received as collateral 3  16,308  10,931  3 12,950 13,071 
Accrued income and prepaid expenses 4  6,462   6,453  7,545 7,554  h, j 5,882 5,876 6,219 6,218 
Investments in associates  705   705  697 697  c 2,153 2,427 1,616 1,616 
Property and equipment a, j  8,358   7,869  9,276 8,695  a, c, m 9,045 8,736 8,116 7,683 
Goodwill a, b  28,127   11,181  29,255 14,578  a, b 26,977 8,847 26,775 9,348 
Other intangible assets b, g  1,222   2,515  4,510 4,507  b, c 1,722 3,302 1,174 2,181 
Private equity investments 2  4,328  6,069  2 3,094 3,308 
Other assets d, f, g, h, i, 1, 2  21,314   8,952  36,972 9,875  c, d, f, h, j, 1, 2, 5 101,068 34,850 64,381 25,459 


Total assets  1,296,938   1,181,118  1,361,920 1,253,297  1,903,186 1,734,784 1,699,007 1,550,056 


 
Liabilities  
Due to banks  83,178   83,178  106,531 106,531  h, 1 119,021 118,901 127,385 127,012 
Cash collateral on securities lent  36,870   36,870  30,317 30,317  4 57,792 61,545 51,157 53,278 
Repurchase agreements  366,858   366,858  368,620 368,620  j 423,513 422,587 415,863 415,863 
Trading portfolio liabilities 1, 4  117,721   106,453  119,528 105,798  j, 1, 4, 5 190,907 171,033 149,380 143,957 
Obligation to return securities received as collateral 3  16,308  10,931  3 12,950 13,071 
Negative replacement values 1, 4  132,354   81,282  116,666 71,443  j, k, l, 1, 4, 5 360,345 303,712 326,136 254,768 
Financial liabilities designated at fair value j, k, 5 65,756 35,286 
Due to customers a, d  306,872   306,876  333,766 333,781  j, 5 386,913 376,083 347,358 346,633 
Accrued expenses and deferred income 4  15,330   15,331  17,289 17,289  j 14,830 14,685 13,673 13,673 
Debt issued a, d  129,527   129,411  156,462 156,218  a, c, d, j, k, 1 164,744 117,828 123,259 88,843 
Other liabilities d, g, h, i, 1  32,815   12,339  38,416 15,658  c, d, f, g, h, j, l, m, 1 117,743 42,342 74,044 31,360 


Total liabilities  1,237,833   1,138,598  1,298,526 1,205,655  1,848,758 1,694,472 1,641,326 1,510,673 


Minority interests  3,529   3,529  4,112 4,112  c ,j 1,760 5,334 4,507 4,073 


Total shareholders’ equity  55,576   38,991  59,282 43,530  52,668 34,978 53,174 35,310 


Total liabilities, minority interests and shareholders’ equity  1,296,938   1,181,118  1,361,920 1,253,297  1,903,186 1,734,784 1,699,007 1,550,056 


Positive and Negative replacement values under US GAAP are presented on a gross basis for all periods presented.
Note: References above coincide with the discussions in Note 39.141.1 and Note 39.4.41.5. These references indicate which IFRS to US GAAP differences affect an individual financial statement caption. Amounts have been adjusted to reflect the treatment of reverse repurchase, repurchase, securities borrowing and securities lending transactions on a consistent basis. See Note 39.4.4 for details.


181

170


Financial Statements
Notes to the Financial Statements

Note 41.8 Comprehensive Income

Note 39.7 Comprehensive Income

Comprehensive income under US GAAP is defined as the change in Shareholders’shareholders’ equity excluding transactions with shareholders. Comprehensive income has two major components: Net profit, as reported in the income statement, and Other comprehensive income. Other comprehensive income includes such items as foreign currency translation, unrealized gains/gains / losses on available for saleavailable-for-sale securities, unrealized gains/gains / losses on changes in fair value of derivative instruments designated as cash flow hedges and additional minimum pension liability. The components and accumulated other comprehensive income amounts on a US GAAP basis for the years ended 31 December 2002,2004, 31 December 20012003 and 31 December 20002002 are as follows:

                         
      Unrealized  Unrealized  Additional  Accumulated    
  Foreign  gains/(losses)  gains/(losses)  minimum  other    
  currency  on available for  on cash flow  pension  comprehensive  Comprehensive 
CHF million translation  sale securities  hedges  liability  income/(loss)  income/(loss) 

Balance at 1 January 2000  (442)  16           (426)    
Net profit                      4,437 
Other comprehensive income:                        
Foreign currency translation  (245)              (245)    
Net unrealized gains on available for sale investments arising during the year, net of CHF 152 million tax      456           456     
Reclassification adjustment for gains on available for sale investments realized in net profit, net of CHF 40 million tax      (121)          (121)    

Other comprehensive income/(loss)                      90 

Comprehensive income                      4,527 

Balance at 31 December 2000  (687)  351           (336)    

Net profit                      3,234 
Other comprehensive income:
Foreign currency translation  (82)              (82)    
Net unrealized gains on available for sale investments arising during the year, net of CHF 27 million tax      109           109     
Reclassification adjustment for gains on available for sale investments realized in net profit, net of CHF 26 million tax      (104)          (104)    
Net unrealized gains on cash flow hedges arising during the year, net of CHF 1 million tax          4       4     
Reclassification adjustment for losses on cash flow hedges realized in net profit, net of CHF 1 million tax          3       3     
Additional minimum pension liability, net of CHF 108 million tax              (195)  (195)    

Other comprehensive income/(loss)                      (265)

Comprehensive income                      2,969 

Balance at 31 December 2001  (769)  356   7   (195)  (601)    

Net profit                      5,546 
Other comprehensive income:                        
Foreign currency translation  (80)              (80)    
Net unrealized gains on available for sale investments arising during the year, net of CHF 34 million tax      109           109     
Impairment charges reclassified to the income statement, net of CHF 26 million tax      95           95     
Reclassification adjustment for gains on available for sale investments realized in net profit, net of CHF 102 million tax      (368)          (368)    
Net unrealized losses on cash flow hedges arising during the year, net of CHF 3 million tax          (1)      (1)    
Reclassification adjustment for gains on cash flow hedges realized in net profit, net of CHF 0 million tax          (8)      (8)    
Additional minimum pension liability, net of CHF 93 million tax              (827)  (827)    

Other comprehensive income/(loss)                      (1,080)

Comprehensive income                      4,466 

Balance at 31 December 2002  (849)  192   (2)  (1,022)  (1,681)    

                             
      Unrealized              Accumu-    
      gains /  Unrealized          lated other    
      (losses) on  gains /  Additional      compre-  Compre- 
  Foreign  available-  (losses) on  minimum  Deferred  hensive  hensive 
  currency  for-sale  cash flow  pension  income  income /  income / 
CHF million translation  investments  hedges  liability  taxes  (loss)  (loss) 
 
Balance at 1 January 2002
  (769)  469   9   (303)  (7)  (601)    
 
Net profit
                          5,546 
 
Other comprehensive income:                            
 
Foreign currency translation  (80)                  (80)  (80)
 
Net unrealized gains on available-for-sale investments      143           (34)  109   109 
 
Impairment charges reclassified to the income statement      121           (26)  95   95 
 
Reclassification of gains on available-for- sale investments realized in net profit      (470)          102   (368)  (368)
 
Net unrealized losses on cash flow hedges          (4)      3   (1)  (1)
 
Reclassification of gains on cash flow hedges realized in net profit          (8)      0   (8)  (8)
 
Additional minimum pension liability              (920)  93   (827)  (827)
 
Other comprehensive income / (loss)
  (80)  (206)  (12)  (920)  138   (1,080)  (1,080)
 
Comprehensive income
                          4,466 
 
Balance at 31 December 2002
  (849)  263   (3)  (1,223)  131   (1,681)    
 
                             
Net profit
                          6,513 
 
Other comprehensive income:                            
 
Foreign currency translation  (795)                  (795)  (795)
 
Net unrealized losses on available-for-sale investments      (130)          49   (81)  (81)
 
Impairment charges reclassified to the income statement      111           (18)  93   93 
 
Reclassification of gains on available-for- sale investments realized in net profit      (69)          11   (58)  (58)
 
Reclassification of losses on cash flow hedges realized in net profit          3       (1)  2   2 
 
Additional minimum pension liability              917   (82)  835   835 
 
Other comprehensive income / (loss)
  (795)  (88)  3   917   (41)  (4)  (4)
 
Comprehensive income
                          6,509 
 
Balance at 31 December 2003
  (1,644)  175   0   (306)  90   (1,685)    
 
                             
Net profit
                          8,818 
 
Other comprehensive income:                            
 
Foreign currency translation  (818)                  (818)  (818)
 
Net unrealized gains on available-for-sale investments      32           (15)  17   17 
 
Impairment charges reclassified to the income statement      10           (2)  8   8 
 
Reclassification of gains on available-for- sale investments realized in net profit      (5)          1   (4)  (4)
 
Additional minimum pension liability              (819)  21   (798)  (798)
 
Other comprehensive income / (loss)
  (818)  37   0   (819)  5   (1,595)  (1,595)
 
Comprehensive income
                          7,223 
 
Balance at 31 December 2004
  (2,462)  212   0   (1,125)  95   (3,280)    
 

171182


UBS Group Financial Statements
Notes to the Financial Statements

Note 4042 Additional Disclosures Required under US GAAP and SEC Rules

Note 40.1 Sales of financial assets in securitizations


Note 42.1 Variable interest entities


Introduction

DuringFor the years ended 31 December 2002 and 2001, the Group securitized (i.e., transformed owned financial assets into securities through sales transactions) residential mortgage loans and securities, commercial mortgage loans and other financial assets, acting as lead or co-manager. The Group’s continuing involvement in these transactions was primarily limited to the temporary retention of various security interests. Proceeds received at the time of securitization from residential mortgage, commercial mortgage and other financial asset securitizations were CHF 143.5 billion, CHF 4.0 billion and CHF 5.8 billion, respectively in 2002 and CHF 67.6 billion, CHF 4.1 billion and CHF 2.8 billion, respectively in 2001. Related pre-tax gains (losses) recognized, including unrealized gains (losses) on retained interests, at the time of securitization were CHF 523.9 million, CHF 206.4 million and CHF (4.5) million, respectively in 2002 and CHF 112.9 million, CHF 129.7 mil-

ion and CHF 20.6 million, respectively in 2001. A significant portion of the securitization activities conducted in 2002 and 2001 were derived from businesses acquired in the purchase of PaineWebber Group Inc. in November 2000. During 2000, the Group did not engage in significant securitization transactions involving the transfer of its financial assets.

     At 31 December 2002 and 2001, the Group retained CHF 5.2 billion and CHF 6.8 billion, respectively in agency residential mortgage securities, backed by the Government National Mortgage Association (GNMA), the Federal National Mortgage Association (FNMA) and the Federal Home Loan Mortgage Corporation (FHLMC). The fair value of retained interests in residential mortgage securities is generally determined using observable market prices. Retained interests in other residential mortgage, commercial mortgage and other securities were not material at 31 December 2002 and 2001.


Note 40.2 Variable interest entities


FASB interpretation (FIN)year 2004 UBS fully applied Financial Accounting Standards Board (FASB) Interpretation No. 46, Consolidation“Consolidation of Variable Interest Entities was issued on 17(revised December 2003)”, an interpretation of Accounting Research Bulletin No. 51 (FIN 46-R). At 31 December 2003 the predecessor standard, FIN 46, had application to UBS only with respect to transitional disclosure requirements, and consolidation requirements for certain VIEs created after 31 January 20032003.

Identification of variable interest entities (VIEs) and provides guidance
measurement of variable interests

Qualifying special purpose entities (QSPEs) per Statement of Financial Accounting Standards (SFAS) No. 140 “Accounting for determining whether or not such entitiesTransfers and Servicing of Financial Assets and Extinguishments of Liabilities” are subject to consolidation.excluded from the scope of FIN 4646-R. In most other cases, FIN 46-R requires that control over a special purposean entity be assessed for US GAAP first assessed based on voting interests, and onlyinterests; if voting interests do not exist, or differ significantly from economic interests, the assessment ofentity is considered a VIE, and control is assessed based on its variable interests. SuchSpecifically, VIEs are entities are referred to as Variable Interest Entities. (“VIE’s”).in which no equity investors exist, or the equity investors:
do not have sufficient equity at risk for the entity to finance its activities without additional subordinated financial support from other parties; or
do not have the characteristics of a controlling financial interest; or
have voting rights that are not proportionate to their economic interests, and the activities of the entity involve or are conducted on behalf of investors with disproportionately small or no voting interests.
Variable interests are contractual, ownership, or other pecuniary interests held in an entitya VIE that varychange with changes in that entity’sthe fair value of a VIE’s net asset value,

including fee payments to decision makers and to providersassets, exclusive of guarantees (including writers of put options and other instruments with similar results) as well as the interestsvariable interests. Interests of related parties (including management, employees, affiliates and agents). are included in the evaluation as if owned directly by the enterprise.

     FIN 46A primary beneficiary is effective after 31 January 2003 for all newly acquiredan enterprise which absorbs a majority of a VIE’s expected losses, expected residual returns, or created interests in VIE’sboth – it must consolidate the VIE and for periods beginning after 15 June 2003 for all interests in VIE’s existing and owned prior to 1 February 2003.provide certain disclosures. The table below includes information for all entities where it is reasonably possible that UBS holdsholder of a significant variable interest which will be characterizedin a VIE is required to make disclosures only. UBS treats variable interests of more than 20% of a VIE’s expected losses, expected residual returns, or both, as a VIE.


172


Note 40.2 Variable interest entities (continued)

               
(in CHF million)     Notional amount    Maximum loss 
SPE category Total assets  of derivatives  Description of primary assets exposure 

Trust vehicles for awards to UBS employees  4,624.6   37,717.0  UBS shares and derivatives thereon, alternative    
          investments  4,982.21
Private equity investments  784.6   0  Private equity investments  318.4 
Hedge fund products including         Bonds, equities, derivatives    
direct investment funds and funds of funds  4,970.6   8,665.0  and alternative investments  1,643.6 
Passive intermediary to a derivative transaction2  2,131.1   37,248.2  Cash/corporate securities  876.9 
Dispersion of risk in a pool of investments  2,689.1   8,125.6  Debt securities, loan receivables and credit linked notes  333.8 
          Cash, debt securities,    
Other credit protection vehicles  1,639.0   2,922.5  asset-backed securities and credit default swaps  528.9 
Other miscellaneous structures  205.3   205.3  Corporate debt and equities  194.8 

Total 31.12.2002  17,044.3   94,883.6     8,878.6 

significant.
1The FASB Emerging Issues Task Force (EITF) has summarized four different general approaches to the application of FIN 46-R in EITF issue No. 04-7. In connection with certain leveraged investment opportunities available to key employees,applying FIN 46-R, UBS has committedadopted a quantitative approach, particularly for derivatives, which is known as “View A”, and is based on variability in the fair value of the net assets in the VIE, exclusive of variable interests.

Under View A, investments or derivatives in a VIE either create (increase), or absorb (decrease) variability in the fair value of a VIE’s net assets. The VIE counterparty is a risk creator (risk maker), or risk absorber (risk taker), respectively. Only risk absorption (risk taker) positions are assessed; risk creation interests are deemed not to provide upbe variable interests.
VIEs often contain multiple risk factors, such as credit, equity, foreign currency and interest rate risks, which require quantification by variable interest holders. UBS analyzes these risks into components, identifies the parties absorbing them, and uses models to CHF 440.8 millionquantify and compare them. These models are based on internally approved valuation models and in loanssome cases require the use of Monte Carlo simulation techniques. They are applied when UBS first becomes involved with a VIE, or after a major restructuring.

Measurement of maximum exposure to employee investment partnerships. At 31 December 2002,loss

Maximum exposure to loss is disclosed for VIEs in which UBS has a total of CHF 35.5 million in loans had actually been drawn down. Repayment of these loanssignificant variable interest.
UBS’s maximum exposure to loss is senior to the employees’generally measured as its net investment in the partnerships. The remaining unfunded portion of these commitmentsVIE, plus any additional amounts it may be obligated to invest. If UBS receives credit protection from credit derivatives it is also included in Note 25. In addition, if employees default on their future investment commitments, the Group is obliged to assume the remaining unfunded portion which amounted to CHF 137.7 million at 31 December 2002. In the event that all the investments made by these partnerships became worthless, UBS could be exposed to the loss of the entire committed amount of CHF 578.5 million which is included in the CHF 4,982.2 million in the table above.     2The maximum loss exposure relating to SPE’s which functionmeasured as a “Passive intermediary to a derivative transaction” is calculated as the discountedany positive replacement value of the Group’s gross contractual swap payment obligations pursuantderivatives. If UBS has provided guarantees or other types of credit protection to a VIE it is measured as the underlyingnotional amount of the credit protection instruments or credit derivatives. In other derivative contracts. In calculatingtransactions exposing UBS to potential losses, there is no theoretical limit to the maximum loss which could be incurred before considering offsetting positions or hedges entered into outside of the Group has not includedVIE. However, UBS’s general risk management process involves the effecthedging of positive or negative replacement values which are already reflectedrisk exposures for the Group in totalVIEs, on the Balance sheet and further discussed in Note 23.

The table above includes informationsame basis as for consolidated and non-consolidated special purpose entities. Certain entities subject to the above disclosure have been consolidated in the Group’s Financial Statements under IFRS and US GAAP due to the Group’s significant economic interest. However, in many special purpose entities UBS has a less than significant variable interest, or control is determined based on voting interest. These entities are not included in the table.

     In addition, the “maximum exposure to loss” presented in the table represents worst-case scenarios and does not consider the offsetting effects of hedges. It is the Group’s practice to hedge

interest rate, credit and other market risk exposures.non-VIE counterparties. See Note 29 for a further discussion of the Group’sUBS’s risk mitigation strategies.

VIEs in which UBS is the primary beneficiary

     SomeVIEs in which UBS is the primary beneficiary require consolidation, which may increase both total assets and liabilities of the special purpose entitiesUS GAAP financial statements, or in other cases may result in a reclassification of existing assets or liabilities.
In certain cases, an entity not consolidated under IFRS, is consolidated under FIN 46-R because UBS is the table above function as passive intermediaries to derivatives transactionsprimary beneficiary. Significant groups of these include CHF 4.3 billion of investment fund products, and CHF 1.1 billion of securitization VIEs, which includes some third-party VIEs mentioned below.
The other significant group of VIEs consolidated for US GAAP, but not under IFRS, are generally established to facilitateemployee equity compensation trusts, for which UBS is the transfer of credit risk on portfolios to investors. The relevant size of such entities is measured by the “notional amount”primary beneficiary because of the derivatives’ underlying referenced assets; i.e., thevariable interests of employees. These trusts have a total size prior to US GAAP consolidation of the portfolio for which credit risk has been transferred. These notional amounts are also included in Note 23, Derivative Instruments.
approximately CHF 2.8 bil-



173183


UBS Group Financial Statements
Notes to the Financial Statements

lion, including approximately CHF 2.0 billion in UBS shares and CHF 0.8 billion in alternative investment vehicles. Upon consolidation, the UBS shares are treated as treasury shares, which increases the weighted average number of treasury shares at 31 December 2004 by 23 million shares, and decreases the basic EPS denominator by 2%.

UBS has reviewed the population of potential third-party VIEs it is involved with. Those identified in which UBS is the primary beneficiary, and are consolidated for US GAAP purposes, have combined assets of approximately CHF 5.5 billion and are included in the table below.
Many entities consolidated under US GAAP due to FIN 46-R are already consolidated under IFRS, based on the determina-

tion of exercise of control under IFRS. The total size of this population is approximately CHF 4.7 billion, mostly comprising investment funds managed by UBS, other investment fund products, and securitization vehicles.

Certain VIEs in which UBS is the primary beneficiary, but for which UBS also holds a majority voting interest, are consolidated, but do not require disclosure in the table below. In most cases such VIEs, or their financial position and performance, are already consolidated under IFRS.
The creditors or beneficial interest holders of VIEs in which UBS is the primary beneficiary do not have any recourse to the general credit of UBS.



           
VIEs in which UBS is the primary beneficiary
      Consolidated assets that are collateral   
(CHF million)     for the VIEs' obligations   
Nature, purpose and activities of VIEs Total assets  Classification Amount 
 
Securitizations  1,363  Loan receivables, government debt securities, corporate debt securities  1,363 
 
Investment fund products  4,648  Investment funds  4,648 
 
Investment funds managed by UBS  4,303  Debt, equity  4,270 
 
Passive intermediary to a derivative transaction  174  Loan receivables, corporate debt securities  174 
 
Trust vehicles for awards to UBS employees  2,798  UBS shares and alternative investment vehicles  2,798 
 
Private equity investments  300  Private equity investments  152 
 
Other miscellaneous structures  36     
 
Total 31.12.04
  13,622     13,405 
 

Entities which are de-consolidated for US GAAP purposes

In certain cases, an entity consolidated under IFRS is not consolidated under FIN 46-R. UBS consolidates under IFRS several trusts that have issued trust preferred securities amounting to CHF 3.0 billion, which are de-consolidated for US GAAP purposes. Under IFRS the trust preferred securities are treated as minority interests, with dividends paid reported in minority interests; under US GAAP the securities are treated as debt, with interest paid reported in interest expense.

VIEs in which UBS holds a significant variable interest

VIEs in which UBS holds a significant variable interest are mostly used in securitizations, or as investment fund products, including funds managed by UBS.
UBS has reviewed the population of potential third party VIEs it is involved with. Those identified in which UBS holds a significant variable interest have combined assets of approximately CHF 11.7 billion, for which UBS has a maximum exposure to loss of approximately CHF 4.4 billion. Disclosures for these are included in the table below.



           
VIEs in which UBS holds a significant variable interest
(CHF million)       Maximum exposure 
Nature, purpose and activities of VIEs Total assets  Nature of involvement to loss 
 
Securitizations  7,075  UBS acts as swap counterparty  2,700 
 
Investment fund products  4,863  UBS holds notes or units  1,744 
 
Investment funds managed by UBS  1,978  UBS acts as investment manager  742 
 
Credit protection vehicles  1,449  SPE used for credit protection –
UBS sells credit risk on portfolios to investors
  800 
 
Other miscellaneous structures  114  UBS acts as swap counterparty  54 
 
Total 31.12.04
  15,479     6,040 
 

184


Third-party VIEs not otherwise classified

FIN 46-R requires UBS to consider all VIEs for consolidation, including VIEs which UBS has not created, but in which it holds variable interests as a third-party counterparty, either through direct or indirect investment, or through derivative transactions.

UBS has identified that it holds variable interests in 56 third-party VIEs that in some cases could result in UBS being considered the primary beneficiary, but the information necessary to make this determination or perform the accounting required to consolidate the VIE, was held by third parties, and was not available to UBS. Additional disclosures for these VIEs are provided in the table below.



               
VIEs not originated by UBS – information unavailable from third parties
        Net income  Maximum 
(CHF million)       from VIE in  exposure 
Nature, purpose and activities of VIEs Total assets  Nature of involvement current period  to loss 
 
Securitizations  4,083  UBS acts as swap counterparty  114   3,561 
 
Investment fund products  480  UBS acts as swap counterparty  24   457 
 
Total 31.12.04
  4,563     138   4,018 
 

Future developments

As the guidance for FIN 46-R has seen considerable continued development, it is possible UBS may be required to apply a different approach in the future, which would impact the


US GAAP financial position, results, and reporting. However, it is not possible at this time to predict the impact this might have.


185


Financial Statements
Notes to the Financial Statements

Note 42.2 Industrial Holdings’ Income Statement1

Following an additional percentage acquisition of Motor-Columbus, UBS now holds a majority ownership interest in the company. As a result, UBS has fully consolidated Motor-Columbus in its financial statements, housing it within a separate segment. “Industrial Holdings” consists of Motor-Columbus, a Swiss holding company, whose most significant asset is a 59.3% interest in Atel, a Swiss-based European energy provider. The following table provides information required by Regulation S-X for commercial and industrial companies, including a condensed income statement and certain additional balance sheet information:

CHF million31.12.042
Operating income
Net sales3,632
Operating expenses
Cost of products sold3,200
Marketing expenses44
General and administrative expenses131
Other intangible assets amortization77
Other operating expenses8
Total operating expenses3,460
Operating profit
172
Non-operating profit
Interest income4
Interest expense(38)
Other non-operating income, net50
Non-operating profit
16
Net profit before tax and minority interests
188
Income taxes47
Net profit before minority interests
141
Equity in income of associates, net of tax17
Minority interests(113)
Net profit
45
Accounts receivables trade, gross1,681
Allowance for doubtful receivables(18)
Accounts receivables trade, net
1,663
1 Industrial Holdings consists of Motor-Columbus, a Swiss holding company, whose most significant asset is a 59.3% interest in Atel, a Swiss-based European energy provider.2 Results shown for the six-month period beginning on 1 July 2004.

186


Note 42.3 Indemnifications

In the normal course of business, UBS provides representations, warranties and indemnifications to counterparties in connection with numerous transactions. These provisions are generally ancillary to the business purposes of the contracts in which they are embedded. Indemnification clauses are generally standard contractual terms related to the Group’s own performance under a contract and are entered into based on an assessment that the risk of loss is remote. Indemnifications may also protect counterparties in the event that additional taxes are owed due either to a change in applicable tax laws or adverse interpretations of tax laws. The purpose of these clauses is to ensure that the terms of a contract are met at inception.
The most significant business where UBS provides representations and warranties are asset securitizations. UBS generally represents that certain securitized assets meet specific requirements, for example documentary attributes. UBS may be required to repurchase the assets and/or indemnify the purchaser of the assets against losses due to any breaches of such
representations or warranties. Generally, the maximum amount of future payments the Group would be required to make under such repurchase and/or indemnification provisions would be equal to the current amount of assets held by such securitization-related SPEs as at 31 December 2004, plus, in certain circumstances, accrued and unpaid interest on such assets and certain expenses. The potential loss due to such repurchase and/or indemnity is mitigated by the due diligence UBS performs to ensure that the assets comply with the requirements set forth in the representations and warranties. UBS receives no compensation for representations and warranties, and it is not possible to determine their fair value because they rarely, if ever, result in a payment. Historically, losses incurred on such repurchases and/or indemnifications have been insignificant. Management expects the risk of material loss to be remote. No liabilities related to such representations, warranties, and indemnifications are included in the balance sheet at 31 December 2004 and 2003.


 

Note 40.3 Supplemental Guarantor Information

Note 42.4 Supplemental Guarantor Information


Guarantee of PaineWebber securities

Following the acquisition of Paine Webber Group Inc., UBS AG made a full and unconditional guarantee of the senior and subordinated notes and trust preferred securities (“Debt Securities”) of PaineWebber. Prior to the acquisition, Paine-WebberPaineWebber was an SEC Registrant. Upon the acquisition, PaineWebberPaine Webber was merged into UBS Americas Inc., a wholly owned subsidiary of UBS.
Under the guarantee, if UBS Americas Inc. fails to make any timely payment under the Debt Securities agreements, the holders of the Debt Securities or the Debt Securities trustee may demand payment from UBS without first proceeding against UBS Americas Inc. UBS’s obligations under the subordinatedsubor-

dinated note guarantee are subordinated to the prior payment in full of the deposit liabilities of UBS and all other liabilities of

UBS. At 31 December 2002,2004, the amount of senior liabilities of UBS to which the holders of the subordinated debt securities would be subordinated is approximately CHF 1,1291,685 billion.

The information presented in this note is prepared in accordance with IFRS and should be read in conjunction with the consolidated financial statementsConsolidated Financial Statements of the GroupUBS of which this information is a part. At the bottom of each column, Net profit and Shareholders’ equity has been reconciled to US GAAP. See Note 3941 for a detailed reconciliation of the IFRS financial statements to US GAAP for the GroupUBS on a consolidated basis.
     Effective 1 January 2002, the ownership of all major US subsidiaries of UBS AG was transferred to UBS Americas Inc. through a capital contribution. As a result, the current disclosure note is not comparable with those presented in previous periods.


187



Financial Statements
Notes to the Financial Statements

Supplemental Guarantor Consolidating Income Statement

                                 
CHF million UBS AG UBS Consolidating    UBS AG UBS Consolidating   
For the year ended 31 December 2002 Parent Bank1 Americas Inc. Subsidiaries Entries UBS Group 
For the year ended 31 December 2004 Parent Bank1 Americas Inc. Subsidiaries entries UBS Group 


Operating income  
Interest income 25,253 16,693 4,520  (6,503) 39,963  29,423 13,364 14,486  (17,875) 39,398 
Interest expense 18,187 14,273 3,460  (6,503) 29,417  21,732 10,009 13,672  (17,875) 27,538 


Net interest income 7,066 2,420 1,060 0 10,546  7,691 3,355 814 0 11,860 
Credit loss expense  (134)  (15)  (57) 0  (206) 334 1  (59) 0 276 


Net interest income after credit loss expense 6,932 2,405 1,003 0 10,340  8,025 3,356 755 0 12,136 


Net fee and commission income 6,841 7,325 4,055 0 18,221  7,830 7,119 4,467 0 19,416 
Net trading income 4,420 773 379 0 5,572  4,204 386 382 0 4,972 
Income from subsidiaries  (1,429) 0 0 1,429 0  1,364 0 0  (1,364) 0 
Other income  (131)  (26) 145 0  (12) 449 737  (289) 0 897 
Income from industrial holdings 0 0 3,648 0 3,648 


Total operating income 16,633 10,477 5,582 1,429 34,121  21,872 11,598 8,963  (1,364) 41,069 


Operating expenses  
Personnel expenses 8,370 7,531 2,623 0 18,524  9,699 6,577 2,239 0 18,515 
General and administrative expenses 2,627 2,003 2,443 0 7,073  1,994 2,719 1,990 0 6,703 
Depreciation of property and equipment 1,062 204 255 0 1,521  769 155 428 0 1,352 
Amortization of goodwill and other intangible assets 144 2,211 104 0 2,459  46 750 168 0 964 
Goods and materials purchased 0 0 2,861 0 2,861 


Total operating expenses 12,203 11,949 5,425 0 29,577  12,508 10,201 7,686 0 30,395 


Operating profit/(loss) before tax and minority interests 4,430  (1,472) 157 1,429 4,544 
Operating profit / (loss) before tax and minority interests
 9,364 1,397 1,277  (1,364) 10,674 


Tax expense/(benefit) 895  (460) 243 0 678 
Tax expense / (benefit) 1,275 153 707 0 2,135 


Net profit/(loss) before minority interests 3,535  (1,012)  (86) 1,429 3,866 
Net profit / (loss) before minority interests
 8,089 1,244 570  (1,364) 8,539 


Minority interests 0 0  (331) 0  (331) 0  (35)  (415) 0  (450)


Net profit/(loss) 3,535  (1,012)  (417) 1,429 3,535 
Net profit / (loss)
 8,089 1,209 155  (1,364) 8,089 


Net profit/(loss) US GAAP2 5,214  (65) 397 0 5,546 
Net profit / (loss) US GAAP2
 6,426 1,977 415 0 8,818 


1 UBS AG Parent Bank prepares its financial statements in accordance with Swiss Banking Lawbanking law requirements. For the purpose of this disclosure, the accounts have been adjusted to IFRS.2 Refer to Note 3941 for a description of the differences between IFRS and US GAAP.


188

174


Supplemental Guarantor Consolidating Balance Sheet

                                     
CHF million UBS AG UBS Consolidating    UBS AG UBS Consolidating   
For the year ended 31 December 2002 Parent Bank1 Americas Inc. Subsidiaries Entries UBS Group 
For the year ended 31 December 2004 Parent Bank1 Americas Inc. Subsidiaries Entries UBS Group 


Assets  
Cash and balances with central banks 3,609 7 655 0 4,271  4,152 7 1,877 0 6,036 
Due from banks 65,992 14,205 82,384  (130,113) 32,468  94,881 11,194 132,730  (203,541) 35,264 
Cash collateral on securities borrowed 32,248 139,424 1,056  (33,676) 139,052  87,198 185,741 95,334  (148,031) 220,242 
Reverse repurchase agreements 197,168 150,717 40,725  (94,524) 294,086  213,080 171,447 229,558  (256,921) 357,164 
Trading portfolio assets 197,184 148,430 25,823 0 371,437  205,075 138,015 27,169 0 370,259 
Trading portfolio assets pledged as collateral 107,944 39,998 11,173 0 159,115 
Positive replacement values 82,087 3,249 17,168  (20,413) 82,091  287,786 1,985 138,451  (143,645) 284,577 
Financial assets designated at fair value 0 0 653 0 653 
Loans 252,625 25,904 14,796  (81,678) 211,647  252,342 29,440 36,509  (85,904) 232,387 
Financial investments 1,613 1,684 5,094 0 8,391  839 937 3,273 0 5,049 
Accrued income and prepaid expenses 2,343 3,143 1,458  (491) 6,453  3,129 1,846 3,546  (2,645) 5,876 
Investments in associates 9,730 20 81  (9,126) 705  28,915 14 1,307  (27,809) 2,427 
Property and equipment 6,144 731 994 0 7,869  5,475 511 2,750 0 8,736 
Goodwill and other intangible assets 128 12,946 622 0 13,696  528 9,664 1,957 0 12,149 
Other assets 3,989 4,009 3,603  (2,649) 8,952  8,536 3,728 24,922  (2,336) 34,850 


Total assets 854,860 504,469 194,459  (372,670) 1,181,118  1,299,880 594,527 711,209  (870,832) 1,734,784 


Liabilities  
Due to banks 85,634 89,815 37,842  (130,113) 83,178  157,889 87,736 76,817  (203,541) 118,901 
Cash collateral on securities lent 35,800 32,625 2,121  (33,676) 36,870  85,053 45,362 79,161  (148,031) 61,545 
Repurchase agreements 136,797 295,885 28,700  (94,524) 366,858  119,826 332,513 227,169  (256,921) 422,587 
Trading portfolio liabilities 56,105 43,784 6,564 0 106,453  98,019 59,867 13,147 0 171,033 
Negative replacement values 89,135 3,524 9,036  (20,413) 81,282  309,809 2,105 135,443  (143,645) 303,712 
Financial liabilities designated at fair value 47,116 0 18,640 0 65,756 
Due to customers 339,787 19,957 28,810  (81,678) 306,876  366,762 47,265 47,960  (85,904) 376,083 
Accrued expenses and deferred income 7,779 6,580 1,463  (491) 15,331  7,588 6,233 3,509  (2,645) 14,685 
Debt issued 58,704 7,111 63,596 0 129,411  56,658 5,214 55,956 0 117,828 
Other liabilities 6,933 2,604 5,451  (2,649) 12,339  9,378 2,442 32,858  (2,336) 42,342 


Total liabilities 816,674 501,885 183,583  (363,544) 1,138,598  1,258,098 588,737 690,660  (843,023) 1,694,472 


Minority interests 0 55 3,474 0 3,529  0 144 5,190 0 5,334 


Total shareholders’ equity 38,186 2,529 7,402  (9,126) 38,991  41,782 5,646 15,359  (27,809) 34,978 


Total liabilities, minority interests and shareholders’ equity 854,860 504,469 194,459  (372,670) 1,181,118  1,299,880 594,527 711,209  (870,832) 1,734,784 


Total shareholders’ equity — US GAAP 2 44,852 3,176 7,548 0 55,576 
Total shareholders’ equity – US GAAP2
 29,116 7,760 15,792 0 52,668 


1 UBS AG Parent Bank prepares its financial statements in accordance with Swiss Banking Lawbanking law requirements. For the purpose of this disclosure, the accounts have been adjusted to IFRS.2Refer to Note 3941 for a description of the differences between IFRS and US GAAP.


189

175


UBS Group Financial Statements
Notes to the Financial Statements





Supplemental Guarantor Consolidating Cash Flow Statement

                           
CHF million UBS AG UBS      UBS AG UBS     
For the year ended 31 December 2002 Parent Bank1 Americas Inc. Subsidiaries UBS Group 
For the year ended 31 December 2004 Parent Bank1 Americas Inc. Subsidiaries UBS Group 


Net cash flow from/(used in) operating activities 8,422  (927)  (9,859)  (2,364)
Net cash flow from / (used in) operating activities
  (6,652)  (1,636)  (19,610)  (27,898)


Cash flow from/(used in) investing activities 
Cash flow from / (used in) investing activities 
Investments in subsidiaries and associates (23)  (16)  (21)  (60)  (2,511) 0 0  (2,511)
Disposal of subsidiaries and associates 984 0 0 984  800 0 0 800 
Purchase of property and equipment  (1,019)  (189)  (555)  (1,763)  (555)  (164)  (430)  (1,149)
Disposal of property and equipment 22 28 17 67  64 249 391 704 
Net (investment in) / divestment of financial investments 39 145 502 686 
Net cash flow from / (used in) investing activities
  (2,163) 230 463  (1,470)
Cash flow from / (used in) financing activities 
Net (investment in)/divestment of financial investments 931 307 915 2,153 

Net cash flow from/(used in) investing activities 895 130 356 1,381 

Cash flow from/(used in) investing activities 
Net money market paper issued/(repaid) (30,635) 471 3,958  (26,206)
Net money market paper issued / (repaid) 5,758 199 15,422 21,379 
Net movements in treasury shares and own equity derivative activity  (5,605) 0 0  (5,605)  (4,999) 0 0  (4,999)
Capital issuance 6 0 0 6  2 0 0 2 
Capital repayment by par value reduction  (2,509) 0 0  (2,509)
Issuance of long-term debt 8,414 915 7,803 17,132 
Repayment of long-term debt  (11,099)  (2,780)  (1,032)  (14,911)
Dividends paid  (2,806) 0 0  (2,806)
Issuance of long-term debt, including financial liabilities designated at fair value 35,426  (26) 15,811 51,211 
Repayment of long-term debt, including financial liabilities designated at fair value  (11,944)  (1,869)  (10,904)  (24,717)
Increase in minority interests 0 0 0 0  0  (969) 1,071 102 
Dividend payments to/and purchase from minority interests 0 0  (377)  (377)
Dividend payments to / purchase from minority interests 0  (1)  (331)  (332)
Net activity in investments in subsidiaries 2,775  (161)  (2,614) 0   (4,799) 866 3,933 0 


Net cash flow from/(used in) financing activities  (38,653)  (1,555) 7,738  (32,470)
Net cash flow from / (used in) financing activities
 16,638  (1,800) 25,002 39,840 
Effects of exchange rate differences  (2,608) 1,919 227  (462)  (1,282) 401  (171)  (1,052)


Net increase/(decrease) in cash equivalents  (31,944)  (433)  (1,538)  (33,915)
Net increase / (decrease) in cash equivalents
 6,541  (2,805) 5,684 9,420 
Cash and cash equivalents, beginning of the year 89,856 15,552 10,851 116,259  43,309 18,811 11,236 73,356 


Cash and cash equivalents, end of the year 57,912 15,119 9,313 82,344  49,850 16,006 16,920 82,776 


Cash and cash equivalents comprise:  
Cash and balances with central banks 3,609 7 655 4,271  4,152 7 1,877 6,036 
Money market paper2 33,509 9,615 3,059 46,183  31,262 13,450 697 45,409 
Due from banks maturing in less than three months 20,794 5,497 5,599 31,890  14,436 2,549 14,346 31,331 


Total 57,912 15,119 9,313 82,344  49,850 16,006 16,920 82,776 


1 UBS AG Parent Bank prepares its Financial Statementsfinancial statements in accordance with Swiss Banking Lawbanking law requirements. For the purpose of this disclosure, the accounts have been adjusted to IFRS.2
2 Money market paper is included in the Balance sheet under Trading portfolio assets and Financial investments. CHF 10,47513,242 million was pledged at 31 December 2002.2004.


Guarantee of other securities

In October 2000, UBS AG, acting through a wholly owned subsidiary, issued USD 1.5 billion (CHF 2.6 billion at issuance) 8.622% UBS Trust Preferred securities. In June 2001, UBS issued an additional USD 800 million (CHF 1.3 billion at issuance) of such securities (USD 300 million at 7.25% and USD 500 million at 7.247%). In May 2003, UBS issued USD 300 million of Floating Rate Noncumulative Trust Preferred Securities (CHF 390 million at issuance) at 0.7% above one-month


LIBOR of such securities. UBS AG has fully and unconditionally guaranteed

these securities. UBS’s obligations under the trust preferred securities guarantee are subordinated to the prior payment in full of the deposit liabilities of UBS and all other liabilities of UBS. At 31 December 2002,2004, the amount of senior liabilities of UBS to which the holders of the subordinated debt securities would be subordinated is approximately CHF 1,1291,685 billion.



176


190

UBS Group Financial Statements
Report of the Group Auditors






(Ernst & Young Letter)


177


(Scene of flowers)

178


(UBS AG Parent Bank)

179


UBS AG (Parent Bank)
Table of Contents





UBS AG (Parent Bank)


UBS AG (Parent Bank)
Table of Contents

UBS AG (Parent Bank)
Table of Contents


192

180


UBS AG (Parent Bank)
Parent Bank Review






Parent Bank Review

Income Statement

The Parent Bank UBS AG net profit increased by CHF 1,1791,749 million from CHF 4,6554,197 million to CHF 5,8345,946 million. Income from investments in associates increaseddecreased to CHF 3,417461 million from CHF 1,5321,914 million in 20012003 mainly due to higherless distribution received. Sundry expense from ordinary activities was CHF 381 million, up from CHF 139 millionThe increase in 2001. This was mainly due to higher net writedown of financial investments. DepreciationExtraordinary income and write-offs were CHF 3,025 million, up from CHF 1,650 million in 2001 mainly caused by higher writedownexpenses is explained on investments inpage 198.

associated companies. Extraordinary income contains CHF 260 million (2001: CHF 87 million) from the sale of subsidiaries.

Balance Sheet

Total assets increased by CHF 48141 billion to CHF 1,0641,136 billion byat 31 December 2002.2004. This movement is mostly impactedmainly caused by increased trading-related assets where mainly tradingpositions in Due from banks of CHF 28 billion and Due from customers of CHF 29 billion. A considerable increase resulted in Trading balances in securities and positiveprecious metals of CHF 52 billion (thereof debt instruments CHF 25 billion and equities CHF 37 billion) as well as in Positive replacement values have increased. Liquid assets have significantly decreasedof CHF 17 billion. The decrease in financial investments of CHF 4.5 billion is mainly due to reductionthe reclassification of deposits withown shares to Trading balances in securities and precious metals. The Investments in associated companies expanded by almost CHF 6 billion which is mainly due to new investments or additional financing of subsidiaries abroad, the Bankestablishment of Japan.new fund companies and the step acquisition of Motor-Columbus.



181193


UBS AG (Parent Bank)
Financial Statements






Financial Statements

Income Statement

             
CHF million         % change from 
For the year ended  31.12.02   31.12.01  31.12.01 

Interest and discount income  20,059   29,967   (33)
Interest and dividend income from trading portfolio  7,074   8,089   (13)
Interest and dividend income from financial investments  23   185   (88)
Interest expense  (20,125)  (31,444)  (36)

Net interest income  7,031   6,797   3 

Credit-related fees and commissions  252   291   (13)
Fee and commission income from securities and investment business  7,249   8,232   (12)
Other fee and commission income  515   524   (2)
Fee and commission expense  (1,167)  (1,176)  (1)

Net fee and commission income  6,849   7,871   (13)

Net trading income  4,634   5,015   (8)

Net income from disposal of financial investments  125   15   733 
Income from investments in associated companies  3,417   1,532   123 
Income from real estate holdings  50   54   (7)
Sundry income from ordinary activities  1,908   1,183   61 
Sundry ordinary expenses  (381)  (139)  174 

Other income from ordinary activities  5,119   2,645   94 

Operating income  23,633   22,328   6 

Personnel expenses  8,916   9,443   (6)
General and administrative expenses  4,379   4,869   (10)

Operating expenses  13,295   14,312   (7)

Operating profit  10,338   8,016   29 

Depreciation and write-offs on investments in            
associated companies and fixed assets  3,025   1,650   83 
Allowances, provisions and losses  1,053   1,140   (8)

Profit before extraordinary items and taxes  6,260   5,226   20 

Extraordinary income  265   95   179 
Extraordinary expenses  7   7   0 
Tax expense/(benefit)  684   659   4 

Profit for the period  5,834   4,655   25 

             
Income Statement
  For the year ended % change from 
CHF million 31.12.04  31.12.03  31.12.03 
 
Interest and discount income  18,902   19,417   (3)
 
Interest and dividend income from trading portfolio  10,457   9,325   12 
 
Interest and dividend income from financial investments  13   11   18 
 
Interest expense  (21,659)  (20,034)  (8)
 
Net interest income  7,713   8,719   (12)
 
Credit-related fees and commissions  228   228   0 
 
Fee and commission income from securities and investment business  8,002   6,998   14 
 
Other fee and commission income  735   826   (11)
 
Fee and commission expense  (1,135)  (1,180)  4 
 
Net fee and commission income  7,830   6,872   14 
 
Net trading income  3,469   521   566 
 
Net income from disposal of financial investments  87   (69)    
 
Income from investments in associated companies  461   1,914   (76)
 
Income from real estate holdings  46   43   7 
 
Sundry income from ordinary activities  1,418   1,213   17 
 
Sundry ordinary expenses  (26)  (96)  73 
 
Other income from ordinary activities  1,986   3,005   (34)
 
Operating income
  20,998   19,117   10 
 
Personnel expenses  9,699   8,889   9 
 
General and administrative expenses  3,833   3,943   (3)
 
Operating expenses
  13,532   12,832   5 
 
Operating profit
  7,466   6,285   19 
 
Depreciation and write-offs on investments in associated companies and fixed assets  1,021   919   11 
 
Allowances, provisions and losses  184   658   (72)
 
Profit before extraordinary items and taxes
  6,261   4,708   33 
 
Extraordinary income  1,016   92     
 
Extraordinary expenses  49   1     
 
Tax expense / (benefit)  1,282   602   113 
 
Profit for the period
  5,946   4,197   42 
 


194

182


Balance Sheet

             
          % change from 
CHF million 31.12.02  31.12.01  31.12.01 

Assets            
Liquid assets  3,609   20,215   (82)
Money market paper  33,671   54,384   (38)
Due from banks  265,106   252,226   5 
Due from customers  165,938   173,690   (4)
Mortgage loans  117,677   117,706   0 
Trading balances in securities and precious metals  199,546   185,306   8 
Financial investments  8,377   17,253   (51)
Investments in associated companies  10,275   11,331   (9)
Tangible fixed assets  4,633   5,624   (18)
Accrued income and prepaid expenses  2,342   3,231   (28)
Positive replacement values  249,064   171,798   45 
Other assets  3,734   3,725   0 

Total assets  1,063,972   1,016,489   5 

Total subordinated assets1  4,717   4,219   12 
Total amounts receivable from Group companies  218,915   213,954   2 

Liabilities            
Money market paper issued  22,131   52,604   (58)
Due to banks  303,023   303,036   0 
Due to customers on savings and deposit accounts  76,687   67,664   13 
Other amounts due to customers  274,431   288,684   (5)
Medium-term note issues  4,220   5,213   (19)
Bond issues and loans from central mortgage institutions  67,759   65,471   3 
Accruals and deferred income  7,846   8,707   (10)
Negative replacement values  256,278   172,469   49 
Other liabilities  3,281   5,795   (43)
Value adjustments and provisions  4,177   3,959   6 
Share capital  1,005   3,589   (72)
General statutory reserve  12,392   14,507   (15)
Reserve for own shares  6,623   3,253   104 
Other reserves  18,285   16,883   8 
Profit brought forward 
Profit for the period  5,834   4,655   25 

Total liabilities  1,063,972   1,016,489   5 

Total subordinated liabilities  13,315   16,444   (19)
Total amounts payable to Group companies  142,139   126,182   13 

1 The subordinated assets for 2001 have been restated to include the subordinated traded assets of CHF 2,325 million.
             
Balance Sheet
          % change from 
CHF million 31.12.04  31.12.03  31.12.03 
 
             
Assets
            
 
Liquid assets  4,152   2,895   43 
 
Money market paper  31,262   21,233   47 
 
Due from banks  350,055   321,796   9 
 
Due from customers  159,988   130,814   22 
 
Mortgage loans  132,941   131,900   1 
 
Trading balances in securities and precious metals  288,170   236,096   22 
 
Financial investments  4,503   8,955   (50)
 
Investments in associated companies  20,547   14,757   39 
 
Fixed assets  4,212   4,367   (4)
 
Accrued income and prepaid expenses  3,129   3,666   (15)
 
Positive replacement values  128,300   111,612   15 
 
Other assets  8,550   6,585   30 
 
Total assets
  1,135,809   994,676   14 
 
Total subordinated assets
  4,970   4,450   12 
 
Total amounts receivable from Group companies
  446,850   397,410   12 
 
             
Liabilities
            
 
Money market paper issued  29,637   23,879   24 
 
Due to banks  428,371   377,447   13 
 
Due to customers on savings and deposit accounts  83,976   84,360   0 
 
Other amounts due to customers  316,467   274,408   15 
 
Medium-term bonds  1,686   2,403   (30)
 
Bond issues and loans from central mortgage institutions  60,125   45,968   31 
 
Accruals and deferred income  7,588   7,060   7 
 
Negative replacement values  158,811   127,885   24 
 
Other liabilities  5,951   6,802   (13)
 
Value adjustments and provisions  3,929   3,894   1 
 
Share capital  901   946   (5)
 
General statutory reserve  7,572   7,212   5 
 
Reserve for own shares  9,056   8,024   13 
 
Other reserves  15,793   20,191   (22)
 
Profit for the period  5,946   4,197   42 
 
Total liabilities
  1,135,809   994,676   14 
 
Total subordinated liabilities
  12,695   12,471   2 
 
Total amounts payable to Group companies
  357,311   257,955   39 
 

195

Statement of Appropriation of Retained Earnings


UBS AG (Parent Bank)
Financial Statements

     
Statement of Appropriation of Retained Earnings
CHF million    

The Board of Directors proposes to the Annual General Meeting the following appropriation:    

Profit for the financial year 20022004 as per the Parent Bank’s Income Statement  5,8345,946 

Appropriation to general statutory reserve  232322
 
Appropriation to other reserves  3,2372,363
 
Proposed dividends  2,3653,261 

Total appropriation  5,8345,946 

Dividend Distribution

The Board of Directors will recommend to the Annual General Meeting on 1621 April 20032005 that UBS should pay a dividend of CHF 2.003.00 per share of CHF 0.80 par value. If the dividend is approved, the payment of CHF 2.003.00 per share, after deduction of 35% Swiss withholding tax, would be made on 2326 April 20032005 for shareholders who hold UBS shares on 1621 April 2003.2005.

196


183


UBS AG (Parent Bank)

Notes to the Financial Statements





Notes to the Financial Statements

Notes to the Financial Statements

Accounting Principles

Accounting and Valuation Principles

The Parent Bank’s accounting and valuation policies are in compliance with Swiss banking law. The accounting and valuation policies are principally the same as for the Group Financial Statements outlined in Note 1:1, Summary of Significant Accounting Policies. Major differences between the Swiss banking law requirements and International Financial Reporting Standards are described in Note 3840 to the Group Financial Statements.

In addition, the following principles are applied for the Parent Bank:

Treasury shares

Treasury shares is the term used to describe when an enterprise holds its own equity instruments. Under IFRS, treasury shares are presented in the balance sheet as a deduction from equity. No gain or loss is recognized in the income statement on the sale, issuance, acquisition, or cancellation of those shares. Consideration received or paid is presented in the financial statement as a change in equity.
Under Swiss law, treasury shares are classified in the balance sheet as trading balances or as financial assets, short positions are included in Due to banks. Realized gains and losses on the sale, issuance or acquisition of treasury shares, and unrealized gains or losses from remeasurementre-measurement of treasury shares in the trading portfolio to market



value are included in the income statement. Treasury shares included in Financial investments are carried at the lower of cost or market value.

Foreign currency translation

Transactions and translation of assets and liabilities denominated in foreign currencies into the Parent Bank’s or a branch’s reporting currency are accounted for as described in Note 1i).

Assets and liabilities of foreign branches are translated into CHF at the exchange rates at the balance sheet date, while income and expense items are translated at weighted average rates for the period. Exchange differences arising on the translation of each of these foreign branches are credited to a provision account (other liabilities) in case of a gain, while any losses are firstly debited to that provision account until such provision is fully utilized, and secondly to profit and loss.

Investments in associated companies

Investments in associated companies are equity interests which are held for the purpose of the Parent Bank’s business activities or for strategic reasons. They are carried at cost less valuation reserves, if needed.

Property and equipment

Bank buildings and other real estate are carried at cost less accumulated depreciation. Depreciation of computer and telecommunication equipment, other office equipment, fixtures and fittings is recognized on a straight-line basis over the estimated useful lives of the related assets. The useful lives of Property and equipment are summarized in Note 1, Summary of Significant Accounting Policies, of the Group Financial Statements.

Extraordinary income and expenses

Certain items of income and expense appear as extraordinary within the Parent Bank Financial Statements, whereas in the Group Financial Statements they are considered to be operating income or expenses and appear within the appropriate income or expense category. These items are separately identified below.on page 198.



184197


UBS AG (Parent Bank)
Notes to the Financial Statements

Additional Income Statement Information

Net Trading Income

         
Net Trading IncomeNet Trading Income
             For the year ended % change from 
CHF million % change from  31.12.04 31.12.03 31.12.03 
For the year ended 31.12.02 31.12.01 31.12.01 


Equities  2,208  2,435  (9) 2,262 1,708 32 
Fixed income1
  565  829  (32)  (266)  (1,307) 80 
Foreign exchange and other  1,861  1,751 6  1,473 120 


Total  4,634  5,015  (8) 3,469 521 566 


1 Includes commodities trading income.


Extraordinary Income and Expenses

Extraordinary income contains CHF 260609 million (2001:first-time adoption impact as at 1 January 2004 from changing the valuation method for treasury shares from lower of cost or market to the mark to market method. It further includes CHF 8772 million

(2003: CHF 33 million) from the sale of subsidiariesinvestments in associates and CHF 5334 million (2001:from release of provisions (2003: CHF 859 million)




from other disposals.. Extraordinary expenses consistcontain CHF 48 million loss from the liquidation of immaterial items.investments in associates in 2004.



185198


UBS AG (Parent Bank)
Notes to the Financial Statements





Additional Balance Sheet Information

Value Adjustments and Provisions

                     
      Provisions  Recoveries,       
      applied in  doubtful       
      accordance  interest,  New    
      with their  currency  provisions    
  Balance at  specified  translation  charged  Balance at 
CHF million 31.12.01  purpose  differences  to income  31.12.02 

Default risks (credit and country risk)  8,032   (2,451)  (310)  135   5,406 
Trading portfolio risks  2,133       (285)  511   2,359 
Litigation risks  528   (235)  (39)  191   445 
Operational risks  1,264   (630)  (90)  893   1,437 
Capital and income taxes  901   (394)  6   766   1,279 

Total allowance for general credit losses and other provisions  12,858   (3,710)  (718)  2,496   10,926 

Allowances deducted from assets  8,899               6,749 

Total provisions as per balance sheet  3,959               4,177 


186


Additional Balance Sheet Information

Statement of Shareholders’ Equity

                         
                      Total share- 
      General  General          holders' 
      statutory  statutory          equity 
      reserves:  reserves:  Reserves      (before 
  Share  Share  Retained  for own  Other  distribution 
CHF million capital  premium  earnings  shares  reserves  of profit) 

As at 31.12.00 and 1.1.01  4,444   17,370   677   4,007   16,274   42,772 

Par value reduction  (683)              20   (663)
Cancellation of own shares  (184)  (3,815)              (3,999)
Capital increase  12   110               122 
Increase in reserves          165       (165)  0 
Profit for the period                  4,655   4,655 
Changes in reserves for own shares              (754)  754   0 

As at 31.12.01 and 1.1.02  3,589   13,665   842   3,253   21,538   42,887 

Par value reduction  (2,509)              117   (2,392)
Cancellation of own shares  (81)  (2,209)              (2,290)
Capital increase  6   94               100 
Increase in reserves                      0 
Profit for the period                  5,834   5,834 
Changes in reserves for own shares              3,370   (3,370)  0 

As at 31.12.02  1,005   11,550   842   6,623   24,119   44,139 

                         
Value Adjustments and Provisions
      Provisions  Recoveries,           
      applied in  doubtful interest,      New    
      accordance  currency  Provisions  provisions    
  Balance at  with their  translation  released  charged  Balance at 
CHF million 31.12.03  specified purpose  differences  to income  to income  31.12.04 
 
Default risks (credit and country risk)  4,218   (814)  (292)  (962)  627   2,777 
 
Trading portfolio risks  2,723       413       201   3,337 
 
Litigation risks  392   (312)  15   (77)  215   233 
 
Operational risks  1,871   (580)  164   (137)  190   1,508 
 
Capital and income taxes  1,118   (819)  24       1,535   1,858 
 
Total allowance for general credit losses and other provisions
  10,322   (2,525)  324   (1,176)  2,768   9,713 
 
Allowances deducted from assets  6,428                   5,784 
 
Total provisions as per balance sheet
  3,894                   3,929 
 

Share Capital

                 
  Par value  Ranking for dividends 
  
  
 
As at 31 December 2002 No. of shares  Capital in CHF  No. of shares  Capital in CHF 

Issued and paid up  1,256,297,678   1,005,038,142   1,182,262,598   945,810,078 

Conditional share capital  9,590,918   7,672,734   0   0 

                         
Statement of Shareholders’ Equity
      General statutory  General statutory          Total Shareholders’ 
      reserves:  reserves:  Reserves for      equity (before 
CHF million Share capital  Share premium  Retained earnings  own shares  Other reserves  distribution of profit) 
 
As at 31.12.02 and 1.1.03
  1,005   11,550   842   6,623   24,119   44,139 
 
Cancellation of own shares  (61)  (5,468)           ��  (5,529)
 
Capital increase  2   59               61 
 
Increase in reserves          229       (229)    
 
Prior year dividend                  (2,298)  (2,298)
 
Profit for the period                  4,197   4,197 
 
Changes in reserves for own shares              1,401   (1,401)    
 
As at 31.12.03 and 1.1.04
  946   6,141   1,071   8,024   24,388   40,570 
 
Cancellation of own shares  (47)              (4,469)  (4,516)
 
Capital increase  2   72               74 
 
Increase in reserves          288       (288)    
 
Prior year dividend                  (2,806)  (2,806)
 
Profit for the period                  5,946   5,946 
 
Changes in reserves for own shares              1,032   (1,032)    
 
As at 31.12.04
  901   6,213   1,359   9,056   21,739   39,268 
 

                 
Share Capital 
  Par value  Ranking for dividends 
  No. of shares  Capital in CHF  No. of shares  Capital in CHF 
 
As at 31.12.04
                
 
Issued and paid up  1,126,858,177   901,486,542   1,086,923,083   869,538,466 
 
Conditional share capital  3,533,012   2,826,410         
 
As at 31.12.03
                
 
Issued and paid up  1,183,046,764   946,437,411   1,126,339,764   901,071,811 
 
Conditional share capital  6,871,752   5,497,402         
 


199

187


UBS AG (Parent Bank)

UBS AG (Parent Bank)
Notes to the Financial Statements






Off-Balance Sheet and Other Information

Assets Pledged or Assigned as Security for Own Obligations,
Assets Subject to Reservation of Title

                                     
 31.12.02 31.12.01 Change in % 
 
 
 
 
Assets Pledged or Assigned as Security for Own Obligations, Assets Subject to Reservation of TitleAssets Pledged or Assigned as Security for Own Obligations, Assets Subject to Reservation of Title
 Book Effective Book Effective Book Effective  31.12.04 31.12.03 Change in % 
CHF million value liability value liability value liability  Book value Effective liability Book value Effective liability Book value Effective liability 


Money market paper  10,475  29,893  (65)  16,022 5,063 6,225 157 
Mortgage loans  808   506  1,239 813  (35)  (38) 175 60 428 210  (59)  (71)
Securities  2,495  5,224  (52)  102,726 55,126 96,065 66,395 7  (17)


Total
  13,778   506  36,356 813  (62)  (38) 118,923 60,249 102,718 66,605 16  (10)


Assets are pledged as collateral for securities borrowing and repo transactions, for collateralized credit lines with central banks, loans from mortgage institutions and security deposits relating to stock exchange membership.

Fiduciary Transactions

             
          % change from 
CHF million 31.12.02  31.12.01  31.12.01 

Deposits
with other banks  28,865   38,978   (26)
with Group banks  351   532   (34)

Loans and other financial transactions  713   1,042   (32)

Total
  29,929   40,552   (26)

             
Commitments and Contingent Liabilities
          % change from 
CHF million 31.12.04  31.12.03  31.12.03 
 
Contingent liabilities  123,429   122,555   1 
 
Irrevocable commitments  50,552   42,708   18 
 
Liabilities for calls on shares and other equities  104   97   7 
 
Confirmed credits  1,820   1,592   14 
 

Due to UBS Pension Plans, Loans to Corporate Bodies/Related Parties

             
          % change from 
CHF million 31.12.02  31.12.01  31.12.01 

Due to UBS pension plans and UBS debt instruments held by pension plans  814   476   71 
Securities borrowed from pension plans  2,645   824   221 
Loans to directors, senior executives and auditors1
  28   32   (13)

                         
Derivative Instruments
  31.12.2004 31.12.2003 
          Notional amount          Notional amount 
CHF million PRV1 NRV2 CHF bn  PRV  NRV  CHF bn 
 
Interest rate contracts  174,995   183,210   15,398   141,654   149,972   10,321 
 
Credit derivative contracts  7,895   9,353   671   7,085   7,679   315 
 
Foreign exchange contracts  81,377   79,046   3,729   75,229   70,658   3,131 
 
Precious metal contracts  1,919   1,590   61   2,382   2,176   55 
 
Equity / index contracts  20,487   44,107   721   25,362   37,613   346 
 
Commodity contracts  1,739   1,616   41   1,025   895   11 
 
Total derivative instruments  288,412   318,922   20,621   252,737   268,993   14,179 
 
1 PRV: Positive replacement values prior to netting.  2 NRV: Negative replacement values prior to netting.

200


             
Fiduciary Transactions
          % change from 
CHF million 31.12.04  31.12.03  31.12.03 
 
Deposits:            
 
with other banks  30,581   29,549   3 
 
with Group banks  740   672   10 
 
Loans and other financial transactions  6   6   0 
 
Total
  31,327   30,227   4 
 
             
Due to UBS Pension Plans, Loans to Corporate Bodies / Related Parties
          % change from 
CHF million 31.12.04  31.12.03  31.12.03 
 
Due to UBS pension plans and UBS debt instruments held by pension plans  1,329   1,096   21 
 
Securities borrowed from pension plans  3,778   2,930   29 
 
Loans to directors, senior executives and auditors 1
  16   25   (36)
 
1 Loans to directors, senior executives and auditors are loans to members of the Board of Directors, the Group Executive Board and the Group’s official auditors under Swiss company law. This also includes loans to companies which are controlled by these natural or legal persons. There are no loans to the auditors.

Headcount


Parent Bank headcount was 35,542 on 31 December 2004 and 33,949 on 31 December 2003.

188201


UBS AG (Parent Bank)
Report of the Statutory Auditors





(Ernst & Young)


(LETTER)

189202


UBS AG (Parent Bank)

Report of the Capital Increase Auditors




(Ernst & Young)


(LETTER)

190203


204


Additional Disclosure Required
under SEC Regulations

 

 

 

 

 

191


(Crop circles)



192


(Gray background Additional Disclosure Required under SEC Regulations)

193


Additional Disclosure Required
under SEC Regulations
Table of Contents





Additional Disclosure Required under SEC Regulations
Table of Contents

Additional Disclosure Required
under SEC Regulations
Table of Contents
     
A Introduction207 195
     
B  195207
   197209
   198210
   199211
   199211
     
C  199211
   199211
     
D  200212
   200212
   200212
  202
  Deposits204
Short-term Borrowings205
Loans207
Loan Maturities208
Impaired, Non-performing and Restructured Loans209
Cross-Boarder Outstandings210
Summary of Movements in Allowances and214 
  Provisions for Credit Losses212
  Allocation of the Allowances and216 
  Provisions for Credit Losses 214217
  Loans by industry sector 215218
  219
220
221
222
223
225
226
 216227


206

194


A — Introduction
A – Introduction

The following pages contain additional disclosure about the UBS Group which is required under SEC regulations.
Unless otherwise stated, UBS’s Financial Statements have been prepared in accordance with International Financial Reporting Stan-



dardsStandards (IFRS) and are denominated in Swiss francs,

or CHF, the reporting currency of the Group. Certain financial information has also been presented in accordance with United States Generally Accepted Accounting Principles (US GAAP).

Comparative figures for 2001 and 2000 have not been restated.



B — Selected Financial Data

B – Selected Financial Data

The tables below set forth, for the periods and dates indicated, information concerning the noon buying rate for the Swiss franc, expressed in United States dollars, or USD, per one Swiss franc. The noon buying rate is the rate in New York City
for cable transfers in foreign currencies as certified for customs purposes by the Federal Reserve Bank of New York.
On 28 February 20032005 the noon buying rate was 0.73760.8632 USD per 1 CHF.


                 
          Average rate1    
Year ended 31 December High  Low  (USD per 1 CHF)  At period end 

1998  0.7731   0.6485   0.6894   0.7281 
1999  0.7361   0.6244   0.6605   0.6277 
2000  0.6441   0.5479   0.5912   0.6172 
2001  0.6331   0.5495   0.5910   0.5857 
2002  0.7229   0.5817   0.6453   0.7229 

                 
Month High Low        

September 2002  0.6789   0.6578         
October 2002  0.6760   0.6605         
November 2002  0.6928   0.6714         
December 2002  0.7229   0.6736         
January 2003  0.7401   0.7135         
February 2003  0.7411   0.7275         

                 
          Average rate1   
Year ended 31 December High  Low  (USD per 1 CHF)  At period end 
 
2000  0.6441   0.5479   0.5912   0.6172 
 
2001  0.6331   0.5495   0.5910   0.5857 
 
2002  0.7229   0.5817   0.6453   0.7229 
 
2003  0.8189   0.7048   0.7493   0.8069 
 
2004  0.8843   0.7601   0.8059   0.8712 
 
                 
Month High  Low         
 
September 2004  0.8026   0.7865         
 
October 2004  0.8371   0.7908         
 
November 2004  0.8781   0.8315         
 
December 2004  0.8843   0.8616         
 
January 2005  0.8712   0.8381         
 
February 2005  0.8632   0.8182         
 
1 The average of the noon buying rates on the last business day of each full month during the relevant period.


207

195


Additional Disclosure Required
under SEC Regulations

B – Selected Financial Data (continued)





B — Selected Financial Data (continued)

                   
            For the year ended 
CHF million, except where indicated            31.12.04 31.12.03 31.12.02 31.12.01 31.12.00 
For the year ended 31.12.02 31.12.01 31.12.00 31.12.99 31.12.98 


Income statement data  
Interest income  39,963  52,277 51,745 35,604 37,442  39,398 40,159 39,963 52,277 51,745 
Interest expense  29,417  44,236 43,615 29,695 32,424   (27,538)  (27,860)  (29,417) 44,236 43,615 
Net interest income  10,546  8,041 8,130 5,909 5,018  11,860 12,299 10,546 8,041 8,130 
Credit loss (expense)/recovery  (206)  (498) 130  (956)  (951) 276  (72)  (115)  (498) 130 
Net interest income after credit loss (expense)/recovery  10,340  7,543 8,260 4,953 4,067  12,136 12,227 10,431 7,543 8,260 
Net fee and commission income  18,221  20,211 16,703 12,607 12,626  19,416 17,345 18,221 20,211 16,703 
Net trading income  5,572  8,802 9,953 7,719 3,313  4,972 3,756 5,451 �� 8,802 9,953 
Other income  (12) 558 1,486 3,146 2,241  897 462 4 558 1,486 
Income from Industrial Holdings 3,648 
Operating income  34,121  37,114 36,402 28,425 22,247  41,069 33,790 34,107 37,114 36,402 
Operating expenses  29,577  30,396 26,203 20,532 18,376  30,395 25,613 29,570 30,396 26,203 
Operating profit before tax  4,544  6,718 10,199 7,893 3,871  10,674 8,177 4,537 6,718 10,199 
Tax expense/(benefit)  678  1,401 2,320 1,686 904  2,135 1,593 676 1,401 2,320 
Minority interests  (331)  (344)  (87)  (54) 5   (450)  (345)  (331)  (344)  (87)
Net profit  3,535  4,973 7,792 6,153 2,972  8,089 6,239 3,530 4,973 7,792 
Cost/income ratio (%)1  86.2  80.8 72.2 69.9 79.2  72.6 75.6 86.4 80.8 72.2 
Cost/income ratio before goodwill (%)1, 2  79.0  77.3 70.4 68.7 77.7 


Per share data (CHF)  
Basic earnings per share3  2.92  3.93 6.44 5.07 2.44 
Basic earnings per share before goodwill2, 3  4.73  4.97 7.00 5.35 2.72 
Diluted earnings per share3  2.87  3.78 6.35 5.02 2.40 
Diluted earnings per share before goodwill2, 3  4.65  4.81 6.89 5.30 2.68 
Cash dividends declared per share (CHF)4  2.00  1.50 1.83 1.67 
Cash dividends declared per share (USD)4 0.86 1.10 1.10 
Dividend payout ratio (%)4  68.49  23.28 36.18 68.21 
Basic earnings per share2
 7.68 5.59 2.92 3.93 6.44 
Diluted earnings per share2
 7.47 5.48 2.87 3.78 6.35 
Operating profit before tax per share 10.14 7.32 3.75 5.31 8.44 
Cash dividends declared per share (CHF)3
 3.00 2.60 2.00 0.00 1.50 
Cash dividend equivalent in USD3
 2.00 1.46 0.00 0.86 
Dividend payout ratio (%)3
 39.1 46.5 68.5 23.3 


Rates of return (%)  
Return on shareholders’ equity5  8.9  11.7 21.5 22.4 10.7 
Return on shareholders’ equity before goodwill2, 5  14.4  14.8 23.4 23.6 12.0 
Return on Shareholders’ equity4
 24.7 17.8 8.9 11.7 21.5 
Return on average equity  7.6  10.4 22.0 18.6 9.0  22.9 16.8 8.3 11.3 22.0 
Return on average assets  0.24  0.36 0.70 0.65 0.28  0.44 0.40 0.24 0.36 0.70 


1 Operating expenses/operating income before credit loss expense.   expense for Financial Businesses.2 The amortization of goodwill and other intangible assets is excluded from the calculation.   3 For EPS calculation, see Note 8 to the Financial Statements.43 Dividends are normally declared and paid in the year subsequent to the reporting period. In 2000, as part of the arrangements of the acquisition of PaineWebber, a dividend of CHF 1.50 was paid on 5 October 2000 in respect of the nine months ended 30 September 2000. Prior to the merger between Union Bank of Switzerland and Swiss Bank Corporation, each paid dividends in accordance with its own dividend policies. In 2001 a further amount of CHF 1.60 per share was distributed to shareholders in the form of a par value reduction, in respect of 2000. No dividend was paid out for the year 2001. A par value reduction of CHF 2.00 per share was paid on 10 July 2002. A dividend of CHF 2.00 per share will bewas paid on 23 April 2003 and CHF 2.60 on 20 April 2004. A dividend of CHF 3.00 per share will be paid on 26 April 2005 subject to approval by shareholders at the Annual General Meeting. The USD amount per share will be determined on 1722 April 2003.   52005.4 Net profit/average Shareholders’ equity excluding dividends.


208

196


B – Selected Financial Data (continued)

B — Selected Financial Data (continued)

                   
                     As at 
CHF million, except where indicated            31.12.04 31.12.03 31.12.02 31.12.01 31.12.00 
As at 31.12.02 31.12.01 31.12.00 31.12.99 31.12.98 


Balance sheet data
  
Total assets  1,181,118  1,253,297 1,087,552 896,556 861,282  1,734,784 1,550,056 1,346,678 1,253,297 1,087,552 
Shareholders’ equity  38,991  43,530 44,833 30,608 28,794  34,978 35,310 38,952 43,530 44,833 
Average equity to average assets (%)  3.14  3.49 3.17 3.52 3.06  1.93 2.38 2.87 3.49 3.17 


Market capitalization
  79,448  105,475 112,666 92,642 90,720  103,638 95,401 79,448 105,475 112,666 


Shares
  
Registered ordinary shares  1,256,297,678  1,281,717,499 1,333,139,187 1,292,679,486 1,289,857,836  1,126,858,177 1,183,046,764 1,256,297,678 1,281,717,499 1,333,139,187 
Own shares to be delivered  0  0 28,447,788 0 0  0 0 0 0 28,444,788 
Treasury shares 97,181,094 41,254,951 55,265,349 110,621,142 73,370,094  103,524,971 111,360,692 97,181,094 41,254,951 55,265,349 


BIS capital ratios
  
Tier 1 (%)  11.3  11.6 11.7 10.6 9.3  11.8 11.8 11.3 11.6 11.7 
Total BIS (%)  13.8  14.8 15.7 14.5 13.2  13.6 13.3 13.8 14.8 15.7 
Risk-weighted assets  238,790  253,735 273,290 273,107 303,719  264,125 251,901 238,790 253,735 273,290 


Invested assets (CHF billion)
  2,037  2,448 2,445 1,744 1,573  2,250 2,133 1,959 2,448 2,445 


Headcount (full-time equivalents)1
  69,061  69,985 71,076 49,058 48,011 
Headcount Financial Businesses (full-time equivalents)
 


Long-term ratings2 
Switzerland 25,990 26,662 27,972 29,163 30,215 
Europe (excluding Switzerland) 10,764 9,906 10,009 9,650 9,286 
Americas 26,232 25,511 27,350 27,463 28,114 
Asia Pacific 4,438 3,850 3,730 3,709 3,461 
Total 67,424 65,929 69,061 69,985 71,076 
Long-term ratings1
 
Fitch, London AAA AAA AAA AAA AAA  AA+ AA+ AAA AAA AAA 
Moody’s, New York AA2 AA2 Aa1 Aa1 Aa1  Aa2 Aa2 Aa2 Aa2 Aa1 
Standard & Poor’s, New York AA+ AA+ AA+ AA+ AA+  AA+ AA+ AA+ AA+ AA+ 


1 The Group headcount does not include Klinik Hirslanden headcount. Klinik Hirslanden was sold on 5 December 2002.     2 See the UBS Handbook 2002/2003,2004/2005, page 10 to 1148 for information about the nature of these ratings.

Balance Sheet Data

                     
CHF million               
As at 31.12.02  31.12.01  31.12.00  31.12.99  31.12.98 

Assets                    
Total assets  1,181,118   1,253,297   1,087,552   896,556   861,282 
Due from banks  32,468   27,526   29,147   29,907   68,495 
Cash collateral on securities borrowed  139,052   162,938   177,857   113,162   91,695 
Reverse repurchase agreements  294,086   269,256   193,801   132,391   141,285 
Trading portfolio assets  371,436   397,886   315,588   211,932   159,179 
Positive replacement values  82,092   73,447   57,875   62,957   90,511 
Loans  211,647   226,545   244,842   234,858   247,926 

Liabilities                    
Due to banks  83,178   106,531   82,240   76,365   85,716 
Cash collateral on securities lent  36,870   30,317   23,418   12,832   19,171 
Repurchase agreements  366,858   368,620   295,513   196,914   137,617 
Trading portfolio liabilities  106,453   105,798   82,632   54,638   47,033 
Negative replacement values  81,282   71,443   75,923   95,786   125,847 
Due to customers  306,876   333,781   310,679   279,960   274,850 
Debt issued  129,411   156,218   129,635   120,987   102,310 
Shareholders’ equity  38,991   43,530   44,833   30,608   28,794 

                     
Balance Sheet Data 
  As at 
CHF million 31.12.04  31.12.03  31.12.02  31.12.01  31.12.00 
 
Assets
                    
 
Total assets         1,734,784          1,550,056          1,346,678          1,253,297          1,087,552 
 
Due from banks  35,264   31,740   32,516   27,526   29,147 
 
Cash collateral on securities borrowed  220,242   213,932   139,049   162,938   177,857 
 
Reverse repurchase agreements  357,164   320,499   294,067   269,256   193,801 
 
Trading portfolio assets  370,259   341,013   261,071   397,886   315,588 
 
Trading portfolio assets pledged as collateral  159,115   120,759   110,365         
 
Positive replacement values  284,577   248,206   247,421   73,447   57,875 
 
Loans  232,387   212,679   211,740   226,545   244,842 
 
Liabilities
                    
 
Due to banks  118,901   127,012   83,178   106,531   82,240 
 
Cash collateral on securities lent  61,545   53,278   36,870   30,317   23,418 
 
Repurchase agreements  422,587   415,863   366,858   368,620   295,513 
 
Trading portfolio liabilities  171,033   143,957   106,453   105,798   82,632 
 
Negative replacement values  303,712   254,768   247,206   71,443   75,923 
 
Financial liabilities designated at fair value  65,756   35,286   14,516         
 
Due to customers  376,083   346,633   306,876   333,781   310,679 
 
Debt issued  117,828   88,843   114,446   156,218   129,635 
 
Shareholders’ equity  34,978   35,310   38,952   43,530   44,833 
 


209

197


Additional Disclosure Required
under SEC Regulations







B — Selected Financial Data (continued)
B – Selected Financial Data (continued)

                     
US GAAP Income Statement Data
  For the year ended 
CHF million 31.12.04  31.12.03  31.12.02  31.12.01  31.12.00 
 
Operating income
                    
 
Interest income  39,124   39,940   39,679   51,907   51,565 
 
Interest expense  (27,306)  (27,700)  (29,334)  (44,096)  (43,584)
 
Net interest income  11,818   12,240   10,345   7,811   7,981 
 
Credit loss (expense)/recovery  276   (72)  (115)  (498)  130 
 
Net interest income after credit loss (expense)/recovery  12,094   12,168   10,230   7,313   8,111 
 
Net fee and commission income  19,416   17,345   18,221   20,211   16,703 
 
Net trading income  4,879   4,021   5,940   8,959   8,597 
 
Other income  1,188   380   96   534   1,514 
 
Income from Industrial Holdings  3,648                 
 
Total operating income  41,225   33,914   34,487   37,017   34,925 
 
Operating expenses
                    
 
Personnel expenses  18,729   17,615   18,610   19,713   17,262 
 
General and administrative expenses  6,705   6,086   7,072   7,631   6,813 
 
Depreciation of property and equipment  1,385   1,396   1,613   1,815   1,800 
 
Amortization of goodwill  0   0   0   2,484   2,018 
 
Amortization of other intangible assets  186   112   1,443   298   134 
 
Goods and materials purchased  2,861                 
 
Restructuring costs  0   0   0   112   191 
 
Total operating expenses  29,866   25,209   28,738   32,053   28,218 
 
Operating profit/(loss) before tax and minority interests
  11,359   8,705   5,749   4,964   6,707 
 
Tax expense/(benefit)  2,112   1,842   511   1,386   2,183 
 
Net profit/(loss) before minority interests
  9,247   6,863   5,238   3,578   4,524 
 
Minority interests  (435)  (350)  (331)  (344)  (87)
 
Change in accounting principle: cumulative effect
of adoption of “AICPA Audit and Accounting Guide,
Audits of Investment Companies” on certain
financial investments, net of tax1
          639         
 
Cumulative adjustment of accounting for certain equity
based compensation plans as cash settled, net of tax
  6                 
 
Net profit/(loss)
  8,818   6,513   5,546   3,234   4,437 
 
1 Please refer to Note 41.1 (e) to the Consolidated Financial Statements, under the heading “Financial investments and private equity”, for further information about this item.

US GAAP Income Statement Data

                     
CHF million               
For the year ended 31.12.02  31.12.01  31.12.00  31.12.99  31.12.98 

Operating income                    
Interest income  39,679   51,907   51,565   35,404   29,136 
Interest expense  (29,334)  (44,096)  (43,584)  (29,660)  (25,773)

Net interest income  10,345   7,811   7,981   5,744   3,363 
Credit loss (expense)/recovery  (206)  (498)  130   (956)  (787)

Net interest income after credit loss (expense)/recovery  10,139   7,313   8,111   4,788   2,576 

Net fee and commission income  18,221   20,211   16,703   12,607   8,925 
Net trading income  6,031   8,959   8,597   7,174   455 
Other income  96   534   1,514   3,182   725 

Total operating income  34,487   37,017   34,925   27,751   12,681 

Operating expenses                    
Personnel expenses  18,610   19,713   17,262   12,483   7,938 
General and administrative expenses  7,072   7,631   6,813   6,664   6,259 
Depreciation of property and equipment  1,613   1,815   1,800   1,619   1,439 
Amortization of goodwill  0   2,484   2,018   1,793   936 
Amortization of other intangible assets  1,443   298   134   42   28 
Restructuring costs  0   112   191   750   1,089 

Total operating expenses  28,738   32,053   28,218   23,351   17,689 

Operating profit/(loss) before tax and minority interests  5,749   4,964   6,707   4,400   (5,008)

Tax expense/(benefit)  511   1,386   2,183   1,509   (1,339)

Net profit/(loss) before minority interests  5,238   3,578   4,524   2,891   (3,669)

Minority interests  (331)  (344)  (87)  (54)  4 
Change in accounting principle: cumulative effect of adoption of “AICPA Audit and Accounting Guide, Audits of Investment Companies” on certain financial investments, net of tax  639   0   0   0   0 

Net profit/(loss)  5,546   3,234   4,437   2,837   (3,665)

Note: Certain prior year US GAAP amounts in 2003 and 2002 have been reclassifiedadjusted to conform to the current year’s presentation.

210


198


B – Selected Financial Data (continued)

B — Selected Financial Data (continued)

US GAAP Balance Sheet Data

                   
US GAAP Balance Sheet DataUS GAAP Balance Sheet Data
               As at
CHF million            31.12.04 31.12.03 31.12.02 31.12.01 31.12.00 
As at 31.12.02 31.12.01 31.12.00 31.12.99 31.12.98 


Assets
  
Total assets  1,296,938  1,361,920 1,124,554 893,525 899,589  1,903,186 1,699,007 1,296,938 1,361,920 1,124,554 
 
 
Due from banks  32,481  27,550 29,182 29,954 68,554  35,286 31,758 32,481 27,550 29,182 
Cash collateral on securities borrowed  139,073  162,566 177,857 113,162 91,695  218,414 211,058 139,073 162,566 177,857 
Reverse repurchase agreements  294,086  269,256 193,801 132,391 141,285  357,164 320,499 294,086 269,256 193,801 
Trading portfolio assets  441,845  455,406 318,788 228,230 178,130  449,389 423,733 331,480 455,406 318,788 
Trading portfolio assets pledged as collateral 159,115 120,759 110,365 
Positive replacement values1
  83,757  73,474 57,775 62,294 90,520  284,468 248,924 83,757 73,474 57,775 
Loans  211,755  226,747 245,214 235,401 248,657  228,968 212,729 211,755 226,747 245,214 
Goodwill  28,127  29,255 31,016 21,163 21,455  26,977 26,775 28,127 29,255 31,016 
Other intangible assets  1,222  4,510 4,710 265 252  1,722 1,174 1,222 4,510 4,710 
Other assets  21,314  36,972 27,955 18,717 29,398  101,068 64,381 21,314 36,972 27,955 


Liabilities
  
Due to banks  83,178  106,531 82,240 76,363 85,716  119,021 127,385 83,178 106,531 82,240 
Cash collateral on securities lent  36,870  30,317 23,418 12,832 19,127  57,792 51,157 36,870 30,317 23,418 
Repurchase agreements  366,858  368,620 295,513 173,840 136,824  423,513 415,863 366,858 368,620 295,513 
Trading portfolio liabilities  117,721  119,528 87,832 52,658 47,772  190,907 149,380 117,721 119,528 87,832 
Obligation to return securities received as collateral  16,308  10,931 0 0 0  12,950 13,071 16,308 10,931 0 
Negative replacement values1
  132,354  116,666 75,423 95,004 125,857  360,345 326,136 132,354 116,666 75,423 
Due to customers  306,872  333,766 310,686 279,971 274,861  386,913 347,358 306,872 333,766 310,686 
Accrued expenses and deferred income  15,330  17,289 21,038 12,040 11,232  14,830 13,673 15,330 17,289 21,038 
Debt issued  129,527  156,462 129,750 120,704 101,973  164,744 123,259 129,527 156,462 129,750 
Shareholders’ equity  55,576  59,282 62,960 51,833 54,761  52,668 53,174 55,576 59,282 62,960 


1 Positive and negative replacement values represent the fair value of derivative instruments.
Note: 2001 amounts have been adjusted to reflect the treatment of reverse repurchase, repurchase, securities borrowing and securities lending transactions From 2003 onwards, they are presented on a consistent basis. See Note 39.4.4 for details.gross basis under US GAAP.

Ratio of Earnings to Fixed Charges

The following table sets forth UBS AG’s ratio of earnings to fixed charges, for the periods indicated. Ratios of earnings to combined fixed charges and preferred stock dividends requirements are not presented as there were no preferred share dividends in any of the periods indicated.

                     
For the year ended 31.12.02  31.12.01  31.12.00  31.12.99  31.12.98 

IFRS1
  1.14   1.14   1.23   1.25   1.11 
US GAAP1, 2
  1.18   1.10   1.15   1.14   0.80 

                     
  For the year ended 
  31.12.04  31.12.03  31.12.02  31.12.01  31.12.00 
 
IFRS1
  1.36   1.27   1.14   1.14   1.23 
 
US GAAP1
  1.39   1.29   1.18   1.10   1.15 
 
1 The ratio is provided using both IFRS and US GAAP values, since the ratio is materially different under the two accounting standards.2 The deficiency in the coverage of fixed charges by earnings before fixed charges at 31 December 1998 was CHF 5,319 million.


C — Information on the Company

C – Information on the Company

Property, Plant and Equipment
At 31 December 2002,2004, UBS Financial Businesses operated about 1,800 offices1,044 business and branchesbanking locations worldwide, of which about 47%42% were in Switzerland, 10%11% in the rest of Europe, 40%Middle East and Africa, 45% in the Americas and 2% in Asia.
     28%Asia Pacific. 39% of the officesbusiness and branchesbanking locations in Switzer-landSwitzerland were owned directly by UBS with the



remainder, along with most of UBS’s offices outside Switzerland, being held under commercial leases.

At 31 December 2004, the Industrial Holdings segment operated about 212 business locations in Europe, of which 33% were in Switzerland and 67% in the rest of Europe. 81% of all business locations in Switzerland and the rest of Europe were held under commercial leases.
These premises are subject to continuous maintenance and upgrading and are considered suitable and adequate for our current and anticipated operations.



199211


Additional Disclosure Required under SEC Regulations

D – Information Required by Industry Guide 3

Additional Disclosure Required
under SEC Regulations
D — Information Required by Industry Guide 3

Selected Statistical Information

The tables below set forth selected statistical information regarding the Group’s banking operations extracted from the Financial Statements. Unless otherwise indicated, average balances for the yearyears ended 31 December 2002,2004, 31 December 2001Decem-

ber 2003 and 31 December 20002002 are calculated

from monthly data. Certain prior year balances and figures have been reclassified to conform to current year presentation. The distinction between domestic and foreign is generally based on the booking location. For loans, this method is not significantly different from an analysis based on the domicile of the borrower.


D — Information Required by Industry Guide 3 (continued)

Average Balances and Interest Rates

The following table sets forth average interest-earning assets and average interest-bearing liabilities, along with the average rates, for the years ended 31 December 2002, 20012004, 2003 and 2000.2002.

                   
 31.12.02 31.12.01 31.12.00                                
 
 
 
  31.12.04 31.12.03 31.12.02 
 Average Average Average Average Average Average  Average Average Average Average Average Average 
CHF million, except where indicatedCHF million, except where indicated balance Interest rate (%) balance Interest rate (%) balance Interest rate (%)  balance Interest rate (%) balance Interest rate (%) balance Interest rate (%) 


Assets
Assets
  
Due from banksDue from banks  
Domestic  12,534   388   3.1  11,753 1,055 9.0 13,366 1,273 9.5 
Domestic 12,463 183 1.5 11,417 200 1.8 12,534 388 3.1 
Foreign 23,648 389 1.6 21,118 1,035 4.9 17,668 634 3.6 
Foreign  17,603   634   3.6  15,528 1,823 11.7 16,994 2,280 13.4 
Cash collateral on securities borrowed and reverse repurchase agreementsCash collateral on securities borrowed and reverse repurchase agreements  
Domestic  5,471   235   4.3  7,868 563 7.2 8,383 558 6.7 
Domestic 17,969 457 2.5 6,576 200 3.0 5,471 235 4.3 
Foreign 710,065 10,549 1.5 582,066 10,948 1.9 573,526 10,949 1.9 
Foreign  573,576   10,949   1.9  474,295 17,774 3.7 348,395 18,530 5.3 
Trading portfolio assetsTrading portfolio assets  
Domestic  7,812   269   3.4  12,940 307 2.4 20,800 244 1.2 
Domestic 10,122 337 3.3 7,990 222 2.8 7,812 269 3.4 
Foreign — taxable  373,810   16,714   4.5  332,126 16,183 4.9 255,399 11,560 4.5 
Foreign – taxable 494,692 18,914 3.8 407,867 18,151 4.5 373,810 16,714 4.5 
Foreign — non-taxable  1,720   31   1.8  1,450 42 2.9 1,206 38 3.2 
Foreign – non-taxable 2,309 27 1.2 1,668 21 1.3 1,720 31 1.8 
Foreign – total 497,001 18,941 3.8 409,535 18,172 4.4 375,530 16,745 4.5 
Financial assets designated at fair value 
Domestic 196 0 0 0 0 0 
Foreign 0 0 0 0 0 0 
Foreign — total  375,530   16,745   4.5  333,576 16,225 4.9 256,605 11,598 4.5 
LoansLoans  
Domestic  170,641   6,987   4.1  177,404 8,017 4.5 181,646 10,985 6.0 
Domestic 168,456 5,401 3.2 165,397 6,437 3.9 170,641 6,987 4.1 
Foreign 60,382 1,813 3.0 51,457 1,805 3.5 55,199 1,789 3.2 
Foreign  55,199   1,789   3.2  72,176 3,090 4.3 67,528 3,813 5.6 
Financial investmentsFinancial investments  
Domestic  3,794   60   1.6  4,598 90 2.0 3,440 105 3.1 
Domestic 1,132 27 2.4 1,988 40 2.0 3,794 60 1.6 
Foreign — taxable  8,781   105   1.2  39,252 363 0.9 22,529 297 1.3 
Foreign – taxable 4,122 66 1.6 4,798 35 0.7 8,781 105 1.2 
Foreign — non-taxable  0   0   0.0  0 0 0.0 0 0 0.0 
Foreign – non-taxable 0 0 0.0 0 0 0.0 0 0 0.0 
Foreign — total  8,781   105   1.2  39,252 363 0.9 22,529 297 1.3 
Foreign – total 4,122 66 1.6 4,798 35 0.7 8,781 105 1.2 


Total interest-earning assets
Total interest-earning assets
  1,230,941   38,161   3.1  1,149,390 49,307 4.3 939,686 49,683 5.3  1,505,556 38,163 2.5 1,262,342 39,094 3.1 1,230,956 38,161 3.1 
Net interest on swapsNet interest on swaps  1,802  2,970 2,062  1,235 1,065 1,802 


Interest income and average interest-earning assets
Interest income and average interest-earning assets
  1,230,941   39,963   3.2  1,149,390 52,277 4.5 939,686 51,745 5.5  1,505,556 39,398 2.6 1,262,342 40,159 3.2 1,230,956 39,963 3.2 
Non-interest-earning assetsNon-interest-earning assets  
Positive replacement values  190,063  153,687 135,762 
Positive replacement values 246,952 249,155 188,462 
Fixed assets  12,532  13,376 9,660 
Fixed assets 7,840 11,710 12,625 
Other  53,293  46,954 32,925 
Other 68,925 40,104 53,293 


Total average assets
Total average assets
  1,486,829  1,363,407 1,118,033  1,829,273 1,563,311 1,485,336 


200212


D —D – Information Required by Industry Guide 3 (continued)

Average Balances and Interest Rates (continued)

                      
 31.12.02 31.12.01 31.12.00                                
 
 
 
  31.12.04 31.12.03 31.12.02 
 Average Average Average Average Average Average  Average Average Average Average Average Average 
CHF million, except where indicatedCHF million, except where indicated balance Interest rate (%) balance Interest rate (%) balance Interest rate (%)  balance Interest rate (%) balance Interest rate (%) balance Interest rate (%) 


Liabilities and Equity
Liabilities and Equity
  
Due to banksDue to banks  
Domestic  28,625   452   1.6  36,260 1,424 3.9 31,133 2,397 7.7 
Domestic 31,129 416 1.3 28,719 150 0.5 28,625 452 1.6 
Foreign 94,747 1,575 1.7 72,712 1,751 2.4 60,621 1,362 2.2 
Foreign  60,621   1,362   2.2  61,642 3,506 5.7 57,258 3,758 6.6 
Cash collateral on securities lent and repurchase agreementsCash collateral on securities lent and repurchase agreements  
Domestic  18,382   355   1.9  13,147 600 4.6 12,700 478 3.8 
Domestic 33,846 489 1.4 23,287 295 1.3 18,382 355 1.9 
Foreign 614,295 9,525 1.6 515,665 9,328 1.8 523,375 9,726 1.9 
Foreign  523,375   9,726   1.9  415,121 13,917 3.4 284,220 14,437 5.1 
Trading portfolio liabilitiesTrading portfolio liabilities  
Domestic  3,239   146   4.5  2,526 1 0.0 1,078 4 0.4 
Domestic 3,717 180 4.8 3,252 156 4.8 3,239 146 4.5 
Foreign 161,286 7,813 4.8 127,104 9,769 7.7 109,013 8,080 7.4 
Financial liabilities designated at fair value 
Domestic 85 1 1.2 0 0 0 0 
Foreign 49,234 1,167 2.4 22,445 751 3.3 10,905 341 3.1 
Foreign  109,013   8,220   7.5  94,597 7,814 8.3 66,597 5,305 8.0 
Due to customersDue to customers  
Domestic — demand deposits  42,484   435   1.0  41,664 715 1.7 44,403 595 1.3 
Domestic – demand deposits 67,005 167 0.2 55,496 100 0.2 42,484 435 1.0 
Domestic — savings deposits  71,465   625   0.9  66,089 716 1.1 72,207 781 1.1 
Domestic – savings deposits 84,112 414 0.5 81,963 527 0.6 71,465 625 0.9 
Domestic — time deposits  27,646   447   1.6  31,261 989 3.2 27,199 826 3.0 
Domestic – time deposits 19,052 280 1.5 21,125 395 1.9 27,646 447 1.6 
Domestic — total  141,595   1,507   1.1  139,014 2,420 1.7 143,809 2,202 1.5 
Domestic – total 170,169 861 0.5 158,584 1,022 0.6 141,595 1,507 1.1 
Foreign1
 192,992 2,677 1.4 161,723 2,149 1.3 172,650 3,062 1.8 
Foreign1
  172,650   3,062   1.8  187,783 6,738 3.6 143,432 7,303 5.1 
Short-term debtShort-term debt  
Domestic  69   0   0.0  69 0 0.0 79 0 0.0 
Domestic 246 0 64 0 0.0 69 0 0.0 
Foreign 79,902 1,338 1.7 73,193 1,015 1.4 91,616 1,915 2.1 
Foreign  91,616   1,915   2.1  96,184 4,227 4.4 78,075 4,338 5.6 
Long-term debtLong-term debt  
Domestic  10,082   433   4.3  12,754 587 4.6 15,490 778 5.0 
Domestic 7,639 168 2.2 6,413 188 2.9 10,082 433 4.3 
Foreign  46,930   2,239   4.8  43,798 3,002 6.9 38,020 2,615 6.9 
Foreign 30,922 1,328 4.3 30,775 1,286 4.2 35,958 2,038 5.7 


Total interest-bearing liabilities
Total interest-bearing liabilities
  1,206,197   29,417   2.4  1,102,895 44,236 4.0 871,891 43,615 5.0  1,470,209 27,538 1.9 1,223,936 27,860 2.3 1,206,130 29,417 2.4 
Non-interest-bearing liabilitiesNon-interest-bearing liabilities  
Negative replacement values  192,659  165,220 157,668 
Negative replacement values 260,629 254,819 191,183 
Other  41,297  47,676 53,049 
Other 63,065 47,391 45,337 


Total liabilitiesTotal liabilities  1,440,153  1,315,791 1,082,608  1,793,903 1,526,146 1,442,650 
Shareholders’ equityShareholders’ equity  46,676  47,616 35,425  35,370 37,165 42,686 


Total average liabilities and shareholders’ equityTotal average liabilities and shareholders’ equity  1,486,829  1,363,407 1,118,033  1,829,273 1,563,311 1,485,336 
Net interest income
Net interest income
  10,546  8,041 8,130  11,860 12,299 10,546 
Net yield on interest-earning assets
Net yield on interest-earning assets
  0.9  0.7 0.9  0.8 1.0 0.9 


l1Due to customers in foreign offices consists mainly of time deposits.

The percentage of total average interest-earning assets attributable to foreign activities was 86% for 2004 (85% for 2003 and 84% for 2002 (81% for 2001 and 76% for 2000)2002). The percentage of total average interest-bearing liabilities attributable to foreign activities was 84% for 2004 (82% for 2003 and 83% for 2002 (82% for 2001 and 77% for 2000)2002).

All assets and liabilities are translated into CHF at uniform month-end rates. Interest income and expense are translated at monthly average rates.

Average rates earned and paid on assets and liabilities can change from period to period based on the changes in interest rates in general, but are also affected by changes in the currency mix included in the assets and liabilities. This is especially true for foreign assets and liabilities. Tax-exempt income is not recorded on a tax-equivalent basis. For all three years presented, tax-exempt income is considered to be insignificant and therefore the impact from such income is negligible.



201213


Additional Disclosure Required
under SEC Regulations

D — Information Required by Industry Guide 3 (continued)
D – Information Required by Industry Guide 3 (continued)

Analysis of Changes in Interest Income and Expense

The following tables allocate, by categories of interest-earning assets and interest-bearing liabilities, the changes in interest income and expense due to changes in volume and interest rates for the year ended 31 December 20022004 compared to the year ended 31 December 2001,2003, and for the year ended 31 December 20012003 compared to the year ended 31 December 2000.2002. Volume and rate variances have been calculated on movements in average balances and changes in interest rates. Changes due to a combination of volume and rates have been allocated proportionally. Refer to page 209221 of Industry Guide 3 for a discussion of the treatment of impaired, non-performing and restructured loans.

                
 2002 compared to 2001 2001 compared to 2000 
 
 
                  
 Increase/(decrease) Increase/(decrease)    2004 compared to 2003 2003 compared to 2002 
 due to changes in due to changes in    Increase / (decrease) Increase / (decrease)   
 
 
    due to changes in   due to changes in  
 Average Average Net Average Average Net  Average Average Net Average Average Net 
CHF millionCHF million volume rate change volume rate change  volume rate change volume rate change 


Interest income from interest-earning assets
Interest income from interest-earning assets
  
Due from banksDue from banks  
Domestic  70   (737)  (667)  (153)  (65)  (218)
Domestic 19  (36)  (17)  (35)  (153)  (188)
Foreign 124  (770)  (646) 124 277 401 
Foreign  243   (1,432)  (1,189)  (196)  (261)  (457)
Cash collateral on securities borrowed and reverse repurchase agreementsCash collateral on securities borrowed and reverse repurchase agreements  
Domestic  (173)  (155)  (328)  (35) 40 5 
Domestic 342  (85) 257 48  (83)  (35)
Foreign 2,432  (2,831)  (399) 162  (163)  (1)
Foreign  3,673   (10,498)  (6,825) 6,673  (7,429)  (756)
Trading portfolio assetsTrading portfolio assets  
Domestic  (123)  85   (38)  (94) 157 63 
Domestic 60 55 115 6  (53)  (47)
Foreign — taxable  2,043   (1,512)  531  3,456 1,167 4,623 
Foreign – taxable 3,907  (3,144) 763 1,533  (96) 1,437 
Foreign — non-taxable  8   (19)  (11) 8  (4) 4 
Foreign – non-taxable 8  (2) 6  (1)  (9)  (10)
Foreign – total 3,915  (3,146) 769 1,532  (105) 1,427 
Financial assets designated at fair value 
Domestic 0 0 0 0 0 0 
Foreign 0 0 0 0 0 0 
Foreign — total  2,051   (1,531)  520  3,464 1,163 4,627 
LoansLoans  
Domestic  (304)  (726)  (1,030)  (255)  (2,713)  (2,968)
Domestic 119  (1,155)  (1,036)  (215)  (335)  (550)
Foreign 312  (304) 8  (120) 136 16 
Foreign  (730)  (571)  (1,301) 260  (983)  (723)
Financial investmentsFinancial investments  
Domestic  (16)  (14)  (30) 36  (51)  (15)
Domestic  (17)  (4)  (13)  (29) 9  (20)
Foreign — taxable  (274)  16   (258) 217  (151) 66 
Foreign – taxable  (5) 36 31  (48)  (22)  (70)
Foreign — non-taxable  0   0   0  0 0 0 
Foreign – non-taxable 0 0 0 0 0 0 
Foreign — total  (274)  16   (258) 217  (151) 66 
Foreign – total  (5) 36 31  (48)  (22)  (70)


Interest incomeInterest income  
Domestic  (546)  (1,547)  (2,093)  (501)  (2,632)  (3,133)
Domestic 523  (1,217)  (694)  (225)  (615)  (840)
Foreign  4,963   (14,016)  (9,053) 10,418  (7,661) 2,757 
Foreign 6,778  (7,015)  (237) 1,650 123 1,773 


Total interest income from interest-earning assetsTotal interest income from interest-earning assets  4,417   (15,563)  (11,146) 9,917  (10,293)  (376) 7,301  (8,232)  (931) 1,425  (492) 933 
Net interest on swapsNet interest on swaps  (1,168) 908  170  (737)


Total interest income
Total interest income
  (12,314) 532   (761) 196 


202214


D —D – Information Required by Industry Guide 3 (continued)

Analysis of Changes in Interest Income and Expense (continued)

                                          
 2002 compared to 2001 2001 compared to 2000 
 
 
 
Analysis of Changes in Interest Income and Expense (continued)Analysis of Changes in Interest Income and Expense (continued)
 Increase/(decrease) Increase/(decrease)    2004 compared to 2003 2003 compared to 2002 
 due to changes in due to changes in    Increase / (decrease) Increase / (decrease)   
 
 
    due to changes in   due to changes in  
 Average Average Net Average Average Net  Average Average Net Average Average Net 
CHF millionCHF million volume rate change volume rate change  volume rate change volume rate change 


Interest expense on interest-bearing liabilities
Interest expense on interest-bearing liabilities
  
Due to banksDue to banks  
Domestic  (298)  (674)  (972) 395  (1,368)  (973)
Domestic 12 254 266 2  (304)  (302)
Foreign 529  (705)  (176) 266 123 389 
Foreign  (58)  (2,086)  (2,144) 289  (541)  (252)
Cash collateral on securities lent and repurchase agreementsCash collateral on securities lent and repurchase agreements  
Domestic  241   (486)  (245) 17 105 122 
Domestic 137 57 194 93  (153)  (60)
Foreign 1,775  (1,578) 197  (146)  (252)  (398)
Foreign  3,681   (7,872)  (4,191) 6,676  (7,196)  (520)
Trading portfolio liabilitiesTrading portfolio liabilities  
Domestic  0   145   145  6  (9)  (3)
Domestic 22 2 24 1 9 10 
Foreign 2,632  (4,588)  (1,956) 1,339 350 1,689 
Financial liabilities designated at fair value 
Domestic 0 1 1 0 0 0 
Foreign 884  (468) 416 358 52 410 
Foreign  1,197   (791)  406  2,240 269 2,509 
Due to customersDue to customers  
Domestic — demand deposits  14   (294)  (280)  (36) 156 120 
Domestic – demand deposits 23 44 67 130  (465)  (335)
Domestic — savings deposits  59   (150)  (91)  (67) 2  (65)
Domestic – savings deposits 13  (126)  (113) 94  (192)  (98)
Domestic — time deposits  (116)  (426)  (542) 31 132 163 
Domestic – time deposits  (39)  (76)  (115)  (104) 52  (52)
Domestic — total  (43)  (870)  (913)  (72) 290 218 
Domestic – total  (3)  (158)  (161) 120  (605)  (485)
Foreign 406 122 528  (197)  (716)  (913)
Foreign  (545)  (3,131)  (3,676) 2,262  (2,827)  (565)
Short-term debtShort-term debt  
Domestic  0   0   0  0 0 0 
Domestic 0 0 0 0 0 0 
Foreign 94 229 323  (387)  (513)  (900)
Foreign  (201)  (2,111)  (2,312) 1,014  (1,125)  (111)
Long-term debtLong-term debt  
Domestic  (123)  (31)  (154)  (137)  (54)  (191)
Domestic 36  (56)  (20)  (158)  (87)  (245)
Foreign  216   (979)  (763) 419  (32) 387 
Foreign 6 36 42  (295)  (457)  (752)


Interest expenseInterest expense  
Domestic  (223)  (1,916)  (2,139) 209  (1,036)  (827)
Domestic 204 100 304 58  (1,140)  (1,082)
Foreign  4,290   (16,970)  (12,680) 12,900  (11,452) 1,448 
Foreign 6,326  (6,952)  (626) 938  (1,413)  (475)


Total interest expense
Total interest expense
  4,067   (18,886)  (14,819) 13,109  (12,488) 621  6,530  (6,852)  (322) 996  (2,553)  (1,557)


203215


Additional Disclosure Required
under SEC Regulations

D — Information Required by Industry Guide 3 (continued)
D – Information Required by Industry Guide 3 (continued)

Deposits

The following table analyzes average deposits and the average rates on each deposit category listed below for the years ended 31 December 2002, 20012004, 2003 and 2000.2002. The geographic allocation is based on the location of the office or branch where the deposit is made. Deposits by foreign depositors in domestic offices were CHF 43,91449,699 million, CHF 54,09549,857 million and CHF 45,81543,914 million at 31 December 2002,2004, 31 December 20012003 and 31 December 2000,2002, respectively.
                         
  31.12.04  31.12.03  31.12.02 
 
  Average  Average  Average  Average  Average  Average 
CHF million, except where indicated deposit  rate (%)  deposit  rate (%)  deposit  rate (%) 
 
                         
Banks
                        
 
Domestic offices
                        
 
Demand deposits  7,770   0.1   3,836   0.0   3,524   0.7 
 
Time deposits  4,693   1.7   7,581   0.6   9,010   1.7 
 
Total domestic offices  12,463   0.7   11,417   0.4   12,534   1.4 
 
Foreign offices
                        
 
Interest-bearing deposits1
  23,648   1.7   21,118   2.4   17,668   2.2 
 
Total due to banks
  36,111   1.3   32,535   1.7   30,202   1.9 
 
                         
Customer accounts
                        
 
Domestic offices
                        
 
Demand deposits  67,005   0.2   55,496   0.2   42,484   1.0 
 
Savings deposits  84,112   0.5   81,963   0.6   71,465   0.9 
 
Time deposits  19,052   1.5   21,125   1.9   27,646   1.6 
 
Total domestic offices  170,169   0.5   158,584   0.6   141,595   1.1 
 
Foreign offices
                        
 
Interest-bearing deposits1
  192,992   1.4   161,723   1.3   172,650   1.8 
 
Total due to customers
  363,161   1.0   320,307   1.0   314,245   1.5 
 
1
                         
  31.12.02  31.12.01  31.12.00 
  
  
  
 
  Average  Average  Average  Average  Average  Average 
CHF million, except where indicated deposit  rate (%)  deposit  rate (%)  deposit  rate (%) 

Banks
                        
Domestic offices
                        
Demand deposits  3,524   0.7   3,741   1.2   4,649   1.9 
Time deposits  9,010   1.7   8,012   4.2   8,717   8.7 

Total domestic offices  12,534   1.4   11,753   3.3   13,366   6.3 

Foreign offices
                        
Interest-bearing deposits1
  17,603   2.2   15,528   5.7   16,994   6.6 

Total due to banks
  30,137   1.9   27,281   4.6   30,360   6.5 

Customer accounts
                        
Domestic offices
                        
Demand deposits  42,484   1.0   41,664   1.7   44,403   1.3 
Savings deposits  71,465   0.9   66,089   1.1   72,207   1.1 
Time deposits  27,646   1.6   31,261   3.2   27,199   3.0 

Total domestic offices  141,595   1.1   139,014   1.7   143,809   1.5 

Foreign offices
                        
Interest bearing deposits1
  172,650   1.8   187,783   3.6   143,432   5.1 

Total due to customers
  314,245   1.5   326,797   2.8   287,241   3.3 

1Mainly time deposits.

At 31 December 2002,2004, the maturity of time deposits exceeding CHF 150,000, or an equivalent amount in other currencies, was as follows:

                
CHF million Domestic Foreign  Domestic Foreign 


Within 3 months  27,456   110,053  30,107 128,027 
3 to 12 months  8,202   26,821 
3 to 6 months 1,392 3,470 
6 to 12 months 882 662 
1 to 5 years  768   2,766  932 2,627 
Over 5 years  44   859  215 2,843 


Total time deposits
  36,470   140,499  33,528 137,629 


204216


D — Information Required by Industry Guide 3 (continued)
D – Information Required by Industry Guide 3 (continued)

Short-term Borrowings

The following table presents our period-end, average and maximum month-end outstanding amounts for short-term borrowings, along with the average rates and period-end rates at and for the years ended 31 December 2002, 20012004, 2003 and 2000.2002.

                                     
  Money market paper issued Due to banks Repurchase agreements1 
CHF million, except where indicated 31.12.04  31.12.03  31.12.02  31.12.04  31.12.03  31.12.02  31.12.04  31.12.03  31.12.02 
 
Period-end balance  79,442   58,115   72,800   83,381   89,089   48,732   557,892   500,592   464,020 
 
Average balance  80,148   73,257   91,685   89,765   68,896   59,044   587,988   498,679   509,572 
 
Maximum month-end balance  94,366   92,605   108,463   115,880   96,694   77,312   637,594   593,738   593,786 
 
Average interest rate during the period (%)  1.7   1.4   2.1   1.6   2.8   3.1   1.5   1.8   1.8 
 
Average interest rate at period-end (%)  2.1   1.3   1.5   2.0   1.5   2.0   2.0   1.3   1.7 
 
1
                                     
  Money market paper issued  Due to banks  Repurchase agreements1 
  
  
  
 
CHF million, except where indicated 31.12.02  31.12.01  31.12.00  31.12.02  31.12.01  31.12.00  31.12.02  31.12.01  31.12.00 

Period-end balance  72,800   99,006   74,780   48,780   77,312   51,245   464,020   462,316   330,857 
Average balance  91,685   96,253   78,154   59,109   70,621   58,031   509,572   400,648   278,601 
Maximum month-end balance  108,463   117,022   89,821   77,312   85,808   73,355   593,786   502,578   342,427 
Average interest rate during the period (%)  2.1   4.4   5.6   3.1   7.0   7.0   1.8   3.2   4.8 
Average interest rate at period-end (%)  1.5   2.6   6.0   2.0   2.2   4.1   1.7   2.9   4.8 

1For the purpose of this disclosure, balances are presented on a gross basis.

205217


Additional Disclosure Required

Additional Disclosure Required under SEC Regulations

D — Information Required by Industry Guide 3 (continued)

D – Information Required by Industry Guide 3 (continued)

                                 
Contractual Maturities of the Investments in Debt Instruments
  Within 1 year 1–5 years 5–10 years Over 10 years 
CHF million, except percentages Amount  Yield (%)  Amount  Yield (%)  Amount  Yield (%)  Amount  Yield (%) 
 
31 December 20041
                                
 
Swiss national government and agencies  1   5.50   2   4.29   6   3.80   1   4.00 
 
Swiss local governments  10   3.97   10   4.14   0   0.00   0   0.00 
 
Foreign governments and official institutions  36   2.13   4   1.25   0   0.00   0   0.00 
 
Corporate debt securities  57   2.74   50   2.92   0   0.00   33   0.00 
 
Mortgage-backed securities  3   2.50   0   0.00   5   3.21   64   4.36 
 
Other debt securities  0   0.00   0   0.00   0   0.00   0   0.00 
 
Total fair value
  107       66       11       98     
 
Contractual Maturities of the Investments in Debt Instruments1

Due to the adoption of IAS 39, Financial investments, available for sale, are reported at fair value from 1 January 2001. 31 December 2000 amounts have not been restated.

                                 
  Within 1 year  1 - 5 years  5 - 10 years  Over 10 years 
  
  
  
  
 
CHF million, except percentages Amount  Yield (%)  Amount  Yield (%)  Amount  Yield (%)  Amount  Yield (%) 

31 December 20021
                                
Swiss national government and agencies  0   0.00   7   4.88   8   3.86   1   4.00 
Swiss local governments  8   4.02   30   3.94   4   3.59   0   0.00 
US Treasury and agencies  0   0.00   0   0.00   0   0.00   0   0.00 
Foreign governments and official institutions  35   4.63   45   3.13   1   6.12   0   0.00 
Corporate debt securities  675   2.23   249   2.64   19   3.41   21   8.02 
Mortgage-backed securities  4   2.25   15   3.97   4   4.03   0   0.00 
Other debt securities  1   4.77   48   2.65   0   0.00   0   0.00 

Total fair value
  723       394       36       22     

1Money market papers have contractual maturities of less than one year.

                                 
  Within 1 year 1–5 years 5–10 years Over 10 years 
CHF million, except percentages Amount  Yield (%)  Amount  Yield (%)  Amount  Yield (%)  Amount  Yield (%) 
 
31 December 20031
                                
 
Swiss national government and agencies  3   6.61   4   2.92   6   3.80   1   4.00 
 
Swiss local governments  5   3.90   20   2.01   0   0.00   0   0.00 
 
Foreign governments and official institutions  45   1.89   9   1.49   0   0.00   0   0.00 
 
Corporate debt securities  81   1.09   68   3.53   7   7.38   0   0.00 
 
Mortgage-backed securities  0   0.00   0   0.00   0   0.00   0   0.00 
 
Other debt securities  4   0.00   8   0.00   0   0.00   0   0.00 
 
Total fair value
  138       109       13       1     
 
1
                                 
  Within 1 year  1 - 5 years  5 - 10 years  Over 10 years 
  
  
  
  
 
CHF million, except percentages Amount  Yield (%)  Amount  Yield (%)  Amount  Yield (%)  Amount  Yield (%) 

31 December 20011
                                
Swiss national government and agencies  9   5.26   10   4.50   16   3.43   1   4.00 
Swiss local governments  3   4.36   38   3.90   4   3.59   0   0.00 
US Treasury and agencies  0   0.00   24   4.38   8   5.15   0   0.00 
Foreign governments and official institutions  5,014   0.97   5,048   1.01   27   2.88   0   0.00 
Corporate debt securities  63   4.53   1,102   4.59   30   3.22   23   15.372 
Mortgage-backed securities  0   0.00   5   5.41   0   0.00   0   0.00 
Other debt securities  2   4.77   87   3.91   28   3.56   0   0.00 

Total fair value
  5,091       6,314       113       24     

1Money market papers have contractual maturities of less than one year.2The yield presented is the current

                                 
  Within 1 year 1–5 years 5–10 years Over 10 years 
CHF million, except percentages Amount  Yield (%)  Amount  Yield (%)  Amount  Yield (%)  Amount  Yield (%) 
 
31 December 20021
                                
 
Swiss national government and agencies  0   0.00   7   4.88   8   3.86   1   4.00 
 
Swiss local governments  8   4.02   30   3.94   4   3.59   0   0.00 
 
Foreign governments and official institutions  35   4.63   45   3.13   1   6.12   0   0.00 
 
Corporate debt securities  675   2.23   249   2.64   19   3.41   21   8.02 
 
Mortgage-backed securities  4   2.25   15   3.97   4   4.03   0   0.00 
 
Other debt securities  1   4.77   48   2.65   0   0.00   0   0.00 
 
Total fair value
  723       394       36       22     
 
1 Money market papers have contractual yield based on current market rates at 31 December 2001, but may not represent the yield through maturity since this is a floating rate debt instrument.
                                 
  Within 1 year  1 - 5 years  5 - 10 years  Over 10 years 
  
  
  
  
 
CHF million, except percentages Amount  Yield (%)  Amount  Yield (%)  Amount  Yield (%)  Amount  Yield (%) 

31 December 2000
                                
Swiss national government and agencies  2   6.90   16   5.13   16   6.45   0   0.00 
Swiss local governments  1   6.11   27   5.19   18   4.43   0   0.00 
US Treasury and agencies  0   0.00   0   0.00   0   0.00   0   0.00 
Foreign governments and official institutions  2,451   1.62   1,236   1.80   1,165   0.85   0   0.00 
Corporate debt securities  16   5.20   917   6.02   206   2.21   0   0.00 
Mortgage-backed securities  20   6.02   5   6.54   22   14.46   0   0.00 
Other debt securities  21   6.57   56   4.33   11   3.68   0   0.00 

Total amortized cost  2,511       2,257       1,438       0     

Total market value
  2,514       2,272       1,434       0     

maturities of less than one year.

206218


D — Information Required by Industry Guide 3 (continued)
D – Information Required by Industry Guide 3 (continued)

Due from Banks and Loans (gross)

Loans are widely dispersed over industry sectors both within and outside of Switzerland. With the exceptions of private households (foreign and domestic) and banks and financial institutions outside Switzerland and real estate and rentals in Switzerland, there is no material concentration of loans. For further discussion of the loan portfolio, see the UBS Handbook 2002/2003.2004 / 2005. The following table illustrates the diversification of the loan portfolio among industry sectors at 31 December 2004, 2003, 2002, 2001 2000, 1999 and 1998.2000. The industry categories presented are consistent with the classification of loans for reporting to the Swiss Federal Banking Commission and Swiss National Bank.

                     
CHF million 31.12.04  31.12.03  31.12.02  31.12.01  31.12.00 
 
Domestic
                    
 
Banks1
  1,406   619   1,029   1,533   2,896 
 
Construction  1,943   2,175   2,838   3,499   4,870 
 
Financial institutions  4,332   4,009   4,301   5,673   5,725 
 
Hotels and restaurants  2,269   2,440   2,655   2,950   3,526 
 
Manufacturing2
  5,485   6,478   7,237   8,686   9,577 
 
Private households  105,160   102,181   95,295   93,746   91,667 
 
Public authorities  5,460   5,251   5,529   5,222   5,658 
 
Real estate and rentals  11,466   12,449   13,573   14,992   16,673 
 
Retail and wholesale  4,908   6,062   7,172   8,674   9,635 
 
Services3
  9,110   9,493   10,237   12,161   11,767 
 
Other4,5
  894   1,201   1,722   1,860   2,651 
 
Total domestic  152,433   152,358   151,588   158,996   164,645 
 
Foreign
                    
 
Banks  34,114   31,405   31,882   26,728   27,168 
 
Chemicals  366   245   519   1,080   1,423 
 
Construction  122   84   153   266   773 
 
Electricity, gas and water supply  745   249   1,105   977   1,584 
 
Financial institutions  35,459   23,493   18,378   14,458   20,348 
 
Manufacturing6
  2,758   2,421   2,300   4,258   4,596 
 
Mining  1,695   1,114   868   1,313   2,070 
 
Private households  30,237   21,194   33,063   25,619   29,470 
 
Public authorities  1,228   1,224   2,628   6,454   11,754 
 
Real estate and rentals  940   473   616   10,227   5,077 
 
Retail and wholesale  1,102   1,880   1,367   1,732   1,862 
 
Services  8,002   7,983   1,654   4,786   1,585 
 
Transport, storage and communication  762   3,658   676   2,117   993 
 
Other5,7
  319   214   2,304   2,973   11,168 
 
Total foreign  117,849   95,637   97,513   102,988   119,871 
 
Total gross
  270,282   247,995   249,101   261,984   284,516 
 
1
                     
CHF million 31.12.02  31.12.01  31.12.00  31.12.99  31.12.98 

Domestic
                    
Banks  1,029   1,533   2,896   5,802   4,543 
Construction  2,838   3,499   4,870   6,577   7,897 
Financial institutions  4,301   5,673   5,725   9,387   10,240 
Hotels and restaurants  2,655   2,950   3,526   4,259   4,129 
Manufacturing1
  7,237   8,686   9,577   11,377   13,505 
Private households  95,295   93,746   91,667   93,846   97,664 
Public authorities  5,529   5,222   5,658   5,277   5,858 
Real estate and rentals  13,573   14,992   16,673   19,835   21,231 
Retail and wholesale  7,172   8,674   9,635   10,904   8,912 
Services2
  10,237   12,161   11,767   14,862   11,582 
Other3
  1,738   1,860   2,651   1,818   1,662 

Total domestic  151,604   158,996   164,645   183,944   187,223 

Foreign4
                    
Banks  31,882   26,728   27,168   24,983   65,000 
Chemicals  519   1,080   1,423         
Construction  153   266   773         
Electricity, gas and water supply  1,105   977   1,584         
Financial institutions  18,378   14,458   20,348         
Manufacturing5
  2,300   4,258   4,596         
Mining  868   1,313   2,070         
Private households  33,063   25,619   29,470         
Public authorities  2,628   6,454   11,754         
Real estate and rentals  616   10,227   5,077         
Retail and wholesale  1,367   1,732   1,862         
Services  1,654   4,786   1,585         
Transport, storage and communication  676   2,117   993         
Other6
  2,557   2,973   11,168   69,087   78,741 

Total foreign  97,766   102,988   119,871   94,070   143,741 

Total gross
  249,370   261,984   284,516   278,014   330,964 

  Includes Due from banks from Industrial Holdings of CHF 764 million at 31 December 2004.  12Includes chemicals, food and beverages.   23Includes transportation, communication, health and social work, education and other social and personal service activities.34Includes mining and electricity, gas and water supply.   4For5 31 December 2003 and 31 December 2002 amounts include a change in accounting treatment of credit risk losses on OTC derivatives as at 1 January 2004, which are now recorded under Net trading income. As a consequence, the yearsunderlying gross exposure is no longer reported as “Due from Banks and Loans (gross)”. Years prior to the year 2000, no detailed industry classifications are available.     52002 have not been restated.   6Includes food and beverages.   67Includes hotels and restaurants.

207219


Additional Disclosure Required
under SEC Regulations

D — Information Required by Industry Guide 3 (continued)
D – Information Required by Industry Guide 3 (continued)

Due from Banks and Loans (gross) (continued)

The following table analyzes the Group’s mortgage portfolio by geographic origin of the client and type of mortgage at 31 December 2004, 2003, 2002, 2001 2000, 1999 and 1998.2000. Mortgages are included in the industry categories mentioned above.

                                        
CHF million 31.12.02 31.12.01 31.12.00 31.12.99 31.12.98  31.12.04 31.12.03 31.12.02 31.12.01 31.12.00 


Mortgages
  
Domestic  116,359  116,628 116,348 126,677 138,306  124,496 122,069 116,359 116,628 116,348 
Foreign  11,510  9,583 4,206 1,310 2,479  12,185 7,073 11,510 9,583 4,206 


Total gross mortgages
  127,869  126,211 120,554 127,987 140,785  136,681 129,142 127,869 126,211 120,554 


 
Mortgages
  
Residential  108,779  101,969 96,181 91,408 106,093  117,731 109,980 108,779 101,969 96,181 
Commercial  19,090  24,242 24,373 36,579 34,692  18,950 19,162 19,090 24,242 24,373 


Total gross mortgages
  127,869  126,211 120,554 127,987 140,785  136,681 129,142 127,869 126,211 120,554 


Due from Banks and Loan Maturities (gross)

The following table discloses loans by maturity at 31 December 2002.2004. The determination of maturities is based on contract terms. Information on interest rate sensitivities can be found in Note 29 to the UBS Group Financial Statements.

                             
CHF million Within 1 year 1 to 5 years Over 5 years Total  Within 1 year 1 to 5 years Over 5 years Total 


Domestic
  
Banks 969 60 0  1,029  812 594 0 1,406 
Mortgages 57,875 55,676 2,808  116,359  48,428 67,205 8,863 124,496 
Other loans 24,905 7,534 1,777  34,216  18,818 5,960 1,753 26,531 


Total domestic
 83,749 63,270 4,585  151,604  68,058 73,759 10,616 152,433 


Foreign
  
Banks 31,285 373 224  31,882  32,285 1,442 387 34,114 
Mortgages 10,711 688 111  11,510  10,691 1,314 180 12,185 
Other loans 52,447 1,492 435  54,374  59,198 6,581 5,771 71,550 


Total foreign
 94,443 2,553 770  97,766  102,174 9,337 6,338 117,849 


Total gross loans
 178,192 65,823 5,355  249,370 
Total gross1
 170,232 83,096 16,954 270,282 


At 31 December 2004, the total amounts of Due from banks and loans due after one year granted at fixed and floating rates are as follows:

             
CHF million 1 to 5 years  Over 5 years  Total 
 
Fixed rate loans  78,623   14,828   93,451 
 
Adjustable or floating rate loans  4,473   2,126   6,599 
 
Total
  83,096   16,954   100,050 
 
2081  Includes Due from banks from Industrial Holdings of CHF 764 million at 31 December 2004.

220


D — Information Required by Industry Guide 3 (continued)
D – Information Required by Industry Guide 3 (continued)

Impaired, Non-performing and Restructured Loans

A loan (included in Due from banks or loans) is classified as impaired ifnon-performing, 1) when the book valuepayment of the claim exceeds the present value of the cash flows actually expected in future periods — interest, principal or fees is overdue by more than 90 days and there is no firm evidence that they will be made good by later payments scheduled principal repayments or other payments due (for example on derivative transactions), and includingthe liquidation of collateral where available. Impairedcollateral; 2) when insolvency proceedings have commenced; or 3) when obligations are thus obligations where losses are foreseeable. An allowance for credit loss is then made with respect to the loan in question. Impaired loans include non-performing loans, for which the contractual payments of principal, interest or commission are overdue by 90 days. When loans are classified as non-performing, the recognition of interest or commission income ceases according to the original terms of the loan agreement. Allowances are provided for non-performing

loans to reflect their net estimated recoverable amount.have been restructured on concessionary terms.

The gross interest income that would have been recorded on non-performing loans was CHF 201107 million for domestic loans and CHF 17 million for foreign loans for the year ended 31 December 2004, CHF 171 million for domestic loans and CHF 23 million for foreign loans for the year ended 31 December 2003, CHF 148 million for domestic loans and CHF 53 million for foreign loans for the year ended 31 December 2002, CHF 336 million for all non-performing loans for the year ended 31 December 2001 and CHF 182 million for all non-performing loans for the year ended 31 December 2000. The amount of interest income that was included in net income for those loans was CHF 174106 million for domestic loans and CHF 8 million for foreign loans for the year ended 31 December 2004, CHF 163 million for domestic loans and CHF 8 million for foreign loans for the year ended 31 December 2003, CHF 152 million for domestic loans and CHF 22 million for foreign loans for the year ended 31 December 2002 and CHF 201 million for all non-performing loans for the year ended 31 December 2001. There was no interest income recorded in net income for non-performing loans in 2000. The table below provides an analysis of the Group’s non-performing loans, for further information see the UBS Handbook 2002/2003.

2004 / 2005.
                     
CHF million 31.12.04  31.12.03  31.12.02  31.12.01  31.12.00 
 
Non-performing loans:                    
 
Domestic  2,772   4,012   4,609   6,531   7,588 
 
Foreign  924   889   1,391   2,108   2,864 
 
Total non-performing loans
  3,696   4,901   6,000   8,639   10,452 
 
Foreign restructured loans1
                  179 
 


                     
CHF million 31.12.02  31.12.01  31.12.00  31.12.99  31.12.98 

Non-performing loans:                    
Domestic  4,609   6,531   7,588   11,435   14,023 
Foreign  1,420   2,108   2,864   1,638   2,091 

Total non-performing loans
  6,029   8,639   10,452   13,073   16,114 

Foreign restructured loans1
          179   287   449 

1  Include only performing foreign restructured loans. UBS does not, as a matter of policy, typically restructure loans to accrue interest at rates different from the original contractual terms or reduce the principal amount of loans. Instead, specific loan allowances are established as necessary. Unrecognized interest related to foreign restructured loans was not material to the results of operations during these periods.

In addition to the non-performing loans shown above, the Group had CHF 4,3361,165 million, CHF 2,308 million, CHF 3,933 million, CHF 5,990 million CHF 8,042 million and CHF 9,3838,042 million in “other impaired loans” for the years ended 31 December 2004, 2003, 2002, 2001 and 2000, respectively. For the years ended 31 December 2002, 2001 and 1999, respectively. These2000, these are loans that are current,

or less than 90 days in arrears, with respect to payment of principal or interest; however,and for the years ended 31 December 2004 and 2003, these are loans not considered “non-performing” in accordance with Swiss regulatory guidelines, but where the Group’s credit officers have expressed doubts as to the ability of the borrowers to repay the loans. As at 31 December 20022004 and 31 December 2003 specific allowances of CHF 1,407241 million and CHF 694 million respectively had been established against these loans.

221


209


Additional Disclosure Required
under SEC Regulations

D — Information Required by Industry Guide 3 (continued)
D – Information Required by Industry Guide 3 (continued)


Cross-Border Outstandings


Cross-border outstandings consist of general banking products such as loans (including unutilized commitments) and deposits with third parties, credit equivalents of over the counter (OTC) derivatives and repurchase agreements, and the market value of the inventory of securities. Outstandings are monitored and reported on an ongoing basis by the credit risk management and control organization with a dedicated country risk information system. With the exception of the 32 most developed economies, these exposures are rigorously limited.

The following analysis excludes Due from banks from Industrial Holdings.

Claims that are secured by third-party guarantees are recorded against the guarantor’s country of domicile. Outstandings that are secured by collateral are recorded against the country where

the asset could be liquidated. This follows the “Guidelines for the Management of Country Risk”, which are applicable to all banks that are supervised by the Swiss Federal Banking Commission.

The following tables list those countries for which cross-border outstandings exceeded 0.75% of total assets at 31 December 2002, 20012004, 2003 and 2000.2002. At 31 December 2002,2004, there were no outstandings that exceeded 0.75% of total assets in any country currently facing liquidity problems that the Group expects would materially affect the country’s ability to service its obligations.

For more information on cross-border exposure, see the UBS Handbook 2002/2003.

2004/2005.
                     
  31.12.04
CHF million Banks  Private Sector  Public Sector  Total  % of total assets 
 
United States  8,733   114,202   9,150   132,085   7.6 
 
Germany  18,666   5,977   7,351   31,994   1.8 
 
Italy  4,588   2,699   16,803   24,090   1.4 
 
Japan  1,366   10,409   9,472   21,247   1.2 
 
United Kingdom  8,321   11,929   328   20,578   1.2 
 
France  5,559   6,835   2,776   15,170   0.9 
 
                     
  31.12.03
CHF million Banks  Private Sector  Public Sector  Total  % of total assets 
 
United States  10,125   108,461   8,138   126,724   8.2 
 
Italy  4,747   2,233   18,289   25,269   1.6 
 
Germany  17,499   5,884   1,270   24,654   1.6 
 
United Kingdom  8,340   11,344   550   20,234   1.3 
 
France  4,841   5,604   4,271   14,716   0.9 
 
Japan  1,630   7,845   4,001   13,477   0.9 
 
                     
  31.12.02
CHF million Banks  Private Sector  Public Sector  Total  % of total assets 
 
United States  11,111   105,375   7,958   124,444   9.2 
 
Germany  17,633   6,038   5,857   29,528   2.2 
 
Italy  4,490   1,955   17,071   23,515   1.7 
 
United Kingdom  10,001   11,963   345   22,310   1.7 
 
France  5,218   7,640   8,138   20,996   1.6 
 
Australia  5,435   4,114   2,285   11,834   0.9 
 
Canada  2,186   3,044   5,851   11,081   0.8 
 


222

210


D — Information Required by Industry Guide 3 (continued)

                         
  31.12.02 
  
 
  Banking products              
  
  Traded  Tradable      % of total 
CHF million Banks  Non-banks  products1  assets2  Total  assets 

United States  1,083   698   27,617   95,046   124,444   10.5 
Germany  2,590   4,732   13,101   9,104   29,527   2.5 
Italy  1,139   296   7,229   14,852   23,516   2.0 
United Kingdom  4,161   606   5,437   12,106   22,310   1.9 
France  2,077   1,805   5,710   11,403   20,995   1.8 
Australia  133   535   4,514   6,651   11,833   1.0 
Canada  130   872   4,964   5,115   11,081   0.9 
Japan  312   88   1,766   7,816   9,982   0.8 
Cayman Islands  7   1,175   5,054   3,387   9,623   0.8 
Netherlands  289   1,548   4,110   3,313   9,260   0.8 

                         
  31.12.01 
  
 
  Banking products              
  
              
          Traded  Tradable      % of total 
CHF million Banks  Non-banks  products1  assets2  Total  assets 

United States  2,360   1,284   31,129   114,615   149,388   11.9 
United Kingdom  2,483   543   9,128   27,754   39,908   3.2 
Germany  3,605   6,395   11,962   11,755   33,717   2.7 
Japan  640   770   4,442   22,995   28,847   2.3 
Italy  1,086   498   11,628   11,180   24,392   1.9 
France  159   2,043   4,114   8,052   14,368   1.1 
Canada  114   950   5,220   8,038   14,322   1.1 
Netherlands  1,834   2,414   6,126   3,110   13,484   1.1 

                         
  31.12.00 
  
 
  Banking products              
  
              
          Traded  Tradable      % of total 
CHF million Banks  Non-banks  products1  assets2  Total  assets 

United States  1,826   958   21,796   64,077   88,657   8.2 
Japan  123   895   6,378   58,779   66,175   6.1 
United Kingdom  1,795   1,224   9,037   22,440   34,496   3.2 
Germany  2,686   3,720   13,198   5,085   24,689   2.3 
Italy  1,293   931   3,629   9,700   15,553   1.4 
France  1,085   1,900   3,956   5,987   12,928   1.2 
Netherlands  910   1,480   6,092   3,803   12,285   1.1 
Australia  27   370   3,113   7,508   11,018   1.0 

1Traded products consist of derivative instruments and repurchase agreements. In 2002, 2001 and 2000 unsecured OTC derivatives exposure is reported based on the Potential Credit Exposure measurement methodology and is therefore not directly comparable to the exposures in the prior years, which were measured based on Gross Replacement Values plus Add-on. 2Tradable assets consist of equity and fixed income financial instruments held for trading purposes, which are marked to market on a daily basis and private equity investments at the lower of book or market value.

211

D – Information Required by Industry Guide 3 (continued)


Additional Disclosure Required
under SEC Regulations

D — Information Required by Industry Guide 3 (continued)

Summary of Movements in Allowances and Provisions for Credit Losses


The following table provides an analysis of movements in allowances and provisions for credit losses.

     As a result of Swiss bankruptcy laws, The following analysis includes Due from banks write-offfrom Industrial Holdings.

UBS writes off loans against allowances only upon final settlement of bankruptcy proceedings, the sale of the underlying assets and/and / or in case of debt forgiveness. Under Swiss law, a creditor can continue to collect from a debtor who has emerged from bankruptcy, unless the debt has been forgiven through a formal agreement.
                     
CHF million 31.12.04  31.12.03  31.12.02  31.12.01  31.12.00 
 
Balance at beginning of year
  3,954   5,232   8,218   10,581   13,398 
 
Domestic
                    
 
Write-offs
                    
 
Banks  0   0   0   0   0 
 
Construction  (49)  (73)  (148)  (248)  (261)
 
Financial institutions  (24)  (37)  (103)  (51)  (178)
 
Hotels and restaurants  (101)  (57)  (48)  (52)  (193)
 
Manufacturing1
  (77)  (121)  (275)  (109)  (264)
 
Private households  (208)  (262)  (536)  (1,297)  (640)
 
Public authorities  0   (18)  0   0   0 
 
Real estate and rentals  (109)  (206)  (357)  (317)  (729)
 
Retail and wholesale  (68)  (67)  (101)  (115)  (160)
 
Services2
  (83)  (111)  (155)  (93)  (227)
 
Other3
  (9)  (43)  (49)  (46)  (30)
 
Total domestic write-offs
  (728)  (995)  (1,772)  (2,328)  (2,682)
 
Foreign
                    
 
Write-offs
                    
 
Banks  (21)  (17)  (49)  (24)  (15)
 
Chemicals  (1)  0   0   (2)  0 
 
Construction  (3)  0   0   (10)  (13)
 
Electricity, gas and water supply  0   0   (36)  (63)  (3)
 
Financial institutions  (34)  (112)  (228)  (74)  (33)
 
Manufacturing4
  (23)  (77)  (70)  (119)  (11)
 
Mining  (8)  (15)  (1)  (304)  0 
 
Private households  (8)  (11)  (65)  (5)  0 
 
Public authorities  (2)  0   (1)  0   (4)
 
Real estate and rentals  0   (1)  (2)  (1)  0 
 
Retail and wholesale  0   (76)  (10)  0   (160)
 
Services  (7)  (25)  (39)  (30)  (8)
 
Transport, storage and communication  0   (24)  (74)  0   (11)
 
Other5
  (22)  (83)  (189)  (48)  (55)
 
Total foreign write-offs
  (129)  (441)  (764)  (680)  (313)
 
Total write-offs
  (857)  (1,436)  (2,536)  (3,008)  (2,995)
 
1
                     
CHF million 31.12.02  31.12.01  31.12.00  31.12.99  31.12.98 

Balance at beginning of year
  8,218   10,581   13,398   14,978   16,213 
Write-offs
                    
Domestic
                    
Banks  0   0   0   (4)  (2)
Construction  (148)  (248)  (261)  (296)  (228)
Financial institutions  (103)  (51)  (178)  (92)  (66)
Hotels and restaurants  (48)  (52)  (193)  (137)  (98)
Manufacturing1
  (275)  (109)  (264)  (242)  (214)
Private households  (536)  (1,297)  (640)  (598)  (534)
Public authorities  0   0   0   0   (2)
Real estate and rentals  (357)  (317)  (729)  (823)  (610)
Retail and wholesale  (101)  (115)  (160)  (210)  (178)
Services2
  (155)  (93)  (227)  (315)  (116)
Other3
  (49)  (46)  (30)  (41)  (15)

Total domestic write-offs
  (1,772)  (2,328)  (2,682)  (2,758)  (2,063)

Foreign4
                    
Banks  (49)  (24)  (15)        
Chemicals  0   (2)  0         
Construction  0   (10)  (13)        
Electricity, gas and water supply  (36)  (63)  (3)        
Financial institutions  (228)  (74)  (33)        
Manufacturing5
  (70)  (119)  (11)        
Mining  (1)  (304)  0         
Private households  (65)  (5)  0         
Public authorities  (1)  0   (4)        
Real estate and rentals  (2)  (1)  0         
Retail and wholesale  (10)  0   (160)        
Services  (39)  (30)  (8)        
Transport, storage and communication  (74)  0   (11)        
Other6
  (189)  (48)  (55)        

Total foreign write-offs
  (764)  (680)  (313)  (517)  (261)

Total write-offs
  (2,536)  (3,008)  (2,995)  (3,275)  (2,324)

Recoveries
                    
Domestic  43   58   124   54   59 
Foreign  27   23   39   11   0 

Total recoveries
  70   81   163   65   59 

Net write-offs
  (2,466)  (2,927)  (2,832)  (3,210)  (2,265)

Credit loss expense/(recovery)  206   498   (130)  956   951 
Other adjustments7
  (337)  66   145   674   79 

Balance at end of year
  5,621   8,218   10,581   13,398   14,978 

1Includes chemicals, food and beverages.   2Includes transportation, communication, health and social work, education and other social and personal service activities.   3Includes mining and electricity, gas and water supply.  4For years prior to 2000, no detailed industry classifications are available.     5Includes food and beverages.   65Includes hotels and restaurants.7See the following table for details.

212223


Additional Disclosure Required under SEC Regulations

D — Information Required by Industry Guide 3 (continued)

D – Information Required by Industry Guide 3 (continued)


                     
Summary of Movements in Allowances and Provisions for Credit Losses (continued)
CHF million 31.12.04  31.12.03  31.12.02  31.12.01  31.12.00 
 
Recoveries
                    
 
Domestic  54   49   43   58   124 
 
Foreign  5   38   27   23   39 
 
Total recoveries
  59   87   70   81   163 
 
Net write-offs
  (798)  (1,349)  (2,466)  (2,927)  (2,832)
 
Increase/(decrease) in credit loss allowance and provision  (251)  72   115   498   (130)
 
Collective loan loss provisions  (25)                
 
Other adjustments1
  3   (1)  (635)  66   145 
 
Balance at end of year
  2,883   3,954   5,232   8,218   10,581 
 
Summary of Movements in Allowances and Provisions1 See the table below for Credit Losses (continued)details.
                                    
CHF million 31.12.02 31.12.01 31.12.00 31.12.99 31.12.98  31.12.04 31.12.03 31.12.02 31.12.01 31.12.00 


Doubtful interest  0  0 182 409 423  0 0 0 0 182 
Net foreign exchange  (269) 44 23 351  (98) 2  (57)  (269) 44 23 
Subsidiaries sold and other  (68) 22  (60)  (86)  (246)
Subsidiaries sold and other adjustments 1 56  (366) 22  (60)


Total adjustments
  (337) 66 145 674 79  3  (1)  (635) 66 145 


213224


Additional DisclosureD – Information Required by Industry Guide 3 (continued)
under SEC Regulations

D — Information Required by Industry Guide 3 (continued)

Allocation of the Allowances and Provisions for Credit Losses

The following table provides an analysis of the allocation of the allowances and provisions for credit loss by industry sectorssector and geographic location at 31 December 2004, 2003, 2002, 2001 2000, 1999 and 1998.2000. For a description of procedures with respect to allowances and provisions for credit losses, see the UBS Handbook 2002/2003.2004/2005. The following analysis includes Due from banks from Industrial Holdings.

                     
CHF million 31.12.04  31.12.03  31.12.02  31.12.01  31.12.00 
 
Domestic
                    
 
Banks  10   10   10   34   0 
 
Construction  112   158   265   467   843 
 
Financial institutions  82   137   89   262   328 
 
Hotels and restaurants  98   214   286   346   454 
 
Manufacturing1
  224   327   458   722   863 
 
Private households  333   511   750   1,082   1,570 
 
Public authorities  9   9   39   37   0 
 
Real estate and rentals  250   383   577   1,067   1,635 
 
Retail and wholesale  363   201   315   395   629 
 
Services2
  222   549   470   448   419 
 
Other3
  188   150   225   165   413 
 
Total domestic
  1,891   2,649   3,484   5,025   7,154 
 
Foreign
                    
 
Banks4
  230   256   24   39   32 
 
Chemicals  4   5   5   5   0 
 
Construction  1   0   6   0   11 
 
Electricity, gas and water supply  15   0   96   88   107 
 
Financial institutions  140   168   153   420   262 
 
Manufacturing5
  112   359   314   653   547 
 
Mining  14   19   148   169   586 
 
Private households  48   48   58   103   72 
 
Public authorities  66   69   0   0   0 
 
Real estate and rentals  5   7   6   9   82 
 
Retail and wholesale  95   51   13   0   41 
 
Services  32   32   262   414   126 
 
Transport, storage and communication  1   195   144   45   2 
 
Other6
  22   (166)  (177)  242   267 
 
Total foreign
  785   1,043   1,052   2,187   2,135 
 
Collective loan loss provisions7
  207   262   696   1,006   1,292 
 
Total allowances and provisions for credit losses8
  2,883   3,954   5,232   8,218   10,581 
 
1
                     
CHF million 31.12.02  31.12.01  31.12.00  31.12.99  31.12.98 

Domestic
                    
Banks  10   34   0   41   49 
Construction  265   467   843   1,247   1,671 
Financial institutions  89   262   328   342   668 
Hotels and restaurants  286   346   454   690   657 
Manufacturing1
  458   722   863   1,223   1,331 
Private households  750   1,082   1,570   2,350   2,741 
Public authorities  39   37   0   40   107 
Real estate and rentals  577   1,067   1,635   2,696   3,333 
Retail and wholesale  315   395   629   779   825 
Services2
  470   448   419   934   766 
Other3
  315   165   413   141   71 

Total domestic
  3,574   5,025   7,154   10,483   12,219 

Foreign4
                    
Banks5
  24   39   32         
Chemicals  5   5   0         
Construction  6   0   11         
Electricity, gas and water supply  96   88   107         
Financial institutions  153   420   262         
Manufacturing6
  314   653   547         
Mining  148   169   586         
Private households  58   103   72         
Public authorities  0   0   0         
Real estate and rentals  6   9   82         
Retail and wholesale  13   0   41         
Services  262   414   126         
Transport, storage and communication  144   45   2         
Other7
  82   242   267         

Total foreign, net of country provisions
  1,311   2,187   2,135   1,539   1,309 

Country provisions  736   1,006   1,292   1,376   1,450 

Total foreign8
  2,047   3,193   3,427   2,915   2,759 

Total allowances and provisions for credit losses
  5,621   8,218   10,581   13,398   14,978 

1Includes chemicals, food and beverages.  2�� Includes transportation, communication, health and social work, education and other social and personal service activities.   3Includes mining and electricity, gas and water supply.   4For years prior to 2000, no detailed industry classifications are available.     5Counterparty allowances and provisions only. Country provisions with banking counterparties amounting to CHF 40917 million are disclosed under country provisions.     6collective loan loss provisions for 2004.   5Includes food and beverages.   76Includes hotels and restaurants.   87The 2004, 2003, 2002, 2001 2000, 1999 and 19982000 amounts include CHF 161 million, CHF 262 million, CHF 696 million, CHF 1,006 million and CHF 1,292 million respectively of country provisions.   8  The 2004, 2003, 2002, 2001 and 2000 amounts include CHF 211 million, CHF 290 million, CHF 366 million, CHF 305 million CHF 54 million, CHF 149 million and CHF 43554 million respectively of provisions and for unused commitments and contingent liabilities.

214225


Additional Disclosure Required under SEC Regulations

D — Information Required by Industry Guide 3 (continued)
D – Information Required by Industry Guide 3 (continued)

Due from Banks and Loans by industry sectorIndustry Sector (gross)

The following table presents the percentage of loans in each industry sector and geographic location to total loans. This table can be read in conjunction with the preceding table showing the breakdown of the allowances and provisions for credit losses by industry sectors to evaluate the credit risks in each of the categories.

                     
in % 31.12.04  31.12.03  31.12.02  31.12.01  31.12.00 
 
Domestic
                    
 
Banks1
  0.5   0.2   0.4   0.6   1.0 
 
Construction  0.7   0.9   1.1   1.3   1.7 
 
Financial institutions  1.6   1.6   1.7   2.2   2.0 
 
Hotels and restaurants  0.8   1.0   1.1   1.1   1.2 
 
Manufacturing2
  2.0   2.6   2.9   3.3   3.4 
 
Private households  38.9   41.2   38.3   35.8   32.2 
 
Public authorities  2.0   2.1   2.2   2.0   2.0 
 
Real estate and rentals  4.2   5.0   5.4   5.7   5.9 
 
Retail and wholesale  1.8   2.4   2.9   3.3   3.4 
 
Services3
  3.4   3.8   4.1   4.6   4.1 
 
Other4
  0.5   0.6   0.8   0.8   1.0 
 
Total domestic
  56.4   61.4   60.9   60.7   57.9 
 
Foreign
                    
 
Banks  12.6   12.7   12.8   10.2   9.5 
 
Chemicals  0.1   0.1   0.2   0.4   0.5 
 
Construction  0.0   0.0   0.1   0.1   0.3 
 
Electricity, gas and water supply  0.3   0.1   0.4   0.4   0.6 
 
Financial institutions  13.1   9.5   7.4   5.5   7.2 
 
Manufacturing5
  1.0   1.0   0.9   1.6   1.6 
 
Mining  0.6   0.4   0.3   0.5   0.7 
 
Private households  11.2   8.5   13.3   9.8   10.4 
 
Public authorities  0.5   0.5   1.1   2.5   4.1 
 
Real estate and rentals  0.3   0.2   0.2   3.9   1.8 
 
Retail and wholesale  0.4   0.8   0.5   0.7   0.7 
 
Services  3.0   3.2   0.7   1.8   0.6 
 
Transport, storage and communication  0.3   1.5   0.3   0.8   0.3 
 
Other6
  0.2   0.1   0.9   1.1   3.8 
 
Total foreign
  43.6   38.6   39.1   39.3   42.1 
 
Total gross
  100.0   100.0   100.0   100.0   100.0 
 
1
                     
in % 31.12.02  31.12.01  31.12.00  31.12.99  31.12.98 

Domestic
                    
Banks  0.4   0.6   1.0   2.1   1.4 
Construction  1.1   1.3   1.7   2.4   2.4 
Financial institutions  1.7   2.2   2.0   3.4   3.1 
Hotels and restaurants  1.1   1.1   1.2   1.5   1.2 
Manufacturing1
  2.9   3.3   3.4   4.1   4.1 
Private households  38.2   35.8   32.2   33.8   29.5 
Public authorities  2.2   2.0   2.0   1.9   1.8 
Real estate and rentals  5.5   5.7   5.9   7.1   6.4 
Retail and wholesale  2.9   3.3   3.4   3.9   2.7 
Services2
  4.1   4.6   4.1   5.3   3.5 
Other3
  0.7   0.8   1.0   0.7   0.5 

Total domestic
  60.8   60.7   57.9   66.2   56.6 

Foreign4
                    
Banks  12.8   10.2   9.5   9.0   19.6 
Chemicals  0.2   0.4   0.5         
Construction  0.1   0.1   0.3         
Electricity, gas and water supply  0.4   0.4   0.6         
Financial institutions  7.4   5.5   7.2         
Manufacturing5
  0.9   1.6   1.6         
Mining  0.3   0.5   0.7         
Private households  13.3   9.8   10.4         
Public authorities  1.1   2.5   4.1         
Real estate and rentals  0.2   3.9   1.8         
Retail and wholesale  0.5   0.7   0.7         
Services  0.7   1.8   0.6         
Transport, storage and communication  0.3   0.8   0.3         
Other6
  1.0   1.1   3.8   24.8   23.8 

Total foreign
  39.2   39.3   42.1   33.8   43.4 

Total gross loans
  100.0   100.0   100.0   100.0   100.0 

 Includes Due from banks from Industrial Holdings in the amount of CHF 764 million.   12Includes chemicals, food and beverages.   23Includes transportation, communication, health and social work, education and other social and personal service activities.   34Includes mining and electricity, gas and water supply.  4For the years prior to 2000, no detailed industry classifications are available.     5Includes food and beverages.  6Includes hotels and restaurants.

215226


Additional DisclosureD – Information Required by Industry Guide 3 (continued)
under SEC Regulations

D — Information Required by Industry Guide 3 (continued)

Loss History Statistics

The following is a summary of the Group’s loan loss history.history (relating to Due from banks and loans).

                     
CHF million, except where indicated 31.12.04  31.12.03  31.12.02  31.12.01  31.12.00 
 
Gross loans  270,2821  247,995   249,101   261,984   284,516 
 
Impaired loans  4,861   7,209   9,933   14,629   18,494 
 
Non-performing loans  3,696   4,901   6,000   8,639   10,452 
 
Allowances and provisions for credit losses2
  2,883   3,954   5,232   8,218   10,581 
 
Net write-offs  798   1,349   2,466   2,927   2,832 
 
Credit loss (expense)/recovery  276   (72)  (115)  (498)  130 
 
Ratios
                    
 
Impaired loans as a percentage of gross loans  1.8   2.9   4.0   5.6   6.5 
 
Non-performing loans as a percentage of gross loans  1.4   2.0   2.4   3.3   3.7 
 
Allowances and provisions for credit losses as a percentage of:                    
 
Gross loans  1.1   1.6   2.1   3.1   3.7 
 
Impaired loans  59.3   54.8   52.7   56.2   57.2 
 
Non-performing loans  78.0   80.7   87.2   95.1   101.2 
 
Allocated allowances as a percentage of impaired loans3
  51.5   48.0   45.7   49.9   52.4 
 
Allocated allowances as a percentage of non-performing loans4
  61.3   56.4   57.6   62.2   60.6 
 
Net write-offs as a percentage of:                    
 
Gross loans  0.3   0.5   1.0   1.1   1.0 
 
Average loans outstanding during the period  0.3   0.5   1.0   1.2   1.1 
 
Allowances and provisions for credit losses  27.7   34.1   47.1   35.6   26.8 
 
Allowances and provisions for credit losses as a multiple of net write-offs  3.61   2.93   2.12   2.81   3.74 
 
1
                      
CHF million, except where indicated 31.12.02  31.12.01  31.12.00  31.12.99  31.12.98 

Gross loans  249,370   261,984   284,516   278,014   330,964 
Impaired loans  10,365   14,629   18,494   22,456   26,447 
Non-performing loans  6,029   8,639   10,452   13,073   16,114 
Allowances and provisions for credit losses  5,621   8,218   10,581   13,398   14,978 
Net write-offs  2,466   2,927   2,832   3,210   2,265 
Credit loss expense/(recovery)  206   498   (130)  956   951 

Ratios
                    
Impaired loans as a percentage of gross loans  4.2   5.6   6.5   8.1   8.0 
Non-performing loans as a percentage of gross loans  2.4   3.3   3.7   4.7   4.9 
Allowances and provisions for credit losses as a percentage of:                    
 Gross loans  2.3   3.1   3.7   4.8   4.5 
 Impaired loans  54.2   56.2   57.2   59.7   56.6 
 Non-performing loans  93.2   95.1   101.2   102.5   93.0 
Allocated allowances as a percentage of impaired loans1
  47.2   49.9   52.4   55.5   51.4 
Allocated allowances as a percentage of non-performing loans2
  57.8   62.2   60.63  66.3   62.1 
Net write-offs as a percentage of:                    
 Gross loans  1.0   1.1   1.0   1.2   0.7 
 Average loans outstanding during the period  1.1   1.2   1.1   1.2   0.8 
 Allowances and provisions for credit losses  43.9   35.6   26.8   24.0   15.1 
Allowances and provisions for credit losses as multiple of net write-offs  2.28   2.81   3.74   4.17   6.61 

  Includes Due from banks from Industrial Holdings of CHF 764 million.  12  Includes collective loan loss provisions.   3Allowances relating to impaired loans only.  24Allowances relating to non-performing loans only.331 December 2000 figure has been restated to account for an overallocation of allowances to non-performing loans.

216227


228


Contents

Profile

Cautionary statement regarding forward-looking statements |This communication contains statements that constitute “forward-looking statements”, including, but not limited to, statements relating to the implementation of strategic initiatives, such as the European wealth management business, and other statements relating to our future business development and economic performance. While these forward-looking statements represent our judgments and future expectations concerning the development of our business, a number of risks, uncertainties and other important factors could cause actual developments and results to differ materially from our expectations. These factors include, but are not limited to, (1) general market, macro-economic, governmental and regulatory trends, (2) movements in local and international securities markets, currency exchange rates and interest rates, (3) competitive pressures, (4) technological developments, (5) changes in the financial position or creditworthiness of our customers, obligors and counterparties and developments in the markets in which they operate, (6) legislative developments, (7) management changes and changes to our Business Group structure and (8) other key factors that we have indicated could adversely affect our business and financial performance which are contained in other parts of this document and in our past and future filings and reports, including those filed with the SEC. More detailed information about those factors is set forth elsewhere in this document and in documents furnished by UBS and filings made by UBS with the SEC, including UBS’s Annual Report on Form 20-F for the year ended 31 December 2004. UBS is not under any obligation to (and expressly disclaims any such obligations to) update or alter its forward-looking statements whether as a result of new information, future events, or otherwise.

Imprint |Publisher/Copyright: UBS AG, Switzerland | Languages: English, German | SAP-No. 80531E-0501




(UBS LOGO)

UBS AG
P.O. Box, CH-8098 Zurich
P.O. Box, CH-4002 Basel

www.ubs.com


(UBS LOGO)

Handbook 2004/2005 – U.S. Version

(GRAPHIC)


     
  1 
  2 
The   3 
Our Business Groups  4 
Sources of Information about UBS  56 
     
The   97 
  8
10
12
15 
     
  2117 
UBS   2218 
UBS   3425 
UBS Warburg  3829 
UBS PaineWebber  4534 
  5038 
     
Capital and Risk Management  53
Risk Management and Control54
Risk Analysis59
Group Treasury7841 
     
Corporate Governance  8943 
Introduction  9044 
Group Structure and Shareholders  9147 
Capital Structure  9358 
Board of Directors  9565 
Group Executive Board  10167 
Compensation, Shareholdings and Loans  104
Shareholders’ Participation Rights109
Change of Control and Defensive Measures111
Auditors112
Information Policy:
UBS Financial Disclosure Principles114
Regulation and Supervision117
Compliance with NYSE Listing Standards on
Corporate Governance
121
Group Managing Board12469 
     
Corporate Responsibility  12771
72
73
74
76
77 
     
UBS Share Information  13381 
The Global Registered Share  13482 
UBS Share 2002  13683
85
87
93
96
104
106
107
109
111
114
116
119 

Introduction

This is the thirdfifth annual edition of the UBS Groupour Handbook.

The Handbook describes the UBS Group: itsIn it, we describe ourselves – our strategy, organization, and businesses. It outlinesWe outline the principles by which the Group manageswe manage risk, and reportsreport on last year’s developments in 2002 for theour credit risk, market risk, and treasury management areas.

TheAs in previous years, the Handbook extensivelyalso discusses the Group’sour corporate governance arrangements and itsour relationships with regulators and shareholders, along withwhile providing detailed facts aboutinformation on the UBS share.

TheYou should read the Handbook should be read in conjunction with the other information published by UBS, as described on page 5 and 6.4.

We sincerely hope that you will find the information in our reporting documentsannual reports useful and informative. We believe that UBS is amongone of the leaders in corporate disclosure, butand we would be very interested to hear your views on how we might improve the content, information and presentation of our information portfolio.the reporting products we publish.

Mark Branson
Chief Communication Officer
UBS AG



1


Introduction

UBS financial highlights

                 
UBS income statement
  For the year ended  % change from 
     
CHF million, except where indicated
  31.12.04   31.12.03   31.12.02   31.12.03 
 
Net profit  8,089   6,239   3,530   30 
 
Basic earnings per share(CHF)1
  7.68   5.59   2.92   37 
 
Diluted earnings per share(CHF)1
  7.47   5.48   2.87   36 
 
Return on shareholders’ equity(%)2
  24.7   17.8   8.9     
 
                 
Financial Businesses3
                
 
Operating income  37,402   33,790   34,107   11 
 
Operating expenses  26,935   25,613   29,570   5 
 
Net profit  8,044   6,239   3,530   29 
 
Cost / income ratio(%)4
  72.6   75.6   86.4     
 
Net new money, wealth management businesses(CHF billion)5
  59.4   50.8   36.2     
 
Headcount(full-time equivalents)
  67,424   65,929   69,061   2 
 
                 
UBS balance sheet and capital management
  As at  % change from 
     
CHF million, except where indicated
  31.12.04   31.12.03   31.12.02   31.12.03 
 
Balance sheet key figures
                
 
Total assets  1,734,784   1,550,056   1,346,678   12 
 
Shareholders’ equity  34,978   35,310   38,952   (1)
 
Market capitalization
  103,638   95,401   79,448   9 
 
BIS capital ratios
                
 
Tier 1(%)6
  11.8   11.8   11.3     
 
Total BIS(%)
  13.6   13.3   13.8     
 
Risk-weighted assets  264,125   251,901   238,790   5 
 
Invested assets(CHF billion)
  2,250   2,133   1,959   5 
 
Long-term ratings
                
 
Fitch, London AA+  AA+  AAA     
 
Moody’s, New York Aa2  Aa2  Aa2     
 
Standard & Poor’s, New York AA+  AA+  AA+     
 
1 For the EPS calculation, see note 8 to the financial statements.  2 Net profit / average shareholders’ equity less dividends.  3 Excludes results from Industrial Holdings.  4 Operating expenses / operating income less credit loss expense or recovery.  5 Includes Wealth Management and Wealth Management USA. Excludes interest and dividend income.  6 Includes hybrid Tier 1 capital. For more details, please refer to the capital management section on page 72.

From third quarter 2004 onwards, Motor-Columbus has been fully consolidated in UBS’s financial statements. The reporting structure is split into two components: Financial Businesses and Industrial Holdings.

2


Profile
Introduction

UBS Group Financial Highlightsat a glance

1 Operating expenses/operating income before credit loss expense.
2 Excludes the amortization of goodwill and other intangible assets.
3 For EPS calculation, see Note 8 to the Financial Statements.
4 Net profit/average shareholders’ equity excluding dividends.
5 Includes hybrid Tier 1 capital, please refer to Note 29e in the Notes to the Financial Statements.
6 Klinik Hirslanden was sold on 5 December 2002. The Group headcount does not include the Klinik Hirslanden headcount of 2,450 and 1,839 for 31 December 2001 and 31 December 2000, respectively
7 See the Capital strength section on pages 10 to 11.
8 Details of significant financial events can be found in the Group Financial Review section of the Financial Report 2002.
The segment results have been restated to reflect the new Business Group structure and associated management accounting changes implemented during 2002.
All results presented include PaineWebber from the date of acquisition, 3 November 2000.
                 
CHF million, except where indicated             % change from 
For the year ended 31.12.02  31.12.01  31.12.00  31.12.01 

Income statement key figures                
Operating income  34,121   37,114   36,402   (8)
Operating expenses  29,577   30,396   26,203   (3)
Operating profit before tax  4,544   6,718   10,199   (32)
Net profit  3,535   4,973   7,792   (29)
Cost/income ratio (%)1  86.2   80.8   72.2     
Cost/income ratio before goodwill(%)1, 2  79.0   77.3   70.4     

Per share data (CHF)                
Basic earnings per share3  2.92   3.93   6.44   (26)
Basic earnings per share before goodwill2, 3  4.73   4.97   7.00   (5)
Diluted earnings per share3  2.87   3.78   6.35   (24)
Diluted earnings per share before goodwill2, 3  4.65   4.81   6.89   (3)

Return on shareholders’ equity (%)                
Return on shareholders’ equity4  8.9   11.7   21.5     
Return on shareholders’ equity before goodwill2, 4  14.4   14.8   23.4     

 
CHF million, except where indicated             % change from 
As at 31.12.02  31.12.01  31.12.00  31.12.01 

Balance sheet key figures                
Total assets  1,181,118   1,253,297   1,087,552   (6)
Shareholders’ equity  38,991   43,530   44,833   (10)

Market capitalization  79,448   105,475   112,666   (25)

BIS capital ratios
Tier 1 (%)5
  11.3   11.6   11.7     
Total BIS (%)  13.8   14.8   15.7     
Risk-weighted assets  238,790   253,735   273,290   (6)

Invested assets (CHF billion)  2,037   2,448   2,445   (17)

Headcount (full-time equivalents)  69,061   69,9856  71,0766  (1)

Long-term ratings7                
Fitch, London  AAA   AAA   AAA     
Moody’s, New York  Aa2   Aa2   Aa1     
Standard & Poor’s, New York  AA+   AA+   AA+     

Earnings adjusted for significant financial events and pre-goodwill2, 8

                 
CHF million, except where indicated             % change from 
For the year ended 31.12.02  31.12.01  31.12.00  31.12.01 

Operating income  33,894   37,114   36,402   (9)
Operating expenses  27,117   29,073   25,096   (7)
Operating profit before tax  6,777   8,041   11,306   (16)
Net profit  5,529   6,296   8,799   (12)

Cost/income ratio (%)1  79.5   77.3   69.2     
Basic earnings per share (CHF)3  4.57   4.97   7.28   (8)
Diluted earnings per share (CHF)3  4.50   4.81   7.17   (6)

Return on shareholders’ equity (%)4  13.9   14.8   24.3     


2


The UBS Group




UBS is one of the world’s leading financial firms, serving a discerning global client base. We combineAs an organization, it combines financial strength with a global culture that embraces change. We are the world’s leading provider of wealth management services and one of the largest asset managers globally. In the investment banking and securities businesses, we are among the select bracket of major global houses. In Switzerland, we are the clear market leader serving corporate and retail clients. As an integrated firm, we createUBS creates added value for our clients by drawing on the combined resources and expertise of all ourits businesses.

Our first priority

UBS is always our clients’ successpresent in all major financial centers worldwide, with offices in 50 countries. UBS employs 67,424 people, 39% in the Americas, 38% in Switzerland, 16% in Europe and we put advice at7% in the heartAsia Pacific time zone.
UBS is one of our relationships with them. We aim to take the time to understandbest-capitalized financial institutions in the unique needs and goals of each of our clients. Our priority is to provide premium quality services to our clients, giving them the best possible choice by supplementing best-in-class solutions we develop ourselvesworld, with a quality-screened selectionBIS Tier 1 ratio of products from others.11.8%, invested assets of CHF 2.25 trillion, shareholders’ equity of CHF 35.0 billion and market capitalization of CHF 103.6 billion on 31 December 2004.

Businesses

Wealth management

With head offices in Zurich and Basel, and more than 69,000 employees, we operate140 years of experience, an extensive global network of around 180 offices and almost CHF 800 billion in over 50 countries and from all major international financial centers. Our global physical presence is complemented by our strategy of offering clients products and services via a variety of different channels — from the traditional retail bank branch to sophisticated, interactive online tools, helping us to deliver our services more quickly, widely and cost-effectively than ever before.


3


Profile

Our Business Groups




All our Business Groups are in the top echelons of their sectors globally and are committed to vigorously growing their franchises.

invested assets, UBS Wealth Management & Business Banking

UBS Wealth Management & Business Banking is the world’s leading wealth management business and the leading corporate and retail bank in Switzerland. Almost 3,300 private bankingbusiness. Some 3,700 client advisors working from offices around the world, provide a comprehensive range of in-house and third party products and services customized for wealthy individuals. The Business Banking unit, holding roughly a quarterindividuals, ranging from asset management to estate planning and from corporate finance to art banking. In the US, UBS is one of the Swiss lending market, offers comprehensivebiggest private client businesses with a client base of nearly 2 million. Its American network of around 7,500 financial advisors manages roughly CHF 640 billion in invested assets and provide sophisticated services to affluent and high net worth clients.

Investment banking and securities services for 3.5 million individuals and 180,000 corporate clients in Switzerland as well as 5,000 financial institutions worldwide.

UBS Global Asset Management

UBS Global Asset Management is a leading institutional asset manager and mutual fund provider, with invested assets of CHF 557 billion. It offers a broad range of asset management services and products for institutional clients and financial intermediaries across the world.

UBS Warburg

UBS Warburg is a global investment banking and securities firm. Consistently placingfirm with a strong institutional and corporate client franchise. Consis-

tently placed in the top tiertiers of major industry rankings, it is a leading player in the global primary and secondary markets for equity, equity-linked and equity derivative products. In fixed income, products.it is a first-rate global player. In foreign exchange, it places first in many key industry rankings. In investment banking, it provides first-class advice and execution capabilities to its corporate client base worldwide. SharplyAll its businesses are sharply client-focused, it providesproviding innovative products, top-quality research and comprehensive access to the world’s capital marketsmarkets.

Asset management

UBS, a leading asset manager with invested assets of slightly more than CHF 600 billion, provides a broad base of innovative capabilities stretching from traditional to alternative investment solutions for, itsamong other clients, financial intermediaries and institutional investors across the world.

Swiss corporate and institutionalindividual clients

Depending on segment, UBS holds roughly a quarter and for the rest of UBS.

UBS PaineWebber

UBS PaineWebber is the fourth largest private client business in the US, with a client base of over 2 million private investors — focused on the most affluent in the country. Its network of almost 9,000 financial advisors manage CHF 584 billion in invested assets and provide sophisticated wealth management services to their clients.

Corporate Center

The rolethird of the Swiss banking market. It offers comprehensive banking and securities services for approximately 3.5 million individual and around 143,000 corporate clients, including institutional investors, public entities and foundations based in Switzerland, as well as 3,000 financial institutions worldwide. With a total loan book of nearly CHF 140 billion, UBS leads the Swiss lending and retail mortgage markets.

Corporate Center

The Corporate Center is to ensurepartners with the businesses, ensuring that the Business Groups operatefirm operates as a coherent and effectiveintegrated whole in alignment with UBS’s overall corporate goals. The scopea common vision and set of Corporate Center’s activities covers financial and capital management, risk management and control, branding, communication, legal advice and human resources management.values.



43


Introduction

Sources of Informationinformation about UBS

This Handbook contains a detailed description of UBS, its strategy, its organization and its businesses. You can find out more about UBS from the sources shown below.businesses, as well as our financial management including credit, market and operational risk, our treasury processes, and details of our corporate governance.

Publications

Publications

This Handbook is available in English and German.
(SAP-R/3 80532-0301) (SAP no. 80532).

Annual Review 20022004

Our Annual Review contains a short description of UBS and our Business Groups, as well as a summary review of our performance in the year 2002.2004. It is available in English, German, French, Italian, Spanish and Spanish.
(SAP-R/3 80530-0301)Japanese. (SAP no. 80530).

Financial Report 20022004

OurThe Financial Report 2004 contains our audited Financial Statementsfinancial statements for the year 20022004 and related detailed analysis. It is available in English and German.
(SAP-R/3 80531-0301) (SAP no. 80531).

Quarterly reports

We provide detailed quarterly financial reporting and analysis, including comment on the progress of our businesses and key strategic initiatives. These quarterly reports are available in English.

The compensation report

Our compensation report provides detailed information on the compensation paid in 2004 to the members of UBS’s Board of Directors (BoD) and the Group Executive Board (GEB). The report is available in English and German (SAP no. 82307). The same information can also be read in the Corporate Governance chapter on page 81.

The making of UBS

A brochure published in early 2005 outlines the series of transformational mergers and acquisitions that created today’s UBS. It also includes brief profiles of the firm’s antecedent companies and their historical roots. It is available in English and German. (SAP no. 82252)

How to order reports

Each of these reports is available on the internet at: www.ubs.com/investors, in the “Financials”Financials section. Alternatively, printed copies can be ordered, quoting the SAP number and the language preference where applicable, from UBS AG, Information Center, CA50-XMB, P.O. Box, CH-8098 Zurich, Switzerland.

E-informationInformation tools for investors

Website

Our InvestorsAnalysts and AnalystsInvestors website at www.ubs.com/investors offers a wide range of information about UBS, including our financial reporting, media releases, UBSinformation (including SEC filings), corporate information, share price graphs and data, corporatean event calendar, and dividend infor-

mationinformation and copies of recent presentations given by members of senior management to investors at external conferences.

Our internet-based information on the internet is available in English and German, with some sections in French and Italian.Italian as well.

MessengerMessaging service

On the InvestorsAnalysts and AnalystsInvestors website, you can register to receive news alerts about UBS via Short Messaging System (SMS) or e-mail. Messages are sent in either English or German and users are able to state their preferences for the themetopics of the alerts received.

Results presentations

Senior management presentpresents UBS’s results every quarter. These presentations are broadcast live over the internet, and can be downloaded on demand. The most recent resultsresult webcasts can also be found in the “Financials”Financials section of our Investors and Analysts website.

UBSForm 20-F and other submissions to the environment

This Handbook contains a summary of UBS environmental policies as part of the Corporate Responsibility section. More detailed information is available at www.ubs.com/environment.
US Securities and Exchange Commission

Form 20-F and other submissions to the US Securities and Exchange Commission

We file periodic reports and submit other information about UBS withto the US Securities and Exchange Commission (SEC). Principal among these filings is the Form 20-F,20-F; our Annual Report filed pursuant to the US Securities Exchange Act of 1934.

Our Form 20-F filing is structured as a “wrap-around” document. Most sections of the filing are satisfied by referring to parts of this


5


Profile




Handbook 2004/2005 or to parts of the Financial Report 2002.2004. However, there is a small amount of additional information in the Form 20-F which is not presented elsewhere, and is particularly targeted at readers in the US. You are encouraged to refer to this additional disclosure.

You may read and copy any document that we file with the SEC on the SEC’s website, www.sec.gov, or at the SEC’s public reference room at 450 Fifth Street NW, Washington, DC,



4


Introduction

20549. Please call the SEC at 1-800-SEC-0330 (in the US) or at +1 202 942 8088 (outside






the US) for further information on the operation of its public reference room. You may also inspect our SEC reports and other information at the New York Stock Exchange, Inc., 20 Broad Street, New York, NY 10005 and the American Stock Exchange LLC, 86 Trinity Place, New York, NY 10006. 10005.

Much of this additional information may also be found on the UBS website at www.ubs.com/investors, and copies of documents filed with the SEC may be obtained from UBS’s Investor Relations team, at the addresses shown on the followingnext page.









Corporate information

The legal and commercial name of the company is UBS AG. The company was formed on 29 June 1998, when Union Bank of Switzerland (founded 1862) and Swiss Bank Corporation (founded 1872) merged to form UBS.

UBS AG is incorporated and domiciled in Switzerland and operates under Swiss Company Law and Swiss Federal
Banking Law as an Aktiengesellschaft, a corporation that has issued shares of common stock to investors.
The addresses and telephone numbers of our

two registered offices and principal places of business are:

Bahnhofstrasse 45, CH-8098 Zurich, Switzerland, telephone +41-1-234+41-44-234 11 11;
and Aeschenvorstadt 1,
CH-4051 Basel, Switzerland, telephone +41-61-288 20 20.
UBS AG shares are listed on the SWX Swiss Exchange and traded(traded through the latter’s majority-owned virt-xits trading platform. UBS shares are also listedplatform virt-x), on the New York Stock Exchange and on the Tokyo Stock Exchange.



65


Introduction

Contacts

       

Switchboards
 Zurich +41 1 234 1111 
 
For all general queries. LondonZurich +44 20 756841-44-234 1111
London+44-20-7568 0000  
  
New York +1 212 8211-212-821 3000  
  
Hong Kong +852 2971852-2971 8888
  
       

UBS Investor Relations
 Zurich    
Our Investor Relations team supports institutional, professional and retail investors from our office in Zurich. Hotline:Zurich 
Hotline+41 1 23441-44-234 4100 UBS AG
institutional, professional
www.ubs.com/investors Christian GruetterMatthew Miller +41 1 23441-44-234 4360 Investor Relations G41B
and retail investors from offices in Mark Hengel
Patrick Zuppiger +41 1 234 843941-44-234 3614 P.O. Box
Zurich and New York. Catherine Lybrook
Caroline Ryton +41 1 23441-44-234 2281 CH-8098 Zurich, Switzerland
  Oliver Lee+41 1 234 2733 
www.ubs.com/investors Fax +41 1 23441-44-234 3415sh-investorrelations@ubs.com
Media Relations
Our Media Relations team supports global media and journalists from offices in Zurich, London, New York and Hong Kong.Zurich+41-44-234 8500mediarelations@ubs.com
London+44-20-7567 4714ubs-media-relations@ubs.com
www.ubs.com/mediaNew York+1-212-882 5857mediarelations-ny@ubs.com
Hong Kong+852-2971 8200sh-mediarelations-ap@ubs.com
Shareholder Services
UBS Shareholder Services, a unit of the Company Secretary, is responsible for the registration of the Global Registered Shares.Hotline+41-44-235 6202UBS AG
Fax+41-44-235 3154Shareholder Services
P.O. Box
CH-8098 Zurich, Switzerland
  
       
  New York
Hotline:+1 212 713 3641UBS Americas Inc.
Richard Feder+1 212 713 6142Investor Relations
Christopher McNamee+1 212 713 3091135 W. 50th Street, 9th Floor
Fax+1 212 713 1381New York, NY 10020, USA
      
sh-investorrelations@ubs.com
sh-shareholder-services@ubs.com

UBS Group Media RelationsZurich+41 1 234 8500sh-gpr@ubs.com
Our Group Media Relations teamLondon+44 20 7567 4714sh-mr-london@ubsw.com
supports global media and journalistsNew York+1 212 713 8391sh-mediarelations-ny@ubsw.com
from offices in Zurich, London,Hong Kong+852 2971 8200sh-mediarelations-ap@ubs.com
New York and Hong Kong.   
       
www.ubs.com/media
US Transfer Agent
      

UBS Shareholder ServicesFor all Global Registered Share-
related queries in the US.

www.melloninvestor.com
 Hotline+41 1 235 6202UBS AG
UBS Shareholder Services, a unit ofFax+41 1 235 3154Shareholder Services — GUMV
the Company Secretary, is responsibleP.O. Box
for the registration of the GlobalCH-8098 Zurich, Switzerland
Registered Shares. It is split into two
parts — a Swiss register, which is main-sh-shareholder-service@ubs.com
tained by UBS acting as Swiss transfer
agent, and a US register, which is
maintained by Mellon Investor Service
as US transfer agent (see below).

US Transfer AgentcallsCalls from the US +1 866 5411-866-541 9689 c/o Mellon Investor Services
For all Global Registered Share 
callsCalls outside the US +1 201 3291-201-329 8451 Overpeck Centre
related queries in the USA.
Fax +1-201-296 4801 85 Challenger Road
 
     Ridgefield Park, NJ 07660, USA
www.melloninvestor.com
     
shrrelations@melloninvestor.com
UBS listed its Global Registered Shares on the New York Stock Exchange on 16 May 2000. Prior to that date UBS operated an ADR program. See the Frequently Asked Questions (FAQs) section at www.ubs.com/investors for further details about the UBS share.

7


(Garden scene)

8


(Gray background THE UBS Group)

9


The UBS Group
Strategy, Structure and History
sh-relations@melloninvestor.com
   

6


Strategy, Structure and HistoryUBS




OurWe have an ambitious vision of UBS is– to be recognized as one of the world’s pre-eminentbest global financial firms.services firm. We are the world’s largest private bank,wealth manager, while in the investment banking and securities tradingbusiness we are amongin a select bracket of major global houses. In Switzerland, we are the clear market leader in corporate and retail banking. As an integrated group, we deliver the whole firm to our clients, giving them added value by drawing on the combined resources

7


UBS
Strategy and expertise of all our businesses. Every client is a client of UBS, not of an individual business unit. Our first priority is always our clients’ success.
structure

Strategy and structure

Our vision

We are determined to be recognized as the best global financial services company. We will earn this recognition from clients, shareholders and professionals through our ability to anticipate, learn and shape our future, while always delivering the very best quality in all that we do. We share a common ambition to succeed. Throughout our development as a leading global financial services group, we have evolved a distinct culture of ambition, performance and learning that has enabled us to continually innovate and broaden our expertise. ThroughBy harnessing all of our resources, we developdeliver smart solutions with and for our clients and partners, and enable them to make savvy financial decisions. Our ambitious, performance-driven working atmosphere is what attracts and retains the best talent for our company,in the market, and by growing our client and talent franchises, we add sustainable value for our shareholders.

Our strategic future

strategy

We are a truly global firm, working with corporate, institutional and private clients around the world. Our strategy remainsfocuses on wealth management, investment banking and securities and asset management, all on a global scale, as well as retail and corporate banking in Switzerland. These areas have been our consistent strategic priorities for many years. This long-term perspective and commitment has helped us to become the successful firm we are today, with a broadly diversified business mix.

Growth

Our future is one of growth.growth, and our industry offers plenty of opportunities – all of which are explained in detail in our sidebar on industry trends (see page 10).
We will continue to grow, organically and through add-on acquisitions, without radically changing our strategic positioning or our competitive profile. Our strategy, focused on securing global leadership positions in selected areas with above-average growth potential, is both successful and differentiated. As we already have significant scale in our areas of focus, we are in a position to concentrate on organic development, avoiding the execution risks and disruptions that large transactions entail. “Bolt-on” acquisitions that expand the position of our core businesses and deliver competitive advantages quickly and efficiently will continue to be part of our strategy. As an example, in 2004, we acquired Charles Schwab SoundView Capital Markets, the capital markets division of Charles Schwab Corp. – a deal that has positioned us at the front rank of NASDAQ stock traders, complementing our top-tier position on the New York Stock Exchange (NYSE). In wealth management, we made several small acquisitions, particularly towards the current economic environment,end of 2004, including deals

which propelled us into top-five positions in the onshore private banking markets of the UK and after a decadeGermany. During the year, we announced acquisitions that brought UBS around CHF 40 billion in new invested assets in key wealth management markets. Our European wealth management business, which we started building up four years ago, continues to grow strongly. The CHF 82 billion in invested assets it held at the end of transformational mergers and acquisitions, we believe that the best way2004 represents more than 10% of our Wealth Management business. We also continue to expand our business is to grow it organically using the internal resources we already have at our disposal. We have the right people, an ideal platform, a sound capital base and the confidence that we can achieve our chosen objectives.

     In the wealth management presence in Asia, the fastest-growing market we believe there isin the world. Our new branch in Beijing marked a strong secular growth trendmilestone in private wealth and a tendency towards a further worldwide concentration of that wealth.our long-term strategy for China. We also believe thatopened a new representative office in Kuala Lumpur, Malaysia, and re-entered the investment bankingJapanese market pos-




Capital strength

with an office in Tokyo.

Our financial stability stems frombrand, a key differentiating factor in the fact that weindustry, is another critically important component in our growth strategy – and our recent efforts are starting to pay off. In 2004, for the first time, UBS featured as one of the best capitalized banks100 top brands in the world.Global Brand Scoreboard, published byBusinessWeek. In the survey, which is widely regarded as the marketing industry’s benchmark, UBS ranked as the world’s 45thmost valuable brand, ahead of many household names. We believecontinue to invest in building familiarity with our brand in our key markets. Our global “You & Us” advertising campaign, launched in 2004, shows how UBS delivers global financial resources through personal relationships based on intimate understanding.

Financial success, risk and capital management

Our approach to capital management has been a trademark of UBS. Our focus when managing capital is to employ all the tools at hand, ensuring attractive value creation for shareholders while protecting our strong capitalization and credit ratings. Our earnings generation capacity means that, in normal



8


UBS

circumstances, we continue to generate capital well in excess of our requirements. As a first priority, this financial strengthcapital is a keyused for investment in the growth of our businesses. In the absence of attractive re-investment opportunities, we return excess capital to our shareholders, through either direct distributions or share buybacks.

Because taking risk is an integral part of our value propositionbusiness, our overriding goal is to achieve an appropriate balance between risk and return, limiting the scope for bothadverse variations in our earnings from exposure to major individual ��stress” events.
Credit and market risks have long been regarded as the primary risks of any banking business. In future, operational risk – the consequential risk of being in business – will play an equally important role. Our operational risk framework, into which we are investing considerable management time and effort, aims to contain the levels of these risks and ensure we have sufficient information to make informed decisions about adding or adjusting controls.

Business strategies

In thewealth management business,our services are targeted at high net worth and affluent clients around the world, whether investing internationally or in their home country. Many of our potential clients have become increasingly sophisticated in their financial needs – giving us an opportunity to provide them with premium wealth and our investors.
     In June 2002, Moody’s reaffirmed UBS’s Aa2 long-term credit ratingasset management services, which have more attractive margins than standardized services in retail or consumer finance. Individualized service and commented that “the ratings of UBS AG reflect the group’s leadership position in a number of its core businesses as well as solid financial fundamentals — in particular, resilient revenue generation, improving cost efficiency, low risk appetite and strong core economic capitalization”. At the same time, Moody’s noted that “the sustained

performance of UBS reflects the Group’s strong franchise in each of its core businesses” resulting in broadly-diversified revenue sources.

     In July 2002, Standard & Poor’s reaffirmed its AA+ long-term debt rating for UBS, but revised the outlook to negative, “reflecting the fall in global equity markets, particularly since May”. S&P commented that the AA+ rating reflects “UBS’s strong market positions and franchises across a wide range of private banking and international securities activities, which support solid profitability, strong capitalization, and excellent liquidity”.

(BIS Tier 1 capital ratio)


10


sesses long-term growth opportunities and we will therefore continue to strongly expand in the key US market. An extensive presence in the US is critical to maintaining a strong global position as it accounts for half of the global investment banking fee pool.

     However, a strategy of organic growth does not mean we will become inactive. We will continue to keep options open regarding acquisitions that round out or further balance our business portfolio.
     Our product strategy is to deliver a comprehensive line of top-quality products and advice to individual, institutional and corporate clients. Choice ischoices are central to our client offering, with our in-house range of products enhanced by a quality-screened selection of third partythird-party products.
In Asia Pacific, our reputation for wealth management is unmatched, helping us to capture a substantial share of the current growth in wealth. Another key region for growth is Europe. We are committed to attaining scale and scopehave established a strong platform in all our keyfive target markets – France, Germany, Italy, Spain and the UK – which we continue to develop by investing in qualified advisory staff and selective acquisitions. In the US, we continue to benefit from the strong presence of the former PaineWebber, which we acquired in 2000. And, as the lines between banking and brokerage continue to blur, we see ourselves increasingly benefiting from our strong position as a holistic wealth manager.

In theinvestment banking and securities businesses as this will enablewe aim to be the global leader and the most profitable service provider to corporate clients, institutional investors and intermediaries. Our diversified business portfolio gives us an ability to deliver a full spectrum of services efficiently. In ordershift focus according to maintain operational efficiency, we ensure that our processes are streamlinedmarket opportunities – capitalizing on revenue opportunities where they arise and avoid duplication of activities. Our client philosophy is advice-led, with the quality and expertise of our relationship managers helping us to build long-term and mutually beneficial relationships with our clients.

     We are committed to remainingwithdrawing resources at the forefront of technology, although we do not believe it

should be pursued solely for its own sake. It is a tool that is an integral component of all our businesses. We use technology to extend our reach to clients and markets we could not previously have accessed, enhancing client service and experience.

     We have a strong and well-managed capital structure and are dedicated to remaining one of the best capitalized financial services firms in the world.right moment, when conditions change. We will continue to managebuild our balance sheet prudentlycompetitive strength, focusing on growth opportunities and on winning market share.
Our equities business is a leading player in the global primary and secondary markets for equity, equity-linked and equity derivative products. In particular, we see our prime brokerage business as an important growth opportunity here.
Over the past three years, we have significantly expanded and diversified our fixed income, rates and currencies business. Here, we aim to enhance our credit derivatives business into one of the market’s leading players.
In investment banking, we continue to invest in our growing US franchise and focus on enhancing our strong positions in the European and Asia Pacific markets. In mergers and acquisitions, we currently have one of the fastest-growing market shares for transactions led by private equity firms. That growth, combined with our already strong relationships with the largest companies in the US, should help us achieve one of the top positions in the North American market.
As one of the world’s leading asset managers, we are committedcompetitively positioned in theinstitutional and wholesale asset management businesses.Our record of strong investment performance and our solid reputation will help us to benefit from the growth expected in institutional and wholesale markets because of the increased need for private savings to supplement public pension systems. We expect client demand to become increasingly polarized. There will be increasing pressure on fees for commoditized products, but there will also be clients willing to pay for added value. As a major global manager with a wide range of traditional and alternative capabilities, we are well placed to benefit from this.
For theSwiss retail and corporate banking business,our strategy concentrates on strengthening our position as the country’s leading bank, taking advantage of business opportunities that arise in order to grow our share in selected market segments. We choose to limit our retail banking activities to the optimization of UBS’s capital structure for the benefit of its shareholders.Swiss market.



9

Business and management structure


Integrated business model

One

UBS
Strategy and structure

Industry trends

Long-term perspectives

Economic growth is a key indicator of the keyspotential for financial services in the different regional markets. The world economy is expected to grow at around 3.5% a year over the coming decade. The principal driving forces for this are continued productivity gains due to the diffusion of new technologies, and trade liberalization. These developments will, however, further increase global competition. Additionally, these favorable effects may be somewhat dampened by slowing employment growth due to demographic shifts towards older populations in certain countries.
We expect the largest absolute GDP increase over the next 10 years to occur in North America, followed by Asia and Western Europe. Even though North America is set to grow at a slower rate than Asia, the absolute GDP increase will be higher. This demonstrates the importance in our industry of having a significant presence in the US. However, Asia is also a market with huge potential.
The financial services sector has been a growth industry for decades now, expanding faster than GDP.

Financial innovations, closely linked to the evolution of securities markets, will be the engine for further development in the financial sector. In addition, we see several factors determining the development of our industry over the coming five to ten years:
financial liberalization and deregulation
wealth accumulation
retirement provisioning
securitization
equitization
corporate restructuring
Each of these factors has a distinct impact on our businesses, as described below.

Financial liberalization and deregulation

Over the past few decades, the trend towards deregulation and liberalization in financial services has contributed significantly to the industry’s expansion. It has triggered considerable improvements in the quality and variety of new financial services. This reform process is now well advanced in many countries, and in some markets, for example the US, we do not expect any further notable deregulation. Further liberalization is, however, likely in

emerging market countries where domestic markets are still highly protected. At the same time, the World Trade Organization’s (WTO) multilateral trade negotiations under the Doha Round could improve market access and cross-border supply in financial services. The success of the Doha Round, however, is still uncertain (the Doha Round is named after the November 2001 WTO declaration at its Fourth Ministerial Conference, which took place in Doha, Qatar). In general, further liberalization of financial markets is expected to benefit investment banking and securities firms which are positioned to take advantage of any further opening of individual domestic capital markets. Asset managers with a global platform could benefit from the facilitation of cross-border mutual fund business, and possibly from a trend towards harmonized pension fund regulation, for example across Europe.

Wealth accumulation

In many economies, a notable shift is taking place away from labor-intensive production to more capital-intensive activity. Based on this development,



(2 CHARTS)

10


UBS

we see a clear secular trend towards wealth accumulation that is likely to continue over the next decade, with wealth expected to grow faster than GDP in most developed countries. In addition, the ratio of wealth to GDP in many other economies (for example, in emerging markets) is currently low and may increase, due, among other factors, to generally higher saving rates. This development will hugely benefit wealth management businesses across the world. It will also help the asset management industry as private wealth is a key driver for institutional asset growth. Investment banks and securities businesses will also benefit thanks to rising capitalization levels in global financial markets and higher trading volumes.

Retirement provisioning

In coming decades, most developed countries will be confronted with significant demographic shifts. Thus, pension reform is on the agenda of many governments across the world. The strong reliance in Continental Europe and Japan on unfunded schemes will make reform increasingly inevitable. Even in the US, where aging is at an earlier stage, reform is under way. Although each country will follow its own regulatory agenda, we believe that a gradual shift from public unfunded to private funded pension schemes is likely to take place. Institutional asset management will be the sector most impacted by this trend. In wealth management, we believe that these developments may influence the demand for retirement and estate planning, but they are not expected to accelerate asset growth.

Securitization

The transformation of financial services over the last ten to twenty years has been driven primarily by the increasing de-emphasis of traditional lending activities combined with the increasing importance of securities trading and financial markets. That means that corporations are frequently in a position to directly finance their funding needs by accessing the capital markets. This has driven the long-term expansion of corporate bond markets, replacing traditional bank lending services. At the same time, an increase in bank assets such as loans, mortgages and receivables has fueled growth in the securitization of these assets, increasing the volume of asset-backed securities.
We expect these trends to continue, for several reasons. The ability of financial market participants to assess counterparty risk will further improve, facilitating financing by way of the securities market. As the number of listed companies increases, they will have to fulfill the transparency standards required by listing, and thereby meet requirements for also issuing debt securities. And, while Basel II capital requirements might somewhat reduce the incentive to securitize, they may at the same time promote a more widespread use of more sophisticated internal risk rating systems – which is an incentive for banks to manage their assets more actively.

Equitization

In spite of the bursting of the “new economy” bubble, the underlying trend towards an increasing role of equity financing and equity invest-

ments remains intact. Over the past ten years, global equity market capitalization has grown at an annual rate of 9.9% on a US dollar basis (8.4% in Swiss franc terms). Institutional and individual market participants will tend to invest a greater share of their assets into equity products and the corporate sector will increasingly rely on equity financing. Because of the relatively low level of stock market capitalization in the emerging markets, their growth potential is highest. In Western Europe, however, we also see significant growth potential because of continued financial market integration. Equitization is expected to provide growth opportunities not only to investment banking and securities businesses but also to wealth and asset managers, as assets are increasingly shifted into higher-margin asset classes.

Corporate restructuring

Despite the drastic market setbacks experienced in the corporate finance sector over the last few years, we see long-term secular trends pointing towards an ongoing demand for advice on corporate restructuring. Trade liberalization and technological progress will increase global competition for corporations, pressuring them to restructure and consolidate their activities and structures. The same factors are likely to support cross-border consolidation in some industries – in particular within the EU. Additionally, as economies mature and their structure moves gradually from traditional sectors to more sophisticated ones, the restructuring of companies may follow.



11


UBS
Strategy and structure

Operating as “one firm”

We firmly believe our integrated business model. We believemodel creates more value than our businesses would as stand-alone units. Our clients should effortlessly be able to access all the services our firm can provide, where and when they are required, and regardless of what combinations of teams lie behind the necessary solutions. OurThis “one firm” approach facilitates cross-selling through client referrals and the exchange of products and distribution services between businesses and thus contributes significantly to our revenue flows.

We form internal partnerships, helping us to leverage our intellectual capital and the proximity of content and distribution. This increases our ability to recognize trends across client and business segments, serve clients should not feelbetter – and ultimately create new revenue opportunities. For instance, the boundaries inherent,expertise of our investment banking and even necessary,asset management businesses has helped us to successfully capture increased demand from our wealth management clients for structured products and alternative investments, generating additional revenues for all businesses involved. Over the past two years, the assets private clients have invested in a large, global organization. Our integrated model means that teamsalternative investment and structured products have grown from across Business Groups work togetherCHF 25 billion to pool different skills forCHF 91 billion, with growth rates of 126% in 2003 and of 62% in 2004. Another example is the benefit of an individual client.
     A clear example of howjoint venture between our integrated model works is illustrated by the services we provided






wealth management and asset management businesses to target ultra-high net worth clients, whose needs are similar to those of institutional clients. Given the turbulent markets seen in the past three years, they are increasingly interested in preserving their capital while achieving reasonable returns at a competitive price. As a result, our asset management business started to develop products specifically for this client segment, such as an absolute return bond fund. With such targeted products and by linking the clients’ family offices with our investment management professionals, we were able to attract significant additional invested assets.

In August 2002, Fitch reaffirmed its AAA long-term ratingour US-based wealth management business, our “one firm” model is supporting a transformation from a traditional US brokerage firm into a holistic wealth management business. For instance, the expertise of our treasury and the strong lending practices developed in our Swiss business banking unit have been leveraged widely, particularly for our Utah-based UBS while keepingBank USA, which opened in 2003. It now offers a variety of lending products, broadening the outlook negative, “becausescope of the potential threat a sustained bear market over the next year would pose to earnings”. At the same time Fitch commented that “UBSour financial relationships with our US clients. UBS Bank USA is exceptionally well-capitalized with a strong performance, particularly in comparison with its European peers but also on a global scale”.
     UBS’s ratings remain among the best of any major globally active financial institution. Well-capitalized, with strong and balanced cash-flow generation, and a cautious risk profile, UBS isnow one of the soundest financial institutions worldwide.

UBS’s long-term credit ratings are shown in the table below. Each of these ratings reflects only the view of the applicable rating agency at the time the rating was issued, and any explanation of the significance of a rating may be obtained only from the ratingagency. There is no assurance that any credit rating will remain in effect for any given period of time or that a rating will not be lowered, suspended or withdrawn entirely by the rating agency, if in the rating agency’s judgment, circumstances so warrant.

Long-term credit ratings

             
  As at 
  
 
  31.12.02  31.12.01  31.12.00 

Fitch, London AAA AAA AAA
Moody’s, New York Aa2 Aa2 Aa1
Standard & Poor’s, New York AA+ AA+ AA+


11


The UBS Group
Strategy, Structure and History
(Integrated client-service model)

last year to a renowned private equity firm which came to us wanting to raise new money. UBS Warburg’s Financial Sponsors Group managed the day-to-day relationship with the client, while the Private Equity Funds Group, also part of UBS Warburg, raised institutional funds in Europe and Asia. At the same time, we successfully offered the investment opportunity to both UBS PaineWebber and UBS Private Banking’s high-net worth clients.

     It is our four Business Groups, eachtop 50 banks in the top echelon of their field, who put our integrated business model into action. Our wealth management businesses provide client-centered advice and tailored products to their clients. They, in turn, are suppliedUS, with a world class product and research offering from the UBS Warburg and UBS Global Asset Management Business Groups. At the same time, UBS Warburg and UBS Global Asset Management provide advice and tailored products to their own corporate and institutional clients while being kept abreast of changing client needs by the wealth management businesses. That in turn helps them develop innovative new products and services. Overall, the exchange benefits both sides — UBS’s individual clients get access to sophisticated products and services; and UBS’s wholesale Business Groups have access to first-class distribution opportunities. In the end, our integrated model ensures that, where UBS has a best-in-class offering, we capture the wholeone of the value chain. The partnership betweenfastest-growing loan books.
Another advantage of our businesses ensures“one firm” model is that the exchange of services, knowledge and capabilities across the Group givesit helps us the ability to

build a coherent infrastructure that does not duplicate activities unnecessarily.

     Our integrated business model also helps us capture synergies between different components of our businesses, eliminating redundant infrastructure, services,



Our values for action

Striving for Excellence

Client focus:Our clients’ success is our success. Through our consultative approach in advising clients, we understand their objectives, and unambiguously commit our resources to helping them meet their goals.
Entrepreneurial Leadership:Our leaders lead, and engender enthusiasm and commitment. It is through entrepreneurial leadership that we capture opportunities, and succeed in the marketplace. It is through leadership and accountability across our com-

pany that we establish direction, encourage creative collaboration and provide an inspiring environment for our people.
Ambition, Energy and Fun:Our business is exciting and full of opportunities for growth. Only with high ambitions and relentless commitment to work hard – while still having fun – can we realize these opportunities. Innovation and Learning: Our expertise is built on experience, innovation and learning. Our distinctive creativity is recognized. We constantly strive
to find better solutions for our clients’ challenges and to leverage insights throughout the company.

Responsible Relationships

Partnership:Relationships among our staff members as well as with our clients are driven by the power of partnership. The power of partnership engenders involvement, respect, contribution and mutual support. We encourage the free exchange of ideas and demand teamwork. Meritocracy: Our success calls for



12


UBS

(FLOW CHART)

management and control. AnOne example of that is our centralized treasury process which ensures that cash flows within UBS are pooled and netted before being funded through one access point to the money markets. At the same time, embeddingthe way we embed the same approach to risk management deeply into all our businesses is one of our most important success factors. Risk identification, managementAnother example underlining our “one firm” approach is our information technology infrastructure (ITI) unit launched successfully in 2004. This unit, housed within the Corporate Center, integrates all IT infrastructure functions across UBS –

data networks, telephone and controlother communications systems, IT security, distributed computing and servers, mainframes and data centers, market data services, user services and desktop computing.

In all our businesses, technology is used to extend our reach to clients and markets we could not previously have accessed, enhancing client service and experience. We are critical componentscommitted to remaining at the forefront of technology, although we do not believe it should be pursued solely for its own sake. It is a tool that is an integral component of all our business processesbusinesses.



entrepreneurial spirit and plans,initiative from each individual. We actively strive to be the best at attracting, developing and our integrated approach to risk control ensures that risks are consistently assessed and evaluated across the Group.
     The value created by the integrated business model derives from the breadth and depth of UBS’s expertise which is an immediate result of our diverse roots. Each of the entities that joined UBS in recent years brought strengths that have had a significant impact on our business. Unlike a holding company or a conglomerate, our approach to building a powerful Group by integrating these components has helped us to successfully develop a common set of values and aspirations. The latest stepretaining talented people. We invest in our effortspeople’s development, and coach them to define the future as one firm is demonstrated by our decision to introduce UBS as a single brand for all our businesses. This will enable us to concentrate our capabilities on building a clearlevels of performance and distinct corporate identity, increasing the efficiency and effectiveness of our marketing efforts.

contribution beyond what they might believe possible.

12


The Business Groups

UBS’s Business GroupsCorporate Responsibility:We are managed together to optimize shareholder value — making the whole worth more than the sum of the parts. Each Business Group is led by a member of the Group Executive Board who isglobal community and behave as a responsible corporate citizen. Our corporate governance ensures the implementation of our corporate responsibility agenda. We as
a corporation, and our employees individually, responsible for the performance of the Business Group.

UBS Wealth Management &
Business Banking

UBS Wealth Management & Business Banking delivers comprehensive financial servicesstrive to wealthy private individuals worldwidecontribute positively and is the leading bank for individual and corporate clients in Switzerland. It comprises the business units of UBS Private Banking and Business Banking Switzerland.
     UBS Private Banking is the world’s largest private bank, with more than 140 years of private banking experience, 164 offices worldwide and CHF 688 billion invested by clients. It provides a comprehensive range of products and services individually tailored to wealthy clients from Switzerland and abroad. Working around the world, our 3,291 highly trained client advisors combine strong personal client relationships with accessactively to the resources of the whole UBS Group. Clients benefit from a complete range of wealth management services — from asset management to estate planning, and from corporate finance advice to art banking.communities within which we do business.

High Ethical Standards

     Business Banking is the leading bank in Switzerland with more than 3.5 million individual client accounts, and relationships with 180,000 enterprises across the country and 5,000 financial institutions from around the world.
     Business Banking has 311 branches and 1,225 ATMs in Switzerland — the broadest distribution network of any Swiss bank. It is the leading lender to private clients in Switzerland, and the biggest player in both the credit card and private mortgage markets.
     Clients have invested assets of over CHF 200 billion with Business BankingIntegrity:Our firm and its loan book total of CHF 139 billion on 31 December 2002 correspondedemployees conduct themselves in a manner that is above reproach. Our integrity is key to the leading position in the Swiss mortgagepreserving our most valuable asset – our reputation.
Privacy:We respect our clients’ right to privacy, and retail lending market.

UBS Global Asset Management

UBS Global Asset Management is a leading asset manager, distinguished by the diversity and global scope of its investment capabilities.use information with appropriate discretion.

     With its integrated

Diversity:Our strengths are leveraged by embracing a global investment platform, it seeks to deliver superior investment performance to institutional investorsdiversity of cultures, perspectives, skills, and financial intermediaries. More than 440 investment professionals, located in all the major financial centers around the world, provide clients with access to a breadth and scope of investment capabilities that distinguishes it from its competitors.
     The organization consists of three platforms. The first, the price/value investment philosophy is at the heart of our core investment management business. The second, the alternative and quantitative investments platform, encompasses several specialist businesses with distinctive brands, including O’Connor. The third, our real estate businesses — principally located in the US and the UK, with significant presence in Switzerland and Japan — have been combined into a separate and global real estate capability.experiences.
     UBS Global Asset Management had total invested assets of CHF 557 billion on 31 December 2002, of which CHF 279 billion were from institutional investors and CHF 278 billion from private clients via the wholesale intermediary market.

UBS Warburg

UBS Warburg is a leading investment banking and securities firm that provides a full spectrum of products to institutional and corporate clients, governments and financial intermediaries around the world. UBS Warburg consists of the Corporate and Institutional Clients and UBS Capital business units.
     The Corporate and Institutional Clients business unit provides securities products and advisory services to a broad customer base worldwide. It is one of the top-ranked firms in the world for institutional clients, where its strength lies in global equity research and distribution, as well as in structuring and distributing fixed income cash and derivative products. The business is organized into three main areas, distinguished by the type of products and services offered as well as the inherent nature of their business risks. The business areas are:
Investment Banking
Equities
Fixed Income, Rates and Currencies



13


The UBS Group
Strategy, Structure and History

UBS
Strategy and structure

(STRUCTURE CHART)

(Headcount: regional distribution)Managing our business

     In the investment banking business, UBS Warburg provides first-class advice and execution capabilities to a global corporate client base. In the equities business, it is a leader in both primary and secondary markets for equity, equity-linked (e.g. convertible bonds) and equity derivative products. In the fixed income and foreign exchange business, it is a top-tier global house, providing innovative products and original thinking to corporate and institutional clients in all major markets.

     UBS Capital is UBS Warburg’s private equity business unit, managing a portfolio that consists of investments in unlisted companies spread throughout Europe, the US and Asia. These investments are typically held for a period of approximately three to six years and made with a view to preparing them for sale to a trade or financial buyer, or, where appropriate, staging an initial public offering (IPO).

UBS PaineWebber

UBS PaineWebber is one of the top wealth managers in the US. It builds consultative relationships with affluent clients and provides them with a complete set of sophisticated wealth management services.
     With approximately 2 million client relationships, it is one of the largest private client businesses in the US, offering a full set of services to the most affluent Americans. Its strength lies in the emphasis it puts on building and maintaining consultative relationships between high net

(Headcount: business unit distribution)

worth clients and their financial advisors, who offer their clients a wide array of investment products and services.

     The network of almost 9,000 highly trained financial advisors, working from 369 offices across the US, handled CHF 584 billion in assets invested by clients as of 31 December 2002. Providing tailored investment advice based on each client’s individual specific needs, advisors focus on households with investable assets in excess of USD 500,000 — the largest and fastest growing pool of assets in the US.

Corporate Center

The role of the Corporate Center is to ensure that the Business Groups operate as a coherent and effective whole, in alignment with UBS’s overall corporate goals. Corporate Center’s activities cover financial and capital management, risk management and control as well as branding, communication, legal advice and human resources management.

Board structure

The management and oversight structure of UBS is based on two separate boards the Board of Directors and the Group Executive Board.
The Board of Directors is the most senior body, with ultimate responsibility for the strategy and the management of the company, and foras well as the supervision of executive management. The Board of Directors also defines UBS’s risk appetiteframework, principles and overall risk limit structure.taking capacity. A clear majori-


14


(Reporting structure in 2002)

ty of the membersmajority of the Board of Directors areis non-executive and fully independent.

The Group Executive Board, on the other hand, assumes overall responsibility for the daily management of UBS, for the implementation of strategy and for business results. Together with the ChairmanChairman’s Office of the Board of Directors (the Chairman and the Vice-Chairmen,Vice Chairmen), it is responsible for developing UBS’s strategies.
     The functions of Chairman of the Board of Directors and President of the Group Executive Board are conferred on two different people. No member of one board may be a member of the other. Our dual board structure establishes a system of checks and balances, ensuring the Board of Directors and executive management are institutionally independent of each other. In particular, the functions of Chairman of the Board of Directors and Chief Executive Officer are conferred on two different people. Moreover, no member of one board may be a member of the other. More information on our Corporate Governance structures and principles can be found in the relevant chapter of this Handbook.

Organizational structure

UBS is structured into four Business Groups and a Corporate Center, but managed as an integrated firm, making the whole worth more than the sum of the parts. Each Business Group is led by a member of the Group Executive Board, each of whom is individually responsible for the performance of his Business Group.

Changes in senior management communicated
in 2004 and early 2005

The continuous strengthening of our leadership and clear succession planning are among our key priorities. In that context, we were pleased to announce a number of appointments in 2004 and early 2005, as listed below:
Industry trendsOn 1 October 2004, Georges Gagnebin stepped down from the Group Executive Board of UBS to fully focus on his role as Vice Chairman of the board of the holding company housing our independent private banks and GAM. At this time, Marcel Rohner assumed the title of Chairman of Wealth Management & Business Banking, in addition to his role as CEO.
With the election of Stephan Haeringer to the Board of Directors of UBS on 15 April 2004, John Costas became Deputy CEO of UBS, in addition to his role as Investment Bank CEO.
Effective 1 March 2005, Walter Stuerzinger, our Chief Risk Officer since 2001, will be appointed to UBS’s Group Executive Board, reporting to Peter Wuffli, Chief Executive Officer. Walter Stuerzinger will assume firm-wide responsibility for market, operational and credit risk control.
As of the Annual General Meeting (AGM) on 21 April 2005, Alberto Togni, whose term of office expires in 2005, is stepping down from the Board as he has reached retirement age. The Board of Directors will propose the following new members for election: Marco Suter, currently UBS Chief Credit Officer, as executive director, and Peter R. Voser, Chief Financial Officer of the Royal Dutch/Shell Group of Companies and Managing Director of The “Shell” Transport and Trading Company, plc., London, as non-executive director. After their election, the Board of Directors should comprise eleven members.

As 2003 progresses, the environment for the financial services industry as a whole continues to be a challenging one. Uncertainty over economic developments and rising geopolitical concerns are affecting investor sentiment and therefore transaction levels, and are holding back a significant recovery in corporate activity. Despite that, we believe UBS Warburg’s extremely strong institutional client franchise and growing corporate client franchise will help it further grow its business in the future, with restructuring activity by corporations expected to provide new business opportunities. The global reach of our wealth management businesses and the quality of our financial advisors worldwide make us confident that we will be able to meet the varied aspirations of our clients in different markets. In the short-term, market levels will have a direct impact on asset-based fees while transaction revenues remain heavily linked to investor confidence. We still firmly

believe, however, in the long-term potential of the global wealth management market as we continue to invest in building up our domestic presence in key European markets.

Long-term perspectives

Despite the market setbacks experienced over the last few years, we remain excellently positioned to benefit from the worldwide growth in wealth and the concentration of that wealth among the affluent, the two key long-term secular market trends influencing wealth management businesses worldwide.
     Although the prolonged market declines seen last year and in 2001 have reduced the total global bankable and liquid assets of the core affluent market segment (those holding more than EUR 500,000 in such assets) by approximately 18% to EUR 23.5 trillion, the correction also served to accentuate the demand for skilled financial advice. Our experience over the past two years indicates that sophisticated and tailored solutions for high net worth individuals are even more in demand in difficult economic and financial environments.
     Despite the current market conditions, the long-term trend towards wealth growth is confirmed by our internal research, which predicts that total bankable and liquid assets held by the core affluent segment will expand on average by 6% a year between 2002 and 2012 — driven, among other factors, by a heightened need to save for retirement as western societies age further. Regionally, Asia (excluding Japan) is seen growing this aggregate pool of assets 9% a year until 2012, while in Europe growth is forecast at 8%. Over the same timeframe, total assets of the core affluent segment are seen increasing 5% a year in the US and 4.5% in Japan.
     The second trend, towards a further concentration of wealth, is also confirmed by our inter-



1514


The UBS Group
Strategy, Structure and History

UBS

nal research, which indicates that the world’s core affluent, an estimated 11 million households globally, will raise their current 50% share of total global financial wealth. The US is one example, where core affluent individuals are expected to hold 70% of all wealth by 2012, up from 64% in 2002.

     The first trend, for further wealth growth, underpins the strategic rationale of our European wealth management initiative. Europe is expected to experience the second highest rate of wealth growth worldwide over the next ten years, and that is a key reason why we have built up a strong domestic presence in Germany, France, Italy, the UK and Spain in the last two years and continue to expand in those markets. Together, the five countries account for EUR 3.8 trillion or 80% of total Western European wealth, and 16% of the world total. The core affluent in what we call the EU-5 accounted for 35% of all private wealth in 2002, with that figure seen rising to 42% by 2012.
     Turning to the investment banking and securities markets, we see continued strong client demand for corporate advice combined with a broad array of securities services. Despite the general slowdown experienced in investment banking and securities activity last year and the generally pessimistic investor sentiment, we see market opportunities in the merger and acquisition, restructuring and corporate advisory businesses. Overall levels of activity, however, will not return to the levels seen in 1999-2000 in the near future. The current environment still presents opportunities to firms with a global presence and in-depth experience in cross-border transactions. The expansion we are undertaking will take some time, although we are currently seeing the first signs of success in the US, where we achieved clear market share gains last year as our recent hires acquire new business and deal mandates.
     In the institutional client business, where we have a strong position in equities, fixed income and foreign exchange, we expect the environment to remain competitive with an ongoing commoditization of wholesale products and shrinking margins. We expect overall volumes to grow further, so keeping the overall pool of commission income roughly stable. Institutions

with scale and scope, global reach and advanced technology will benefit in the long-term despite the current market environment.

     In asset management, we believe that the long-term outlook is a strong one. Despite continued equity market volatility, business will be driven by demographic pressures, which should bring further pension reform by governments worldwide. We will continue to take advantage of the trend towards open architecture, which will provide opportunities in giving us access to new distribution channels while also providing our clients with a wide array of alternative forms of investments such as hedge funds, which allow them to diversify their allocation of assets and investment styles.
     In Switzerland, we will seek to maintain our leading position while continuing to increase the overall efficiency of our activities, although we do not believe the retail and corporate market will grow significantly in coming years.

Adoption of a single UBS brand

In November 2002 we announced a further evolution of our brand strategy and portfolio. On 9 June 2003, we will adopt the single UBS brand to represent all our businesses and will no longer market our services using the UBS Warburg or UBS PaineWebber brands. The move to a simpler branding accurately reflects our integrated business model and the “one firm” approach we deliver to clients.

     Before the decision was taken to adopt a single brand, we undertook a thorough review of our brand strategy, focusing on brand values as much as brand structure. The review included market research in 14 countries involving thousands of existing and potential clients, including high net worth individuals, corporate and institutional clients, asset management clients, and Swiss individual clients. UBS client advisors and relationship managers were also part of the research. The results showed that all UBS’s different client groups had similar expectations regarding the provision of their financial services and their relationship with UBS. Across the board, they expect their financial firm to relentlessly pursue their financial success and provide access to the resources of a global powerhouse, while giving proactive advice and a choice of solutions.


16



Branding structure, to be implemented during 2003

Overall Brand(UBS)

BusinessOld namesNew logo with
client segment descriptor

Wealth management
(Swiss and International Clients)
UBS Private Banking(UBS Wealth Management)

Wealth management
in the US
UBS PaineWebber(UBS Wealth Management)

Investment banking
and securities
UBS Warburg(UBS Investment Bank)

Institutional asset management
and funds
UBS Global Asset Management(UBS Global Asset Management)

Retail and corporate banking
in Switzerland
UBS(UBS)


17


The UBS Group
Strategy, Structure and History

The making of UBS

All of the firms whichthat have come to make up today’s UBS look back on a long and illustrious history. TheBoth the two Swiss predecessor banks and PaineWebber came into being in the second half of the 19th century as did PaineWebber, while SG Warburg was founded inWarburg’s roots go back to 1934. But it is in the past decade1990s that UBS’s current identity began to take concrete shape.

In the early 1990s, the two Swiss banks that are part of the current UBS, Swiss Bank Corporation (SBC) and Union Bank of Switzerland, (UBS), were commercial banks operating mainly out of Switzerland. The two banks shared a similar vision: to become a world leader in wealth management and a global bulge bracketbulge-bracket investment bank with a strong position in global asset management, while remaining an important main commercial and retail bank in Switzerland.
Union Bank of Switzerland, the largest and best-capitalized Swiss bank, opted to pursue a strategy of organic growth, or expansion by internal means. In contrast, SBC, then the third largestthird-largest Swiss bank, decided to take another route by starting a joint venture with O’Connor, a leading US derivatives firm that was fully acquired by SBC in 1992. O’Connor was noted for its young, dynamic and innovative culture, its meritocracy and team-orientation. It brought SBC state-of-the-art risk management and derivatives technology.
In 1994, SBC acquired Brinson Partners one

of the leading US-based institutional asset management firms. Both the O’Connor and Brinson deals represented fundamental steps in the development of the firm’s products and processes.

The next major step followed in 1995, when SBC merged

with SG Warburg, the British merchant bank. The deal helped to fill SBC’s strategic gaps in corporate finance, brokerage and research and, most importantly, brought with it an institutional client franchise, which is still at the core of today’s equities business.

The 1998 merger of Swiss Bank Corporation and Union Bank of Switzerland brought together these two leading Swiss financial institutions, creating the world leader in private bankingwealth management and improving the new firm’s chances of becoming a bulge-bracket investment bank, not to mention providing it with greater capital strength.
But there was still a major item left on the firm’s broader strategic agenda. It needed to garner a significant presence in the key US market in order to be fully credible as a truly global player in investment banking and wealth management. That was achieved with thewhen PaineWebber mergerbecame a part of UBS in 2000, whose2000. Following its successful integration has been a notable success. Because of that transactioninto our business, and a decade of transformational change, UBS is now set forwe adopted a strategy based primarily on organic growth — thanksaided by carefully chosen acquisitions.
Our determination to its completedefine the future as “one firm” was visibly demonstrated in 2003 when we introduced UBS as a single brand for all our businesses.

A brochure published in early 2005 outlines the series of transformational mergers and global setacquisitions that created today’s UBS. It also includes brief profiles of businesses.the firm’s antecedent companies and their historical roots. The report can be ordered on the internet at: www.ubs.com/investors.




(The history of UBS)
(FLOW CHART)

1815



Taking responsibility

16

Although the synergies and strategic benefits resulting from the 1998 merger between the former Union Bank of Switzerland and Swiss Bank Corporation are widely acknowledged, less is known of a comprehensive program in Switzerland that has softened the blow for many employees displaced by the integration. Called MIDSAM (a combined German acronym that roughly equates with “job reduction measures”), the program has effectively helped over 3,000 UBS employees affected by merger-related restructuring in the four years it was in place. Employees who lost their jobs as a result of the merger or the subsequent reorganization were given considerable support. Their periods of notice were doubled, while financial contributions were made to training programs and outplacement consulting. They were also closely assisted by dedicated teams of

experts, specifically trained for the task, whose sole job was to find creative ways for employees to find a new and fulfilling occupation — or help them settle into early retirement. For UBS itself, with total program costs of around CHF 900 million, MIDSAM was by no means a low-cost option.

     Although the MIDSAM program itself ended in December last year, there is a continued need for a policy and program in Switzerland that helps deal with the effects of possible restructurings and reorganizations. To that effect, a new program, called COACH, was introduced on 1 January 2003. Essentially, it is a full-time advisory team whose task is to place employees who lose their jobs as a result of restructuring - - either externally or internally, or help them with early retirement, with many of its conditions similar to the MIDSAM program.


19


(garden scene)

20


(gray background The Business Groups)The Business Groups

21We manage our Business Groups together to optimize shareholder value – making the whole worth more than the sum of the parts.

17


The Business Groups
UBS Wealth Management & Business Banking

UBS Wealth Management & Business Banking

(Photo G Gagnebin)

Georges Gagnebin
Chairman UBS Wealth Management
& Business Banking

(Photo M Rohner)

Marcel Rohner
CEO UBS Wealth Management
& Business Banking

UBS Wealth Management & Business Banking provides private bankingis the number one provider of financial services for wealthy clients around the world and is the leading bank for individual and corporate clients in Switzerland.


Business Group /Business Unit reporting adjusted for significant financial events1
                         
          Business Banking  UBS Wealth Management 
  Private Banking  Switzerland  & Business Banking 
CHF million, except where indicated 
  
  
 
For the year ended 31.12.02  31.12.01  31.12.02  31.12.01  31.12.02  31.12.01 

Income  7,279   7,696   5,494   5,792   12,773   13,488 
Credit loss expense  (28)  (37)  (286)  (567)  (314)  (604)

Total operating income  7,251   7,659   5,208   5,225   12,459   12,884 

Personnel expenses  2,083   1,947   2,727   2,878   4,810   4,825 
General and administrative expenses  2,158   2,038   159   396   2,317   2,434 
Depreciation  125   151   355   465   480   616 
Amortization of goodwill and other intangible assets  111   109   0   0   111   109 

Total operating expenses  4,477   4,245   3,241   3,739   7,718   7,984 

Business Group performance before tax  2,774   3,414   1,967   1,486   4,741   4,900 

Cost/income ratio before goodwill (%)  60   54   59   65   60   58 
Net new money (CHF billion)  16.6   24.6   3.7   9.2         
Invested assets (CHF billion)  688   791   205   215         
Headcount (full-time equivalents)  10,488   10,249   18,442   19,220   28,930   29,469 

                         
 
          Business Banking  Wealth Management & 
CHF million, except where indicated Wealth Management  Switzerland  Business Banking 
       
For the year ended or as at  31.12.04   31.12.03   31.12.04   31.12.03   31.12.04   31.12.03 
 
Total operating income  7,693   6,793   5,038   5,120   12,731   11,913 
 
Total operating expenses  4,258   4,184   2,993   2,975   7,251   7,159 
 
Business Group / Business Unit performance before tax
  3,435   2,609   2,045   2,145   5,480   4,754 
 
Net new money(CHF billion)
  42.3   29.7   2.6   2.5   44.9   32.2 
 
Invested assets(CHF billion)
  778   701   140   136   918   837 
 
Headcount(full-time equivalents)
  10,093   9,176   15,508   16,181   25,601   25,357 
 
1 Details of significant financial events can be found in the Financial Report 2002.


Business

Business

Our extensive global branch network delivers comprehensive financial services to wealthy private individuals around the world and to private and corporate clients in Switzerland. Our strategy putsfocus is to provide all our clients atwith the center of all business activity, with our efforts sharply focused on providing them with theadvice, financial products and tools that meet their personalindividual needs.

Organizational structure

On 1 July

In 2002, ourwe created the new name and management came into effect, replacingWealth Management & Business Banking organization. The Business Group is managed in a fully integrated way, whilst the former UBS Switzerland designation. High-end affluent clients that were previously the responsibility of the former Private and Corporate Clients (PCC) unit became Private Banking clients, although their advisor relationships remained the same. Product development was consolidated into a single Products and Services area, and a new Market Strategy and Development area was created, which provides comprehensive marketing services for the whole Business

Group. We report results are reported for the following two business units:segments:
 Private Banking, which comprises the full private banking business,Wealth Management, serving wealthy and now includes the high-end affluent clients segment
 Business Banking Switzerland, consisting mainly of the individualserving retail and corporate client businesses of the former PCC business unit.clients in Switzerland.

     All logisticsBusinesses focusing on client needs can only fully exploit their potential if they are provided with a reliable and serviceefficient

infrastructure. Thus, within Wealth Management & Business Banking the support areas provide products and services to the two abovementioned business units as well as to other UBS businesses.

One example for this is our Strategic Solution Program (SSP) in Switzerland, which is planned to be completed later this year. Already partially online, it is a wholly new IT platform that replaces a number of older platforms. The modular nature of the SSP platform lays a technical foundation that will help us further increase the overall flexibility of our products while providing our clients with more transparent information and data. It will allow for real-time processing around the clock, helping us lower operational and maintenance costs over the next few years.
The services provided by support areas are allocated – based on a transfer price mechanism – to these twoBusiness Banking Switzerland, Wealth Management, and other UBS business units.

Competitors

UBS Private Banking’s major competitors comprise allIn 2003, our independent private banks active globally suchwere integrated into a new holding company which is now reported as the private banking operationspart of Credit Suisse Group, Deutsche Bank and Citigroup. We also compete with private banks that operate within their respective domestic markets.
     Business Banking Switzerland’s major competitors are banks active in the retail and corporate banking markets in Switzerland. This includes Credit Suisse Group, cantonal banks throughout the country, and other regional Swiss banks.Corporate Center.



22(PHOTO OF MARCEL ROHNER)

18


Private Banking
The Business Groups


Wealth Management

With more than 140 years of private banking experience, an extensive global network, and CHF 688778 billion in invested assets on 31 December 2002, UBS Private Banking is the world’s largest private bank.

2004, our more than 3,700 client advisors consistently deliver high-quality, individually tailored solutions to our clients worldwide.

Business

UBS Private BankingThe Wealth Management unit provides a comprehensive range of products and services individually tailored for wealthy clients around the world via its global branch network and an extensive channel ofthrough financial intermediaries.

     With CHF 688 billion in invested assets on 31 December 2002, more than 140 years of private banking experience and an extensive branch network comprising 111 offices in Switzerland and 53 offices around the world, UBS Private Banking is the world’s largest private bank.
Our 3,291 highly trained client advisors back upcombine strong personal relationships with access to the resources of the wholethat are available from across UBS, Group, providinghelping them provide a full range of wealth management services from asset management to estate planning and from corporate finance advice to art banking. Furthermore, ourOur open product platform gives clients access to a wide array of pre-screened, top-quality products from third partythird-party providers that complement UBS’s own line.
     At the beginning of 2001, we launched the European wealth management initiative, a majorlines.

(Invested assets by mandate type)

growth initiative to expand our domestic private banking presence in the five key European markets of France, Germany, Italy, Spain and the UK. Since 2001, we have steadily opened offices and hired experienced client advisors in key locations within our five target markets.

Organizational structure

Our global product offering is carefully tailored to meet country-specific tax and legal regulations as well as the varied aspirations of clients in different markets. With this geographical focus in mind, our client advisorsWe are organized into the two business areas of:
 Private Banking —Wealth Management – Swiss Clients, covering clients domiciled in Switzerland, dividedand organized into eight geographicalgeographic regions in Switzerland
 Private Banking —Wealth Management – International Clients, serving clients domiciled outside of Switzerland, including the clients of the European wealth management initiative. ItSwitzerland. This area is organized into the seven regions of Italy,of: Italy; Western Europe,Europe; Benelux (Belgium, Netherlands, Luxembourg), Germany and Benelux, UK/NortheasternCentral Europe; UK, North and Southeastern Europe, theEastern Europe; Eastern Mediterranean, Middle East and Africa,Africa; Asia Pacific; and the Americas.Americas International.

     We have aA number of global teams that havewith specialized areas of specialized expertise and which concentrate on the requirements of particular client groups. In September 2002, we were the first European financial group to open aAn example is our Islamic finance subsidiary in Bahrain. CalledBahrain, Noriba, bank, itwhich we opened in September 2002. It offers sharia-compliant products to institutions and high net worth individuals residing in the Arabian GulfMiddle East and around the world.

We also provide financial intermediaries, both inside and outside Switzerland, with our solutions, products and services, helping them to add substantial value to their client relationships.

Competitors

The Wealth Management unit’s major competitors comprise all globally active wealth managers, such as the wealth management operations of Credit Suisse, HSBC, and Citigroup. We also compete with private banks that operate within their respective domestic markets, such as Pictet and Julius Baer in Switzerland, Coutts in the UK, Deutsche Bank and Sal. Oppenheim in Germany, and Unicredito in Italy.

Clients

Client focus is the main driver of all our activities. We are committed to proactively and consistently delivering tailored and unbiased financial solutions of the highest quality to our clients. We strive to create long-term personal relationships.



23

(ASSETS BAR CHART)

(ASSETS BAR CHART)



19


The Business Groups
UBS Wealth Management & Business Banking






(Invested assets by asset class and assety by currency)





Growth platform for independent wealth
management subsidiaries

During the first half of 2003, UBS will create a new holding company to incorporate GAM, its specialist asset management firm, as well as its five independent private banks — Cantrade (Zurich), Banco di Lugano (Lugano), Ferrier Lullin (Geneva), Bank Ehinger (Basel)A clearly structured advisory process helps client advisors add value at each step and Armand von Ernst (Bern). With this common platform, all of our independent wealth management subsidiaries will be equipped and encouraged to grow faster, and deliver their full value creation potential. The new structure will ease the path to integration where it makes sense, targeting economies of scale not achievable by each organization on its own. It may allow a future role in the consolidation of the private banking industry.

     The new company will be chaired by Hans De Gier, currently UBS Executive Vice-Chairman, who will as a result leave UBS’s Chairman’s

Office. He will be joined on the board as Deputy Chairman by Georges Gagnebin, Chairman of UBS Wealth Management & Business Banking and Peter Kurer, UBS Group General Counsel. Hans De Gier will lead the strategic reorganization and integration efforts, supported by the six current Chief Executives of the subsidiaries, and will join the boards of all six firms.

     The companies involved employ approximately 1,750 staff globally, and their clients have invested assets of approximately CHF 70 billion. The new company will not be integrated with UBS’s wealth management operations, and will be part of the Corporate Center. This structure will be reflected in our financial reporting with effect from first quarter 2003. We will release restated figures for 2000, 2001 and 2002 reflecting these changes prior to the publication of first quarter results.


24


Clients

In order to achieve our business objectives and maintain our position as the wealth management provider of choice, it is imperative that we constantly work to fulfillprovides our clients objectives, demandswith a consistent and needs around the world.

Four-step advisory process

A key part of fulfilling our clients’ needs is our structured advisory process.comprehensive experience. The consistent delivery of a truly consultative advisory processexperience combined with a comprehensive product-positioningcomplete product positioning framework is essential to putting Private Banking’sour value proposition into action. Highly skilled clientOur approach can be broken down into four clear, mutually enhancing steps. In thefirst, our advisors take the time to understand client needs, taking into accountwhat it is their clients want and need, and look at all the different factors that might affect a client’s investmenttheir goals and risk appetite. Thewillingness to take risk. As asecondstep, the advisor formulates investment proposals crafted for that client’s specific requirements by selecting from the best products and services available. In thethirdstep, the advisor agrees with the client advisor then acts as a consultant, helping to build a personalized financial strategy that meets those requirements - one that provides best-in-class solutions supported by state-of-the-art technology. Thus, our commitment to open architecture forms a key partwhich of the value proposition for our clients in this process.solutions should be implemented. The selection offourthstep rounds out the most appro-

(Invested assets by client domicile and wealth)

(Invested assets by client domicile and wealth)

priate solution is based on an agreement between the client and the client advisor, a solid basis for a long-lasting relationship.

     The whole process is rounded out byexperience with comprehensive monitoring and reporting of investment performance to the client by the advisor, as well as the regular communication between the client advisor and the clienttwo in which goals and strategies are constantly evaluated, and adjusted or revised as required.
Our extensive training programs ensure that client advisors become fully versed in all aspects of this structured, four-step advisory process, thereby giving them the tools to strengthen their client relationships.

Financial intermediaries

We areexperience. In a market leader in providing products and services to financial intermediaries. They include small to medium-sized banks, independent asset managers and financial consultantsrecent survey, almost 90% of our wealth management clients in Switzerland France and Germany as well as in other locations around the world. Using intermediaries to offer our products and services allows us to further leverage the scale and scope of our privatesaid their main banking expertise, while giving them integrated, comprehensive solutions suited to their clients’ needs.
relationship with UBS had lasted for more than 10 years.

European wealth management
Growth initiatives

European wealth management

The European wealth management initiativebusiness was launched in early 2001, and is aimed at wealthy clients in the five target countries of France, Germany, Italy, Spain and the UK. Together they comprise around 80%We also made further strong progress on a number of the total European market for wealthy clients. The initiative combines our extensive private banking experienceother fronts, with the best of UBS PaineWebber’s marketing and product skills, using both as powerful catalysts to build a significant domestic European presence.


25


The Business Groups
UBS Wealth Management & Business Banking
(European Office locations)








People
Acquiring high quality client advisors with specialized knowledge of their domestic markets is a cornerstone of the European wealth management initiative. Since the initiative’s start in early 2001, we have tripled the number of advisors in our five key European countries. In 2002, we employed an additional 181, raising the total to 551 client advisors on 31 December 2002. New hires benefit from a training initiative that helps every private banker learn about the current state-of-the-art in wealth management, complemented by product-specific training on the new generation of open architecture solutions. We regularly review the performance of our client advisors against pre-set, mutually agreed targets.

Strategy

In 2002, the European wealth management initiative proved itself on many fronts. Its growth potential was underlined by the continued hiring of new client advisors, who helped bring in net new money of CHF 7.613.7 billion. This inflowresult represents an annual growthnet new money inflow rate of 48%.30% of the underlying asset base. In the

same timeframe,period, invested assets increased by 75% towere up 78% at CHF 2882 billion on 31 December 2002. The impact2004.

In our European wealth management business, a total of Italy’s tax amnesty838 client advisors currently operate out of 42 offices, up from 177 advisors and 15 offices at the beginning of 2002 highlighted2001. After having successfully established our physical presence, the initiative’s defensive characteristics as almost halffocus in the next two years will be on keeping our growth momentum.

Wealth Management in Asia Pacific

Asia Pacific is the fastest-growing wealth management market in the world. According to an internal UBS estimate, the liquid assets held by individuals in the region (excluding Japan) will grow by 7.6% annually between 2004 and 2007. The global growth rate will be 6.0% for the same period.
UBS is already represented in twelve Asian locations and plans to expand its network of branches and offices into further high-potential locations. By cooperating with the other Business Groups in the region, wealth managers can draw on a wide array of products and services already on offer and share infrastructure, delivering significant cost savings.
In 2004, we opened a branch in Beijing, marking a milestone in our long-term strategy for China. The branch will enable us to offer foreign currency deposits, remittances and certain loan services, placing UBS an essential step closer to securing a renminbi (China’s local currency) license that would allow us to conduct business in that currency. We also re-entered the wealth management market in Japan with an office in Tokyo and opened a new representative office in Kuala Lumpur, Malaysia.

Bolt-on purchases

Although our business is focused on organic growth, we also exploit strategic acquisition opportunities, taking advantage of the assets repatriated by our Italian clients were directed to our domestic Italian business.
     Our current strategy for this initiative focuses onconsolidation underway in wealth management markets around the three building blocks of “People”, “Products” and “Platform”. Only by deploying the best people, with the best products and superior technology to support them, willworld. In 2004, we build the client base we seek in our target countries.bought Julius Baer’s North American wealth management operations, Dresdner



(European Office locations)

(PIE CHART)

Products

We offer our clients a full range of Private Banking’s products based on our open architecture philosophy. We carefully tailor our investment solutions to the regulatory and tax environment of each specific country and, of course, to individual client needs.

Platform

We are continuing to expand our European branch network, extending our reach to new clients and improving our service to our existing clients. Potential locations in our five target countries are systematically screened according to a number of criteria including market potential, the market share required to break even, and the potential availability of professional client advisors. We have three different types of offices: main country offices, branch offices and satellite offices. The main country offices are located in a country’s most important financial center and enjoy extensive infrastructure. Branch offices and satellite offices operate with a leaner set up. We currently have 25 offices, up from the 19 offices operating at the start of 2002. The new branch offices opened during 2002 are located in Bielefeld, Bordeaux, Lille, Nantes, Naples, and Strasbourg. In addition, although not directly part of the European wealth management initiative, a satellite office was opened in Brussels.
     In order to ensure our flexibility and capability to swiftly introduce innovative new products, we are building a new IT infrastructure to sup-
(PIE CHART)



2620


(Private Banking Product positioning framework)
The Business Groups

(MAP CHART)

port theBank Lateinamerika’s wealth management business, and American Express Bank’s private banking activities in Luxembourg. These businesses primarily serve international or offshore clientele. We also made a number of acquisitions in our domestic European wealth management initiative. It was successfully launched in France in 2002,business, including the merger of our German wealth management business with Sauerborn Trust. In the UK, we acquired Laing & Cruickshank Investment Management and will be rolled out next in GermanyScott Goodman Harris. In early 2005, we also purchased the Italian financial intermediary firm Etra.

Products and Italy, followed byservices

Our clients can count on the remaining target markets.

     Market forecasts indicate that the client segment targeted by the initiative will grow significantly in coming years.expertise of more than 2,000 professionals worldwide dedicated to developing wealth management solutions. We believeensure that our expertise, strategy and technology put usprivate clients get access to what we judge as high-quality investments. We source internally at UBS when we believe we have the requisite expertise. Otherwise, we screen the market for the best products. By aggregating private investment flows into institutional flows, we are in an excellenta position to significantly enhanceoffer our position in Europe, and help to establish ourselves as the wealth manager of choice in our five target countries.private clients access



Products and services

In order to maintain our credibility and reputation with clients, we have to offer them neutral advice that is not biased towards any particular set of products or services. Doing this successfully entails opening our product architecture to include products and services from third-party suppliers. At the same time, we have no intention of becoming a one-stop financial supermarket, and we therefore carefully choose and screen third party offers, only selecting those that meet the high quality standards our clients demand. Combining this careful product selection with our structured advisory process ensures that the solutions we propose to clients are the ones that best fit their needs and goals. Open architecture is key to offering high-quality solutions building on the trust inherent in any relationship between client and client advisor.

     To have the greatest possible impact, our open architecture framework focuses on products or services that differ substantially in both scope and content between the different providers.
(PIE CHART)

Product positioning framework

Depending on their financial situation and individual preferences, clients have varying requirements regarding the level of service they expect from their advisor.
     On a first level,UBS Investment Productscomprises advisory services primarily focused upon effective management of a standard suite of transaction-oriented products.UBS Investment Solutions, the second level, adds systematic advisory services such as asset allocation, investment selection and portfolio management. Clients choose investments based on a consultative advisory service or delegate all decision making to their client advisor. The third level, UBS Financial Planning, goes beyond pure investment decisions and offers comprehensive advice reflecting the client’s needs and tax implications. At the top end of the range,UBS Wealth Management Solutionsprovides the whole range of financial services in an exclusive and very individualized format for ultra high net worth individuals, taking their entire asset base into account, including, for example, real estate and art objects.

Investment products

Our clients benefit from exemplary service and execution standards across a full range of products that stretches from equities to foreign exchange, from structured products to precious metals. In addition, our clients can access a wide range of alternative investments, from in-house hedge funds to third party private equity funds and fund of funds products. Increasingly, we are finding that clients taking advantage of our discretionary portfolio management services are including alternative investments into their overall asset allocation strategy.
(FOURSTEP CHART)



2721


The Business Groups
UBS Wealth Management & Business Banking






(Private Banking Product Portal)

     Our UBS Life business, which was established in first quarter 2001, focuses on the sale of unit-linked products. They are sold alongside more traditional life insurance policiesto investments that we provide from third party sources. In 2002, 4,193 clients bought life insurance from UBS Life, ranking it among the top providers in the Swiss market for unit-linked insurance.

Investment solutionswould otherwise only be available to institutional clients.

We offer systematic advisory services such as investment selectiondiscretionary and portfolio management. Our clients can choose between discretionary portfolionon-discretionary management and advisory management of assets, just as they can choose between UBS and third party investment management.
mandates. Clients that chooseopt for a discretionary portfolio managementmandate delegate the management of their assets – including investment decisions – to a team of professional UBS portfolio managers who work according to an agreed investment strategy agreed with their client advisor and which reflects their risk appetite. Discretionary portfolio management allows our clients to directly benefit from the investment policy of a leading financial institution with international resources. It gives them access to a large reservoir of knowledge and experience, and they are secure in the knowledgestrategy. Clients that portfolios and risks are continuously being monitored.
     Many clients increasingly wishprefer to be actively involved in the management of their own assets with

support from UBS’scan choose a non-discretionary mandate, where our investment professionals. For them, Private Banking providesprofessionals provide analysis and supervisionmonitoring of portfolios, and their risk profiles, together with tailor-made proposals to support investment decisions. WeFor both types of mandates, we offer different levels of structured advisory services, eachrelative return programs based on an all-inclusive fee.

Financial planninga symmetrical risk concept. For discretionary mandates, we also offer absolute return programs. These focus on preserving capital, while still participating in market upturns. At the end of 2004, around 21% of Wealth Management assets were discretionary.

We provide professional financial planning services that helpAll our clients achievecan trade in a full range of financial instruments – from single securities such as equities and bonds, to

structured products and alternative investments. We also fulfill their personalbasic banking needs with a wide range of products – ranging from cash accounts and savings accounts to credit cards, mortgages, and securities-backed lending.

Our offering includes expert financial objectives while assisting them when they have to make key financial decisions atadvice supporting our clients throughout the different stages of their lives. TheWe give financial planning advice we provide to our clients and their familiesthat covers all eventualities, fromtopics such as education funding and gifts to children, through to business start-ups and inheritance planning. Specific advisory services we provide include strategic wealth management and lifestyle planning, retirement planning, inheritance and succession planning, real estate advice, asset protection, tax planning, insurance, advicetrusts and the establishment of trusts, foundations, and other corporate structures.

Wealth management solutions

Wealth management solutions comprise the whole range of financial services offered by Private Banking to ultra high net worth individuals in an exclusive and very individualized format.


28


     The family office team helps wealthy families preserve and optimize their investments across generations, taking into account all economic, political, legal, and personal aspects.

     Private Bankingart banking. We also provides independentoffer corporate finance advice to support clients in the process of acquiring or disposing of assets.
Overall, our products and services to business owners throughoffering is a teamcomprehensive selection that covers the wide-ranging banking needs of professional investment bankers at UBS Private Banking who can draw on theour clients.

Distribution

Our extensive resources of UBS Warburg.

     Real estate is the world’s largest asset class — about 50% of the world’s wealth is heldmanagement branch network comprises 3,744 client advisors, 110 offices in real estate assets. UBS Private Banking offers comprehensive advisory services for real estate matters around the globe. It assists clients evaluating their
Switzerland and 67 offices worldwide.

real estate portfolios, offering support in complicated cross-border real estate transactions.

     In addition, we offer a unique professional approach to art investment. Experienced art client service advisors collaborate with our clients to design an art collection, structure tailored art-related solutions or advise on buying and selling rare coins. We draw upon the resources of over 150 international service providers in the art-related business.
     We also provide executives and corporations with a leading edge platform that manages stock and options plans, based on a similar UBS PaineWebber service.



2922


The Business Groups
UBS Wealth Management & Business Banking

Business Banking Switzerland

Business Banking Switzerland

Business Banking Switzerland, UBS Wealth Management & Business Banking’sUBS’s retail and commercial banking unit, is the market leader in Switzerland and provides a complete set of banking and securities services for individual and corporate clients.

Business

UBS isWe are the leading bank in Switzerland. At the end of 2002, the Business Banking Switzerland unit2004, clients had around 3.5 million individual client accounts, and relationships with around 180,000 enterprises across Switzerland as well as 5,000 financial institutions worldwide. Clients haveCHF 140 billion in invested assets of CHF 205 billion with us. With a total loan book of CHF 139137 billion on 31 December 2002,2004, we have a leading position inlead the Swiss lending and retail mortgage market.markets.

     WeOur aim is to provide our clients with optimal levels of convenience and service by continuously expanding our comprehensive range of distribution channels. Together with our successful e-banking offering and customer service centers, our 1,225 ATMs1,249 automated teller machines (ATMs) and 311301 branches across Switzerland provide a network that is more extensive than that of any of our domestic competitors. At the end of 2002, Business Banking Switzerland employed 18,442 people throughout Switzerland. This represents a reduction of more than 6,000 employees since the merger in 1998 between the Union Bank of Switzerland and Swiss Bank Corporation. To a great extent, this was due to merger synergies, including a reduction in the number of retail branches by almost 250.
One of Business Banking Switzerland’sour key objectives is to increase profitability by continuously realizing cost savings, and by improving revenues through a furtherrigorous implementation of our risk-adjusted pricing model. We striveaim to create additional value by providing integrated financial solutions for our clients’ individual requirements.

Organizational structure

The Business Banking Switzerland unit comprises the domestic branch network for corporate and individual clients, which is organized into eight regions.

Competitors

Business Banking Switzerland’s major competitors are banks active in the retail network, as well asand corporate banking markets in Switzerland. This group includes Credit Suisse, the main activities of the three logistics business

areas of Operations, Resources,country’s cantonal banks, Raiffeisen Bank, and Information Technology.other regional or local Swiss banks.

Clients and products

Business Banking Switzerland offers high-quality, standardized products to the retail market for individual and small company clients, as well as more complex products and advisory services for larger corporate and institutional clients and financial institutions.

PrivateIndividual clients

We serve around 3.5 million individual client accounts in Switzerland, offering them a wide range of productproducts and services. Supported by a powerful electroniccomplete set of distribution channel,channels (ATMs,

phone services, e-banking), our branches which are organized into eight regions, area key driving forcesforce in serving our clients effectively.

effectively and efficiently.
Our range of products and services for private clients providesincludes a comprehensive selection of currentcash accounts, savings products, wealth management services, residential mortgages, pensions and life insurance.
     Business Banking Switzerland has We have a leading position in many Swiss markets. In the loan andmortgages segment for individual clients, we have a share of 26%, in the savings marketsmarket for individuals it has a market share of 25%24%, whileand in the credit card business its market share is 31%32%.

Corporate clients

Business Banking Switzerland services 180,000around 143,000 corporate clients, including institutional investors, public entities and foundations based in Switzerland.
Of the 180,000,our corporate client base, around 160200 are capital marketmajor companies, with operations that span a broad range of markets and geographical regions. These clients require our advanced financing and risk management skills and comprehensive access to the capital markets for funding needs.


30


(Invested assets by asset class and client type)

Around 7,5007,200 of our clients are large companies that utilize our expertise in handling complex financial transactions. We provide them with a wide range of financial advice, to them, from the selection and design of investment products to assisting within complex mergers and acquisitions or providing structured financing, advice services, often working in close cooperationco-operation with specialists from elsewhere in the UBS Group.other parts of UBS.

The remaining some 170,000 corporate clients (some 136,000) are small and medium-sized enterprises requiring local market expertiseexpert-

(PERFORMANCE CHART)



23


The Business Groups
Wealth Management & Business Banking

ise and access to our full range of products and services.

     In 1998, we introduced a new lending business process that uses a risk-adjusted pricing model. It was designed to shift the focus away from lending volumes while putting more emphasis on transactions that create economic value by establishing an appropriate risk/return

relationship. As a result of this process, the risk profile of our loan portfolio has gradually improved in the four years since its introduction, while the credit quality of counterparties has also improved. At the same time, risk-adjusted pricing benefits our clients by promoting transparent and open discussions between client and advisor. The advisor clearly communicates the basis for credit decisions, and possible areas of improvement can be identified, which, if successfully implemented, can then be reflected in lower loan pricing.

We also provide substantial business process support to our (clients,clients, ranging from transactional payments and securities services to facilitating cross-border transactions with trade finance products.
Our global custody services offer institutional investors the opportunity to consolidate multiple agent bank relationships into a single, cost-efficient global custodial relationship. This simplifies their processing and administration arrangements and allows them to take advantage of our value-added services, such as flexible consolidated performance reporting, and powerful portfolio management tools. Over 2004, assets under global custody for institutional clients grew to CHF 157 billion from CHF 133 billion.

Financial institutions

We also offer payments, securities, and custodial services to more than 5,0003,000 financial institutions worldwide and play a leading role, together with UBS Warburgthe Investment Bank, in the firm’s “Bank for Banks” initiative thatstrategy. This focuses on offering state-of-the-art services to other banks. This allowsbanks, allowing us to optimize the utilization of our existing infrastructure and increase efficiency, while otherinfrastructure. Other banks whothat lack our scale can outsource activities and benefittheir payment, security or custodial services, benefiting from UBS’s wide-ranging expertise.

Logistics areas
Distribution

Business areas focusing on clientOur private clients’ needs can only fully exploit their potential ifhave changed in recent years. Today, they are provided with a reliable and efficient infrastructure.

     The logistics business areas (Operations, Resources and IT) provide products and services to UBS Wealth Management & Business Banking and to other UBS businesses. For example, inter-bank foreign exchange and options transactions from key UBS Warburg locations such as London, Stamford, Singapore, Hong Kong, and Tokyo are centrally processed in Switzerland.


31


The Business Groups
UBS Wealth Management & Business Banking




Distribution

In recent years the needs of our private clients have changed. Although our physical branch network used to be the principal distribution platform, today clients want the flexibility of being able to access their accounts using the full range of modern communication technology. They want to contact their banktechnology when it is convenient for them, and without restrictions imposed by regular business hours.

     Because of that, UBS Wealth Management & Business Banking pursuesTo meet these needs, we pursue an integrated, multi-channel strategy. We use technology to complement, rather than replace, the traditional physical branch network. Standard transactions can be conveniently executed using one of the alternative electronic channels, enabling client advisors to focus on providing personalized advice to individuals,and developing financial solutions to match each client’s individual requirements. Technology is therefore critical to supporting our goal of building strong client relationships, with advice at the center.
solutions. For basic products and services, technology is used to ensure round the clockaround-

the-clock availability. Our customer service centers in five locations provide basic information and advicesupport 24 hours a day. In 39day by telephone. Additionally, in 56 of our branches in Switzerland, we have implemented a “two-zone concept”two-zone concept where standard transactions are executed via ATMs, while client advisors, sitting in an open plan desk area next to the automated tellers, focus on giving clients value-added advice.

e-commerce

Our internet and other e-banking platforms are part of this integrated multi-channel strategy. As well as being a transaction tool, e-banking is an important method for distributing information about UBS’s products and services. UBS’s website provides a wide spectrum of information on specific UBS products. If questions arise, call centers are available to support the client or to arrange in-depth advice from specialists.
     Security of the e-banking platform has become an important competitive factor for UBS Wealth Management & Business Banking. Because of that, over the course of last year, we introduced a new UBS Smartcard access system to replace our paper password lists. UBS Smartcard is based on a code that is saved on each individual UBS e-banking card and does not require any installation. The card’s content is protected and cannot

be copied or decoded. Its codes are only valid for a very short timespan — unlike the paper list.

Our customers make extensive use of our e-banking channels. On 31 December 2002,2004, almost 330,000400,000 clients had active e-banking contracts. During 2002, 74% ofcontracts and payment orders were initiated via e-banking, and 12%electronic channels comprised 78% of securities transactions were initiated via e-banking.
all payments made.

Loan portfolio

On 31 December 2002,2004, Business Banking Switzerland’s loan portfolio was CHF 139137 billion. MortgagesOf the total, mortgages represented CHF 107110 billion, around 80% of which more than 80% werethem being residential mortgages.

Continued discipline in implementing our risk-adjusted pricing model has resulted in a strengthened focus of origination efforts on higher quality exposures with an attractive risk/risk / return relationship. Thanks to the introduction of this model, the risk profile of our portfolio continues to improve.

(Loan portfolio by loan category)


32


has clearly improved in recent years. For more details onof the UBS credit portfolio, please refer to the “Risk Analysis”credit risk section on pages 59 to 77.of this Handbook.

Recovery portfolio

Because there will always be a certain percentage of clients unable to meet their financial obligations, we have dedicated teams of recovery specialists to help them either by pursuingpursue a possible economic recoveryrecovery. This can be achieved through restructuring or, alternatively, by achieving the best possible value through liquidation of available collateral in order to limit financial loss on the loan.

     TheOur recovery portfolio amounted to CHF 8.64.4 billion aton 31 December 2002,2004. Since the end of which CHF 7.8 billion was impaired and carried provisions of CHF 3.4 billion. The recovery1998, the portfolio has been cut by 67% over the last four years from CHF 26 billion at 31 December 199883% thanks to our successful recovery efforts. Over the same six-year period, non-performing loans (those with payments outstanding for ninety days or longer) decreased from CHF 14.0 billion to CHF 5.03.2 billion, leading toresulting in a non-performing loans to gross loans ratio of 3.6%2.3%.



Strategic Solution Project (SSP)

(PERFORMANCE CHART)

The extensive consolidation in the financial industry over the last decade and the rise of new, interactive technologies such as the internet have substantially changed the demands and performance requirements for the IT infrastructures of major global financial service providers. Flexible platforms and online capabilities are now de rigueur, as are IT applications that give clients comprehensive real-time, online services and allow the bank and client advisors to get an integrated view of client data and transactions.

     Recognizing the need to comprehensively overhaul our basic IT architecture, in 1999 we launched a large-scale project called the “Strategic Solution Program” for Switzerland. It will provide us with a wholly new IT platform and replace a number of current platforms, which have reached, despite continual updates and renewals, certain limits. The SSP is a basic platform that will hold all basic data and information necessary for UBS’s business in Switzerland, and from which business-critical applications can be built on top.
     The main objectives of the new banking software platform are to increase business flexibility, improve online, interactive capabilities, lower
(PERFORMANCE CHART)

operational risks, achieve shorter times to market for products and services, introduce front-line applications for all business processes, cut operational costs and create clearly-defined interfaces based on industry standards.

     In 2003, the core system will be programmed and installed, after which all bank applications in Switzerland will be built on top of it. Users themselves will not notice a great difference on their computer screens as a conscious decision was taken at the outset to change as little to the graphic interface as possible during the first stage of the project.
     As SSP progresses, certain applications will be bought from external providers; some will be taken from the old UBS platform and updated, while UBS’s internal business and IT specialists will develop others.
     We also know that SSP works effectively. Some components of our information technology infrastructure started to be processed on the SSP platform last year. Moreover, to test stability and performance, we ran the basic system successfully in parallel with our old system when performing year-end processing.



3324


The Business Groups
UBS

The Business Groups
Global Asset Management




UBS Global Asset Management

(John A. Fraser)

John A. Fraser
Chairman and CEO
UBSThe Global Asset Management

UBS Global Asset Management Business Group is aone of the world’s leading asset manager,managers, providing traditional and alternative investment management solutions to financial intermediaries and institutional clients as well as to private clients through financial intermediaries.investors.

         

Business Group reporting   
    
  UBS Global Asset Management 
  
 
CHF million, except where indicated      
For the year ended 31.12.02  31.12.01 

Institutional fees  899   1,174 
Wholesale Intermediary fees  1,054   1,044 

Total operating income  1,953   2,218 

Personnel expenses  946   1,038 
General and administrative expenses  513   569 
Depreciation  37   46 
Amortization of goodwill and other intangible assets  270   286 

Total operating expenses  1,766   1,939 

Business Group performance before tax  187   279 

Cost/income ratio before goodwill (%)  77   75 
Net new money — Institutional (CHF billion)  (0.6)  6.2 
Invested assets — Institutional (CHF billion)  279   328 
Net new money — Wholesale Intermediary (CHF billion)  (1.8)  28.7 
Invested assets — Wholesale Intermediary (CHF billion)  278   344 
Headcount (full-time equivalents)  3,346   3,281 

         
Business Group reporting
  For the year ended or as at
CHF million, except where indicated 31.12.04  31.12.03 
 
Total operating income  2,022   1,737 
 
Total operating expenses  1,478   1,405 
 
Business Group performance before tax
  544   332 
 
         
Net new money – institutional(CHF billion)
  23.7   12.7 
 
of which: money market funds – institutional (CHF billion)
  (1.2)   (5.0)
 
Invested assets – institutional(CHF billion)
  344   313 
 
of which: money market funds – institutional (CHF billion)
  17   14 
 
Net new money – wholesale intermediary(CHF billion)
  (4.5)  (5.0)
 
of which: money market funds – wholesale intermediary (CHF billion)
  (20.6)   (23.0)
 
Invested assets – wholesale intermediary(CHF billion)
  257   261 
 
of which: money market funds – wholesale intermediary (CHF billion)
  64   87 
 
Headcount(full-time equivalents)
  2,665   2,627 
 


Business

UBS Global Asset Management provides investment management services for institutional investors, and for financial intermediaries worldwide. Our purpose is to deliver superior results for clients through our integrated investment platform.

     We are distinguished by our integrated global investment platform and theThe breadth, depth and scope of our varied investment capabilities that enable us to offer clients investment portfoliosinnovative solutions in nearly every major asset class.
Our approach combines the global expertise of our investment professionals with sophisticated risk management processes and systems, helping us provide clients with products and services that meet their specific needs.
Invested assets totaled CHF 557601 billion on 31 December 2002,2004, making us one of the largest global institutional asset managers, the second largest mutual fund manager in Europe, and by far the largest mutual fund manager in Switzerland.
     Our organization consists of three platforms. Our price/value investment philosophy is at the

heart of our core investment management business. We can demonstrate strength

Thetraditional investmentsbusiness offers equities and depth of investment resources around the world and have the critical mass to attract and retain the best people. State-of-the-artfixed income, risk management, toolsasset allocation and currency capabilities. Our central investment approach is based on rigorous fundamental analysis to identify intrinsic value.

Thealternative and quantitative investmentsbusiness has two distinct offerings: a multi-manager or funds of hedge funds business and a single manager business, which operates its own hedge funds. The multi-manager business constructs portfolios of hedge funds (operated by third-party managers) to give clients diversified exposure to a range of hedge fund strategies. The single manager business includes O’Connor, a hedge fund specialist, and DSI, a provider of en-

(Invested assets by client type)



34(PHOTO OF JOHN FRASER)

25


The Business Groups
Global Asset Management

(DIVERSIFYING INVESTMENT CAPABILITIES)

and processes are central to our disciplined investment approach. Developed in-house, our Global Equity Risk System allows portfolio managers to call upon comprehensive risk analysis within seconds. In this way, portfolio managers can be sure that portfolios are managed in line with clients’ individual risk/return objectives.

     Our second alternative and quantitative investments platform encompasses several specialist businesses with distinctive brands, including O’Connor (hedge funds and other alternative investments), AIS (the Hong Kong-based fund of hedge funds business), DSI (globalhanced equity index managers) and ACM (the Zurich-based institutionalquantitatively-based hedge fund and private equity manager).
products.
The third, the real estatebusiness — principally locatedinvests in properties in the US, UK, Continental Europe and Japan and in publicly traded real estate securities worldwide. It actively manages investments in property, including office, industrial, retail, multi-family residential, hotel and farmland real estate.
We also have a global fund administration unit providing services to both internal and external client bases. It encompasses stand-alone businesses for investment funds in Switzerland, Luxembourg and the UK with significant presence in Switzerland and Japan — have been combined into a separate and global real estate capability.
     UBS Global Asset Management has devoted substantial resources to creating and maintaining its systems. We run a number of proprietary systems including models and tools for equity and fixed income research, valuation, risk monitoring and portfolio management. We have also invested in sophisticated, web-based communication tools to disseminate investment information internally. Through these communication links between our investment professionals worldwide, we create conditions for generating superior investment research and for sharing knowledgehedge funds in the Cayman Islands and ideas for the benefit of our clients.Ireland.

Organizational structure

UBS Global Asset Management’sOur main offices are in London, Chicago, New York, Tokyo and Zurich. With over 3,000We have around 2,600 employees located in more than 20 countries, UBS Global Asset Management is truly global.countries.

     UBS Global Asset Management was formed as a result of the merger of Union Bank of SwitzerlandWe report revenues and Swiss Bank Corporation in 1998. In July 2000, this culminated in the integration of the investment teams of the respectivekey performance indicators according to our two principal asset management businesses — UBS Asset Management, Brinson Partners (whose Chicago origins date back to the early 1970s)client segments of institutional and Phillips & Drew (established in London in 1895). In April 2002, with the integration completed, the Business Group was re-branded as UBS Global Asset Management.wholesale intermediary clients.

(Institutional invested assets by client location)

     GAM (specialist multi-manager, founded in 1983 and acquired by UBS in 1999), which was part of our Business Group, will be transferred toCompetitors

In the Corporate Center as of first quarter 2003. For further details please refer to the “Private Banking” section on page 24).

Competitors

UBS Global Asset Management competesinstitutional arena, we compete against other global asset managers suchincluding Capital Group, Wellington Management, Alliance Bernstein, Barclays Global Investors and PIM-CO as well as a range of regional and local firms in particular markets. In the wholesale market, our main global competitors include Fidelity Investments, DWS Investments, Merrill Lynch Investment Managers, DeutscheINVESCO and Allianz Dresdner Asset Management, Fidelity and AMVESCAP.among others.

Clients

UBS Global Asset Management offers a range of investment capabilities designed for institutional investors and the wholesale intermediary marketplace around the globe.

(Global capabilities)


35


The Business Groups
UBS Global Asset Management

     We combine investment expertise and sophisticated risk and currency management with a clear commitment to providing client-centric solutions. Our capabilities include active investment in equity and fixed income, passive and exchange-traded funds, as well as alternative investment strategies using fund-of-funds and multi-manager funds, real estate and timber.

     These investment management services are offered in the form of segregated, pooled and advisory mandates as well as through investment funds. We aim to deliver superiorprovide our clients with the most appropriate investment performance to clientssolutions for their needs through theour combination of investment expertise, risk management, and allocation of their investments across and within all major asset classes.
local delivery.
We believe that client service means more than providing investment expertise and wide-ranging investment capabilities. UBS Global Asset Management also recommends relevant investment solutions basedplace great importance on its understanding ofmaintaining an ongoing dialogue with our clients. As well as the needs of clients. Ongoing dialogue is critical. Beyond the consultativeadvisory and reporting aspects of our client relationships, we communicate withkeep clients utilizinginformed of the latest investment and business issues through a comprehensive range of publications, events and events to keep them up-to-date with research, investment views and business issues.training.



(BAR CHART)
(BAR CHART)


26


The Business Groups

Distribution

Institutional

We haveThe institutional business has a diverse institutionalworldwide client base located throughout the world. Our clients include:that includes:
 corporate and public pension plans
 endowments, municipalities, charities and private foundations
 insurance companies
 sovereign governments and their central banks; and
 supranationalssupranationals.

(Institutional invested assets by client mandate)

In consultant-driven markets, such as the US and UK, we rely on developing and maintaining strong relationships with the major consultants that advise corporates and institutions. We also dedicate resources to generating new business directly with large clients.

Wholesale Intermediaryintermediary

UBS Global Asset ManagementThe wholesale intermediary business offers oversome 400 investment funds, exchange traded funds and other investment vehicles, across all asset typesclasses in diverse country, regional and industry sectors.
     Distribution of ourOur investment funds is principallyare mainly distributed through financial intermediaries. Our most significant distribution channels are UBSthe Wealth Management & Business Banking and UBS PaineWebber.Wealth Management USA Business Groups, financial intermediaries and selected third parties in key markets.

Products and services

Investment management products and services are offered in the form of segregated, pooled and advisory mandates and a range of registered investment funds.

In response to a changed investment environment featuring lowered projected returns for equities and increased market volatility, we have developed a number of investment solutions to meet the needs of wholesale and institutional clients. These include value-added services such as absolute return and dynamic alpha products. We can also combine tra-

ditional and alternative investments and services into one integrated package. For selected clients, we provide training and education services where clients send employees from their organization to spend extended internships with our investment and risk management teams.

With demand for outsourcing and administration services set to increase, we are continuingwell positioned to evolve towardsbenefit by providing a range of professional services from legal fund set-up to full reporting and distribution architecture in which an increasing proportion of funds will be sold through third party channels.support.

(Wholesale Intermediary invested assets by distribution channel and Wholesale Intermediary invested assets by fund type)Investment performance

Markets experienced greater volatility in 2004 than they did in 2003 because of the rise in oil prices and continued geopolitical instability. Still, equity markets made progress, with strong gains seen in fourth quarter. Over the year, most major global and regional equity strategies outperformed their benchmarks, with particularly strong performances in Europe and the US.

Bond markets in the major industrialized countries displayed a surprising resilience in 2004, posting solid returns, overcoming investor fears following intermittent interest rate hikes by a number of central banks. European bonds were the best performers as investors saw the surge in oil prices acting as a potential drag on economic growth rather than raising inflationary expectations. A positive economic environment in the US and elsewhere supported corporate bonds and drove spreads to very narrow levels. Overall, our active interest rate strategies continued to outperform their benchmarks, particularly in the US.
Asset allocation portfolios outperformed their benchmarks by significant amounts, with market allocation providing much of the added value.
In the alternative and quantitative investments business, performance was generally positive in 2004. All key equity-oriented strategies recorded positive returns, while a difficult macroeconomic environment contributed to slightly negative returns for our core “macro” trading strategy. Despite ongo-



36

(BAR CHART)

(BAR CHART)



27


The Business Groups
Global Asset Management

ing political and economic uncertainty, the multi-manager teams were able to generate positive returns from most strategies. Overall, funds of hedge funds performance was positive, buoyed by strong fourth quarter performance.
Real estate portfolios in the US, UK and Japan continued to perform strongly during 2004. Successful new private fund launches by our UK and European teams further diversified our real estate offering. In publicly traded real estate equities, excellent performance was achieved, with assets doubling in Europe due to a combination of inflows and performance.

Strategic opportunities

Industry trends and competitive positioning

Despite the recent equity market volatility the longer-termStrategic opportunities

The long-term outlook for the asset management industry remains strong, primarily driven by demographic pressurespositive, as pension reforms and accompanying pension reform. However, asset management, like most of the financial servicesneed for increased private savings encourage higher money inflows across the developed world. Industry profitability has generally improved, due to the recovery in equity markets and widespread industry is undergoingrestructuring.

Regulation will remain a period of reassessment and review. There is widespread recognition that costs will need to be reduced and that fee levels cannot be sustained.
     Open architecture distribution appears to be increasingly commonplacekey issue for the industry. The mutual funds investigation in the US while itled to record fines and other regulatory investigations are expected to impact the asset management industry. These developments will increase fund administration and compliance costs.
In distribution, open architecture remains a dominant trend in wholesale markets, with the US and UK most advanced. This, along with the development of guided architecture, where financial intermediaries choose products from a select panel of providers, offers advantages for managers with mul-

tiple capabilities, such as UBS. In most major markets, institutional business remains consultant-driven. Our consistently strong investment performance has resulted in an increasing number of positive endorsements from consultants.

While we continue to increase our efforts in developed markets such as the US, Germany and Japan, our attention is making inroads intoalso turning towards potential opportunities in emerging markets such as China and India. In China, we recently announced our intention to form a joint venture fund management company with the European and Asia Pacific regions. This continues to present both opportunities and challenges for asset managers; opportunities to gain access to new and formerly closed distribution channels and challenges in maintaining penetration rates within proprietary ones.Chinese State Development Corporation.
     Recent volatility within the equity markets has encouraged many investors to seek alternative forms of investment that diversify their investment styles.On a product level, client demands are becoming increasingly polarized. This has ledmeant a move away from traditional active products in favor of indexed products that offer market exposure at lower cost, and absolute return or other alternative products that aim for high alpha returns. Management fees are mirroring this trend. There is increasing pressure on fees for commoditized products, yet clients remain willing to thepay for added value. As a major global manager with a wide range of traditional and alternative capabilities, including real estate, we are well placed to benefit from this. We will continue to diversify and enhance our capabilities in order to offer a full range of products capable of satisfying client needs in all market cycles.
The hedge fund market is experiencing increased popularityactivity, with growing interest especially from institutional clients. The increased proliferation of hedge funds is putting a strain on the supply of investment talent in our industry. Our priority is to maintain competitive advantage by attracting and private equity investments driven by higher potential returns and lower correlation with stock market indices. Furthermore, in the short-term, an increased allocation to fixed income and money market instruments has been witnessed. Only asset managers possessing global, multi-specialist offerings are able to service such changing needs in a flexible manner.
     We believe we are strongly positioned to take advantage of this changing market as we have the reach and necessary scale to succeed in anretaining high-caliber people.

increasingly global industry, and we have a multi-specialist offering of diverse investment capabilities matched by very few companies.
     The more clearly focused structure we have implemented, now more clearly delineates between our price/value investment capabilities, alternative and quantitative investments platform and our global real estate capabilities. Distribution of all these capabilities to both institutional and wholesale clients will continue to rely heavily upon our strong regional business structure. In this way, we will endeavor to provide clients with the best solutions to their needs.

Investment performance

In all capabilities, there have been strong investment performance trends in recent years. In the core investment management platform, this was particularly evident in 2002 — portfolios were well positioned early in the year for the disappointment faced by investors in capital markets flowing from both poor economic and earnings growth. Balanced portfolios benefited from equity underweightings in the first half of the year and overweightings thereafter. Across the various asset classes, individual security selection proved as strong as in recent years, especially in the global equity mandate. Performance in active currency mandates was also strong. In the other capabilities, performance was affected by the challenging market conditions. Several of the capabilities performed well while others faced particular difficulties in the middle part of the year. Performance towards the end of the year was stronger across the board.



3728


The Business Groups

The Business Groups
UBS Warburg


Investment Bank

UBS Warburg

Investment Bank

(Photo of John P. Costas)

John P. Costas
Chairman and CEO
UBS Warburg

UBS Warburg is one of the world’s leading firms in the investment banking and securities firms,business, providing a full spectrum of services to institutional and corporate clients, governments and financial intermediaries around the world.intermediaries.


Business Group reportingReporting

                         
  Corporate and       
  Institutional Clients  UBS Capital  UBS Warburg 
CHF million, except where indicated 
  
  
 
For the year ended 31.12.02  31.12.01  31.12.02  31.12.01  31.12.02  31.12.01 

Income  14,100   15,587   (1,602)  (872)  12,498   14,715 
Credit loss expense  (128)  (112)          (128)  (112)

Total operating income
  13,972   15,475   (1,602)  (872)  12,370   14,603 

Personnel expenses  7,784   8,258   94   96   7,878   8,354 
General and administrative expenses  2,314   2,586   64   64   2,378   2,650 
Depreciation  381   454   1   2   382   456 
Amortization of goodwill and other intangible assets  364   402   0   0   364   402 

Total operating expenses
  10,843   11,700   159   162   11,002   11,862 

Business Group performance before tax
  3,129   3,775   (1,761)  (1,034)  1,368   2,741 

Cost/income ratio before goodwill (%)  74   72           85   78 
Net new money (CHF billion)                  0.5   0.1 
Invested assets (CHF billion)                  3   1 
Headcount (full-time equivalents)  15,964   15,562   73   128   16,037   15,690 

         
 
  For the year ended or as at
CHF million, except where indicated 31.12.04  31.12.03 
 
Total operating income  15,977   13,936 
 
Total operating expenses  11,437   10,081 
 
Business Group / Business Unit performance before tax
  4,540   3,855 
 
         
Headcount(full-time equivalents)
  16,568   15,277 
 


Business

UBS WarburgUBS’s Investment Bank operates globally as a client-driven investment banking and securities firm. Our salespeople, research analysts and investment bankers provide products and services to the world’s key institutional investors, intermediaries, banks, insurance companies, corporations, sovereign governments, supranational organizations and supranational organizations.private investors.

For both itsour own corporate and institutional clients and the individual clients of other parts of UBS, the UBS Group, UBS WarburgInvestment Bank provides product innovation, research and advice, and comprehensive access to the world’s capital markets.

Organizational structure

Since 1 January 2002, UBS Warburg has been organized into two business units:

the Corporate and Institutional Clients business unit, which is one of the leading global investment banking and securities firms, providing products and advice to institutional and corporate clients
UBS Capital, which is responsible for managing our private equity investments in a diverse global range of private companies
Our former private clients business centered around UBS PaineWebber, became a separate and independent Business Group effective 1 January 2002. Results shown in the Business Group reporting tableWe have therefore been restated to reflect this.

Competitors

As a global investment banking and securities firm, we compete against other global players like Merrill Lynch, Goldman Sachs, Morgan Stanley and Credit Suisse Group.


38


Corporate and Institutional Clients

Our global reach gives our clients unique access to financial markets around the world backed up by a complete array of services and products.

Business

The Corporate and Institutional Clients (CIC) business unit provides wholesale products and advisory services to a diverse client base worldwide. It has a significant corporate client financing and advisory business, withwhose particular strengths lie in advisingproviding advice on cross-border mergers and acquisitions and theraising capital raising requirements offor our global corporate and governmental client base. Although historicallyHistorically, we have been among the leaders in European corporate finance, and in recent years we arehave also now been one of

the fastest growingfew investment bankbanks experiencing strong growth in the US according to Freeman & Co’s “All Industries” data.and Asia Pacific regions.

We are also an important partner for institutional clients, with strengths in equities research and distribution as well as in originating, structuring and distributing fixed income cash and derivatives products. We haveOur risk management skills run across all product areas, covering cash and derivative products. Weproducts, and we leverage these skillsthem to provide a broad array of risk management products for our institutional and corporate clients.

(Operating income by business area)

We also manage cash and collateral trading and interest rate risks on behalf of the UBS, Group while executing the vast majority of securities, derivatives and foreign exchange transactions for UBS’s retailthe firm’s individual clients.
     DueTo our core clients, we offer lending products to the nature of our business, our revenues vary seasonally from quartersupport their financing needs although risk/return considerations are paramount drivers in determining balance sheet usage. We also occasionally provide them with bridge financing to quarter. Historically, the first half of the year tends to be stronger than the second half.help them complete their financing needs.



(PHOTO OF JOHN COSTAS)

29


     CIC,

The Business Groups
Investment Bank

Organizational structure

We are headquartered in London employs almostand New York and employ roughly 16,000 people in 31 countries around the world.

Organizational structure

We organize our business

Our businesses are run on a global basis and organized into threethe four distinct areas:areas of:
 Equities
Fixed income, rates and currencies (FIRC)
 Investment Bankingbanking
 Fixed Income, Rates and CurrenciesPrivate equity
They are distinguished

Although we pursue a strategy of organic growth, we have also taken the opportunity of enhancing our franchise with acquisitions over the last few years. In 2003, we strengthened our equities business by acquiring ABN Amro’s prime brokerage business in the typeUS. In 2004, we bought Charles Schwab SoundView Capital Markets, the capital markets division of products and services offered and the nature of the business risks they raise. All businesses are run on a global basis.

Charles Schwab Corp.

Legal structure

UBS Warburg

The Investment Bank operates through branches and subsidiaries of UBS AG. Securities activities in the US are conducted through UBS WarburgSecurities LLC, a registered broker-dealer.

Products and services
Competitors

As a global investment banking and securities firm, we compete against other major international players such as Citigroup, Credit Suisse First Boston, Goldman Sachs, Deutsche Bank, JP MorganChase, Merrill Lynch and Morgan Stanley.

Products and services

Equities

UBS Warburg’s equity businessThe Investment Bank is a leading player in the global primary and secondary markets for equity, equity-linked and equity derivative products. We sell, trade, finance and clear cash equity and equity-linked products. We also structure, originate and distribute new equity and equity-linked issues. Additionally, weissues and provide research on companies, industry sectors, geographic markets and macro-economicmacroeconomic trends.


39


The Business Groups
UBS Warburg


Corporate and Institutional Clients: income by client type
              
   For the year ended 
   
 
 % of total 31.12.02  31.12.01  31.12.00 
 
 Investment banking clients  23   23   23 
 Securities revenue from corporate clients  6   6   5 
 Institutional clients and markets  71   71   72 
 
 Total  100   100   100 
 

(Pie Chart)


We are membersa member of over 87 differentmore than 80 stock exchanges in 31 countries and have a local presence in 40 offices around the world. This multi-local approach allows our client teams to deliver the advantages of our scale and global reach to individual clients regardless of their home market. In 2004, for the second year running, we were named the “World’s Best Equity House” byEuromoney – exemplifying the continued industry recognition of the excellence of our client service.
Our equity research supplies independent assessments of the prospects for approximately 3,020 companies (corresponding to 80% of world with a teammarket capitalization) across most industry sectors, and all geographical regions, as well as economic, strategy, quantitative and derivative research. More of 900 salespeople giving

(BAR CHART)

our clients access toanalysts made the global equity markets. In the US, our equities business istop rankings in 2004’sInstitutional Investorsurveys than at any other firm, and we ranked among the top investment banksthree in termsall the magazine’s surveys around the world.

By carefully co-ordinating the efforts of trading volume,our regional and for market share of client commissions (according to an industry survey). We remain an important provider of non-US primary and secondary equities into the US market.
     In Europe, we continue to defend our leading position while in the Asia-Pacific region,product distribution teams, we have built a substantialglobal cash equities franchise. Also,franchise that is second to none. We offer liquidity, and efficient completion in executing orders in every major world market.
In order to expand our US trading capabilities, in August 2004 we acquired Charles Schwab SoundView Capital Markets, the capital market division of Charles Schwab Corp. This purchase increases our equity sales and trading offering, adding a state-of-the-art technology platform and NASDAQ trading system. As a result, we have maintained longstanding and first-ranked positions in Australia in the research, primary and secondary categories, according to leading market surveys. In Japan, we arebecome one of the main foreign playerstop volume traders in NASDAQ securities in the domestic market. During 2002, UBS Warburg receivedUS – in addition to our number two ranking in NYSE-listed securities.
We are also a recognized market leader in derivatives, winning the following awards, among others,“Overall Equity Derivatives” award from industry publicationsThomson Extel Risk Magazinein 2004. Our risk management products continue to grow very strongly as we keep our focus on providing innovative and surveys:
“Equity House of the Year” fromThe Banker(second year running)
“No. 1 Global Product Sales” fromInstitutional Investor
“Equity Derivatives House of the Year” fromInternational Financing Review
     The technology platform has been incorporated into the day-to-daycustomized investment solutions to institutional and corporate clients, as well as clients of UBS’s asset management of each business area, allowing us to adapt, expand and improve our business processes and client services.wealth management businesses.
Our Equity Capital Marketsequity capital markets team lead manages many of the world’s largest and most complex pricing transactions, demonstrating the cross-border nature of our relationships and the strength of our distribution network, withnetwork. We have built a significantleading global position in distributingas a distributor of block trades, rights offerings, IPOs,initial public offerings, and hybrid and convertible issues to both institutional and private clients.
clients in every regional market.
We continue to make significant investments in our technology platform, and are recognized as a market leader in providing a number of electronic services to our clients such as equity research and trading. Our front-to-back focus on tech-



30


The Business Groups

nology allows us to adapt and continuously improve our business processes and client services.

Our hedge fund services business provides integrated global Equity Finance business focuses on hedge funds, with substantial market positions in equity swaps,services, including stock borrowing and lending, and integrated international prime brokerage services.and exchange-traded derivatives to the rapidly expanding universe of hedge fund clients. The business continues to invest in both staff and technology, in order to position itself as an industry leader.

Fixed income, rates and currencies

Our equity research team supplies independent assessmentsfixed income, rates and currencies (FIRC) business delivers a broad spectrum of the prospectsproducts and solutions to corporate and institutional clients in all major markets. With professionals working out of approximately 3,400 companies across diverse sectors worldwide, representing about 90% of world market capitalization,North America, Europe and Asia Pacific, we offer our clients global service. The major business lines include:
credit fixed income, incorporating credit trading and credit derivatives
foreign exchange and cash & collateral trading
rates, incorporating interest rate derivatives, residential mortgages, government bonds and energy trading
principal finance and commercial real estate.

Our global origination and distribution platforms, as well as economic,our highly regarded research capabilities, underpin our major business lines. In research, we ranked first in fixed income strategy inThomson Financial’sExtel survey for the second year running, and derivative research. first in theInstitutional InvestorAll American research poll 2004 for mortgage-backed securities (MBS) strategy.

Our equity research principlesapproach to specific products and markets varies. Where potential for sufficient risk-adjusted returns exists, we seek market share leadership in high-volume, liquid markets, using our capital and economies of scale to generate returns. As an example, according toEuromoney’s FX poll 2004, we have once again taken the leading market share in the foreign exchange trading market (12.4%), where we execute roughly one in three of all online FX trades. While there are very strictno definitive surveys or overall measures of market share in maintaining effective confidential information barriers between investmentthe broadly defined fixed income business, our achievements continue to be recognized. We were named “Interest Rate Derivatives House of the Year” and “Currency Derivatives House of the Year” byRiskmagazine, and “Best Overall FX Service” for the third year running inThe BankerFX poll. Our sales and trading platform achieved the number two ranking in “Overall Sales and Overall Trading in the US” fromInstitutional Investor.

Investment banking and research and in following appropriate and clear procedures for any crossing of those barriers in connection with investment banking transactions.

Investment Banking

In the investment banking business, UBS Warburg provideswe provide first-class advice and execution capabilities to a global corporate client base. This advice encompassesOur services encompass advising on mergers and acquisitions, strategic reviews and corporate restructuring solutions. In conjunction with other business areas of UBS Warburg,the Investment Bank, and other Business Groups, of UBS,we also arrange the investment banking business also arranges execution of new debt and equity issues on a global basis.
In 2002, against a challenging economic background,2004, we assisted our corporate clients in a range of successful M&Amerger

and acquisition transactions and capital market issues. Some of the more notable deals of 2002mandates included:

 Carnival’sjoint financial advisor to the Westfield Group, an Australian listed retail property group, on the USD 7.520 billion acquisitionmerger of P&O Princessits three entities (Westfield Trust, Westfield America Trust, and Westfield Holdings)
 Univision Communicationsexclusive financial advisor to Wachovia, the US financial services company, in its USD 3.514.3 billion all-stockstock-for-stock acquisition of Hispanic BroadcastingSouth Trust Corporation — a landmark strategic deal to combine the leading US Spanish language television and radio companies


40


 Network Rail’s GBP 9joint global coordinator and joint bookrunner on the largest IPO in 2004, the EUR 3.6 billion acquisition of Railtrack Plc, which was supported by GBP 21 billion of standby loansIPO for Belgacom, Belgium’s largest telecom company
 joint bookrunner on the second largest IPO in 2004 and the largest IPO in Japan in six years, the USD 243.4 billion restructuringglobal initial public offering of NTL — one of the largest corporate restructuring transactions in history for the leading UK broadband cable operatorJapanese power utility, J-Power
 Bankjoint bookrunner for Pacific Gas & Electric on a USD 6.7 billion bond offering, the largest capital market transaction in the history of China (Hong Kong) restructuringthe US utility industry
joint bookrunner on a three tranche GBP 2.25 billion benchmark issue for Network Rail as part of its GBP 20 billion multicurrency debt issuance program for which UBS is the global coordinator
joint lead arranger and bookrunner on a USD 1.9 billion senior credit facility and USD 2.70.9 billion IPO, the first fromsenior subordinated bridge facility for Rockwood Specialties Group, a state-owned financial institution in the People’s Republic of China.global specialty chemicals company.
We have more than 2,100 investment banking professionals worldwide.
     Oneparticipated in some of the industry’s largest and most complex transactions last year, reflecting our strategic goals is the expansion ofgoal to expand our global corporate client franchise. WeTo maintain our competitive position, we continue to invest in completing the buildup of our growing US franchise which we startedand focus on protecting and enhancing our strong positions in the European and Asia Pacific markets. Our results this year, achieved against a background of fluctuating market conditions and corporate activity levels, highlight our strong competitive position.
We believe the market fee pool will continue to dorecover in late 2000, by hiring highly qualified bankers. Despite these investments,2005, although we do not expect immediate results. Gaining new investment bankinga return to the extraordinarily high levels of activity experienced in 1999 and 2000. We anticipate increased activity in mergers and acquisitions and primary equity issuance, but this is likely to be partly offset by a flat to slightly smaller fee pool in debt capital markets.

Private equity

The private equity business involves long lead times, butseeks to maximize the value of its investments through active portfolio management and to capitalize on orderly exit opportunities. The portfolio comprises majority and minority stakes in substantially privately owned companies. The investments were made either directly or as a limited partner in third-party funds and in a number of different regions and sectors. In our direct investments, we are pleased withsupport management teams in their efforts to grow earnings, rationalize costs and enhance the progress made in 2002. The combination of our expanded investment banking and equities footprint in the US gives us greater access to key corporate executives which has allowed us to become involved in somevalue of the largest and most complex deals in 2002. We achieved the highest US market share growth of any investment bank in 2002.
     We have a longer term goal of achieving market share, on a global basis, in excess of 5%. We believe that the results achieved this year globally, with a market share of 5% compared to 4.4% a year earlier, against a background of very challenging conditions for corporates, clearly show the strength and momentum of our investment banking franchise.

(Fee pool market share, investment banking products)

Fixed Income, Rates and Currencies

UBS Warburg is also a substantial fixed income and foreign exchange house, providing products and original thinking to corporate and institutional clients in all major markets. With over 2,100 professionals employed around the world, we offer our clients a genuinely seamless global service. Our business includes:
government and corporate bonds
foreign exchange
interest rates derivatives
vanilla and structured credit derivatives
mortgage and asset-backed securities
principal finance
cash and collateral trading
structured products
     Our approach to specific products and markets varies. Where potential for sufficient risk-adjusted returns exist, we seek market share leadership in high-volume, liquid markets, using our client flow, capital and economies of scale to generate returns. As an example of that, we have, according to Euromoney, the leading 23.8% market share in the online foreign exchange trading market.
     However, there are certain fixed income markets where scale can only be gained at the expense of returns. In these cases, we focus on earning higher margins in specialized products.
     In 2002, we maintained our presence in the international and US debt capital markets through our ability to execute across a range of currencies and products and our placing capabilities in global institutional and retail markets. We have not pursued volume and have not chased mandates through large-scale lending, nor have we issued in large volume where mandates are awarded on price.
     Furthermore, while there are no definitive surveys or measures of market share in the highly fragmented fixed income and foreign exchange markets, we continue to win awards for the depth of our client coverage and technical expertise.
     Awards we won last year include the 2002 FX House of the Year fromThe Banker,and second rank inThomson Financial’sExtel Survey for Fixed Income Strategy, Fixed Income Derivatives, and European Government Bonds.

Loan portfolio

UBS took a strategic decision in 1998 to reduce the size of its international loan portfolio, limiting exposures to those which directly support


41


The Business Groups
UBS Warburg

core client relationships. UBS continues to avoid engaging in substantial balance-sheet-led earnings growth, with the result that the size of its international loan portfolio has fallen considerably from the level recorded in 1998. Despite this, we continue to support our core clients in their financing needs. Risk/return considerations are the paramount drivers in determining balance sheet usage. We occasionally provide bridge financing to our core clients for the purposes of completing significant deals. Thanks to this more risk-averse approach, we were not significantly exposed to the heavily publicized corporate failures of 2001 and 2002.
     Corporate and Institutional Clients’ loan portfolio was CHF 62 billion at 31 December 2002. The “Risk analysis” section on pages 59 to 77 contains an in-depth review of UBS’s credit portfolio and business, including a discussion of impaired and non-performing loans.

E-commerce capabilities

Our e-commerce capabilities are based around our client online portal. This site gives our clients direct access to prices, research, trade ideas and analytical tools through applications such as ResearchWeb - - our equity research site, DealKey, an internet facility for managing equity and equity-linked new issues, and CreditDelta, our credit portfolio management product.

Strategic opportunities

We believe that markets will continue to be difficult until at least the second half of 2003,

which will have a short-term negative impact, particularly on our equities and investment banking businesses. Nonetheless, we are confident that as recent new investment banking hires build their productivity, and as the momentum we have built in the European and US markets pays dividends, we will continue to gain market share in 2003.

     In investment banking, we have focused on specific sectors where there is a substantial current fee pool, as well as sectors where we believe there are significant opportunities in the future. Our hiring efforts have been mainly centered on the development of industry-leading franchises in several key areas, including Consumer Products, Energy and Power, Healthcare, Wireless, Media and Industrials. We also intend to build on our existing franchise in the Financial Institutions sector.
     Building our franchise in this way will not result in overnight success. Despite this, we have already achieved clear results with our market share in the Americas rising from 2.0% in first quarter 2001 to 3.5% at the end of 2001 and 4.4% by the end of 2002 (according to “Freeman & Co.”).
     We aim to build a secondary market franchise in the US that is similar in depth and breadth to our leading European and Asia Pacific businesses. As a result of the boost to our franchise from the integration of UBS PaineWebber, we now rank strongly in equity research and have more than doubled our US secondary equity market share, although we remain some way behind the market share we enjoy in Europe.


42


                        UBS Capital

UBS Capital is the Group’s private equity business. It now focuses on managing its existing portfolio to maximize value.

Business

UBS Capital invested in unlisted companies with a view to preparing them for salecompany before selling to a trade or financial buyers, and, where appropriate, stagingbuyer, or through an Initial Public Offering (IPO). A review in late 2001 and early 2002, carefully considered the strategic futureIPO.

Around 20% of UBS Capital in light of the generally negative market environment, the overall changes occurring in the private equity industry and our assessment of the long-term opportunities inherent in the business. After the review, and in light of UBS’s focus on advisory services, we decided that UBS Capital should focus on managing down its existing portfolio, capitalizing on exit opportunities where they arise and minimizing the level of new direct investments.

Organizational structure

UBS Capital is structured along regional lines and is fully integrated within the UBS Warburg Business Group. Its portfolio in Asia and Europe mostly comprises balance sheet investments. UBS Capital in the US is focused on both balance sheet investments and the UBS Capital Americas

(Investment portfolio by investment stage)

fund. Around 30% of UBS Capital’s portfolio is invested in third party funds which are overseen by a dedicated portfolio management team.third-party funds.



Investment portfolio
31

UBS Capital


The Business Groups
Investment Bank

Private equity had a total investment portfolio of CHF 3.11.9 billion on 31 December 2002,2004, measured by the historichistorical cost of investments less divestments, returns of capital and permanent impairments. The fair value of the portfolio at the same date was CHF 3.82.7 billion.

     On 31 December 2002, approximately 52% of the investment portfolio was three years old or less. Generally, investments are sold between the third and the sixth year after the initial investment.
In line with the bank’s aim of reducing exposure to the private equity UBS Capital gradually reducedasset class, undrawn commitments were reduced to CHF 2.10.8 billion on 31 December 20022004 from CHF 3.01.5 billion a year earlier, while obtaining the best possible returns for UBS shareholders and for existing UBS Capital funds.

Investment process

UBS Capital’s portfolio primarily comprises late stage investments that are spread throughout Europe, the US and Asia and are typically held for threeearlier.

The business will continue to six years. UBS Capital’s exit strategies include direct sales to strategic buyers, initial public offerings, leveraged recapitalizations and sales to other financial sponsors.

Strategic opportunities

Conditions in the international capital markets, and in the global economy more generally, are expected to remain harsh for some time. UBS Capital’s strategy is to managefocus on managing existing assets in order to reduce balance sheet risk. The investment teams managing UBS Capital’s assets will endeavor to obtain the best possible returnsmaximize value for UBS shareholders and

for investors in itsUBS funds. Consistent with the de-emphasis of our role as principal investor in this asset class, we continue to capitalize on orderly exit opportunities for investments when they arise and to reduce exposure to private equity funds. As the portfolio shrinks, our performance will continue to be linked to the economic conditions prevailing in the markets of our underlying investments. In first quarter 2005, our private equity investments will be moved to the Industrial Holdings segment. Current management will continue to look after the portfolio.


43



             
Private equity investment portfolio

Aging (based on date of initial investment)
  As at
CHF million1 31.12.04  31.12.03  31.12.02 
 
pre-1994  23   46   54 
 
1994  3   4   97 
 
1995  12   40   112 
 
1996  7   44   63 
 
1997  60   95   134 
 
1998  63   91   373 
 
1999  163   258   636 
 
2000  703   986   1,119 
 
2001  207   284   438 
 
2002  26   79   58 
 
2003  419   386     
 
2004  165         
 
Total
  1,851   2,313   3,084 
 
             
Geographical region (by headquarters of investee)
  As at
CHF million1 31.12.04  31.12.03  31.12.02 
 
North America  1,027   1,157   1,302 
 
Europe  579   794   1,238 
 
Latin America  52   108   189 
 
Asia Pacific  193   254   355 
 
Total
  1,851   2,313   3,084 
 
                         
Industry sector (based on industry classification codes)
  As at
CHF million, except where indicated1 31.12.04  % of Portfolio  31.12.03  % of Portfolio  31.12.02  % of Portfolio 
 
Consumer related  326   18   383   17   517   17 
 
Transportation  16   1   17   1   85   3 
 
Communications  127   7   170   7   240   8 
 
Computer related  88   5   132   6   342   11 
 
Energy  11   1   0   0   83   3 
 
Other electronics related  131   7   145   6   174   6 
 
Other manufacturing  59   3   59   3   286   9 
 
Chemicals and materials  2   0   2   0   8   0 
 
Industrial products and services  199   11   422   18   746   24 
 
Others  892   47   983   42   603   19 
 
Total
  1,851   100   2,313   100   3,084   100 
 
The Business Groups
UBS Warburg
1

UBS Capital investment portfolio
Aging (based on date of initial investment)

             
  As at
  
CHF million1 31.12.02  31.12.01  31.12.00 

pre-1994  54   85   65 
1994  97   190   253 
1995  112   214   272 
1996  63   202   166 
1997  134   207   520 
1998  373   722   842 
1999  636   1,123   1,490 
2000  1,119   1,781   1,941 
2001  438   487     
2002  58         

Total
  3,084   5,011   5,549 

1 All amounts Investments are Investment, defined as cost less disposals and impairments.

UBS Capital investment portfolio
Geographic region (by headquarters of investee)

             
  As at
  
CHF million1 31.12.02  31.12.01  31.12.00 

North America  1,302   2,134   2,356 
Europe  1,238   2,018   2,333 
Latin America  189   339   382 
Asia Pacific  355   520   478 

Total  3,084   5,011   5,549 

1 All amounts are Investment, defined as cost less disposals and impairments.

UBS Capital investment portfolio
Industry sector (based on industry classification codes)

                         
  As at
  
CHF million1 31.12.02  % of Portfolio  31.12.01  % of Portfolio  31.12.00  % of Portfolio 

Consumer related  517   17   773   15   1,023   18 
Transportation  85   3   522   10   640   12 
Communications  240   8   414   8   380   7 
Computer related  342   11   833   17   819   15 
Energy  83   3   152   3   190   3 
Other electronics related  174   6   247   5   247   4 
Other manufacturing  286   9   94   2   106   2 
Chemicals and materials  8   0   54   1   106   2 
Industrial products and services  746   24   1,360   27   1,361   25 
Others  603   19   562   12   677   12 

Total  3,084   100   5,011   100   5,549   100 

1 All amounts are Investment, defined asvalued at cost less disposals and permanent impairments.


32

44


The Business Groups

Strategic opportunities

Our diversified business portfolio demonstrates our ability to shift focus according to market opportunities – taking advantage of and capitalizing on revenue opportunities where they arise and withdrawing resources at the right moment, when conditions change. We will continue to build our competitive strength, focusing on growth opportunities and winning market share.

We currently have plans to expand all our businesses in Asia Pacific. We will continue growing our prime brokerage franchise globally, which we see as a high-margin business where we enjoy a competitive advantage due to the large scale of our activities and the efficiency of our business processes. We also see areas in which to expand our structured products busi-

ness, especially in Asia Pacific and the US, while further enhancing our credit derivatives business into one of the market’s leading players.

In investment banking, we intend to further leverage our global platform while making strategic investments when we see opportunities to do so. Combining the growth we are experiencing in mergers and acquisitions transactions led by private equity firms with the strong relationships we have with the largest companies in the US should help us achieve one of the top positions in the North American market over the next few years.
More generally, we also intend to shift the emphasis of the human resources strategy that we have had since 2000 – from a franchise that seeks talent in the market to a business that forges talent internally.



(BAR CHART)

33


The Business Groups
UBS PaineWebber


Wealth Management USA

UBS PaineWebberWealth Management USA

(Photo of Joseph J. Grano, Jr.)

Joseph J. Grano, Jr.
Chairman and CEO, UBS PaineWebber

(Photo of Mark B. Sutton)

Mark B. Sutton
President and Chief Operating Officer
UBS PaineWebber

UBS PaineWebber,As one of the top wealth managers in the US, provideswe provide a complete set of sophisticated wealth management services through consultative relationships withto our affluent and high net worth clients.


Business Group reporting adjusted for significant financial events1

         
  UBS PaineWebber
  
CHF million, except where indicated      
For the year ended 31.12.02  31.12.01 

Income  5,561   6,391 
Credit loss expense  (13)  (18)

Total operating income
  5,548   6,373 

Personnel expenses  4,245   5,019 
General and administrative expenses  1,263   1,441 
Depreciation  149   124 
Amortization of goodwill and other intangible assets  457   502 

Total operating expenses
  6,114   7,086 

Business Group performance before tax
  (566)  (713)

Business Group performance before tax and acquisition costs2
  632   693 
 
Cost/income ratio before goodwill (%)  102   103 
Cost/income ratio before acquisition costs (%)2
  89   90 
Net new money (CHF billion)  18.5   33.2 
Interest and dividend income (CHF billion)  17.9   21.5 
Invested assets (CHF billion)  584   769 
Headcount (full-time equivalents)  19,563   20,413 

         
 
  For the year ended or as at 
   
CHF million, except where indicated
  31.12.04   31.12.03 
 
Total operating income  5,093   5,1821
 
Total operating expenses  4,914   5,187 
 
Business Group performance before tax
  179   (5)
 
Net new money (CHF billion)  17.1   21.1 
 
Interest and dividend income (CHF billion)  16.0   15.8 
 
Invested assets (CHF billion)  639   634 
 
Headcount (full-time equivalents)  17,388   17,435 
 
1Details Includes gain on disposal of significant financial events can be found in the Financial Report 2002.2Acquisition costs include goodwill and intangible asset amortization and related funding, netCorrespondent Services Corporation of risk-free return on the corresponding equity allocated, and retention payments.CHF 161 million.


45


The Business Groups
UBS PaineWebber

(Contribution to UBS businesses)


Business

UBS PaineWebber, withWith CHF 584639 billion in invested assets and nearly 2 million private client relationships, focusesour focus is on providing wealth management services to the core affluent (clients with more than USD

500,000 in investable assets) and to high net worth individuals (upwards of(clients with more than USD 5 million in investable assets). We have a network of almost 9,000more than 7,500 financial advisors in 365366 branch office locations. Our strength lies in the emphasis we put on buildinglocations that build and maintainingmaintain consultative relationships with ourtheir clients.



(PHOTO OF MARK B. SUTTON)

34


The Business Groups

(GEOGRAPHICAL PRESENCE GRAPHIC)

Organizational structure

When

PaineWebber merged with UBS in November 2000 with UBS,and its US private clients business became a separate business unit of UBS Warburg.within UBS’s Investment Bank. At the same time, PaineWebber’s Capital Markets Group was integrated intowithin the Corporate and Institutional ClientsInvestment Banking & Securities business unit of UBS Warburg; thewhile its asset management unit (formerly(then called Mitchell Hutchins) moved into UBSthe Global Asset Management and mostBusiness Group. Most non-US private client businesses became part of the non-USour Wealth Management business unit. The US private client business became part of UBS Private Banking.

     Onan independent Business Group on 1 January 2002, UBS PaineWebber became a separate Business Group within UBS. Our business comprises the US Private Client Group, which offers a full range of wealth management2002.
In 2003, we sold our wholly owned subsidiary Correspondent Services Corporation (CSC) to Fidelity Investments. CSC provided investment products and services (including clearance, execution, settlement, administrative and management information services) to affluent investorsthe clients of 148 US broker dealer firms.
That same year, we launched UBS Bank USA. The bank, headquartered in Salt Lake City, Utah, offers collateralized lending products and bank deposits insured by the United States.Federal Deposit Insurance Corporation (FDIC).

Legal Structure

UBS PaineWebber operatesstructure

In the US, we operate through direct and indirect subsidiaries of UBS. SecuritiesUBS and securities activities

in the US are conducted through fourthree registered broker-dealers.

Competitors

UBS PaineWebber competes against other wealth management firms in the US, includingOur major competitors include Citigroup’s Smith Barney business, as well as the private client group businesses of Morgan Stanley, Merrill Lynch and Merrill Lynch.Wachovia.

Clients and strategy

Our business strategy is based on gathering new assets, which we achieve by focusing on meetingWe aim to meet the investment needs of core affluent and high net worth clients in the US. During 2002, we attracted CHF 18.5 billion in net new money excluding interestUS by providing them with a holistic wealth management service embracing both their assets and dividends,liabilities. Our asset-gathering strategy emphasizes the importance of generating recurring fees from advice and according toproducts, as fee-based relationships provide us with a source of regular, low volatility revenues.



35


The Business Groups
Wealth Management USA

As a visible example of the success of our strategy, a leading industry survey based on a select sample of peers indicated our share of the US private clients market grew to 13.8%15.6% in 2004, up from 12.8%13.2% in 2001.

(Invested assets by client wealth)


46


(Geographical presence)

2000.
     Our asset-gathering strategy also emphasizes the importance of generating recurring fees from advice and products. Fee-based relationships provide UBS PaineWebber with a source of regular, low volatility revenues.
     Another component of our asset-gathering strategy is the work of the Corporate Employee Financial Services group, which provides stock option financing and other services to many of the largest US corporations. This corporate relationship, in turn, helps create relationships with core affluent and high net worth corporate executives.
     At theThe heart of the relationship between the

(Invested assets by asset class)

clientour clients and thetheir financial advisoradvisors is our consultative process, induring which each financial advisor profiles and creates an investment plan for his or her client based on the client’s individual needs and goals. Centered around an asset allocation strategy and consideringIt takes the client’s risk tolerance theinto account, and follows an appropriate asset allocation strategy. The plan is designed to help the client accumulate, preserve andor transfer wealth. AfterOnce the plan is put in place, there areadvisors hold regular portfolio reviews that help ensure it remains on track to meet the client’s long-term goals.goals are met.

We continually commit considerable resources to further develop and expand the capabilities

(Recurring fees)


47


The Business Groups
UBS PaineWebber

(STRUCTURED ADVISORY PROCESS)

expertise of our financial advisors. All new financial advisors undergo a training program that is designed to provide them with the necessary financial planning, analysis, client relationship management, and legal and compliance expertise. This is a continuousknowledge. Moreover, this process and does not end when the financialan advisor entersstarts working at a branch office. In our- it is continuous. We believe experience shows that our training programs are a key factor in both developinghelping to develop long-term, mutually beneficial relationships with our clients as well as in retaining our financial advisors.clients.

Our dedication to and emphasis on training is one of the reasons why our financial advisors are among the most productive in the industry. A leading industry survey made in fourth quarter 2002 put our revenue per financial advisor at 16.5%15% above the industry average at the end of 2002. By comparison, in second quarter 2000 (when we announced the merger with UBS), our productivity stood 4% above the average.2004.

Products and services

We offer clients wealth management services that meet individual investment needs. We haveneeds with an open architecture productprod-

uct platform that gives our clientsgiving them investment products from both UBS and third party providers — where and when appropriate. This ensures that financialthird-party providers. Financial advisors and clients have a comprehensive source of investment solutions at their disposal. Our array of wealth management services includeincludes financial planning and wealth management consulting,consulting. It also comprises transaction-based services such as securities brokerage, asset-based and advisory services suchas well as discretionary and non-discretionary portfolio management,management. We also provide money market accounts and fiduciary products, FDIC-insured deposits and lending products, including collaterizedcollateralized loans and mortgages

mortgages.
Added to that, our Private Wealth Management Group (PWMG) focuses on managing and serving our ultra-high net worth clients with a complete range of planning solutions. It provides customized solutions in trust and estate planning, philanthropic services, concentrated stock management and tax planning services. PWMG’s financial advisors work from nearly 60 of our offices throughout the country, and are supported by a group of highly skilled technical professionals in New York, San Francisco and Miami.
Our Corporate Employee Financial Services group provides stock option services to many of the largest US corporations and their executives.

Investment products

We offer core affluent and high net worth clients a numberwide range of products designedranging from equities and fixed income to help enhance thefee-based money management programs and alternative investments.
Our equity portion of theirproducts comprise basic common stock and option offerings, as well as more sophisticated structured securities, among them principal protected notes, enhanced appreciation securities and hedge fund investments. Working



(PIE CHART)

(BAR GRAPH)



36


The Business Groups

with UBS’s investment portfolios. For example, in 2002, in order to meet clientbanking business, we have also developed customized equity products for select high net worth clients whose unique investment needs forrequire innovative types of products, we launched two equity-linked investments: the Enhanced Appreciation Security, linked to 20 blue chip stocks, and a Principal Protected Note, linked to the S&P 500 Index.individualized solutions.
Our clients can choose from an arrayhave a wide selection of fixed income securities to choose from, including government, mortgage-backed, corporate and municipal bonds, as well as preferred stock. As one of the leading US underwriters of municipal bonds, an investmentasset class that is particularly attractive to many core affluent and high net worth investors, we offergive clients access to new issue offerings andas well as the secondary market. Our Municipal Securities Groupmunicipal securities unit is a complete origination, structuring and distribution team. It assists municipalities and agencies in addressing their funding needs by accessing the debt markets, and distributing securities through the UBS PaineWebberour network. For 2002, the Group wasIn 2004, we were ranked secondfirst in senior negotiated volume.volume, gaining from the second rank we achieved in the past few years.
We offer a broad range of fee-based money management programs that utilize the expertise of professional money managers, both within UBS and through third parties.
Indicative of the scope of investment products foravailable to our clients, we have selling arrangements with over 140100 mutual fund companies, many of which are leaders in the industry.
     In response toBecause of high investor interest in such products as hedge funds and fundfunds of funds, we offer thehave also built up a capability to create, structure and manage a broad array of alternative investments for qualified high net worth individuals and institutions.

Lending products

In 2002, we broadened the scope of our financial relationship with clients by entering the lending business in the US and introducing a number of securities-based borrowing solutions for a variety of investor and business needs. Early in the year,As part of our ini-

tiative, we progressively rolled out the Premier Fixed and Premier Variable Credit Lines. TheseLines, which are revolving lines of credit that offer competitive interest rates and are secured by the client’s investment portfolio.
     In addition to collaterized lending, the creationThe launch of UBS PaineWebber Mortgage LLCBank USA in first quarter 2002,2003 significantly increased our lending capabilities by providing FDIC-insured deposits and enhanced collateralized lending services. By the end of 2004, the bank had over USD 17.6 billion in partnership with Wells Fargo Home Mortgages, enablesassets, of which USD 7.2 billion were client borrowings under Fixed and Variable Credit Lines. Deposits of USD 14.9 billion provide most of the funding for the bank’s assets.
In addition, our financial advisors


48


to can offer a full array of mortgage products that helpshelp meet our clients’ home financing needs.

Industry trends

For corporations and corporate executives

Providing appropriate financial solutions also extends toToday, our extensive distribution network makes us one of the relationships that we enjoy with our corporate clients.
     UBS PaineWebber’s Corporate Employee Financial Services business has been providing stock option financing services to large corporations and their executives since the mid-1990s.

Technology for clients and financial advisors

For financial advisors, 2002 saw the introduction of a number of tools to leverage the asset-gathering technology available on ConsultWorks, the firm’s web-based workstation. Chief among these was the UBS PaineWebberAdvisor,smwhich can help lead financial advisors step-by-step through our consultative process with both clients and prospects.premier US wealth managers. In 2003, we will introduce Consultworks2 that will give our financial advisors the ability to con-

duct comprehensive profiling and asset allocation, and offer investment recommendations.

Industry trends

In 2003,2005, we plan to remain focused on further increasing our market share of US household financial assets andby capitalizing on our enhanced lending and wealth management capabilities as well as the enhanced capabilities and balance sheet strength that the merger with UBS has brought.

strengths of UBS’s global resources. A key to achieving further growth will be a continued commitment to recruiting and retaining top financial advisors and providing them with the resources they need to sustain increased productivity.
We ended 2002 with 8,857 financial advisors,believe that the long-term outlook for our business is strong. Several trends present significant opportunities for growth. The aging of the “baby boom” generation suggests an increased need for retirement and are focused on growing that number.
estate planning. The union with UBS has enabledline between banking and brokerage continues to blur, giving us opportunities to further expand our product offerings in such areas as global asset management, lending products, alternative investments and risk management.business. We are committedbelieve that our strategy positions us well to pursuing financial success in 2003 and beyond by providing US clients with access to the resources of a global powerhouse.exploit these market trends.







49
37


The Business Groups
Corporate Center

Corporate Center

74%">

Corporate Center’s aim isCenter

Corporate Center partners with the Business Groups to ensure that all our businesses actthe firm operates as coherentlyan effective and effectively as possible.integrated whole with a common vision and set of values.


Business Group /Business Unit reporting adjusted for significant financial events1
                         
 
CHF million, except where indicated Private Banks & GAM Corporate Functions Corporate Center
For the year ended or as at 31.12.04  31.12.03  31.12.04  31.12.03  31.12.04  31.12.03 
 
Total operating income  1,139   878   440   144   1,579   1,022 
 
Total operating expenses  696   670   1,159   1,111   1,855   1,781 
 
Business Group / Business Unit performance before tax
  443   208   (719)  (967)  (276)  (759)
 
                         
Invested assets(CHF billion)
  92   84           92   84 
 
Net new money(CHF billion)
  7.7   7.2           7.7   7.2 
 
Headcount(full-time equivalents)
  1,649   1,672   3,553   3,561   5,202   5,233 
 
         
  Corporate Center 
CHF million, except where indicated  
 
For the year ended 31.12.02  31.12.01 

Income  1,315   800 
Credit loss recovery  249   236 

Total operating income
  1,564   1,036 

Personnel expenses  645   592 
General and administrative expenses  601   537 
Depreciation  473   372 
Amortization of goodwill and other intangible assets  24   24 

Total operating expenses
  1,743   1,525 

Business Group performance before tax
  (179)  (489)

Headcount (full-time equivalents)  1,185   1,132 

1  Details of significant financial events can be found in the Financial Report 2002.


Aims and objectives

Our commitment to a strong,strongly integrated business model means that our portfolio of complementary businesses aremust be managed together to optimize shareholder value, making the whole worth more than the sum of its parts.

     OurThe Corporate Center supports the Business Groups are accountable for their results and enjoy considerable autonomy in pursuing their business objectives — henceto position UBS competitively, enabling them to operate effectively within the need for a strong Corporate Center. Its mission is to maximize sustainable shareholder value by coordinatingframework of this integrated philosophy.
It fosters the activities of the Business Groups to ensure that they operate as a coherent and effective whole with a common set of values and principles.
     In performing its role, Corporate Center avoids ownership of processes wherever possible, but instead establishes standards and principles, thereby minimizing its own staffing levels.

Key functions

Chief Risk Officer/Chief Credit Officer

The Chief Risk Officer and Chief Credit Officer functions pool together a number of vital Group risk functions. They are responsible for safeguarding our long-term financial stability of UBS by aiding the Group in maintaining an appropriate balance between risk and rewards.reward, and we manage UBS’s corporate governance processes including compliance with related regulations. The functional heads within the Corporate Center exercise authority across UBS’s businesses for their area of expertise.
They are responsible for UBS’s financial, tax, and capital management and its risk control, legal and compliance activities. The Corporate Center is also responsible for communicating to all

UBS stakeholders, for branding, and for positioning the firm as the employer of choice. It coordinates activities critical to the firm’s reputation and assumes responsibility for certain shared services, such as information technology infrastructure (ITI).

Corporate Center also holds the Private Banks & GAM unit, which comprises our independent Private Banks – Ehinger & Armand von Ernst, Banco di Lugano and Ferrier Lullin – as well as GAM, a specialist asset manager.

Organizational structure

Corporate Center is reported in two separate business units: Corporate Functions and Private Banks & GAM. The CFO is head of the Corporate Center, leading its business planning, budgeting and human resources core processes. Effective 1 March 2005, a new Group Executive Board (GEB) position was established for the Chief Risk Officer. His mandate will be to develop and implement the group’s risk control processes across credit, market, and operational risk.



(PHOTO OF CLIVE STANDISH)

38


The Business Groups

Corporate Functions

Chief Financial Officer (CFO)

The CFO is responsible for transparency in the financial performance of the Group and its individual businesses, for its financial reporting, planning, budgeting and controlling processes as well as providing advice on financial aspects of strategic plans and mergers and acquisitions transactions. He is also responsible for UBS’s tax and capital management. Together with the CEO, the CFO defines the standards for accounting, reporting and disclosure and manages relations with investors and regulators. He also co-ordinates working relationships with internal and external auditors.

Chief Risk Officer (CRO)

The CRO is responsible for developing UBS’s risk management and control principles and for formulating its risk policies and control processes for market risk and operational risk, ensuring that UBS’s approach is consistent with best market practice. He develops risk quantification methods and associated limits where appropriate, and he ensures complete and consistent recording and aggregation of risk exposures and continuous monitoring and pro-active control of risks.

Chief Credit Officer (CCO)

The CCO is responsible for formulating and implementing UBS’s credit risk policies,policy. He ensures that counterparty and country risks conform to approved risk profiles. The CCO controls exposures to individual counterparties and counterparty groups and monitors, sets and controls concentration risk limits, ensuring adequate risk diversification. He provides the tools required for determining methodologies to measureconsistent quantification of credit risk across UBS and for setting and monitoringmonitors credit settlement and country riskexposures, exercising direct approval authority for counterparty credit and country limits.

Group Controller

The Group Chief Risk OfficerController has UBS-wide responsibility for financial control. He is responsible for the policies, methodologiesproduction and limits for all other risk categories, and for aggregating and assessing the total risk exposureanalysis of the Group.
     A more detailed discussion of our risk man-


50


agement and control principles can be found in the “Risk Management and Control” section of this Handbook.

Group Treasurer

The Group Treasury area optimizes our financial management, providing cost efficient equity and wholesale debt funding and co-ordinating regulatory capital and balance sheet requirements.
     The Group Treasury area is also responsible for the efficient management of the UBS share. It is charged with preserving our excellent funding capacity, issuing cost-efficient funding in the form of notes and bonds in the name of UBS and ensuring that we fully comply with all payment obligations at all times. It also manages UBS’s holdings of its own shares.
     Further details on our Treasury activities can be found in the “Group Treasury” section of this Handbook.

Group Controller

The Group Controller function produces accurate and objective regulatory, financial and management accounts and reports. ItThe Group Controller provides significant decision support informationconsistent and appropriate communication to the Board of Directors, and executive management and is a key liaison to both ourGroup Executive Board (GEB), Group Managing Board (GMB), the Audit Committee, internal and external auditors. It is responsible for devisingauditors, and implementing integratedBusiness Group controllers. He establishes and consistentenforces Group-wide financial controland management accounting policies, and manages relations with external auditors, and accounting processes throughout UBS. Another important responsibility is the coordination ofstandard bodies. He coordinates the Group’s planning and budgeting process as well as the control of and coordinates and controls tax issues.

Group tax issues, ensuring compliance with all local tax requirements. Treasurer

The Group Controller function alsoTreasurer is responsible for the management of UBS’s financial resources and financial structure. He is responsible for UBS-wide governance of treasury processes, which relate to our corporate legal structure, regulatory capital, bal-

ensures

ance sheet, funding and liquidity, and non-trading currency and interest rate risk. He manages the Group’s equity, with a central treatmentview to maintaining strategic flexibility, sound capitalization and strong ratings. He manages UBS’s holdings of UBS’s real estate activities and controls their impact on Group results as well as on its capital and tax position.

own shares.

Group Human Resources

Group Human Resources’ mission is to make UBS a global employer of choice, able to attract, develop, motivate and retain top talent by establishing standards, principles and procedures for performance evaluation, compensation and benefits, graduate and professional recruitment, training and development.

Chief Communication Officer

The Chief Communication Officer areais responsible for managing UBS’s communication to its various stakeholders, ensuring that a positive and powerful image of UBS is established and broadcast to all stakeholders globally. He develops strategy, content and positioning of communications of corporate importance, emphasizing transparency, consistency, speed and integrity. He presents UBS and its businesses to the media, enhancing and protecting the firm’s reputation. To employees, he promotes understanding of the firm’s strategies, performance and culture. He presents UBS to investors, analysts and rating agencies and is responsible for preparing and publishing quarterly and annual reporting products. He manages and promotes the UBS corporate brand via advertising, sponsorship, art, and visual design, represents UBS’s interests to policy-makers, and co-ordinates UBS’s approach to corporate responsibility.

Group General Counsel

The Group General Counsel has Group-wide responsibility for legal affairs and compliance. He defines the strategy, the goals and the organizational structure of the legal function, and sets and monitors quality standards for handling legal affairs across UBS. He supervises the Group Head of Compliance and the General Counsels of the Business Groups, ensuring that UBS meets relevant regulatory and professional standards. He issues group-wide policies and guidelines relating to legal, compliance, and, together with the Group CRO, on regulatory matters. He develops and formulates the Group’s policies and control processes for legal risks and acts as a legal advisor to the Chairman, the Executive Vice Chairmen, and the CEO, CFO and other members of the Group Executive Board. He supports all functions of the Corporate Center and the Business Groups with respect to legal matters having Group-wide relevance – or which need to be coordinated across UBS.

Group Head Human Resources

The Group Head Human Resources has an integrated structure that comprisesUBS-wide responsibility for the firm’s central branding, communications and public policy functions. Overall, the areahuman resources function. He is responsible for shaping a high-performance culture and work environment, while at the effective communicationsame time being the promoter of UBS’s strategy, valuesvalues. He builds UBS’s capacity to attract and resultsretain a diverse employee base across the globe while fostering an innovative and flexible culture ensuring that all talented UBS employees have a chance to employees, clients, investors, media, rating agenciessucceed. He supports the succession planning process for senior executives and the public,designs and for building the UBS brand worldwide.administers global compensation and benefits programs.

Group Legal Services

Group Legal Services provides business-related legal services in matters that affect the firm as a whole, while monitoring and reporting on legal risk, litigation and legal implications of major transactions at the corporate level.
     Group Legal Services has both an advisory and a risk control function. It provides close-to-business legal advice to business, oversees litigation, ensures enforceability of UBS’s legal undertakings and opines on legal issues with the aim of minimizing legal and liability risk.





5139


The Business Groups
Corporate Center

(BACKGROUND)

The Leadership Institute

The UBS Leadership Institute contributes to the development of leadership capabilities at senior management level, designing, developing and delivering development programs targeted at current and future senior leaders.

52Chief Technology Officer (CTO)

The CTO is the head of the information technology infrastructure (ITI) unit. ITI encompasses all IT infrastructure teams across UBS, covering management of data networks, telephone and other communications systems, IT security, distributed computing and servers, mainframes and data centers, market data services, user services and desktop computing. The new unit has set its focus on serving all UBS’s businesses in a client-driven and cost-efficient way, as well as building towards a consistent technical architecture.


Private Banks & GAM

Private Banks & GAM comprises the fully owned private banking subsidiaries Ehinger & Armand von Ernst, Banco di Lugano, and Ferrier Lullin as well as GAM, its specialist asset manager.
Ehinger & Armand von Ernst was founded in 2003 through the merger of Cantrade Private Bank, Bank Ehinger, and Ar-

mand von Ernst. With a head office in Zurich and branches in Basel and Bern, it is one of the most important providers of wealth management services and investment advice to the German speaking region of Switzerland.
Banco di Lugano is a private bank based in the Ticino region of Switzerland with a branch in Jersey and a subsidiary in Singapore, offering private clients individualized long-term financial planning and asset management services.
Ferrier Lullin, founded in 1795, is the oldest private bank in Geneva. With branches in Lausanne and Sion and a subsidiary in Nassau, it provides advisory and wealth management services to discerning domestic and international private clients.
From its nine offices worldwide, GAM delivers active investment management services to private clients, institutions and intermediaries. GAM’s funds and strategies cover a broad range of asset classes, currencies and market conditions. It has extensive and longstanding expertise in managing hedge funds and funds of hedge funds.
Giving the private label banks and GAM a common platform has equipped and encouraged them to grow faster, helping them to deliver their full value creation potential. They have also been able to target economies of scale not achievable by each organization on its own.


40

(CAPITAL AND RISK MANAGEMENT)

53


Industrial Holdings

The Industrial Holdings segment is where our majority stakes in industrial companies and large non-financial businesses are held.


Industrial Holdings

Industrial Holdings

Income statement1

  
 
For the year ended2
CHF million, except where indicated
31.12.04
Total operating income3,667
Total operating expenses3,460
CapitalOperating profit before tax and Risk Management
Risk Management and Controlminority interests
207

  
As at          Risk Management and Control31.12.04
Headcount(full-time equivalents)
8,020

1 Industrial Holdings consists of Motor-Columbus, a Swiss holding company, whose only significant asset is a 59.3% interest in Atel, a Swiss-based European energy provider.  2 Results shown for the six month period beginning on 1 July 2004.

Risk

Business

On 31 December 2004, the Industrial Holdings segment was made up by Motor-Columbus, a financial holding company whose only significant asset is a 59.3% interest in the Atel Group. Atel, based in Olten, Switzerland, is a European energy provider focused on domestic and international power generation, electricity transmission and energy services as well as electricity trading and marketing. Motor-Columbus also holds several other small finance and property companies.

Organizational structure

UBS owns a 55.6% stake in Motor-Columbus after purchasing an additional 20% stake on 1 July 2004. As a result, UBS, as majority owner, consolidated Motor-Columbus into its accounts, revaluing its assets and liabilities. Motor-Columbus employed 8,020 staff on 31 December 2004.

In first quarter 2005, our private equity investments, currently within the Investment Bank, will move to the Industrial Holdings segment. This represents a further step in our strategy of de-emphasizing and reducing exposure to this asset class while capitalizing on orderly exit opportunities when they arise.
It also adds transparency to our accounts as it helps us more clearly separate our core financial businesses from the stakes held in industrial holdings.



42


Financial Management

Taking risks is an integral part of all our activities. Excellencebusiness. Our aim is to achieve an appropriate balance between risk and return not only in normal circumstances but also under stressed conditions.


Financial Management
Risk management and control

Risk management and control

Good risk management and control lie at the heart of any business, particularly a financial services firm – they are integral parts of providing consistent, high-quality returns to shareholders. If we fail to adequately manage and control our risks we may suffer financial losses. Potentially more important is a key success factorthe resultant damage to our reputation, which could undermine our share price by reducing our client base, and requires everyone’s commitment withinimpairing our organization.

ability to retain talented employees. Ultimately, regulators might be forced to impose constraints upon our business.

Risk management and control principles

UBS’sWe recognize that taking risk is core to our financial business and that operational risks are an inevitable consequence of being in business. Our aim is to achieve an appropriate balance between risk and return. Thus, in our day-to-day business and in the strategic management of our balance sheet and capital, we seek to limit the scope for adverse variations in our earnings and control exposure to “stress events”.

We base our approach to risk management and control is set out in the firm’s Risk Management and Control Principles, which lay the foundations on which we build our risk culture and risk process.five principles.
Business Management Accountability.The management of each business throughout UBS is responsible accountablefor all the risks it assumesassumed throughout the firm and is responsible for the continuous and active management of all risk exposures soto ensure that risk and return are balanced. This responsibility applies not only to the traditional banking risks of credit and market risk but also to the many and varied operational risks that potentially arise from inadequate or failed internal processes, people or systems or from external causes, which may be deliberate, accidental or natural.
AnIndependent Controls.An independent control processis implemented when required by the nature of the inherent risks, in particular to balance short-term profit incentives and the incentive structurelong-term interests of the business processes.UBS. The control functions are responsible for providing an independent and objective check on risk-taking activities to safeguard the integrity of the entire risk management and control process.activities.
Risk Disclosure.Comprehensive, transparent and objectiverisk reporting and disclosureto our senior management, the Board of Directors, shareholders, regulators, rating agencies and to shareholdersother stakeholders is the cornerstone of the risk control process.
WeEarnings Protection.protect our earnings Operating limits are set to quantifyby controlling risk appetiteat the level of individual exposures, at a portfolio level and allocated among business lines to control normal periodic adverse results, in an attempt to limit such lossesaggregate, across all risk types and businesses, relative to the potential profit of each business. The Group’sour risk capacity is expressed through stress loss limits with the aimlevel of protecting UBS from unacceptable damage torisk we are capable of absorbing, based on our annual earnings capacity, our dividend paying ability and, ultimately,power.
Weprotect our reputationby managing and ongoing business viability.
Reputation Protection. Failure to manage and control any ofcontrolling the risks incurred in the course of our business, could resultand for this reason we avoid concentrations of exposure and limit potential stress losses, not only from credit, market and liquidity risks but also from operational risks. We avoid extreme positions in damagetransactions that are sensitive for tax, legal, regulatory or accounting reasons, and adopt a cautious approach to UBS’s reputation. For this reason:any risks that cannot be sensibly evaluated or priced. We adopt the highest standards in protecting the confidentiality and in-
we continue to develop potential stress loss measures for credit and market risk
we avoid taking extreme positions in tax, reg-

ulatory and accounting sensitive transactions
we aspire to the highest standards in protecting the confidentiality and integrity of our client information
we aim to maintain the highest ethical standards in all our businesses.
     Every employee,tegrity of our client information, and aim to maintain the highest ethical standards in all our business dealings.
All employees, but in particular those involved in risk decisions, must make UBS’s reputation an overriding concern. Responsibility for the risk of damage to our reputation cannot be delegated or syndicated.

An integrated approach to risk
management and control

Risk management and control are an integral part of our commitment to providing consistent, high-quality returns for our shareholders. We believe that delivery of superior shareholder returns depends on achieving the appropriate balance between risk and return, both in day-today business and in the strategic management of the balance sheet and capital. We recognize that risk is integral to UBS’s business, but our approach to risk management and control seeks to limit the scope for adverse variations in earnings and, in particular, to protect UBS from the risk of severe loss as a result of unlikely, but plausible, stress events arising from any of the material risks we face.
     UBS has an integrated Corporate Center responsible for finance, strategic planning, risk control, and balance sheet and capital management. Key responsibilities

Excellence in risk management is however, most fundamentally based upon a business management team that makes risk identification management and control critical components of its processes and plans.

Key responsibilities Responsibility therefore flows from the top.

TheBoard of Directorsis responsible for the firm’s fundamental approach to risk, (the Risk


54


24%">

(UBS RISK MANAGEMENT AND CONTROL FRAMEWORK)


Management and Control Principles),for approving our risk principles and for the determination ofdetermining our risk capacity and risk appetite.capacity.

TheChairman’s Officeis responsible foroversees the annual reviewrisk profile of the Group’s principalfirm on behalf of the Board of Directors and has ultimate authority for credit, market and other risk limits.related matters.
TheGroup Executive Board (GEB)is responsible for implementing the Risk Management and Control Principles, for approvingrisk principles, including approval of core risk policies, for allocating risk limits to theappointing Business Groups,Group management that demonstrates both business and control competence, and for managing the risk profile of the GroupUBS as a whole. The GEB is the Risk Council of the Group.
     TheGEB Risk Sub-Committee (established in 2002) prepares the decisions of the GEB in the risk area and monitors the implementation of such decisions via the risk reporting process.
     TheGroup Chief Credit Officer (CCO)is responsible for formulating credit risk policies, for determining methodologies to measure credit risks, and for setting and monitoring credit, settlement and country risk limits.
TheGroup Chief Risk Officer (CRO)has overall responsibility for the development and implementation of the Group’s risk control principles, frameworks, limits and processes across market, credit and operational risk. Effective 1 March 2005, a new GEB position was established for the Group Chief Risk Officer.
TheGroup Chief Financial Officer (CFO)is responsible for transparency in the financial performance of UBS and its Business Groups, including high-quality and timely reporting.
TheGroup Chief Credit Officer (CCO) and Group General Counsel, in their areas of responsibility, develop the risk control principles, formulate risk policies, and determine methodologies for measuring and assessing risks.
TheGroup Treasureris responsible for management of UBS’s financial resources and financial structure and for governance of treasury processes and transactions, including funding and liquidity risks.
TheGroup Controlleris responsible for the policies, methodologiesproduction, analysis and limitsdelivery of accurate and objective financial and regulatory accounts and reports, for other inherent risk categories (see “The risks we take” section on page 56),establishing accounting policies, and for aggregatingglobal control and assessingco-ordination of tax issues.
Within the total risk exposure of the Group.
     TheBusiness Group CEOsare responsible for all risk exposures within their Business Groups, and must take corrective action where

necessary, given the aggregate risk profile of the portfolio or the risks of specific positions.

     TheBusiness Group Risk Control Functions,headed by Chief Risk and Chief Credit Officers (CROs and CCOs),control functions are empowered to enforce the Risk Management and Control Principlesrisk principles and are responsible for the implementation of independent control processes within their Business Groups.processes.
     TheGroup Risk Committee reviews and evaluates the key risk issues being presented to the senior committees of the Group, the state of the current portfolio, emerging risk and revenue trends, and concentrations and vulnerabilities. It is chaired by the Group CRO.

Business Group Risk Committeesmonitor the risks taken by the Business Groups. They are chaired by the Business Group CEOs and include heads of business areas and delegates of the Group CRO and CCO.

44


Financial Management

The risk control process

There are five critical elements in our independent risk control process:

 weidentify risk identification,particularly in, through the continuous monitoring of portfolios, by assessing new businesses and in complex or unusual transactions, but also in response to external events and by reviewing our own risks in the continuous monitoringlight of the portfolioexternal events
 werisk measurementofmeasure quantifiable risks, using approved methodologies and models which have been independently validated and approved


55


Capital and Risk Management Risk
Management and Control

 we establishrisk policiesto reflect our risk principles, risk capacity and risk appetite, and consistent with evolving business requirements and international best practice
 we have comprehensiverisk reportingto stakeholders, and to management at all levels, against the approved risk control framework and, where applicable, limits
 wecontrol risk control,to enforceby monitoring and enforcing compliance with the Risk Management and Control Principles,risk principles, and with policies, limits and regulatory requirements.
     There are coordinatedCoordinated processes coveringinvolving all inherent risk categories whichrelevant control and logistics functions are applied before commencement of any new business or significant change in business, and before the execution of any transaction which is complex or unusual in

its structure or motivation,is sensitive to tax, legal, regulatory or accounting considerations. These processes, which involve the business, risk control, legal, compliance, financial control and logistics functions, ensure that all these critical elements are addressed in a holistic way, including the assurance that transactions can be booked in a way that will permit appropriate ongoing risk monitoring, reporting and control.
     The risk control process also extends beyond the independent risk control functions to Financial Control and the Logistics Areas,notably Operations, which are critical to establishing an effective control environment.
     Group Internal Audit provides an independent view to the Board of Directors, via the Chairman’s Office, of the effectiveness of the Risk Management and Control Principles and their enforcement, and of the effectiveness of the independent control units.

The risks we take

Business risksare the risks associated with a chosen business strategy, including business cycles, industry cycles, and technological change. They are the sole responsibility of the relevant business, and are not subject to an independent control process. They are, however, factored into the firm’s planning and budgeting process.

(RISJ CATEGORIES)

process and the assessment of our risk capacity and overall risk exposure.
Inherent risksare theThe primary and operational risks inherent in our business activities which are subject to independent risk control. A distinction is made between primary and consequential risks.
Primary risksare the exposures deliberately entered into for business reasons, and which are actively traded and managed:managed. Operational risks arise as a consequence of business undertaken and as a consequence of internal control gaps, which cannot be entirely eliminated.



(RISK MANAGEMENT AND CONTROL FRAMEWORK GRAPHIC)

45


Financial Management
Risk management and control

Primary risks are credit risk, market risk and liquidity and funding risk:
 credit riskis the risk of loss resulting from client counterparty or issuercounterparty default and arises on credit exposure in all forms, including settlement risk
 market riskis exposure to observable market variables such as interest rates, exchange rates and equity markets, and to price movements on securities and other obligations which we trade
 liquidity and funding riskis the risk that the Group iswe are unable to fund assetsmeet our payment obligations when due, or meet obligations at a reasonable price or, in extreme situations, at any price. These risksthat we are discussedunable, on an ongoing basis, to borrow funds in the “Group Treasury” sectionmarket on pages 78an unsecured, or even secured basis at an acceptable price to 87.fund actual or proposed commitments.

Consequential risks(also known as operational risks) are exposures that are not actively taken, but which are incurred as

(RISK CATEGORIES GRAPHIC)

Operational risk can arise in a consequencenumber of business undertaken:

ways:
 transaction processing riskarises from errors, failures or shortcomings at any point in the transaction process, from deal execution and capture to final settlement
 compliance riskis the risk of financial loss due to regulatory fines or penalties, restriction or suspension of business, or costs of mandatory corrective action. Such risks may be incurred by not adhering to applicable laws, rules, and regulations, accounting standards, local or international best practice, (including ethical standards), or UBS’sour own internal standards
 legal riskis the risk of financial loss resulting from the non-enforceabilitynon- enforceability of UBS’sour actual or anticipated rights arising under law, a contract or other arrangement or under case or statute law
 liability riskis the risk that we, or someone acting on our behalf, fail to fulfill the obligations, responsibilities or duties imposed by law or assumed under a contract and that claims are therefore made against us
 security riskis the risk of loss of confidentiality, integrity or availability of our information or other assets
 tax riskis the risk of additional tax arising from technically incorrect positions taken on tax matters, or failure to comply with tax


56


withholding or reporting requirements on behalf of clients or employees; and the risk of claims by clients or counterparties as a result of UBSour involvement in tax sensitive products or transactions.
     A failure adequatelyFailure to identify, manage or control any of these risks, including business risks, may result not only in financial loss but also in loss of reputation, and repeated or widespread failure compounds the impact. Reputation risk is not directly quantifiable and cannot be managed and controlled independently of other risks.

How we measure risk

For

In principle, for risks whichthat are quantifiable, in principle we measure the potential loss at three levels expected loss, statistical loss and stress loss.

Expected loss is the loss that is expected to arise on average in connection with an activity. It is an inherent cost of such activity and should beis budgeted and, where permitted by accounting standards, deducted directly from revenues directly. The use of the expected loss concept for credit risk is discussed in the “Expected loss” section on page 60. In the context of market risk, expected loss is reflected in valuation adjustments which are routinely made in mark-to-market books to reflect market liquidity or model risk. We are continuing to develop the expected loss framework for consequential risks, including preparation for regulatory capital requirements under the New Basel Capital Accord (“Basel II”).

revenues.
Statistical loss (also known as “unexpected loss”) is an estimate of the amount by which actual loss can exceed expected loss over a specified time horizon, measured to a specified level of confidence (probability). A statistical loss measure in the form of Value at Risk (VaR) has been used to measure market risk in UBS for a number of years, and is both the basis of a key internal market risk limit structure and the measure used to determine our market risk regulatory capital requirement. We also have a credit portfolio statistical loss measure reflecting exposure concentrations and default correlations. We continue to work towards robust measures of statistical loss for other risk categories, although it can be complex to apply statistical techniques to risks for which data is sparse, where the loss distribution is typically asymmetrical, irregular and discontinuous, and where the time it would take to manage down, close out or hedge positions is uncertain.
Stress loss is the loss that could arise from extreme but plausible,events.
Our primary day-to-day quantitative controls, which govern normal periodic adverse results (statistical loss) and protect us from stress events. The Boardevents, are the limits we apply to individual risk types, to portfolios and sub-portfolios, and to specific concentrations of Directors establishes stress loss limits to avoid unacceptable damage to our earnings, our dividend paying abilityrisk and ultimately, our reputation and ongoing business viability.individual exposures. The identification of stress events and scenarios to which we are vulnerable and an assessment of their potential impact, and in particular the danger of aggregated losses from a single event through concentrated exposures, is therefore a key component of the risk control process. Formal stress
To complement these operating controls, we also monitor and constrain our aggregate risk exposure across all risk types and businesses, relative to our risk capacity. In this context, we define our risk exposure as the level of potential loss measuresinherent in our business in the current economic cycle, across all business lines, and limits are most extensively implemented for our trading activities, for certain credit portfo-



                                                (RISK MEASUREMENT)


57


Capital and Risk Management
Risk Management and Control

liosfrom all sources, including operational and for countrybusiness risks. It is measured against a severe, low probability but nevertheless plausible constellation of events. Our risk but we use a variety of scenarios and techniques, which we continue to refine, in order to identify other areascapacity is the level of risk concentrationwe are capable of absorbing based on our earnings power, without unacceptable damage to our dividend paying ability, our strategic plans and, potential vulnerabilityultimately, our reputation and ongoing business viability.

Although measurement of risk is clearly important, quantification does not always tell the whole story, and not all risks are quantifiable. We therefore pay equal attention to stress events.“soft” risks, avoiding the temptation to ignore risks that cannot be properly quantified. We also place great emphasis on qualitative controls and rigorous risk control processes to ensure that both quantifiable and unquantifiable risk is identified, assessed and reported.
Stress situations can arise from many sources and thewhen extreme events occur, quantitative and qualitative risk assessments alone are not sufficient. The essential complements to quantitative assessments are on the one hand, a tried and tested process which can be invoked immediately in response to any crisis, and on the other, well prepared business continuity management processes and plans, both of which weplans. We continue to develop test and refine.
     The measurement of risk is clearly important, but quantification does not always tell the wholerefine these processes as we learn from our own and others’ experience.

story, and not all risks are quantifiable. We therefore pay equal attention to “soft” risks and avoid the temptation to ignore risks that cannot be properly quantified.

Risk reporting

Senior management at both Business Group and Group level are regularly provided with risk reports, both quantitative, where available, and qualitative. We have continued to enhance the coverage of the reports, particularly for consequential risk categories, with particular focus on risks which pose a reputational as well as financial threat.



46

58


Financial Management

Capital and RiskFinancial Management
Risk Analysis


Credit risk

Risk Analysis
Credit risk

Credit risk

Credit risk represents the loss which UBS would suffer if a client or counterparty failed to meet its contractual obligations. It is an integral part of many of our business activities and is inherent in traditional banking products loans, commitments to lend and other contingent liabilities, such as letters of credit and in “traded products” — forward contracts, derivative contracts such as forwards, swaps and options, and repo transactions and securities borrowing and lending relationships. Positions in “tradable assets” such as bonds and equities, including both direct holdings and synthetic positions through derivatives, also carry credit risk, but where theytransactions.

Some of these products are heldaccounted for trading andon an amortized cost basis while others are marked to market they fall under the market risk limits and controls described under “Market risk” on page 71 below. For completeness, they are included, where applicable,recorded in the credit risk exposures reported in “Compositionfinancial statements at fair value. Banking products are generally accounted for on an amortized cost basis, but loans which have been originated by the Group for subsequent syndication or distribution via the cash markets are carried at fair value. Within traded products, OTC derivatives are carried at fair value, while repos and securities borrowing and lending transactions are carried at amortized cost. Regardless of credit exposures” on pages 63 to 68 below.
     Creditthe accounting treatment, all banking and traded products are governed by the same risk management and control at UBS is governed by aframework – the Group Credit Policy Framework and byour detailed credit policies and procedures developed for the Group and within the Business Groups.procedures.
     To ensure a consistent and unified approach with appropriate checks and balances, allAll Business Groups wheretaking material credit risk is taken have independent credit risk control (CRC) functions.units, headed by Chief Credit Officers (CCOs) reporting functionally to the Group CCO. They are headed by chiefresponsible for counterparty ratings and credit officers (CCOs) reportingrisk assessment. Credit risk authority, including authority to establish allowances and provisions or credit valuation adjustments for impaired claims, is vested in the Chairman’s Office and the GEB and from there is further delegated on an ad personam basis to the Group CCO and credit officers in the Business Groups. The level of credit authority delegated to Business Group senior management.authority holders varies according to the quality of the counterparty and any associated security, and takes into account the seniority and experience of the individual.

Credit risk of counterparties and groups

We set limits on our credit exposure to both individual counterparties and counterparty groups. In the Investment Bank, where it is most relevant, we differentiate between “take and hold” and “temporary” exposures, the latter being those accepted with the intention of syndicating, selling or hedging within a short period.

We manage and control concentrations of credit risk wherever we identify them, in particular to individual counterparties and groups and to industries and countries. Disciplined processes are in place within the Business Groups and centrally,Corporate Center to ensure prompt identification, accurate assessment, proper approval and consistent monitoring and reporting of credit risk. Senior business management, the GEB and the Chairman’s Office are provided with regular, standardized reports of aggregate Business Group credit risk exposure by the CRC organization as part of a comprehensive risk reporting framework.
     The approval and monitoring of new counterparties, and of new transactions giving rise to

credit risk, plays a central part in the risk control process. Credit approval authority is exercised within the independent CRC functions by authorized credit officers. The notional amount of their authority is dependent on the quality of the counterparty and any security, and on the experience and seniority of the credit officer.
     The CRC functions continuously monitor the credit quality of counterparties and our exposure to them, and the credit risk profile of the Business Group portfolios. CRC has authority over counterparty rating, credit risk assessment and approval, and the establishment of allowances and provisions.

Credit risk of counterparties and groups

We restrict our credit exposure to both individual counterparties and counterparty groups by credit limits. The size of limit depends on our assessment of their financial strength, particularly their sustainable free cash flow to service obligations, and on the economic environment, industry position and qualitative factors such as management strength.
     In UBS Warburg, where it is most relevant, we differentiate between “take and hold” exposure and “temporary” exposure — exposure accepted with the intention of syndicating, selling or hedging it within a short period. The business is given more authority for temporary exposures but, in return, the exposures are subject to portfolio stress limits as explained under “Statistical and stress loss” on page 61.
Exposure against limits is measured for banking products as the face value amount of the loan or commitment. For most traded products we determine the future exposure profile by modeling the potential evolution of the value of the portfolio of trades with each counterparty over its life (potential credit exposure), taking into account legally enforceable close outclose-out netting agreements where applicable (see Note 23 to the UBS Group Financial Statements).applicable. Credit limits for individual counterparties are applied to the “maximum likely exposure”, a statistical measure derived from


59


this model.

Capital and Risk Management
Risk Analysis

this analysis, a 95% confidence statistical measure of the exposure in each counterparty portfolio.

     This way of measuring exposure is broadly consistent with accounting and regulatory rules — but it does not provide a fully comparable measure of risk across different products and tenors. UBS WarburgThe Investment Bank has thereforealso developed, primarily as a management tool at this stage, a measure of “standalone credit Value at Risk” which translates all exposures into a benchmark loan equivalent, against which maximumtaking into account expected changes in exposure profile of traded products and credit rating migration of the counterparty. Maximum counterparty concentration guidelines are set for each rating. Whenever a guidelinerating class. Credit exposure is or could be, exceeded as a result of new transactions or a rating downgrade,monitored against these guidelines and exposure reduction is triggered. This may be achieved through syndication, sale or hedging. For further detail of our hedging program see page 65.may be required if a guideline is exceeded.

Credit portfolio risks

Portfolio measures of credit risk

In the Financial Statements, we report credit loss expense according to International Financial Reporting Standards (IFRS). Under these rules, losses are recognized and charged to the Financial Statements in the period when they arise (see “Provisioning policies” on page 62, and Notes 1 and 9 to the UBS Group Financial Statements). By contrast, in our segment and business unit reporting, we reflect the fact that creditCredit risk exists in every credit engagement, and that credit loss expenseslosses must be expected as an inherent cost of doing business.

Expected loss

The But the occurrence of actual credit losses is erratic in both timing and amount and those that arise usually relate to transactions entered into in previous accounting periods. In order to makereflect the business accountable for anyfact that future credit losses they suffer and to give them the incentive to align their credit decisions and risk-adjusted pricing with the medium-term risk profile of their credit transactions,are implicit in today’s portfolio, we use the concept of “expected loss”.

Expected loss

     For UBS, expectedExpected loss is a forward-looking, statistically based measure intended to reflectconcept from which we estimate the annual costs that will arise, on average over time, from positions in the current portfolio that become impaired. It is derived from the probability that a given counterparty will default, our current and likely future exposure to that counterparty and the likely severity of the loss should default occur.

UBS internal rating scale and
mapping to external ratings

Moody'sStandard
Investorand
UBSServicesPoor's
RatingDescriptionequivalentequivalent

0 and1
InvestmentAaaAAA
2
gradeAa1 to Aa3AA+ to AA-
3
A1 to A3A+ to A-
4
Baa1 to Baa2BBB+ to BBB
5
Baa3BBB-

6
Sub-investmentBa1BB+
7
gradeBa2BB
8
Ba3BB-
9
B1B+
10
B2B
11
B3B-
12
Caa to CCCC to C

13
Impaired and   DD
14
defaultedDD

     TheWe assess the default probabilitiesof individual coun-terparties are assessed by means ofcounterparties using rating tools tailored to the various categories of counterparty. For the major part of the business within UBS Wealth Management & Business Banking,counterparty, and from these we usederive a statistical approach or “score card” to form groups of clients with similar propensity to default. UBS Warburg, with its less homogeneous client base, uses an approach under which credit officers assess the credit standing of counterparties based on guidelines and an analytical format or “template”, designed to ensure consistency of ratings across the Business Group. In all cases, the analysis is founded on an assessment of both financial ratios and qualitative factors. The result of this counterparty specific analysis is expressed as a rating.

Clients are segmented into 15 rating classes, two being reserved for assets that are already impaired or defaulted. The UBS rating scale, which is shown in the table above,on page 48, is not only an ordinal ranking of our counterparties;counterparties – we have assigned to each rating class a fixed probabilityrange of default probabilities, and thus, in principle, clients migrate between rating classes as our assessment of their probability of default changes. As shown in the table, above, we map the ratings of the major rating agencies to our rating classes based on the long-term average default observationsobser-



47


Financial Management
Credit risk

UBS internal rating scale and mapping
to external ratings

UBSMoody’s InvestorStandard & Poor’s
RatingDescriptionServices equivalentequivalent
0 and 1
Investment gradeAaaAAA
2
Aa1 to Aa3AA+ to AA–
3
A1 to A3A+ to A–
4
Baa1 to Baa2BBB+ to BBB
5
Baa3BBB–
6
Sub-investment gradeBa1BB+
7
Ba2BB
8
Ba3BB–
9
B1B+
10
B2B
11
B3B–
12
Caa to CCCC to C
13
Impaired and defaultedDD
14
DD

vations for each external grade. Observed defaults per rating category vary year-on-year, and especially over an economic cycle, and therefore this mapping does not therefore,


60


imply that UBS expects this number of defaults in any given period.

We determineexposure at defaultbased on the expected outstandingamounts owed at the time of default,default. For traded products, for example, for traded productsthis is based on the expected exposure profile, derived from the same model as forthe maximum likely exposure used to measure credit limit utilization (see “Credit risk of counterparties and groups” on page 59).utilization.
Loss severity orloss given defaultis assessed based (LGD) represents our expectation of the extent of loss on a setclaim should default occur. It is expressed as percentage loss per unit of assumptions, taking into account theexposure and typically varies by type of counterparty, type and seniority of the claim, and availability of collateral or other credit mitigation where available.mitigation.
     Expected loss, at both transaction and counterparty level, is the product of the probability of default, the exposure at default and the loss given default.
     The conceptThis measurement of expected loss and its components form the basis for various business applications within UBS: individual credit policies refer to counterparty rating classes to determine, for example, the maximum tenor allowed for OTC derivative transactions; the rating concept is used to define credit authorities granted to individual credit officers across the Group; and expected loss is used in valuing the OTC derivative books to account for the credit risk assumed in these trades. UBS’s internal measurement framework isbroadly consistent with the concepts of Basel II under which future minimum regulatory capital requirements for credit risk will be determined.
     ForExpected loss is the basic measure for quantifying credit risk in all our credit portfolios. Not only is it an important risk indicator in itself, it is also the starting point for further details of how we use expectedportfolio analyses (statistical and stress loss). Additionally, for products carried at amortized cost, it is used for risk adjusted pricing, and to assess credit loss for management accounting purposes, which differs from the credit loss expense reported in our segment reporting, please see the “Credit loss expense” section on page 39 and 40 of the Financial Report 2002 and Note 2a to the UBS Group Financial Statements.financial statements.

Statistical and stress loss

Our credit portfolio is heterogeneous, varying significantly in terms of client type, sector, geographical diversity and the size of exposures. For the assessment of both statistical loss and



Total credit exposure

                         
 
  Wealth Management  Business Banking Switzerland 
     
CHF million
  31.12.04   31.12.03   31.12.02   31.12.04   31.12.03   31.12.02 
 
Loans utilization (gross)  43,571   36,238   29,615   137,147   138,534   139,491 
 
Contingent claims  3,444   3,154   4,238   7,570   8,270   7,210 
 
Unutilized committed lines  669   408   350   1,275   1,392   1,634 
 
Total banking products  47,684   39,800   34,203   145,992   148,196   148,335 
 
Unsecured OTC products  0   0   0   1,226   1,385   1,682 
 
Other derivatives (secured or exchange-traded)  2,087   853   563   322   337   149 
 
Securities lending / borrowing  0   0   0   3,953   1,093   917 
 
Repo / reverse-repo  1   0   0   37   26   14 
 
Total traded products3
  2,088   853   563   5,538   2,841   2,762 
 
Total credit exposure, gross
  49,772   40,653   34,766��  151,530   151,037   151,097 
 
Total credit exposure, net of allowances and provisions
  49,744   40,637   34,697   149,213   147,911   147,141 
 
1 Includes Global Asset Management and Corporate Center including Private Banks & GAM.  2 Excludes CHF 764 million from Industrial Holdings for the year ended 31 December 2004.  3 Traded products exposure is based on internal measurement methodology.

48


Financial Management

stress loss it is therefore analyzed initially in material credit portfolios, we make an initial analysis based on sub-portfolios with more homogeneous characteristics.

We aggregate statistical loss across these portfolios using our own proprietary “creditcredit Value at Risk”Risk (credit VaR) methodology. This provides an indication of the level of risk in the portfolio and the way it changes over time.
Modeling extreme credit losses is complex because they are driven much less by systematic factors than is generally the case for market risk. We apply scenarios which allow us to assess the

impact of variations in bankruptcy/default rates and asset values, taking into account risk concentrations in each portfolio, and we report results to senior management. In UBS Warburg, we apply limits to stress exposure. For “temporary” exposures we use a scenario for the measurement of stress loss that combines market (credit spread) shocks and increased default rates. For “take and hold” exposures we apply only increased default rates, but taking account of portfolio concentrations.portfolio. We also measure and report industry and geographical contributions to stress loss results.

Composition of credit exposures

Our credit exposure arises principally in Wealth Management & Business Banking and Investment Bank and, to a lesser extent, in Wealth Management USA.

The credit exposure of Wealth Management & Business Banking is mainly comprised of traditional loans to private individuals and corporations. Loans to private individuals are typically secured by either residential real estate or portfolios of marketable securities. Loans to corporations may, depending on our assessment of the credit capacity and quality of the borrower, be extended on an unsecured basis, but often benefit from collateral in the form of real estate or other assets.
In Investment Bank, credit exposure arises from both traditional banking products and traded products. Traded prod-

ucts exposure to lower rated counterparties is generally collateralized or otherwise supported.

The table below provides an overview of the aggregate credit exposure of UBS in gross terms, i.e. without recognition of credit hedges, collateral or other risk mitigation.

Wealth Management & Business Banking

Wealth Management & Business Banking’s gross loans on 31 December 2004 amounted to CHF 181 billion. Loans to customers increased by CHF 5.9 billion – secured lending in Wealth Management rose by CHF 7.3 billion while Business Banking’s loan book fell by CHF 1.4 billion. 71% or CHF 129 billion of gross loans are secured by real estate. The pie chart below shows that exposure to the real estate sector is well

(PIE CHART)



                                                             
 
  Wealth Management &             
  Business Banking  Investment Bank  Wealth Management USA  Others1  UBS 
   31.12.04   31.12.03   31.12.02   31.12.04   31.12.03   31.12.02   31.12.04   31.12.03   31.12.02   31.12.04   31.12.03   31.12.02   31.12.04   31.12.03   31.12.02 
 
   180,718   174,772   169,106   68,653   55,154   61,449   14,652   13,116   12,857   5,495   4,953   5,689   269,5182  247,995   249,101 
 
   11,014   11,424   11,448   3,391   3,201   4,407   274   355   430   215   583   309   14,894   15,563   16,594 
 
   1,944   1,800   1,984   51,224   44,670   36,439   0   80   811   0   73   72   53,168   46,623   39,306 
 
   193,676   187,996   182,538   123,268   103,025   102,295   14,926   13,551   14,098   5,710   5,609   6,070   337,580   310,181   305,001 
 
   1,226   1,385   1,682   53,372   53,649   55,002   0   0   0   329   573   0   54,927   55,607   56,684 
 
   2,409   1,190   712   15,741   14,535   10,850   0   1   3   0   0   0   18,150   15,726   11,565 
 
   3,953   1,093   917   27,301   22,220   11,962   0   0   0   0   0   0   31,254   23,313   12,879 
 
   38   26   14   20,305   19,546   21,744   171   151   439   0   0   0   20,514   19,723   22,197 
 
                                                             
   7,626   3,694   3,325   116,719   109,950   99,558   171   152   442   329   573   0   124,845   114,369   103,325 
 
   201,302   191,690   185,863   239,987   212,975   201,853   15,097   13,703   14,540   6,039   6,182   6,070   462,425   424,550   408,326 
 
   198,957   188,548   181,838   239,529   212,195   200,697   15,079   13,675   14,498   5,977   6,178   6,061   459,542   420,596   403,094 
 

49


Financial Management
Credit risk

(BOX CHART)

Wealth Management & Business Banking:
distribution of banking product exposure across counterparty rating and loss given default (LGD) buckets

                         
 
      Loss given default buckets  Weighted 
CHF million Gross exposure  0–25%  26–50%  51–75%  76–100%  average LGD(%) 
 
0  1,057   156   244   632   25   48 
 
1  405   2   228   167   8   45 
 
2  22,463   17,209   4,371   827   56   24 
 
3  14,674   8,442   3,482   2,386   364   30 
 
4  7,812   659   4,977   2,159   17   40 
 
5  97,325   85,137   7,729   2,313   2,146   27 
 
6  12,090   2,396   7,830   1,742   122   36 
 
7  14,120   1,473   9,737   1,673   1,237   40 
 
8  11,713   446   9,216   1,782   269   38 
 
9  5,257   321   3,778   1,053   105   40 
 
10  1,307   234   639   420   14   41 
 
11  564   321   101   116   26   35 
 
12  735   272   298   161   4   36 
 
Total non-impaired
  189,522   117,068   52,630   15,431   4,393   30 
 
Investment grade  143,736   111,605   21,031   8,484   2,616     
 
Sub-investment grade  45,786   5,463   31,599   6,947   1,777     
 
Impaired and defaulted  4,154                     
 
Total banking products
  193,676                     
 

50


Settlement risk
Financial Management

UBS is exposed

diversified with 45% of loans being secured on single-family homes and apartments, which, historically, have exhibited a low risk profile. The 15% of exposure secured on residential multi-family homes consists of rented apartment buildings. Loans and other credit engagements with individual clients, excluding mortgages, are predominantly extended against the pledge of marketable securities to settlement riskwhich we apply conservative standards in determining the amount we are prepared to lend against them.

Unsecured loans consist predominantly of exposures to corporate clients. They are widely spread across rating categories and industry sectors, reflecting our position as a consequencemarket-leading lender to this segment of predominantly small- to medium-sized enterprises in Switzerland. During 2004 we have

continued to focus on improving the quality of our credit portfolio, reducing both individual and sector concentrations.

The table on the previous page shows credit exposure across counterparty ratings and loss given default (LGD) buckets. The concentration in the rating grade 5 and LGD bucket 0–25% reflects the dominant residential mortgage business.

Investment Bank

A substantial majority of the Investment Bank’s credit exposures falls into the investment grade category (internal counterparty rating grades 0 to 5), both for banking products gross (63%) and for traded products (95%). The counterparties are primarily sovereigns, financial institutions, multinational corporate clients and investment funds.



Investment Bank: credit hedging, banking products

                         
 
  As at 31.12.04 
      Funded risk      Specific allowances      Nominal 
      participations and      for credit loss and  Adjusted  amount of credit 
CHF million Gross exposure1  cash collateral  Risk transfers2  loan loss provisions  credit exposure  protection bought3 
 
Investment grade  54,316   (212)  888   0   54,987   19,041 
 
Sub-investment grade  31,295   (221)  (882)  0   30,193   2,806 
 
Impaired and defaulted  794   0   (6)  (410)  391   0 
 
Total banking products exposure
  86,405   (433)  0   (410)  85,571   21,847 
 
1 Gross exposure includes contingent claims and unutilized committed lines, but excludes CHF 36,863 million made up of cash collateral posted by UBS against negative replacement values and traded products and other reconciling items caused by different accounting (IFRS) treatment.  2 Risk transfers include unfunded risk participations. Risk participations are shown as a reduction in exposure to the original borrower and corresponding increase in exposure to the participant bank.  3 Notional amount of credit protection bought on adjusted credit exposure positions. Includes credit default swaps (CDSs) and the funded portion of structured credit protection purchased through the issuance of credit linked notes (CLNs).

Note: Columns cannot be totaled as adjusted credit exposure is set to zero in case of over-hedging.

Investment Bank: distribution of banking products exposure across counterparty rating
and loss given default (LGD) buckets

                             
 
      Exposure after                  Weighted 
  Adjusted  application of  Loss given default buckets  Average 
CHF million credit exposure  credit hedges1  0–25%  26–50%  51–75%  76–100%  LGD(%) 
 
Not rated  13   13       5   8       50 
 
0 and 1  1,312   1,135   30   1,105           49 
 
2  11,969   10,490   218   9,455   796   21   50 
 
3  18,449   14,605   2,494   11,363   255   493   43 
 
4  13,257   7,052   66   6,833   73   80   50 
 
5  9,987   4,755   860   3,805   90   0   41 
 
6  3,748   2,424   1,107   1,267   4   46   29 
 
7  9,136   8,902   7,718   1,131   53   0   11 
 
8  6,213   6,021   4,910   1,026   5   80   13 
 
9  4,164   3,565   855   2,452   230   28   35 
 
10  4,059   3,945   522   2,589   624   210   43 
 
11  2,388   2,382   390   1,550   442   0   46 
 
12  485   350   239   111   0   0   21 
 
Total non-impaired loans
  85,180   65,639   19,409   42,692   2,580   958   37 
 
Investment grade  54,987   38,050   3,668   32,566   1,222   594     
 
Sub-investment grade  30,193   27,589   15,741   10,126   1,358   364     
 
Impaired and defaulted  391   391   12   333   19   27     
 
Total banking products
  85,571   66,030   19,421   43,025   2,599   985   37 
 
of which: temporary exposure      14,282   238   12,557   1,111   376     
 
1 Exposure after application of credit hedges: adjusted credit exposure less nominal amount of credit protection bought.

51


Financial Management
Credit risk

The Investment Bank’s total banking products exposure on 31 December 2004 was CHF 123 billion, as reported in accordance with IFRS, of which CHF 69 billion was loans, compared with CHF 103 billion total and CHF 55 billion loans on 31 December 2003 and CHF 102 billion total and CHF 61 billion loans on 31 December 2002. Part of the increase of CHF 20 billion over the course of 2004 was the result of our expanding prime brokerage and equity finance businesses, and part reflects increased underwriting activity as we capitalized on our strengthened business franchise in advising corporate clients. Note that disclosures in this section present the credit exposure from a risk management and control perspective, which differs from disclosure under IFRS. In particular, gross banking products exposure in risk terms amounts to CHF 86.4 billion, a difference of CHF 36.9 billion to the CHF 123.3 billion reported for the Investment Bank in the table on page 49. This difference is mainly made up of cash collateral posted by UBS against negative replacement values and other positions

which, from a risk perspective, do not classify as loans but where the underlying credit risk is incorporated into our traded products measurement methodologies. On the other hand, in our internal risk control view we consider certain US residential mortgage financing conducted under repo-/reverse repo-like agreements as banking product exposures.

In the last few years, the Investment Bank has engaged in a substantial credit risk hedging program through which we have hedged our banking product exposure. This was achieved mainly by transferring the underlying risk to high-grade market counterparties using single name credit default swaps. In 2004 we also created credit-pooling vehicles to transfer a portion of our global credit risk portfolio via credit linked notes to outside investors. The table on page 51 shows that on 31 December 2004 an amount of CHF 21,847 million of credit hedges was in place against our banking products exposure. To illustrate the effects of credit hedging and other risk mitigation, the rating distribution graph below shows exposures



(BAR GRAPHS)

52


Financial Management

before and after application of risk mitigants. Additionally, in the matrix on page 51, we show the distribution of Investment Bank’s banking products exposure after application of risk mitigants across rating grades and LGD buckets. LGDs in this portfolio are assigned based on benchmark LGDs which are 40% for senior secured claims, 50% for senior unsecured claims and 70% for subordinated claims. There is thus a concentration in the 26–50% bucket. The significant exposure in the sub-investment grade 0–25% bucket is mainly comprised of short term loans to US mortgage originators, secured on their mortgage portfolios, pending securitization. Note that exposure distribution across counterparty ratings shown elsewhere in this section refers only to gross exposure and probability of default, without reference to the likely severity of loss or loss mitigation from collateral or credit hedges.

Banking products exposure after application of credit hedges continues to be widely diversified across industry sectors. At 31 December 2004, the largest exposure (36%) was to financial institutions. Our well established and disciplined credit underwriting and distribution standards, our focus on asset quality and our avoidance of risk concentrations continued to be the cornerstones of our risk management strategy in an increasingly competitive landscape.
A significant proportion of the Investment Bank’s credit risk arises from its international transactional businesses. trading and risk management activities and from the provision of risk management solutions to clients, which includes the use of derivative products. Transactions with counterparties of lower quality are generally conducted on a secured basis or for short tenors only. In line with general market trends, we have also entered into bilateral collateral agreements with other major banks and financial institutions to mitigate the potential concentrations of exposure arising from industry consolidation and the continuing increase in volumes of OTC derivatives traded.
The graph below shows the Investment Bank’s traded products exposure by counterparty rating on 31 December 2004.

Further details of derivative instruments are provided in note 23 to the financial statements and details of securities borrowing, securities lending, repurchase and reverse repurchase activities can be found in note 10 to the financial statements.

Wealth Management USA

Consistent with a business focus on regulated, collateralized lending to high net worth individuals, credit risk in the Wealth Management USA portfolio is comparatively low. The lending portfolio on 31 December 2004 amounted to CHF 14.7 billion, spread across more than 100,000 individual positions, widely dispersed across the US. In order to provide a broader range of services to our US clients, we opened UBS Bank USA in late 2003. In 2004, its first full year of operation, it has become one of the 50 largest banks in the US with one of the fastest growing loan books.

Settlement risk

Settlement risk arises in transactions involving the exchange of valuesvalue when we must honor our obligation to deliver cash or securities without first being able to determine that we have received the counter-value. ThisThe most significant element of our settlement risk is particularly significant inarises from foreign exchange and precious metals transactions, and we limit and monitor the risk on a continuous basis against settlement limits for each counterparty based on our assessment of their credit standing. Settlement risk reduction is a high priority and we continue to work to achieve shorter settlement cycles from payment release to reconciliation, and to reduce exposure by establishing risk reduction arrangements with counterparties, such as payment netting and covered settlements.

     UBS participates in payment and securities clearing houses, and was a founder member ofbut the Continuous Linked Settlement (CLS) system, an industry initiative which established a global clearing house, CLS Bank,has now been in operation for over two years, allows transactions to settle foreign exchange transactionsbe settled on a delivery versus payment basis.basis, eliminating settlement risk. The volume of transactions settled through CLS went live in mid-October 2002has continued to increase throughout 2004, and has substantially reduced both settlement and systemic risks faced by UBS and other majorfourth quarter the proportion of our foreign exchange trading banks. We expect more reductions as further banks joinbusiness being settled in this way had increased to 57% from 50% in fourth quarter 2003. Of the system indirectlytransactions settled through settlement members,CLS, 82% by volume were with CLS Settlement Members and as the rangeremainder with so-called Third Party Members, who settle their eligible trades via CLS Settlement Members. While the number of currencies cleared by CLS Settlement Members is increased.relatively stable, the



(BAR CHART)

53

Country risk


The CRC function at

Financial Management
Credit risk

Emerging market exposure by major geographical area and product type

                                                 
 
CHF million Total  Banking products  Traded products  Tradable assets
As at  31.12.04   31.12.03   31.12.02   31.12.04   31.12.03   31.12.02   31.12.04   31.12.03   31.12.02   31.12.04   31.12.03   31.12.02 
 
Emerging Europe  2,878   1,833   2,005   683   441   390   955   606   532   1,240   786   1,083 
 
Emerging Asia  11,853   7,721   4,755   4,790   2,416   2,189   2,438   1,113   1,179   4,625   4,192   1,387 
 
Latin America  1,646   1,849   1,711   193   425   618   319   568   330   1,134   856   763 
 
Africa / Middle East  2,219   2,363   2,205   842   882   979   842   1,083   818   535   398   408 
 
Total  18,596   13,766   10,676   6,508   4,164   4,176   4,554   3,370   2,859   7,534   6,232   3,641 
 

number of Third Party Members we deal with has nearly doubled in 2004. CLS does not, of course, eliminate the Corporate Center assignscredit risk arising on foreign exchange transactions from changes in exchange rates prior to settlement, which we continue to measure and control as for other traded products, as described on page 47 under credit risk of counterparties and groups.

Country risk

We assign ratings to all countries to which we have exposure. Like the counterparty ratings, the sov-


61


Capital and Risk Management
Risk Analysis


ereignSovereign ratings express the probability of the occurrence of a country risk event that would lead to an impairment of UBS’s exposures.our claims. The default probabilities and the mapping to the ratings of the major rating agencies are the same as for counterparty credit risks (see table on page 60)48), the three lowest ratings being designated “distressed”.

For all countries rated 3 and below, we closely monitor exposure withinset country risk ceilings approved by the Chairman’s Office.Office or under delegated authority. The country risk ceiling is a primary limit forapplies to all transactions with counterparties in these countries, and extension of credit may be denied on the basis of a country risk ceiling, even if there are adequate counterparty limits are available. Within this group of countries, those that have yet to reach a mature stage of economic, financial, institutional, political and social development or have significant potential for economic or political instability are defined as emerging market countries. The country data provided on this page cover only emerging market countries and not all countries which are subject to ceilings.
Counterparty defaultdefaults resulting from multiple insolvencies (systemic risk) or general prevention of payments by authorities (transfer risk) isare the most significant long-term effecteffects of a country crisis, but in our internal measurement and control of country

(PIE CHART)

risk we also consider the probable financial impact of market disruptiondisruptions arising prior to, during and following a country crisis, incrisis. These might take the form of severe falls in the country’s markets and asset prices, longer-term devaluation of the currency, and potential immobilization of currency balances.

     We measure exposures against country ceilings in two ways. We use the traditional “nominal” measure based on exposures from banking products and traded products, including our own intra-Group cross-border positions, and exposure to issuers of tradable assets such as bonds and equities. This is the basis of regulatory and financial reporting, including the data provided on pages 68 and 69. We also measure the risk in terms of potential loss, including potential loss from market movements, reflecting the fact that the risk profiles of exposures can vary significantly depending on the type of product, any collateral, and the degree to which they have been hedged against market shocks. The potential loss based measure is the primary internal risk management and control tool.
We measure the potential financial impact of severe emerging markets crises by stress testing —testing. This entails identifying countries that may be subject to a potential crisis event, making conservative assumptions about potential recovery rates depending on the types of transaction involved and their economic importance to the affected countries, and thereby determining potential loss.

Country risk exposure

Our cross-border country risk exposure to emerging markets amounted to CHF 18.6 billion on 31 December 2004, compared with CHF 13.8 billion on 31 December 2003 and CHF 10.7 billion on 31 December 2002. Of this amount, CHF 13.9



Credit loss under conservative assumptions(expense) /recovery versus adjusted expected credit loss charged to the Business Groups

                         
CHF million Wealth Management Business Banking Switzerland
For the year ended  31.12.04   31.12.03   31.12.02   31.12.04   31.12.03   31.12.02 
 
Total banking products exposure at year end  47,684   39,800   34,203   145,992   148,196   148,335 
 
Credit loss (expense) / recovery  (1)  4   1   92   (71)  (239)
 
– as a proportion of total banking products exposure(bps)
  (0)  1   0   6   (5)  (16)
 
Adjusted expected credit loss charged to the Business Groups2
  (8)  (4)  (26)  (25)  (127)  (286)
 
– as a proportion of total banking products exposure(bps)
  (2)  (1)  (8)  (2)  (9)  (19)
 
1 Includes Global Asset Management and Private Banks & GAM.  2 See note 2 to the financial statements of recovery rates for individual products.the 2004 Financial Report.

54


Financial Management

billion or 75% is to investment grade countries, compared to 62% a year earlier. The potential loss under this stress loss measure is subjectgrowth of CHF 4.8 billion in total emerging markets exposure arose to a limit approved bylarge extent in Asia as we actively sought and captured market opportunities in targeted countries we consider to have long-term potential.

The table and graph on the Board of Directors.

     We defineprevious page analyze the cross-border emerging market countries as countries which have yetcountry exposures by country rating category, by major geographical area and by product type on 31 December 2004 compared to reach a mature stage of economic, financial, institutional, political31 December 2003 and social development or where there is significant potential for economic or political instability. All emerging market countries are subject to country ceilings. The country data provided on pages 6831 December 2002.

Impairment and 69 covers only emerging market countries and not all countries which are subject to ceilings.provisioning policies

Provisioning policies

UBS classifiesWe classify a claim as impaired if the book valuewe consider it probable that we will suffer a loss on that claim as a result of the claim exceeds the present value of the cash flows actually expected in future periods —obligor’s inability to meet commitments (including interest payments, scheduled principal repayments or other payments due, (forfor example, on derivatives transactions),a derivative product or under a guarantee) according to the contractual terms, and including liquidationafter realization of collateral where available. Within this category, weany available collateral. We further classify loans carried at amortized cost as non-performing where payment of interest, principal or fees is overdue by more than 90 days. Non-performancedays and there is notno firm evidence that they will be made good by later payments or the determinantliquidation of collateral, or where insolvency proceedings have commenced or obligations have been restructured on concessionary terms.

The recognition of impairment although it may, in some circumstances, be the first evidencefinancial statements depends on the accounting treatment of impairment.the claim. For products carried at amortized cost, impairment is recognized through the creation of an allowance or provision, which is charged to the income statement as credit loss expense. For products recorded at fair value, impairment is recognized through a credit valuation adjustment, which is charged to the income statement through the net trading income line.
We have established policies to ensure that the carrying values of impaired claims are determined on a consistent and fair basis, especially for those impaired claims for which no market estimate or benchmark for the likely recovery value is available. Future cash flows considered recoverableThe credit controls applied to valuation and workout are discounted to presentthe same for both amortized cost and fair value in accordance with the principles of IAS 39. A provision is then made for the probable loss on the claim in question and charged to the income statement as credit loss expense.
products. Each case is assessed on its merits, and the work-outworkout strategy and estimation of cash flows considered recoverable are independently approved by the CRC function. The recovery valueCCO organization.

We also assess portfolios of mortgage loansclaims carried at amortized cost with similar credit risk characteristics for collective impairment. A portfolio is determined by capitalizing an economically sustainable rental yield, adjusted for the discount generally observed in forced liquidations, and related costs if the strategy is basedconsidered impaired on a foreclosure. For commercial exposures, enterprise valuecollective basis if there is determined from an assessmentobjective evidence to suggest that it contains impaired obligations but the individual impaired items cannot yet be identified. Note that such portfolios are not included in the totals of expected cash flows from future operations if recovery is likely to be successful,impaired loans in the table on page 56 / 57 or ofin note 9c in the liquidation value of the assets if bankruptcy proceedings are to be initiated against the borrower.

financial statements.
     AllowancesCollective loan loss allowances and provisions for credit losses also include a component for country risk. We


62


establish country-specific scenarios, which are kept under review and updated as necessary, to evaluate the extent to which the value of our banking and traded product exposure areexposures would be affected by country risk incidents or country-specific systemic risks. The appropriateAppropriate allowances and provisions are then determined by evaluating the type of credit exposure in the portfolio for each country and the loss severities that have been attributed to each exposure type. Furthermore,Where fair valued portfolios are affected by country risk, it is recognized in the fair values of individual claims.

Credit loss expense

Our financial statements are prepared in accordance with IFRS, under which credit loss expense charged to the financial statements in any period is the sum of net allowances and direct writeoffs minus recoveries arising in that period, i.e. the credit losses actually incurred. By contrast, in our internal management reporting and in the management discussion and analysis section of our financial report, we measure credit loss expense based on the expected loss concept described on page 47. To hold the Business Groups accountable for credit losses actually incurred, we additionally charge or refund them with the difference between actual credit loss expense and expected loss, amortized over a three-year period. The difference between the amounts charged to the Business Groups (“adjusted expected credit loss”) and the credit loss expense recorded at Group level is reported in Corporate Functions (see note 2 to the financial statements).

The table below shows both credit loss expense recorded under IFRS, and the adjusted expected credit loss charged to the Business Groups. The discussion which follows covers only the credit loss expense recorded under IFRS.



                                                             
 
  Wealth Management &             
  Business Banking  Investment Bank  Wealth Management USA  Others1  UBS 
   31.12.04   31.12.03   31.12.02   31.12.04   31.12.03   31.12.02   31.12.04   31.12.03   31.12.02   31.12.04   31.12.03   31.12.02   31.12.04   31.12.03   31.12.02 
 
   193,676   187,996   182,538   123,268   103,025   102,295   14,926   13,551   14,098   5,710   5,609   6,070   337,580   310,181   305,001 
 
   91   (67)  (238)  240   (4)  126   3   (3)  (15)  (58)  2   12   276   (72)  (115)
 
   5   (4)  (13)  19   (0)  12   2   (2)  (11)  (102)  4   20   8   (2)  (4)
 
   (33)  (131)  (312)  (7)  (55)  (90)  (5)  (8)  (13)  (6)  (2)  (2)  (51)  (196)  (417)
 
   (2)  (7)  (17)  (1)  (5)  (9)  (3)  (6)  (9)  (11)  (4)  (3)  (2)  (6)  (14)
 

55


Financial Management
Credit risk

(LINE GRAPH)

In 2004, we experienced a net credit loss recovery of CHF 276 million, compared to net credit loss expense of CHF 72 million in 2003 and CHF 115 million in 2002. This favorable result was achieved in a period which saw a very sanguine environment for credit markets globally. Economic expansion in the US provided a strong stimulus for growth worldwide. Almost without exception, credit spreads contracted in all the major developed and emerging capital markets, as healthy expansion of cash flows allowed the corporate sector to de-leverage and build liquidity.

Net credit loss recovery at Wealth Management & Business Banking amounted to CHF 91 million in 2004 compared to net credit loss expenses of CHF 67 million in 2003 and CHF 238 million in 2002. Our domestic credit portfolio demonstrated strong resilience in a Swiss economic environment which saw a 9.2% increase in corporate bankruptcies compared to 2003 (see the graph on this page). The measures taken in recent years to improve the quality of our credit portfolio have resulted in lower levels of new defaults and our success in managing the impaired portfolio has resulted in a higher than anticipated level of recoveries.

The Investment Bank experienced a net credit loss recovery of CHF 240 million in 2004, compared to net credit loss expense of CHF 4 million in 2003 and credit loss recovery of CHF 126 million in 2002. This continued strong performance was the result of minimal exposure to new defaults and strong recoveries of previously established allowances and provisions. Releases in country allowances and provisions were due partly to exposure reductions in the affected countries and partly to a more favorable outlook for emerging market economies. There was also a partial release of a sizeable allowance for a corporate counterparty which managed a turnaround during 2004.



Allowances and provisions for credit risk

                         
CHF million Wealth Management Business Banking Switzerland
As at  31.12.04   31.12.03   31.12.02   31.12.04   31.12.03   31.12.02 
 
Due from banks  300   738   701   3,052   2,574   2,591 
 
Loans  43,271   35,500   28,914   134,095   135,960   136,900 
 
Total lending portfolio, gross
  43,571   36,238   29,615   137,147   138,534   139,491 
 
Allowances for credit losses  (28)  (16)  (66)  (2,135)  (2,876)  (3,649)
 
Total lending portfolio, net
  43,543   36,222   29,549   135,012   135,658   135,842 
 
Impaired lending portfolio, gross  10   8   17   4,171   6,382   8,347 
 
Estimated liquidation proceeds of collateral for impaired loans  (2)  0   0   (1,678)  (2,460)  0 
 
Impaired lending portfolio, net of collateral
  8   8   17   2,493   3,922   8,347 
 
Allocated allowances for impaired lending portfolio  7   8   14   2,038   2,822   3,559 
 
Other allowances and provisions  21   8   55   279   304   397 
 
Total allowances and provisions for credit losses
  28   16   69   2,317   3,126   3,956 
 
of which allowances and provisions for country risk
  15   8   51   119   110   464 
 
                         
Non-performing loans  4   2   4   3,161   4,418   5,028 
 
Allowances for non-performing loans  4   0   2   1,883   2,346   2,747 
 
                         
Ratios
                        
 
Allowances and provisions as a % of lending portfolio, gross  0.1   0.0   0.2   1.7   2.3   2.8 
 
Impaired as a % of lending portfolio, gross  0.0   0.0   0.1   3.0   4.6   6.0 
 
Allocated allowances as a % of impaired lending portfolio, gross  70.0   100.0   82.4   48.9   44.2   42.6 
 
Allocated allowances as a % of impaired lending portfolio, net of collateral  87.5   100.0   82.4   81.7   72.0   42.6 
 
Non-performing loans as a % of lending portfolio, gross  0.0   0.0   0.0   2.3   3.2   3.6 
 
Allocated allowances as a % of non-performing loans, gross  100.0   0.0   50.0   59.6   53.1   54.6 
 
1 Includes Global Asset Management, Private Banks & GAM and Corporate Functions.  2 Excludes CHF 764 million from Industrial Holdings for the year ended 31 December 2004.

56


Financial Management

Impaired loans, allowances and provisions

As shown in the table below, allowances and provisions for credit losses decreased by 27%, to CHF 2,883 million on 31 December 2004 from CHF 3,954 million on 31 December 2003 and CHF 5,232 million on 31 December 2002. Note 9b to the financial statements provide further details of the changes in allowances and provisions during the year. In accordance with IAS 39 we have specificassessed our portfolios of claims with similar credit risk characteristics for collective impairment. Allowances and provisions for collective impairment on 31 December 2004 amount to CHF 227 million, including CHF 161 million in allowances againstand provisions for country risk. Total allowances and provisions related to emerging market exposures were CHF 183 million on 31 December 2004, compared to CHF 262 million on 31 December 2003 and CHF 696 million on 31 December 2002.
Impaired loans have decreased to CHF 4,861 million on 31 December 2004 from CHF 7,209 million on 31 December 2003 and CHF 9,933 million on 31 December 2002. Over the same period, non-performing loans have also decreased, to CHF 3,696 million from CHF 4,901 million on 31 December 2003 and CHF 6,000 million on 31 December 2002. We applied a new definition of non-performing loans introduced by the Swiss regulator with effect from 31 December 2003. Prior period numbers have not been restated and are therefore com-

paratively lower than would otherwise be the case, which explains the relatively small reduction in countries that are subjectour non-performing loans portfolio between 31 December 2002 and 31 December 2003.

The ratio of impaired loans to a moratorium or have been rescheduled. The amount of such allowancestotal loans has improved continuously over the past three years to 1.8% on 31 December 2004 from 2.9% on 31 December 2003 and 4.0% on 31 December 2002, while the non-performing loans to total loans ratio improved to 1.4% on 31 December 2004 from 2.0% on 31 December 2003 and 2.4% on 31 December 2002. This continuing positive trend is determined case by case from an assessment oftestament to our success in applying stringent risk management and control throughout the amounts that we deemfirm, resulting in few new impaired and non-performing loans, and to be irrecoverable.our efforts to conclude proceedings and reach settlement on existing non-performing loans.
In general, Swiss practice is to write off loans only on final settlement of bankruptcy proceedings, sale of the underlying assets, or formal debt forgiveness. By contrast, US practice is generally to write off non-performing loans, in whole or in part, much sooner, thereby reducing the amount of such loans and corresponding provisions recorded. A consequence of applying the Swiss approach is that, for UBS, recoveries of amounts written off in prior accounting periods tend to be small, and the level of outstanding impaired loans and non-performing loans as a percentage of gross loans will tendtends to be higher than for our US peers.



Composition of credit exposures

Credit is an integral part of many of our business activities.

     The two main contributors to credit exposure are UBS Wealth Management & Business Banking and UBS Warburg. To a lesser extent, credit activities are also important to UBS PaineWebber.
     The credit exposure of UBS Wealth Management & Business Banking is mainly comprised of traditional loans to private individuals and corporations. Loans to private individuals are typically secured by either residential real estate or portfolios of marketable securities. Loans to corporations may, depending on our assessment of the credit capacity and quality of the borrower, be extended on an unsecured basis, but often benefit from collateral in the form of real estate or other assets.
     In UBS Warburg, credit exposure arises both from traditional banking products and from our trading activities, including swaps, options, forward contracts, repo transactions and securities lending and borrowing relationships (traded products). Exposure to lower rated counterparties is generally collateralized or otherwise supported.
     The table on this page provides an overview of the aggregate credit exposure of the UBS

                                                             
 
  Wealth Management &             
  Business Banking  Investment Bank  Wealth Management USA  Others1  UBS 
   31.12.04   31.12.03   31.12.02   31.12.04   31.12.03   31.12.02   31.12.04   31.12.03   31.12.02   31.12.04   31.12.03   31.12.02   31.12.04   31.12.03   31.12.02 
 
   3,352   3,312   3,292   26,559   24,486   24,495   1,532   1,493   1,327   3,313   2,733   3,797   34,7562  32,024   32,911 
 
   177,366   171,460   165,814   42,094   30,668   36,954   13,120   11,623   11,530   2,182   2,220   1,892   234,762   215,971   216,190 
 
   180,718   174,772   169,106   68,653   55,154   61,449   14,652   13,116   12,857   5,495   4,953   5,689   269,5182  247,995   249,101 
 
   (2,163)  (2,892)  (3,715)  (388)  (655)  (1,091)  (18)  (25)  (29)  (62)  (4)  (9)  (2,631)  (3,576)  (4,844)
 
   178,555   171,880   165,391   68,265   54,499   60,358   14,634   13,091   12,828   5,433   4,949   5,680   266,8872  244,419   244,257 
 
   4,181   6,390   8,364   557   791   1,531   18   25   29   105   3   9   4,861   7,209   9,933 
 
   (1,680)  (2,460)  0   (33)  (3)  0   0   (2)  0   (45)  0   0   (1,758)  (2,465)  0 
 
   2,501   3,930   8,364   524   788   1,531   18   23   29   60   3   9   3,103   4,744   9,933 
 
   2,045   2,830   3,573   380   599   932   18   25   29   62   4   9   2,505   3,458   4,543 
 
   300   312   452   78   (184)  224   0   3   13   0   0   0   378   496   689 
 
   2,345   3,142   4,025   458   780   1,156   18   28   42   62   4   9   2,883   3,954   5,232 
 
   134   118   515   49   144   181   0   0   0   0   0   0   183   262   696 
 
                                                             
   3,165   4,420   5,032   408   455   938   18   25   29   105   1   1   3,696   4,901   6,000 
 
   1,887   2,346   2,749   297   392   677   18   25   29   62   1   1   2,264   2,764   3,456 
 
                                                             
                                                             
 
   1.3   1.8   2.4   0.7   1.4   1.9   0.1   0.2   0.3   1.1   0.1   0.2   1.1   1.6   2.1 
 
   2.3   3.7   4.9   0.8   1.4   2.5   0.1   0.2   0.2   1.9   0.1   0.2   1.8   2.9   4.0 
 
   48.9   44.3   42.7   68.2   75.7   60.9   100.0   100.0   100.0   59.0   133.3   100.0   51.5   48.0   45.7 
 
   81.8   72.0   42.7   72.5   76.0   60.9   100.0   108.7   100.0   103.3   133.3   100.0   80.7   72.9   45.7 
 
   1.8   2.5   3.0   0.6   0.8   1.5   0.1   0.2   0.2   1.9   0.0   0.0   1.4   2.0   2.4 
 
   59.6   53.1   54.6   72.8   86.8   72.2   100.0   100.0   100.0   59.0   100.0   100.0   61.3   56.4   57.6 
 


Total exposure

                                     
  UBS Wealth Management       
  & Business Banking  UBS Warburg  UBS PaineWebber 
  
  
  
 
CHF million                           
As at 31.12.02  31.12.01  31.12.00  31.12.02  31.12.01  31.12.00  31.12.02  31.12.01  31.12.00 

Loans utilization (gross)  174,032   181,854   185,271   61,718   61,229   73,810   12,857   18,246   24,649 
Contigent claims  11,752   13,303   10,613   4,407   11,640   17,173   430   542     
Unutilized committed lines  1,984   2,520   3,574   36,439   47,355   49,936   811   715     

Total banking products  187,768   197,677   199,458   102,564   120,224   140,919   14,098   19,503   24,649 

Unsecured OTC products  1,682   1,961   883   55,002   64,416   61,340             
Other derivatives (secured exchange-traded)  712   2,317   1,638   10,850   12,150   8,994             
Securities lending  917   45   2,193   11,962   14,575   12,159             
Repo  14   67   650   21,744   18,948   22,183             

Total traded products2
  3,325   4,390   5,364   99,558   110,089   104,676             

Total credit exposure, gross  191,093   202,067   204,822   202,122   230,313   245,595   14,098   19,503   24,649 

Total credit exposure,                                    
net of allowances  187,369   196,557   197,042   200,620   227,949   242,873   14,069   19,469   24,629 
Total tradable assets3
  164   2,908   2,626   183,977   241,357   219,070             

[Additional columns below]

[Continued from above table, first column(s) repeated]

                         
  Other1  UBS Group 
  
  
CHF million                  
As at 31.12.02  31.12.01  31.12.00  31.12.02  31.12.01  31.12.00 

Loans utilization (gross)  763   655   786   249,370   261,984   284,516 
Contigent claims  5   2       16,594   25,487   27,786 
Unutilized committed lines  72   18       39,306   50,608   53,510 

Total banking products  840   675   786   305,270   338,079   365,812 

Unsecured OTC products              56,684   66,377   62,223 
Other derivatives (secured exchange-traded)              11,562   14,467   10,632 
Securities lending              12,879   14,620   14,352 
Repo              21,758   19,015   22,833 

Total traded products2
              102,883   114,479   110,040 

Total credit exposure, gross  840   675   786   408,153   452,558   475,852 

Total credit exposure,                        
net of allowances  840   670   781   402,898   444,645   465,325 
Total tradable assets3
  613   121   136   184,754   244,386   221,832 

1Includes UBS Global Asset Management and Corporate Center.     2 Traded products exposure is based on internal measurement methodology.     3 Tradable assets valuation: trading positions — net long, maximum default exposure; private equity — lower of cost or market; financial investments — fair value.

63


57

Capital and Risk Management
Risk Analysis


Group in nominal terms. For internal risk management and risk control purposes, we also measure credit risk in terms of statistical and stress loss, taking into account the size of the credit exposures, plus the quality of the counterparty, collateral and diversification effects, as explained on page 61.

UBS Wealth Management
& Business Banking

UBS Wealth Management & Business Banking’s gross loans to customers at 31 December 2002 amounted to CHF 174 billion, of which 69% or CHF 120 billion were secured by real estate. The pie chart to the right shows that exposure to the real estate sector is well diversified with 40% of loans being secured on single-family homes and apartments, which, historically, have exhibited a low risk profile. The 17% of exposure on residential multi-family homes consists of rented apartment buildings. Loans and other credit engagements with individual clients, excluding

(Wealth Mgmt & Bus. Banking)

mortgages, are predominantly extended against the pledge of marketable securities where UBS applies conservative standards to determine the advance value of the collateral.

     Unsecured loans consist predominantly of exposures to corporate clients. They are fairly widely spread across rating categories and industry sectors, which reflects UBS’s position as a market leading lender to this segment of


(Bus. Banking Switzerland)


64


UBS Wealth Management & Business Banking:
distribution of gross loans across counterparty rating and loss given default (LGD) buckets

                         
      Loss given default buckets  Weighted 
  Gross   
  Average 
CHF million Exposure  0-25%  26-50%  51-75%  76-100%  LGD(%) 

0  1,183   512   576   95   0   36 
1  476   388   48   39   1   31 
2  2,963   1,721   860   341   41   32 
3  35,555   18,017   8,579   3,771   5,188   33 
4  5,743   1,936   1,738   2,024   45   40 
5  81,954   75,014   4,184   1,775   981   27 
6  8,596   1,955   3,691   2,753   197   42 
7  10,953   3,055   4,825   1,654   1,419   43 
8  10,235   2,017   5,938   1,461   819   39 
9  5,987   1,257   3,494   843   393   40 
10  1,206   218   694   212   82   42 
11  341   53   208   54   26   41 
12  467   166   134   118   49   43 

Total  165,659   106,309   34,969   15,140   9,241   33 

Investment grade  127,874   97,588   15,985   8,045   6,256     
Sub-investment grade  37,785   8,721   18,984   7,095   2,985     
Impaired and defaulted  8,373                     

Total gross loans  174,032                     


predominantly small to medium sized enterprises in Switzerland. During 2002, our high credit underwriting standards and the continued relative strength of the Swiss economy have contributed to improved credit quality within the portfolio, with individual and sector concentrations having been further reduced.

     The table above depicts credit exposure across counterparty ratings and loss given default (LGD) buckets. LGD represents our expectation of the extent of loss on a transaction should default occur, and is expressed as percentage loss per unit of exposure. LGD typically differs by type of counterparty and claim, seniority and available collateral. The table shows a concentration in the rating grade 5 and 25% LGD buckets, reflecting the dominant residential mortgage business with a standard LGD rate of 25%.

UBS Warburg

A substantial majority of UBS Warburg counter-party exposures fall into the investment grade category (internal counterparty rating grades 0 to 5), both for banking products gross (66%) and for traded products (94%). The UBS Warburg counterparties are primarily sovereigns, financial institutions, multinational corporate clients and investment funds. In the last few

years, UBS Warburg has engaged in a substantial credit risk hedging program through which we have effectively reduced our banking products exposure by CHF 25.3 billion. This was achieved mainly by transferring the underlying risk to high grade market counterparties using credit default swaps. The table on the following page provides a view of the net banking products exposure, reflecting the effect of these credit risk hedging activities. In order to better illustrate the effects of credit hedging and other risk mitigation, we have expanded the 2002 columns in the rating distribution graph on page 67 to show exposures before and after risk mitigation. Additionally, in the matrix on the following page, we show the distribution of UBS Warburg’s net banking products exposure across rating grades and LGD buckets. In UBS Warburg’s portfolio, the standard LGD on senior secured claims is 40% and on senior unsecured claims 50%, which explains the concentration in the 26-50% bucket in the matrix on page 66. The significant exposure in the sub-investment grade 0-25% bucket is mainly comprised of collateralized short-term bridge loans for US residential real estate portfolios awaiting securitization.

     Exposure distribution across counterparty ratings shown elsewhere in this section refers only to the gross exposure and probability of


65


Capital and Risk

Financial Management
Risk Analysis

UBS Warburg: credit hedging, banking productsMarket risk

                 
      As at 31.12.2002       
 
  Gross  Credit  Other Risk  Net 
CHF million Exposure1  Hedges2  Mitigants3  Exposure 

Investment grade  47,020   21,463   913   26,272 
Sub-investment grade  29,256   3,770   613   25,551 
Impaired and defaulted  1,981   99   1,229   818 

Total banking products exposure  78,257   25,332   2,755   52,641 

1  Banking products exposure excludes money market deposits of CHF 13.3 billion.     2  Credit Hedges includes single name credit default swaps (CDS) and credit linked notes (CLN) programs at notional amounts.     3  Other Risk Mitigants include cash collateral and unfunded risk participations. The impaired and defaulted category also includes counterparty specific allowances of CHF 995 million.

Note: Columns cannot be totaled as net exposure is set to zero in case of over-hedging or over-provisioning.

UBS Warburg: distribution of net take and hold banking products exposure1
across counterparty rating and loss given default (LGD) buckets

                         
  Net  Loss given default buckets  Weighted 
  Credit  
  Average 
CHF million Exposure2  0-25%  26-50%  51-75%  76-100%  LGD(%) 

Not rated  26       25       1   47 
0 and 1  2,245       2,243       2   50 
2  5,006   349   4,650   3   4   52 
3  8,398   4,315   4,069       14   39 
4  4,661   347   4,232       82   50 
5  2,594   367   2,218   9       47 
6  2,840   1,537   1,272   7   24   32 
7  5,558   4,315   1,243           23 
8  8,599   7,854   734   11       9 
9  5,051   3,969   1,041   1   40   16 
10  551   67   482   2       45 
11  312       312           42 
12  802   132   628   9   33   39 

Total non-impaired  46,643   23,252   23,149   42   200   38 

Investment grade  22,930   5,378   17,437   12   103     
Sub-investment grade  23,713   17,874   5,712   30   97     
Impaired and defaulted  797                     

Total take and hold  47,440                     

1 Net take and hold banking products exposure does not include money markets deposits of CHF 13.3 billion, and excludes temporary (underwriting) commitments.     2 Net credit exposure: gross credit exposure minus credit hedges minus other risk mitigants.


default, without reference to the likely severity of loss or loss mitigation from collateral or credit hedges.
     Continuing the trend observed in 2001, the year under review saw both a number of high profile investment grade defaults and record levels of speculative-grade defaults both in the US and in Europe. Our disciplined credit underwriting and distribution standards and our focus on asset quality, have allowed UBS Warburg to avoid most of these defaults. To have experienced a net recovery of loan losses in very challenging markets has confirmed our strategy and reaffirmed our firm-wideMarket risk culture. UBS Warburg is well positioned for, but not immune
to, any continued turbulence in the international credit markets.
     UBS Warburg’s banking products portfolio continues to be widely diversified across industry sectors. At 31 December 2002, the largest exposure (36%) was to the finance sector. While the reported 7% exposure to the transport, storage and communication sector includes CHF 3.6 billion of gross exposure to the telecommunication industry, the vast majority of this amount relates to incumbent investment grade operators and substantial portions of these exposures are credit-hedged.
     A significant proportion of UBS Warburg’s credit risk arises from its trading and risk man-


66


(Banking products exposure)


67


Capital and Risk Management
Risk Analysis


(OTC deriv. exposure)

agement activities. Providing risk management solutions to our customers, including the use of derivative products, is a core business of UBS Warburg. Here, transactions with counterparties of lower quality are generally conducted on a secured basis or for short tenors only. In line with general market trends, UBS Warburg has also entered into bilateral collateral agreements with other major banks to mitigate the potential concentrations of exposure arising from industry consolidation and the continuing increase in volumes of OTC derivatives traded.

     The graphs above show UBS Group’s OTC derivative exposure by product type and maturity at 31 December 2002, while the graph on page 67 shows details of all UBS Warburg traded products exposure by counterparty rating at 31 December 2002. Further details of derivative instruments are provided in Note 23 to the UBS Group Financial Statements.

UBS PaineWebber

Consistent with UBS PaineWebber’s business focus on regulated, collateralized lending to high net worth individuals, credit risk in its portfolio is comparatively low. The loan portfolio as at 31 December 2002 amounted to CHF 12.9 billion, spread over some 95,000 individual positions, widely dispersed across the US.

Country risk

Our cross-border country risk exposure to emerging markets has further reduced to CHF 10.7 billion, down from CHF 15.4 billion at 31 December 2001. Of this amount, CHF 5.8 billion or 54% is to investment grade countries. Our on-shore exposure to emerging markets is immaterial.
     The table and graphs below analyze the cross-border emerging market country exposures by country rating category, by major geographical area and by product type at 31 December 2002 compared to 31 December 2001 and 31 December 2000.

(Emerging market exposure)


68


Emerging market exposure by major geographical area and product type

                                                 
CHF million Total  Banking products  Traded products  Tradable assets 
  
  
  
  
 
As at 31.12.02  31.12.01   31.12.00  31.12.02  31.12.01   31.12.00  31.12.02  31.12.01   31.12.00  31.12.02  31.12.01   31.12.00 

Emerging Europe  2,005   1,954   1,612   390   632   809   532   750   395   1,083   572   408 
Emerging Asia  4,755   7,747   7,642   2,189   4,029   4,053   1,179   1,537   1,355   1,387   2,181   2,234 
Latin America  1,711   2,876   4,268   618   1,122   2,352   330   863   1,025   763   891   891 
Africa/Middle East  2,205   2,858   2,736   979   1,432   1,564   818   962   669   408   464   503 

Total  10,676   15,435   16,258   4,176   7,215   8,778   2,859   4,112   3,444   3,641   4,108   4,036 

Credit loss expense

UBS Group’s Financial Statements are prepared in accordance with IFRS, under which credit loss expense charged to the Financial Statements in any period is the sum of net allowances and direct writeoffs minus recoveries arising in that period, i.e. the credit losses actually incurred. To better reflect the characteristics of credit risks in our activities, we measure and present our Business Group results in terms of expected loss, rather than actual IFRS loss, and provide a reconciliation between the two - see the section “Expected loss” on pages 60 to 61 and pages 39 to 40 of our Financial Report 2002 for further details. The following discussion covers the actual credit loss expense recorded under IFRS.

     Throughout 2002, the global credit environment continued the downward trend observed in 2001. Concerns regarding the sustainability of the global economic recovery have increased. Combined with increasing geopolitical tensions, the outlook for corporate profits has weakened. Financial market development during the year

(LINE GRAPH)

was characterized by heightened investor risk aversion, with pronounced tiering by credit quality, resulting in higher-risk corporate and sovereign borrowers facing increasingly difficult financing conditions.

     Against this background, and in stark contrast to the very challenging credit environment, UBS Warburg achieved a strong credit performance with net credit loss recoveries of CHF 35 million, compared to credit loss expense of CHF 360 million in 2001 and CHF 562 million in 2000. This excellent performance was the result of minimal exposures to new defaults plus the recovery of country provisions for emerging markets exposures which were repaid or sold during 2002.
     As illustrated in the graph on this page, corporate bankruptcies in Switzerland have reversed a five-year falling trend and climbed by 10.8% during the year. In our case, this negative development did not come as a surprise and has largely been compensated by the measures we have undertaken to improve the asset quality of our domestic credit portfolio. The gradual slowdown of the Swiss economy and our success in substantially reducing our impaired portfolio have, however, resulted in a lower level of recoveries compared to previous years. This largely explains the increase of our credit loss expense to CHF 241 million, compared to CHF 123 million in 2001.
     Group credit loss expense in 2002 amounted to CHF 206 million, compared to CHF 498 million in 2001 and to a net recovery of CHF 130 million in 2000. The exceptional result in 2000 was helped by favorable economic conditions in Switzerland which, for UBS Wealth Management & Business Banking, resulted in substantial write back of credit loss provisions taken in earlier periods.


69


Capital and Risk Management
Risk Analysis

IFRS credit loss expense

                                     
  UBS Wealth Management       
CHF million & Business Banking  UBS Warburg  UBS PaineWebber 
  
  
  
For the year ended 31.12.02  31.12.01   31.12.00  31.12.02  31.12.01   31.12.00  31.12.02  31.12.01   31.12.00 

Total banking products exposure at year end  187,768   197,677   199,458   102,564   120,224   140,919   14,098   19,503   24,649 
IFRS actual credit loss expense/(recovery)  241   123   (695)  (35)  360   562   15   15   3 
- as a proportion of total banking products exposure (bps)  13   6   (35)  (3)  30   40   11   8   1 

Expected loss charged to Business Groups2
  314   604   785   128   112   243   13   18   3 
- as a proportion of total banking products exposure (bps)  17   31   39   12   9   17   9   9   1 

[Additional columns below]

[Continued from above table, first column(s) repeated]

                         
CHF million Other1  UBS Group 
  
  
For the year ended 31.12.02  31.12.01   31.12.00  31.12.02  31.12.01   31.12.00 

Total banking products exposure at year end  840   675   786   305,270   338,079   365,812 
IFRS actual credit loss expense/(recovery)  (15)  0   0   206   498   (130)
- as a proportion of total banking products exposure (bps)  (179)  0   0   7   15   (4)

Expected loss charged to Business Groups2
  0   0   0   455   734   1,031 
- as a proportion of total banking products exposure (bps)  0   0   0   15   22   28 

1Includes UBS Global Asset Management and Corporate Center.     2 For an explanation of the credit loss charge used in our Business Group reporting, please see the “Expected loss” section on page 60 and 61 and pages 39 and 40 of the Financial Report 2002.

Impaired loans, allowances and provisions

UBS classifies a claim as impaired when the book value of the claim exceeds the present value of the cash flows actually expected in future periods. Allowances and provisions for credit loss are established in line with IAS 39 and according to our provisioning policies which are explained

on page 62. We are confident that our policies and processes ensure a consistent and fair basis for determining prudent levels of allowances and provisions.

     As shown in the table below, allowances and provisions for credit losses decreased by 31.6%, from CHF 8,218 million at 31 December 2001


1Includes UBS Global Asset
Management and Corporate Center. UBS Global Asset Management had no impaired or non-performing loans at 31.12.02, 31.12.01 and 31.12.00.
2Includes country allowances and
provisions and provisions for off-balance-sheet liabilities.

Allowances and provisions for credit loss

             
  UBS Wealth Management & 
CHF million Business Banking 
  
 
As at 31.12.02  31.12.01   31.12.00 

Loans to banks (gross)  6,449   7,938   9,150 
Loans to customers (gross)  167,583   173,916   176,121 
Gross loans  174,032   181,854   185,271 

Non-performing loans  5,033   7,004   8,342 
Other impaired loans  3,340   4,306   5,978 

Total impaired loans
  8,373   11,310   14,320 

Allowances for non-performing loans  2,750   4,248   5,141 
Allowances for other impaired loans  832   1,143   2,579 

Total allowances for impaired loans
  3,582   5,391   7,720 

Other allowances and provisions2
  452   243   83 

Total allowances and provisions
  4,034   5,634   7,803 

of which country allowances and provisions
  515   507   498 

Ratios
            
Impaired loans as a % of gross loans  4.8   6.2   7.7 

Non-performing loans as a % of gross loans  2.9   3.9   4.5 

Allowances and provisions for credit loss as a % of gross loans  2.3   3.1   4.2 

Allocated allowances as a % of impaired loans  42.8   47.7   53.9 

Allocated allowances as a % of non-performing loans  54.6   60.7   61.6 


70


to CHF 5,621 million at 31 December 2002. Note 9b to the UBS Group Financial Statements provides further details of the changes in allowances and provisions during the year.

     Allowances and provisions for emerging market-related exposures stood at CHF 736 million at 31 December 2002, compared to CHF 1,006 million at 31 December 2001 and CHF 1,292 million at 31 December 2000. The reduction is mainly a consequence of our policy of reducing the overall size of our emerging market exposures.
     Impaired loans have decreased to CHF 10,365 million at 31 December 2002 from CHF 14,629 million at 31 December 2001 and from CHF 18,494 million at 31 December 2000. Over the same period, non-performing loans (a sub-set of impaired loans) have also decreased, to CHF 6,029 million from CHF 8,639 million at 31 December 2001 and CHF 10,452 million at 31 December 2000.
     The ratio of impaired loans to total loans has improved over the past three years to 4.2% at 31 December 2002 from 5.6% at 31 December 2001 and 6.5% at 31 December 2000, while the non-performing loans to total

loans ratio improved to 2.4% at 31 December 2002 from 3.3% at 31 December 2001 and 3.7% at 31 December 2000. These positive results were due, in part, to the reduction of our exposure to international credit risk, which produced fewer new impaired and non-performing loans than in previous years, and in part to continuing efforts to conclude proceedings and reach settlement on existing non-performing loans.

Market risk

Market risk is the risk of loss arising from movements in market variables, including observable market variables such as interest rates, exchange rates and equity markets. In addition to thesemarkets, and other general market risk factors, theothers which may be only indirectly observable such as volatilities and correlations. The risk of price movements on securities and other obligations in tradable form, resulting from general credit and country risk factors and events specific to individual issuers, of securities is also considered market risk.

Market risk is incurred in UBS primarily through our trading activities, which are centered in UBS Warburg’s Corporate and Institutional Clients business unit.the Investment Bank. It arises primarily from market making,market-making, facilitation of client facilitationbusiness and propri-


                                             
UBS Warburg UBS PaineWebber  Other1  UBS Group 

  
  
  
31.12.02  31.12.01   31.12.00  31.12.02  31.12.01   31.12.00  31.12.02  31.12.01   31.12.00  31.12.02  31.12.01   31.12.00 

24,495  17,702   18,310   1,327   2,151   2,061   640   470   543   32,911   28,261   30,064 
37,223  43,527   55,500   11,530   16,095   22,588   123   185   243   216,459   233,723   254,452 
61,718  61,229   73,810   12,857   18,246   24,649   763   655   786   249,370   261,984   284,516 

967  1,609   2,068   29   17   16   0   9   26   6,029   8,639   10,452 
996  1,667   2,064   0   17   0   0   0   0   4,336   5,990   8,042 

1,963  3,276   4,132   29   34   16   0   9   26   10,365   14,629   18,494 

706  1,104   1,167   29   17   16   0   5   5   3,485   5,374   6,329 
575  760   777   0   17   0   0   0   0   1,407   1,920   3,356 

1,281  1,864   1,944   29   34   16   0   5   5   4,892   7,294   9,685 

264  681   813   13   0   0   0   0   0   729   924   896 

1,545  2,545   2,757   42   34   16   0   5   5   5,621   8,218   10,581 

221  499   794   0   0   0   0   0   0   736   1,006   1,292 

3.2  5.4   5.6   0.2   0.2   0.1   0.0   1.4   3.3   4.2   5.6   6.5 

1.6  2.6   2.8   0.2   0.1   0.1   0.0   1.4   3.3   2.4   3.3   3.7 

2.5  4.2   3.7   0.3   0.2   0.1   0.0   0.8   0.6   2.3   3.1   3.7 

65.3  56.9   47.0   100.0   100.0   100.0   0.0   55.6   19.2   47.2   49.9   52.4 

73.0  68.6   56.4   100.0   100.0   100.0   0.0   55.6   19.2   57.8   62.2   60.6 

71


Capital and Risk Management
Risk Analysis

etaryproprietary positions in equities, fixed income and interest rate products, foreign exchange and, to a lesser extent, precious metals and energy. ActivityThere is more limited trading activity, mainly in OECD markets, with somedue to the facilitation of client business, in emerging markets.our Wealth Management operations.

     GroupOur Treasury department assumes market risk throughas a result of its balance sheet and capital management responsibilities. This includes the transfermanagement of long-term interest rate risk transferred from other Business Groups, and through the Group’sour structural foreign exchange positions. These are non-trading positions, funding of non-business items such as property and are discussed ininvestments, and the “Group Treasury” section on pages 78 to 87.
     Furtherinvestment of our equity. Other market risks arise, but to a much lesser extent, in other businesses, again, primarilyarising from the facilitation of customer business, but also in the form ofnon-trading activities, predominantly interest rate risk, arise in the banking books ofBusiness Groups, most notably in the independent private banks (UBS’s independently branded, but wholly owned private banking subsidiaries).which manage their own balance sheets and capital, although these positions are not significant to UBS as a whole.
Each Business Group has a Chief Risk Officer (CRO), reporting functionally to the Group CRO. They are responsible for independent control of market risk, including monitoring of exposures against limits, assessment of market risk in new businesses and products and in structured transactions, and ensuring the complete capture of market risk in risk measurement and reporting systems.
Market risk authority, including both approval of market risk limits and approval of market risks in large or complex transactions and securities underwriting, is vested in the Chairman’s Office and the GEB and from there is further delegated on an ad personam basis to the Group CRO and market risk officers in the Business Groups.

Risk measures

We apply market risk measures, limits and controls at the portfolio level, and we apply concentration limits and other controls, where necessary, to individual risk types, to particular books and to specific exposures.

Portfolio risk measures

The principal portfolio measures of market risk are Value at Risk (VaR), which is a measure of statistical loss, and stress loss.

They are applied to all foreign exchange, precious metals and energy exposuressignificant market risks, whether they arise in trading or non-trading portfolios.

VaR is an estimate of the Group,potential loss on the current portfolio from adverse market movements. It expresses the “maximum” amount we might lose, but only to alla certain level of confidence (99%) and there is therefore a specified statistical probability (1%) that the trading books of UBS Warburg,loss could be greater than our VaR estimate. Our VaR model assumes a certain “holding period” until positions can be closed (10 days) and it assumes that market moves occurring over this holding period will follow a similar pattern to interest rate riskthose that have occurred over 10-day periods in the Group Treasury bookpast. Our assessment of past movements is based on data for the past five years and we apply these historical changes in risk factors directly to our current positions, a method known as historical simulation. Our approach is consistent with the private banks,regulatory measure of market risk capital and has been approved by the Swiss Federal Banking Commission (SFBC), our main regulator.
VaR is a statistical measure of potential trading revenue volatility, and a change in the general level of VaR would normally be expected to lead to a corresponding change in the volatility of daily trading revenues. However, the 10-day VaR measure takes no account of the mitigating action that can be – and in practice is – taken in the event of adverse market moves, nor does it express the worst result that could occur as a result of extreme, unusual or unprecedented market conditions. The absolute level of VaR should not, therefore, be interpreted as the likely range of daily trading revenues. We also measure VaR based on a 1-day holding period to provide a closer estimate of the maximum daily mark to market loss we are likely to incur on the current portfolio under normal market conditions, with a larger loss being statistically likely only once in a hundred business days. We further analyze the results beyond the 99% confidence level – the tails of the distribution – to better understand the potential risks of the portfolio and to any other materialhelp identify risk concentrations.
While most major financial institutions employ VaR models to measure their market risk, arising.institutions may use different confidence levels or holding periods, and may have different sources of historical data or use longer or shorter time series. In addition, they may model the risks on a different basis, for example by approximating the changes in individual risk factors as normally distributed with given volatilities and correlations (“variance / co-variance”) or by simulating more complex distributions for the risk factors (“Monte Carlo simulation”). Direct comparisons between VaR numbers produced by different institutions can therefore be misleading. Furthermore, conversions between different holding periods and confidence intervals typically rely on an assumption of sta-



58

Risk measurement


The expected, statistical and stress loss framework is applied to market risk as follows:
expected lossis reflected in the valuation adjustments made to the portfolio. These cover price uncertainties resulting from a lack of market liquidity or the absence of a reliable market price for an instrument or position, and model risk in more complex models
statistical loss is measured using a Value at Risk (VaR) methodology. VaR expresses the potential loss on the current portfolio assuming a specified time horizon before positions can be adjusted (holding period), and measured to a specified level of confidence. UBS measures VaR on both a one day and a ten day holding period, in both cases to a 99% confidence level. Estimates are based on historical simulation, assessing the impact of historical market movements on today’s portfolio, based on five years of historical data. 1-day VaR exposure expresses the maximum daily mark to market loss that UBS is likely to incur on the current portfolio under normal market conditions with a larger loss being statistically likely only once in a hundred business days

stress lossis assessed against a set of forward looking scenarios, approved by the Board of Directors, using stress moves in market variables which are regularly reviewed and approved by the Group CRO. Stress events modeled in our standard scenarios include crises in equity, corporate bond and emerging markets, and severe currency and interest rate movements. They are kept under constant review and fine tuned as necessary to reflect changing market and economic conditions. We also monitor our positions against more specific scenarios that target individual sectors or are based on current concerns.
Financial Management

tistical “normality”, which is generally not fully valid, and will therefore tend to under- or over-estimate the actual risk. This can be seen from the 1-day and 10-day VaR figures for our Investment Bank shown in the tables on page 61.

All VaR models, while forward-looking, are based on past events and are dependent upon the quality of available market data. The quality of the VaR model is therefore continuously monitored by backtesting.backtesting the VaR results for trading books. In backtesting we compare the actual revenues arising from the previous day’s closing positions (“backtesting revenue”, which excludes non-trading revenues such as commissions and fees, and revenues from intra-dayintraday trading) with the 1-day VaR calculated for the previous day on these same positions. If the revenue whether positive oris negative and exceeds the 1-day VaR, a “backtesting exception” is considered to have occurred.occurred and must be investigated. When VaR is measured at a 99% confidence level, a backtesting exception is expected, on average, one day in a hundred. A higher rateInternally, we also conduct a similar investigation for any exceptional revenues on the profit side of occurrence may indicate that the VaR model (the combinationdistribution and all backtesting results are reported to senior business management, the Group CRO and Business Group CROs. As required by regulation, backtesting exceptions are notified to our internal and external auditors and relevant regulators. Although we apply VaR measures to market risk positions arising in non-trading books (generally those carried at amortized cost), we do not backtest the results because the basis of the inputs and the calculations)risk measurement is not fully capturing all risks.consistent with the basis of revenue recognition.
The VaR limit for UBS conducts backtesting daily at a number of organizational levels, down to individual trading portfolios in UBS Warburg, and investigates all backtesting exceptions to establish their cause and any necessary remedial action. Backtesting(based on 10-day VaR) is also a regulatory requirement, and negative backtesting exceptions (where revenue is negative and greater than the previous 1-day VaR) must be reported to the regulators.
     The Board of Directors has set a limit on statistical loss for market risk at the Group level in terms of 10-day VaR. This limit is allocated by the GEB among the Business Groups, the largest allocation being to UBS Warburg.the Investment Bank. Within the Business Groups, the limit islimits are allocated to lower organizational levels as necessary. The internal 10-day VaR measure is also the basis of UBS’sour market risk regulatory capital requirement.
Stress loss is assessed against a standard set of forward-looking scenarios, using stress moves in market variables which are regularly reviewed and approved by the Group CRO. Stress events modeled in our standard scenarios include crises in equity, corporate bond and emerging markets, and severe currency and interest rate movements. They are kept under constant review and fine-tuned as necessary to reflect changing market and economic conditions. We also monitor our positions against more specific scenarios that target individual sectors or are based on current concerns. Market risk stress loss limits have been set for all Business Groups.


72


Most major financial institutions employ stress tests, but their approaches differ widely and there is no benchmark or industry standard in terms of stress scenarios or the way in which they are applied to an institution’s positions. Furthermore, the impact of a given stress scenario, even if measured in the same way across institutions, depends entirely on the make up of each institution’s portfolio, and a scenario highly

     The Boardapplicable to one institution may have no relevance to another. Comparison of Directorsstress results between institutions can therefore be highly misleading, and for this reason we do not publish quantitative stress results but provide only qualitative analysis.

Change in VaR model

Over the past two years, growth in asset backed securities has also setoutpaced other sectors in the fixed income markets. At the same time, our Investment Bank’s market share in this sector has grown, leading to an increase in exposure. These exposures were previously represented as corporate AAA securities in our VaR calculations, leading to an overstatement of credit spread risk, and a stress loss limitlarger gap between our backtesting revenues and VaR than would generally be expected.
To better reflect the risk in VaR, we have increased the granularity of our risk representation of such securitized products. Having received approval from the SFBC in July 2004, we implemented the revised model during third quarter. As a result, the 10-day 99% confidence VaR reported for the Investment Bank declined notably and a retrospective impact analysis was published in third quarter. All numbers in the following tables are based on market riskthe revised model.

Concentration limits and other controls for UBS Warburg.trading books

The market risk VaR and stress loss limits are the principal portfolio controls on UBS’s exposure to day-to-day movements in market prices, but complementary controls are also applied to prevent undue risk concentrations, including limitstaking into account variations in price volatility and market depth and liquidity. They include controls on exposure to individual market risk variables, such as individual interest orand exchange rates, and limitsto single name issuers – “issuer risk” positions.
Issuer risk is the risk of loss on securities and other obligations in tradable form, arising from credit-related and other “events” and, ultimately, default and insolvency of the issuer or obligor. We take a comprehensive approach to measurement, including both debt and equity not only in physical form but also synthetic positions arising from forwards, options, default swaps and other derivatives. Positions are controlled in the securitiescontext of individual issuers. These controls are set at levels which reflect variations in price volatility and marketthe depth and liquidity.liquidity of the market in which they are traded, and all material positions are kept under constant scrutiny in light of changing market conditions and specific public issuer information, including relative spread movements.
Issuer risk positions for issuers domiciled in countries subject to country ceilings are also included in the measurement of country risk.
We adopt prudent valuation standards, and apply valuation adjustments where appropriate to reflect expected loss. Valuation adjustments are also made for positions which rely on complex models for valuation or on models incorporating unobservable parameters – for further details see the critical accounting policies section in the financial report.



59


Financial Management
Market risk

Market risk developments

Throughout – trading

The upturn in investor sentiment towards the end of 2003 continued into first quarter 2004, despite the expectation of higher interest rates. The start to the year UBS Warburg has maintained its previous strategyalso saw the fastest rate of concentrating risk takingglobal GDP growth in liquidnearly two decades. However, increasing geopolitical uncertainty towards the end of the first quarter subdued investor sentiment, affecting equity and fixed income markets and instruments,energy prices.

The US dollar remained weak throughout the year and, strictly controlling incremental risk in illiquid markets, including private equity. We continue to apply strict risk/return standards in both our proprietarydespite central bank intervention, lost ground against major currencies, driven by concerns about the record US current account deficit and client facing activities.

(PIE CHART)

     In 2002, we have seen periods of exceptional volatility, in conjunction with extraordinary falls in securitieshigh oil prices. Oil prices increased substantially during 2004, reaching 21-year highs, following political uncertainty in the bondMiddle East. This upward trend ceased towards the end of the year after better than expected oil inventory figures were released and equity markets, especiallythe demand for heating oil fell, a reflection of mild weather in the telecommunications and energy sectors. These falls occurred in response to profit warnings, and revelations of accounting irregularities and corporate misgovernance, particularly inUS.

In the interest rate markets, major yield curves flattened over the second and third quarters of 2002.
     Against this background, we reviewed and adjusted our risk profile in the middlehalf of the year, and have routinely hedged tail risk, thereby avoiding muchin particular US yields rose sharply during the second quarter of 2004 as the market anticipated the start of the market fallout. Opportunities have arisen and have been taken, as can be seen from the occasional increases in VaR shownFederal Reserve’s tightening cycle. Long-dated yields retreated in the graph below.
     We enteredthird and fourth quarters as economic data releases showed moderate inflation and growth, but yields at the energy markets on 11 February 2002 and market risk arising inshort end of the business is included incurve continued to increase through to the table below from that date in the risk class “Other”. Trading conditions have been difficult for mostend of the year, driven by consecutive increases in the Fed Funds rate, totaling 125 basis points by year-end.
Investment grade credit spreads started the year at or near historically tight levels. They were marginally wider by the end of first quarter and our energyremained at that level through to mid-year. By the end of third quarter spread compression had resumed with a strong post-US election rally in fourth quarter. Most of the tightening came at the lower end of the credit spectrum as investors searched for yield and, as a consequence, the high yield market was very active with inflationary pressures subdued, corporate profits buoyant, and default rates low.

(BAR CHART)

Equity markets started the year well, but eased off towards the end of first quarter, affected by political uncertainty and a patch of soft US economic data over the summer months. Once the US election was over and better than expected corporate results were published in the final quarter, equity markets rallied strongly. The year as a whole also saw stronger equity issuance activity than in 2003.

As reported in fourth quarter 2003, we raised the VaR limit for the Group to CHF 750 million from CHF 600 million and for the Investment Bank to CHF 600 million from CHF 450 million in first quarter 2004. Market risk remains small.
     The table below shows average, minimum, maximum and year end market risk exposure for UBS Warburg,the Investment Bank, as measured by VaR on a ten day holding period and10-day 99% confidence level.
VaR, ended the year at CHF 332 million and averaged CHF 358 million for 2004, in both cases a 13% increase on the 2003 values of CHF 295 million and CHF 317 million. While average VaR for equities decreased from CHF 181 million to CHF 177 million, the average for interest rates increased from CHF 183 million to CHF 219 million. These changes reflect changing market conditions and, in particular, good trading opportunitiesthese increases are modest we have seen significant variations in the bond markets which resulted in interest rates beinglevel of VaR during the strongestyear as we have continued to actively manage risk, driver atresponding to market conditions. Over the endcourse of 2002. Average VaR for UBS Warburg increased from CHF 252 million in 2001 to CHF 275 million in 2002, partly explained by the ongoing shift of risk taking from illiquid to liquid markets, but in gener-2004 we



(BAR CHART)

60



Financial Management
                                 
Investment Bank: Value at Risk (10-day 99% confidence)
  Year ended 31.12.04 Year ended 31.12.03
CHF million Min.  Max.  Average  31.12.04  Min.  Max.  Average  31.12.03 
 
Risk type
                                
 
Equities  121   188   153   126   142   194   171   160 
 
Interest rates  244   441   340   361   166   403   278   254 
 
Foreign exchange  5   73   30   29   7   82   31   28 
 
Other1
  9   87   37   32   7   51   15   10 
 
Diversification effect  2   2   (202)  (215)  2   2   (177)  (157)
 
Total
  274   457   358   332   236   470   317   295 
 
UBS Warburg Corporate and Institutional Clients1: Value at Risk (10-day 99% confidence)
                                                 
  Year ended 31.12.02  Year ended 31.12.01  Year ended 31.12.00 
  
  
  
 
CHF million Min.  Max.  Average  31.12.02  Min.  Max.  Average  31.12.01  Min.  Max.  Average  31.12.00 

Risk type
                                                
Equities  123.3   293.0   177.2   178.3   123.9   454.9   181.1   157.0   144.7   245.9   199.4   146.5 
Interest rates  161.8   303.4   219.2   280.9   127.6   299.8   182.7   226.2   113.8   182.4   148.1   122.4 
Foreign exchange  6.2   100.0   35.0   9.6   9.3   90.7   28.5   25.8   7.8   98.0   32.7   31.5 
Other (incl. energy)2
  3.6   112.8   29.8   12.6   2.2   14.4   6.1   5.1   2.1   27.4   9.7   5.3 
Diversification effect  3   3   (186.3)  (171.4)  3   3   (146.2)  (143.1)  3   3   (148.2)  (128.2)

Total
  198.3   389.6   274.9   310.0   179.8   470.3   252.2   271.0   177.2   296.1   241.7   177.2 

1 Positions have been restated for 2001 and 2000 to exclude UBS PaineWebber exposures. UBS Warburg Energy exposures are included from start of trading on 11 February 2002.
2 Includes energy risk from UBS Warburg Energy and precious metals risk.     3and energy exposures.2 As the minimum and maximum occur on different days for different risk types, it is not meaningful to calculate a portfolio diversification effect.
                                     
UBS: Value at Risk (10-day 99% confidence)
As at 31.12.04 Year ended 31.12.04 Year ended 31.12.03
CHF million Limits  Min.  Max.  Average  31.12.04  Min.  Max.  Average  31.12.03 
 
Business Groups
                                    
 
Investment Bank  600   274   457   358   332   236   470   317   295 
 
Wealth Management USA  50   12   27   17   16   8   21   14   17 
 
Global Asset Management1
  30   5   16   11   7   7   16   11   8 
 
Wealth Management & Business Banking  5   1   1   1   1   1   5   2   1 
 
Corporate Center2,3
  150   35   69   47   38   40   83   58   49 
 
Reserve  170                                 
 
Diversification effect      4   4   (69)  (62)  4   4   (95)  (76)
 
Total
  750   274   453   365   332   223   460   307   294 
 
1

73


Capital and Risk Management
Risk Analysis
(BAR CHARTS)

Only covers UBS Group: Value at Risk (10-day 99% confidence)positions in alternative & quantitative investment funds.2

                                                     
      Year ended 31.12.02  Year ended 31.12.01  Year ended 31.12.00 
      
  
  
CHF million Limits  Min.  Max.  Average  31.12.02  Min.  Max.  Average  31.12.01  Min.  Max.  Average  31.12.00 

Business Groups
                                                    
UBS Warburg — Corporate and Institutional Clients1, 2  450   198.3   389.6   274.9   310.0   179.8   470.3   252.2   271.0   177.2   296.1   241.7   177.2 
UBS PaineWebber3
  50   11.1   36.2   18.9   14.2   13.2   37.3   20.4   23.6   17.8   28.2   21.8   21.3 
UBS Global Asset Management  30   7.0   13.1   9.4   8.6                                 
UBS Wealth Management & Business Banking4  50   4.1   8.9   5.4   4.1   3.7   5.3   4.8   4.8   3.3   4.8   4.1   3.7 
Corporate Center5
  150   30.1   63.7   39.8   62.1   31.3   63.5   37.4   40.9   29.9   149.4   69.4   45.3 
Reserve  150                                                 
Diversification effect              (68.3)  (86.6)          (49.0)  (35.7)          (89.0)  (58.0)

Total
  600   211.3   373.9   280.1   312.4   191.9   482.5   265.8   304.6   189.0   321.9   248   189.6 

1 Includes UBSW Energy The private label banks are included in Wealth Management & Business Banking up to 30 June 2003 and in Corporate Center from start of trading on 11 February 2002.     2 Positions have been restated for 2001 and 2000 to exclude UBS PaineWebber exposures.     1 July 2003.3 UBS PaineWebber included from legal merger date 3 November 2000.     4 Includes interest rate exposures in the banking books of Treasury and, from 1 July 2003, the Private Banks.     5 Includes interest rate exposures inprivate label banks.4 As the banking book of Group Treasury.minimum and maximum occur on different days for different Business Groups, it is not meaningful to calculate a portfolio diversification effect.
                                 
UBS: Value at Risk (1-day 99% confidence)
  Year ended 31.12.04 Year ended 31.12.03
CHF million Min.  Max.  Average  31.12.04  Min.  Max.  Average  31.12.03 
 
Investment Bank  106   168   133   114   94   146   111   116 
 
UBS
  107   173   137   118   94   152   113   123 
 

(LINE CHART)

7461


Financial Management
Market risk

have sometimes increased risk to take advantage of good trading opportunities, but have also reduced risk during periods of uncertainty.
Average interest rate VaR for the year increased to CHF 340 million from CHF 278 million in 2003, with a notable increase towards the end of the year as markets improved after the US elections. The main source of our interest rate VaR is the fixed income, rates and currencies business area, with increases primarily from credit spread exposures in industrialized markets and country spread exposures in emerging markets.

(LINE GRAPH)

al, market risk exposures have stayed withinEquities VaR ended the normal ranges.year at CHF 126 million, CHF 34 million lower than the 2003 year-end figure of CHF 160 million, and averaged CHF 153 million compared to CHF 171 million for 2003. There was a significant fall in fourth quarter following the satisfactory conclusion of a number of arbitrage strategies.

In August 2004 UBS acquired Charles Schwab’s capital markets division, as a result of which UBS is now one of the top traders in NASDAQ securities. Whilst this led to substantial growth in the equities business there was little impact on VaR levels.
Stress loss for the Investment Bank, defined as the worst-case outcome from our standard scenarios, ended the year at similar levels to 2003. Like VaR, average stress loss for 2004 was higher than in 2003.
Market risk positions in the other Business Groups and Corporate Center have only a marginal incremental impact on the total VaR, at Group level as can be seen infrom the table on page 74.the previous page.
UBS had no regulatory backtesting exceptions in 2002, as can be seen in the backtesting graph.2004, despite periods of market volatility. Note that the revenues shown in this graphthe VaR and backtesting revenue chart are so-called “backtesting revenues” they exclude non-trading revenues, such as commissions and fees, and revenues from intraday trading, which are not relevant in the context of backtesting. The 10-day VaR, which is the basis of the limits and exposures in the tables, is also shown for information.
In the first histogram on page 74 we show the distribution of these backtesting revenues whilealongside the second histogram shows daily revenues from all sources in the Investment Banking and Securities unit (“full revenues”) in the Corporate and Institutional Clients business unit..
     Further enhancements have been made to specific areas

Management of the VaR model, but none of these changes has had a material impact on the reported risk.

Consequential risk

In June 2002, we appointed a Group Head of Consequential Risk, reporting to the Group CRO, whose mission is to ensure that the Group has formulated and implemented, and constantly reviews and refines, a consistent, coherent and

comprehensive approach to the management and control of consequential risk throughout our business.

     The process begins with the identification and assessment of risks to which we are, or could be, exposed, which range from every day events such as reconciliation problems to potentially severe events such as fraud. Operating standards are then established to control the risks, which means taking a conscious decision whether and how they are to be accepted, managed, mitigated, or avoided. We recognize, however, that we cannot eliminate them completely (because errors and accidents will always happen) and that it may not be cost effective to do so even where it is theoretically possible — we adopt a risk based approach.
     Compliance with controls must be monitored continuously and their effectiveness assessed. To assist in this process, we can identify and track certain indicators, such as the number of unreconciled items on nostro and custody accounts and the time they have been outstanding, which can potentially provide early warning of increasing risk or non-compliance with standards.
     Appropriate contingency/crisis and business continuity plans are developed to cover extreme events affecting a limited area (e.g. one IT system or server) or a significant part of the business (e.g. all operations in one location). Consideration of stress scenarios is a component of this process.
     We identify consequential risk “events” — actual failures of processes, people or systems - -including external events, whether or not they directly impact UBS, for example a fraud committed at another institution. An event such as a virus attack or a customer complaint does not always lead to direct or indirect financial loss but may indicate that standards are not complied with or are ineffective
     We maintain a database of financial losses and their underlying causes. It is, however, important to understand that financial losses from a single event can arise in several ways (for example a writedown of assets, a claim against UBS, a regulatory fine, and indirect loss through business disruption); and that the level of risk at any time is not directly correlated to actual financial losses or their frequency of occurrence, which are, at best, only indicative. An analysis of the causes of consequential risk events is there-


75


Capital and Risk Management
Risk Analysis

fore also important, to ensure that our standards are complied with, that they are effective, and that remedial action is taken where necessary.

     The primary objective of consequential risk management and control is to ensure a continuous process of qualitative improvement. As such, we rely primarily on a qualitative framework supported by appropriate quantitative techniques.

Consequential risk developments

Know Your Customer and Anti-money laundering controls

Since the events of 11 September 2001, financial institutions and their regulators have made strengthening of and compliance with Know Your Customer and Anti-Money Laundering laws and regulations a key priority. UBS was already committed to the adoption of appropriate internal standards, and these had been incorporated in many aspects of our operations. We have been an active member and key supporter of the major industry bodies whose aim is to eliminate the proceeds of crime from the financial system. Our significant contribution to the workings of the Wolfsberg Group of Banks is but one example.
     We continue to make substantial investments in personnel and technologies to help ensure that we have at our disposal the latest techniques and information to identify suspicious activities and criminals engaged in money laundering. We are currently implementing a monitoring system to identify potentially suspicious transactions in our private banking and retail broker dealer operations. We also continue to develop our own internal customer vetting databases.
     Adherence to the standards set by the our regulators and supra-national bodies such as the Financial Action Task Force (FATF) remains one of the Group’s major objectives, and we will continue to refine and enhance the processes we apply to customer acceptance and transaction monitoring in line with our assessment of the risks, industry practice, regulatory requirements and technical developments.

IT security

Like most other financial institutions, we rely on IT infrastructure to support our business processes. Moreover, as a major global market

participant and a market leader in the provision of internet based and other “e” services to our clients, we need both strong IT security and adequate business continuity arrangements to protect a range of interest groups, including our clients and customers, other market participants and our shareholders, and to meet our legal and regulatory obligations.

     We have senior Information Security Risk Control officers in all Business Groups and have established a regular global forum for IT and Risk Control to assess the risk environment and determine appropriate actions to mitigate these risks. We continue to enhance our IT security risk policies, standards and practices to ensure that we meet industry best practice. Senior management including the Group Executive Board are provided with regular reports on material risk areas.

Fraud prevention

We strive for operational excellence in serving our clients. To this end, effective controls, using state-of-the-art technology, are important tools in maintaining and steadily improving our high quality level. In this context, we have a systematic process not only to identify and prevent operational errors, but also to monitor unusual patterns which might indicate fraudulent activities.
     We recognize and focus on the risk inherent in our business and will continue to enhance prevention and detection measures where justified by the risks and costs to our clients and our shareholders. During 2002 we have strengthened system access controls and access monitoring and have implemented search engines to detect and prevent fraudulent activity.

New Basel capital accord (“Basel II”)

Since the first draft of the New Basel capital accord (“Basel II”) was published in 1999, there has been continuous dialogue and discussion between regulators and the industry, various drafts have been published, and quantitative studies have been conducted. A final consultative paper is due in May 2003, after which further material changes are not expected. Full implementation is scheduled for 1 January 2007 after a one year parallel run.
     Basel II consists of three mutually reinforcing pillars:


76


Pillar 1sets capital requirements for credit risk, market risk and operational risk. Existing rules for market risk capital are substantially unchanged. The rules for credit risk capital will be more risk-sensitive than at present and banks will be permitted to use some of their own internal risk assessments to determine regulatory capital. The regulatory capital charge for operational risk (consequential risk) is new
Pillar 2involves regulatory assessment of models, controls, standards and processes in the organization — a qualitative assessment to complement the quantitative assessment under Pillar 1. This process already exists for market risk but will be more extensive under Basel II
Pillar 3requires enhanced disclosure by banks. In 2002, we launched a project to implement
Basel II in UBS. The overall goals of Basel II are clearly compatible with our own ambition and past strategic decision to be among the leading institutions in risk management and control and, particularly in the areas of portfolio credit risk measurement, sophisticated internal models are indispensable.
     Since the final details of Basel II are not yet known, the initial focus of the work has been on areas that clearly benefit our own internal measurement, management and control tools. For credit, this has meant ensuring the completeness and accuracy of loss history data (observed defaults, migrations and loss severity); reviewing rating processes, tools and methodologies; and completing all relevant documentation.
     There will be considerable flexibility for banks to develop different approaches to the modeling and qualitative aspects of operational risk. We have continued to gather loss and other event-related data, focusing on data quality and

consistency of detail and definition. Banks will have to support their quantitative approaches with a strong qualitative framework and, as outlined in the “Consequential risk” section above, we are developing group-wide qualitative standards. While it is clear that improving the qualitative framework should beneficially impact loss experience, there is no simple formula. Once the final details of Basel II are clear, we will further accelerate our quantitative work.

     Pillar 3 will require banks to disclose a range of information about the risks they take, the way they assess risks and their regulatory capital position, beyond the present financial reporting guidelines. The intention is to subject banks to “market discipline” — the markets would reinforce regulatory supervision by requiring higher or lower costs of capital based on the individual bank’s level of risk and quality of risk management and control.
     UBS is a supporter and exponent of transparency in banks’ financial statements, and of disclosure as a means to promote market discipline. We thus support the aims of Pillar 3 — indeed, we would encourage similar developments by other financial services regulators.
     Discussions are continuing on the final detail of Pillar 3 and UBS is working with the industry and regulators to try to ensure an appropriate balance between, on the one hand, the benefits of enhanced disclosure and, on the other, the negative impact of excessive detail which may confuse rather than assist the reader. We also continue to encourage regulators and accounting standard setters to work together to harmonize disclosure requirements.
     We expect that, as risk management and control practices evolve, banks’ disclosure standards will also change, and we are committed to remaining at the forefront of meaningful disclosure.


77


Capital and Risk Management
Group Treasury

            Group Treasury

The processes and transactions for which Group Treasury is responsible relate to our corporate legal structure, regulatory capital, balance sheet, funding and liquidity, non-trading currency and interest rate risk and financial investments, including:
efficient governance of the firm’s interest rate risk process with the aim of optimizing risk capture and management, netting potential and organizational cost
management of Group Treasury’s own interest rate risk position, which arises from its balance sheet management activities, which are non-trading
providing a framework for sustainable and cost-efficient funding of the firm’s balance sheet, using a well-diversified portfolio of funding sources and preserving a balanced liability structure
management of UBS’s long-term debt portfolio
providing a framework for optimal liquidity management in order to generate cash when required without compromising the Group’s ability to take advantage of market opportunities
efficient management of the currency-diversified equity investment portfolio, and of the Group’s non-trading foreign exchange exposure, to shield regulatory capital ratios and expected future cash flows from fluctuations in exchange rates against the Swiss franc
efficient management of the capital base, taking into account financial ratios and regulatory capital requirements with a view to maintaining strategic flexibility, sound capitalization and strong ratings
efficient management of UBS’s own shares
adherence to an adequate, lean and transparent corporate legal structure to underpin the Group’s commitment to meeting international standards for corporate governance
efficient management of specific strategic investment holdings.

Interest rate risk management

Interest rate risk is inherent in many of our businesses. It arises from a variety of factors, including differences in timing between contractual maturity or re-pricing of assets, liabilities and derivative instruments, which impact net interest income in the event of changes in market interest rates. In the case of variable rate assets and liabilities, UBS is also exposed to basis risk, which is the difference in re-pricing characteristics of floating rate indices, such as the savings rate and market rates, and which can result in changes to net income and the valuation of our assets and liabilities. In addition, certain products have embedded options that affect their pricing and effective maturity.

Most material non-trading interest rate risks – the largest items being those arising from the Wealth Management & Business Banking Business Group – are captured attransferred from the point oforiginating business origination and then transferred, through a transfer pricing mechanism,units to one of the two centralized risk management units, predominantly either Group Treasury or UBS Warburg’sthe Investment Bank’s Cash and Collateral Trading unit (CCT).
     This process allows us to exploit Group-wide They manage the risks exploiting UBS’s entire netting potential in the management of interest rate risk.potential. The only notable exceptions to this rule are the five independent private banking subsidiaries whichbanks are exceptions in that they manage their own non-trading interest rate risk, separately; howeveralthough the amount of interest rate risk involvedthey hold is not material to the financial condition or results of the GroupUBS as a whole.
     For internal risk management and control, the Group’s standard market risk measure, Value at Risk (VaR), is applied to all Group Treasury positions, although Group Treasury’s book is not subject to market risk regulatory capital requirements. Group Treasury’s interest rate risk is the predominant element of the Corporate Center VaR shown in the table on page 74 in the “Market risk” section. We apply additional risk measures appropriate to a “Bank Book” to the interest rate positions managed by Group Treasury. These are explained below in the “Interest rate risk in the Group Treasury Bank Book” section.


78


Internal hedging process

In applying our internal hedging process, a distinction is made betweenRisks from long-term Swiss franc transactions with fixed maturities and those without contractual maturity dates or directly market-linked rates (such as retail products).
     Transactions with fixed maturities are transferred to our Treasury department by individual back-to-back transactions to Group Treasury in the case of long-term Swiss franc transactions, and to CCT in the case oftransactions. Risks from fixed maturity short-term Swiss franc and all non-Swiss franc transactions.transactions are

generally transferred to CCT. Client current and savings accounts and many other products of UBS Wealth Management & Business Banking have no contractual maturity date or directlydirect market-linked rate, and can be thought of as containing embedded pre-payment/withdrawal and re-pricing options. Theirtheir interest rate risk cannot be transferred by simple back-to-back transactions andtransactions. Instead, they are therefore transferred on a pooled basis. This entails the establishment ofbasis via a “replication” portfolio a portfolio of revolving transactions between the originating business unit and Group Treasury at market rates designed to approximate the average cash flow and re-pricing behavior of the pooled client transactions. The structure and parameters of the replication portfolios are set in accordance with long-term observations of market and client behavior and are reviewed periodically. The current extraordinarily low interest rate environment, especially in Swiss franc rates, led, at the end of 2002, to some temporary adjustments of the replication portfolios for variable rate liabilities.

     As a result of this process, the originating business units are thus immunized as far as possible against market interest rate movements, but retain theand manage their product margin,margins, while Group Treasury acquires marketmarket-based interest rate based positions whichthat can be managed within its approved limitslimits. The structure and mandate.
parameters of the replication portfolios are based on long-term market observations and client behavior and are reviewed periodically.
A significant amount of interest rate risk also arises from non-business related balance sheet items, such as the financing of our real estatebank property and equity investments in associated companies,

and the investment of our own equity. These are all strategic decisions, which implicitly create interest rate exposures. TheseThe risk in most such non-business items areis also transferred to Group Treasury through replicating portfolios, which,but in this case arethe replication is designed to approximate the investmentdesired funding or fundinginvestment profile mandated by the GEB.senior management.

     All replicating portfolios are updated monthly by replacing maturing tranches with new tranches, taking into account changes in the underlying portfolios over the period. Although the choice of monthly rollovers for each replicating portfolio helps to minimize the volume of transactions required at any one time, new aggregate tranches are, nevertheless, of such a size that they cannot be laid offIn addition to the market instantly. There are, furthermore, long term fixed rate refinancing requirements arising mainly from the commercial lending activities of UBS Wealth Management & Business Banking, which occur throughout the month. Group Treasury therefore actively manages the timing of its hedging, which leads to intra-month interest rate risk exposure that can fluctuate significantly during the course of each month.
     All risk transferred to CCT is managed by CCT within its risk limits, according to its risk viewstandard portfolio measures, VaR and appetite (see also “Market risk” section on pages 71 to 75). To the extent that Group Treasury needs to hedge its positions, it also deals with UBS Warburg units, which are the sole interface to the external markets for both cash and derivative transactions.

Interest rate risk in the Group Treasury
Bank Book

The GEB has approved risk management policies, risk limits and a control framework for Group Treasury’s Bank Book interest rate risk management process.
     The internal control framework includes an allocation of the Group VaR limit (which also covers Group Treasury’s foreign exchange risk). Group Treasury’s VaR exposure is included in the table on page 74.


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Capital and Risk Management
Group Treasury



     Threestress loss, three key interest rate risk measures are also used within Groupapplied to the interest rate risks managed by Treasury:
 Interest rate sensitivity, which expresses the impact of a one basis point (0.01%) parallel rise in interest rates on the fair value (net present value) of all ourthe interest rate risk positions
 Economic value sensitivity, which measures the potential change in fair value of Group Treasury’s interest rate positions resulting from a large instantaneous shock to interest rates
 Net interest income at risk, which is defined as the potential change in our net interest income resulting from adverse movements in interest rates over the next twelve months. Various changes in the level of interest rates are applied. Usually the worst case is captured by using instantaneous shock scenarios. All of the scenarios are compared with a scenario where current market rates and client behavior are held constant for the next twelve months. The methodology is designed to highlight the effects of market changes in interest rates on Group Treasury’s balance sheet positions — it ignores future changes in the asset and liability mix and it is not, therefore, a predictor of future net interest income.
     The interestInterest rate sensitivity measure is a simple unit measure of sensitivity, which does not, in itself, provide an indication of potential loss. TheBy contrast, the economic value sensitivity and net interest income at risk methodologiesmeasures provide different, but complementary, views of potential loss from interest rate risk. The economicEconomic value sensitivity measure provides both a longer-termlong-term view and a view ofcovering the whole book, since it takes into account the present value of all future cash flows generated from the existing balance sheet positions. Thepositions, whereas net interest income at risk measure, by contrast, considers only the re-pricing effect from positions maturing over the next twelve months, and thus provides a shorter-term view but one which more closely reflects financial reporting.
view. In all three measures for internal purposes we assess the exposure both including and excluding the replication portfolio representing the Group’sour equity. When this portfolio is excluded, the exposure under all three measures increases, sinceincreases.
To the extent that Treasury needs to hedge its consolidated positions and exposures, on assets init deals with the Investment



62


Financial Management

Bank’s trading units, which are the sole interface to the external markets for both cash and derivative transactions.

Interest rate risk development

While the equity held by the parent bank is invested are no longer netted againstpredominantly in Swiss francs, we decided in 2002 to diversify the benchmark forinvestment of equity investment.

     Inat the overall Group level into a portfolio of major currencies, in order to reflect the significant increase in our business activities denominated in foreign currencies,currencies. Accordingly, the GEB decided in 2002 to diversifyconsolidated equity, which includes the equity investment strategy from a pure Swiss franc investment portfolio into portfolios of different currencies. Our equitysubsidiaries, is currentlynow invested in portfolios of longer term fixed-rate assetsnot only in Swiss francs but also in US dollars and, euros, in line with the strategic investment targets set by the GEB.to a lesser extent, euro and UK sterling. At 31 December 20022004 the Swiss franc portfolio had an average duration of 3.3approximately 3.1 years and an interest rate sensitivity of CHF 11.936.60 million per basis point. For the US dollar portfolio, the duration was 5.14.3 years and its sensitivity CHF 1.814.98 million per basis point. For the euro portfolio the duration was 3.1 years and its sensitivity CHF 0.52 million per basis point and for the euroUK sterling portfolio the duration was 3.33.1 years and its sensitivity CHF 0.470.51 million per basis point.

The interest rate sensitivity of these investments is directly related to the chosen investment duration. It should be recognized that, although investing in significantly shorter maturities would lead to a reduction in the apparent interest rate sensitivity and economic value sensitivity of our Bank Booktreasury positions,

it would lead to higher net interest income at risk (when measured excluding the equity itself) and to higher volatility in the Group’sour actual interest earnings.

The first table on page 81below shows the interest rate sensitivity of ourthe Treasury book overall interest rate risk positions as aton 31 December 2002.2004. The first total is the sensitivity including the equity replicating portfolio, while the final total, which is significantly larger, excludes this portfolio.
The second table on page 81below shows the change in risk under the economic value sensitivity and net interest income at risk measures between 31 December 20002002 and 31 December 2002.2004.
The net interest income at risk figure shown is the worst case among various interest rate scenarios that have been analyzed, and results from an assumed downward interest rate shock (parallel shift) of 200 basis points. AtOn 31 December 2002,2004, the difference in the projected outcome in this scenario from that projected in a constant market rate scenario represented a reduction of CHF 151321 million in the year’s total net interest income, compared with a reduction of CHF 313233 million on 31 December 2001.2003.
     The economicEconomic value sensitivity measure shows the effect of a 100 basis point adverse interest rate shock. AtOn 31 December 2002,2004, a 100 basis point upward shock of Swiss francinterest rates


80


Interest rate sensitivity of the bank book

                         
As at 31.12.02                  
CHF thousand per Within 1  1 to 3  3 to 12  1 to 5  Over 5    
basis point increase month  months  months  years  years  Total 

CHF  16   (126)  97   (63)  (114)  (190)
USD  27   (80)  (66)  56   936   873 
EUR  8   (3)  44   191   1   241 
GBP  0   0   (37)  89   581   632 
JPY  0   0   0   20   (24)  (4)
Others  0   0   0   (1)  (3)  (4)

Total1
  50   (208)  38   292   1,378   1,549 

of which equity replicating portfolio (CHF)  62   24   439   6,393   5,011   11,929 
of which equity replicating portfolio (USD)  3   0   11   629   1,164   1,807 
of which equity replicating portfolio (EUR)  1   1   16   267   189   474 

Total equity replicating portfolio
  66   25   466   7,289   6,364   14,210 

Bank book without equity replicating portfolio (total)  (16)  (233)  (428)  (6,997)  (4,987)  (12,661)

1Total risk position includes adjustments of the replication portfolios for variable-rate products.

Change in risk under the two methodologies

             
  As at 
  
 
CHF million 31.12.02  31.12.01  31.12.00 

Net interest income at risk  (151)  (313)  (247)
Economic value sensitivity  (1,246)  (1,319)  (908)


would lead to a CHF 1,2461,214 million decline in fair value, compared with an exposure of CHF 1,3191,169 million to the same scenario on 31 December 2001.2003.



                         
Interest rate sensitivity of the Treasury book
  As at 31.12.04
CHF thousands per basis point increase Within 1 month  1 to 3 months  3 to 12 months  1 to 5 years  Over 5 years  Total 
 
CHF  (166)  1   (87)  55   81   (116)
 
USD  52   (20)  0   (96)  649   585 
 
EUR  12   (4)  24   123   19   174 
 
GBP  1   (2)  (18)  0   474   455 
 
JPY  2   0   0   (4)  0   (2)
 
Others  (1)  0   0   (1)  (2)  (4)
 
Total1
  (100)  (25)  (81)  77   1,221   1,092 
 
of which equity replicating portfolio(CHF)
  35   14   211   3,616   2,728   6,604 
 
of which equity replicating portfolio(USD)
  13   3   90   1,791   3,081   4,978 
 
of which equity replicating portfolio(EUR)
  2   1   17   287   213   520 
 
of which equity replicating portfolio(GBP)
  2   1   15   287   203   508 
 
Total equity replicating portfolio
  52   19   333   5,981   6,225   12,610 
 
Treasury book without replicating portfolio(total)
  (152)  (44)  (414)  (5,904)  (5,004)  (11,518)
 
1 Total risk position includes adjustments of the replication portfolios for variable-rate products.
             
Change in risk under the two methodologies
  As at
CHF million 31.12.04  31.12.03  31.12.02 
 
Net interest income at risk  (321)  (233)  (151)
 
Economic value sensitivity  (1,214)  (1,169)  (1,246)
 

63


Financial Management
Market risk

Management of non-trading currency risk

We report our results in Swiss francs, the currency of the country in which we are incorporated, but a substantial proportion of our assets and liabilities, revenues and costs arise in other currencies. Our corporate currency management activities are designed to protect UBS’s BIS Tier 1 capital ratio and expected future foreign currency earnings from adverse movements of the Swiss franc against the currencies of our assets, revenues and costs, while preserving the option to take advantage of opportunities which may arise.

To maintain the flexibility to divest foreign currency assets at any time without adverse currency impact, we match-fund where it is practical and efficient to do so, i.e. a US dollar asset is funded in US dollars, a euro asset in euros, etc. As noted above, at the Group level, the consolidated equity is invested in a diversified portfolio, broadly reflecting the currency distribution of our risk-weighted assets, in Swiss francs, US dollars, euro and UK sterling. This creates structural foreign currency exposures, the gains or losses on which are recorded through equity in the consolidated financial statements, leading to fluctuations in our capital base in line with the fluctuations in risk-weighted assets, thereby protecting our BIS Tier 1 capital ratio.
For financial accounting purposes, final profits or losses are translated each month from the original transaction currencies into Swiss francs at the prevailing rate at the end of the month. At the same time, Group Treasury centralizes profits or losses in foreign currencies and sells them into Swiss francs in order to reduce earnings volatility resulting from subsequent exchange rate movements. This monthly sell-down reduces

the volatility in our Swiss franc results that would result from repeated re-translation, although it cannot protect the bank’s earnings against a sustained downward or upward move of one of the main currencies against the Swiss franc.

In order to protect our future Swiss franc net profits against adverse currency fluctuations we first make use of natural hedge opportunities. Such opportunities exist because, overall, the currency composition of our net profit shows stable patterns of specific short and long positions in core foreign currencies such as UK sterling, euros and US dollars, and because some foreign currency pairs demonstrate high and stable correlations. This combination is exploited by offsetting core positions in certain currencies.
Our Treasury department from time to time proactively hedges the remaining currency exposures, in accordance with the instructions of the CFO in line with policies approved by the GEB. Economic hedging strategies employed include a cost-efficient options purchase program, which provides a safety net against unfavorable currency fluctuations while preserving upside potential. We are, however, willing to accept, within clearly defined tolerances, a certain volatility in our financial results due to currency fluctuations. The hedge program has a time horizon of up to twelve months and is not restricted to the current financial year. Although intended to hedge future earnings, these transactions are considered open currency positions and are included in VaR for internal and regulatory capital purposes.
For 2004 the net currency impact on UBS’s Swiss franc financial net profit was significant but well within the agreed tolerances.



             
Non-trading currency risk VaR (10-day 99% confidence)
CHF million 2004  2003  2002 
 
Minimum  2.2   0.7   0.7 
 
Maximum  41.9   32.0   14.2 
 
Average  17.2   12.3   3.0 
 
End of period  3.5   28.3   0.7 
 

64


Liquidity and funding management
Financial Management

Financial Management
Liquidity and funding management

Liquidity and funding management

UBS’s business activities generate asset and liability portfolios which are intrinsically highly diversified with respect to market, product and currency. This reduces our exposure to individual funding sources, and also provides a broad range of investment opportunities, which in turn reduces liquidity risk. We adopt a centralized approach to liquidity and funding management to exploit these advantages to the full.

The liquidity managementand funding process is undertaken jointly by Group Treasury and CCT. Group Treasury’s function is to establishTreasury establishes a comprehensive managementcontrol framework, including policies and risk limits, while CCT undertakes operational cash and collateral management transactions within the established parameters. This centralized cash and collateral management structure permits tight control on both our global cash position and our stock of highly liquid and rediscountable securities.
     The GEB has approved a policy establishing the core principles for

Liquidity approach

Our approach to liquidity management, which covers all branches and has definedsubsidiaries, is to ensure that we will always have sufficient liquidity to meet liabilities when due, under both normal and stressed conditions, without compromising our ability to respond quickly to strategic market opportunities. Our integrated framework incorporates an appropriate contingency plan. A first setassessment of principles relates toall expected cash flows and the establishmentlevel of liquidity risk limits (for example, a net overnighthigh-grade collateral that could be used for additional funding limit). The riskpurposes. Risk limits are set by the GEB and monitored by Group Treasury. The Group’sCompliance with the risk limits and actual credit liquidity exposure is assessed byexposures are regularly reported to the

Group Treasury Committee (GTC), which is chaired by the Group Treasurer and meets on a monthly basis. A second set of principles concentrates on GEB. Moreover, detailed contingency plans have been developed for liquidity crisis management for which a detailed Group Liquidity Contingency Plan has been developed. This hasand have been incorporated into UBS’s Global Crisis Management Concept,our global crisis management concept, which covers all types of crisis events, including a liquidity crisis, and applies to all Business Groups and subsidiaries of the UBS Group.events. Regional committees monitor the markets in which UBS operates for potential threats and regularly report theirany findings to Group Treasury. In the event of a liquidity crisis, regional crisis task forces would implement contingency plans under the direction of senior management.

Benefits of centralization

Being a globally integrated financial services firm, UBS’s range of business activities naturally generates asset and liability portfolios which are highly diversified with respect to market, product and currency. This reduces UBS’s exposure to individual funding sources, and also provides a broad range of investment opportunities, which in turn reduces liquidity risk. The centralized approach


81


Capital and Risk Management
GroupTreasury


to liquidity management adopted at UBS allows these advantages to be exploited. Group Treasury is, furthermore, instrumental in executing an integrated collateral management process on a Group-wide basis to ensure that the large pool of high-quality collateral gathered across the Group is made available for repurchase and securities lending transactions through which CCT creates additional revenues for both UBS and our clients, and also generates substantial funding on a secured basis. This additional liquidity cushion could be crucial in crisis situations.

Funding sources and approach

With a broad diversification of funding sources (by market, product and currency), we maintain a well-balanced portfolio of liabilities which generates a stable flow of financing and provides protection in the event of market disruptions. This, together with our centralized funding management, enables us to pursue a funding strategy which seeks to ensure that business activities are funded at the lowest possible cost.
     In this context, UBS’s strong domestic retail business is a very valuable, cost efficient and reliable source of funding. Through the establishment of short, medium and long-term funding programs in Europe, the US and Asia, we can both provide specialized investments to our customers and efficiently raise funds globally, minimizing our dependence on any particular source. This integrated approach to funding allows us to exploit our ability to create tailor-made structured products for both private and institutional investors across the globe. The creation and marketing of such cost-effective structured debt issuance is achieved through close co-operation across various business areas. The embedded risks are managed by UBS Warburg, while Group Treasury determines the effective funding levels at which the underlying debt components are issued.
     We plan our medium- and long-term funding activities by assessing the overall funding profile of the balance sheet, taking due account of the effective maturity of our asset base and the amount of maturing debt that will have to be replaced. We also factor in our ability to continue to fund our ongoing business activities through periods of difficult market conditions
     We make frequent use of asset-securitization structures, in particular in connection with the

sale of corporate loans and retail mortgages. These do not, however, constitute a material portion of UBS’s funding activities and our liquidity status would not be significantly affected if capital markets were to become inaccessible for such securitization transactions. UBS has no long-term commitments to continue to purchase the types of assets being securitized.

     The charts below show a breakdown by product type and by currency of our secured and unsecured funding as at 31 December 2002. UBS has a strong secured funding base that reduces our exposure to periods of stressed market conditions where the ability to raise unsecured funding could be temporarily restricted. Of our total funding, 44% was raised on a secured basis and 56% unsecured. The unsecured funding base is well diversified, with 16% of funding stemming from savings and demand deposits, 7% from fiduciary deposits and only 8% from money market papers and 9% from short-term inter-bank borrowing. Most of our funding was originated in US dollars, with major portions also being raised in Swiss francs and in euro, roughly mirroring the currency breakdown of our assets. Around 10% of our funding was denominated in

(UBS FUNDING BY PRODUCT TYPE)


82


other currencies (primarily sterling and Japanese yen). UBS does not rely on buying committed credit facilities from third party banks, but instead we base our contingent funding sources on our ability to raise secured funding through the use of high-quality collateral.

     In the course of 2002, UBS’s long-term debt remained stable, decreasing slightly from CHF 57.2 billion at 31 December 2001 to CHF 56.6 billion at 31 December 2002, despite the 6% contraction of the Group balance sheet over the same period. The maturity profile of our long-term debt portfolio is well balanced. See Note 18 to the UBS Group Financial Statements for further information concerning long-term debt.

Liquidity management approach

Our approach to liquidity management is to ensure, as far as possible, that we will always have sufficient liquidity to meet liabilities when due, without compromising our ability to respond quickly to strategic market opportunities. Our centralized approach to liquidity management encompasses both branches and subsidiaries and seeks to ensure that the liquidity position is more than adequate to cover short-term liabilities at all times. UBS’s liquidity management is based on an integrated framework that incorporates an assessment of all expected cash flows within the firm and the availability of high-grade collateral which could be used to secure additional funding if required. The liquidity position is assessed and managed under a variety of potential scenarios, giving due consideration to stress factors. The range of scenarios analyzed encompasses both normal market conditions and stressed conditions, includingand considers both UBS specificUBS-specific and general market crises. For each scenario considered, the short-term liquidity position arising out of non-trading activities is determined by identifying the gap between liabilities running off and maturing assets to be repaid. This analysis is augmented by ascertaining the value of trading book assets which could be liquidated as compared to the liabilities which would have to be repaid. In assessing this gap, we take into account both our ability to utilize collateral - both our own and collateral borrowed from customers — to raise funds, which may enhance our liquidity, and the possibility that our customers may seek to draw down unutilized capacity under credit lines we extend

them, which may place further demands on liquidity. We also take into account the fact that, while under normal market conditions it can be safely assumed that most maturing assets would be repaid, trading assets successfully liquidated and maturing liabilities replaced by creating new liabilities, this will not necessarily be the case under stressed conditions.

The starting point for these stress analyses is thea breakdown byof the contractual maturity of our assets and liabilities. This is displayed as at 31 December 2002 in Notenote 29 to the UBS Group Financial Statements,financial statements, which shows the profile of UBS’s overall cash-flow laddercash flow under a business“business as usual scenario. Various stress scenarios areusual” scenario on 31 December 2004.
We then simulated by adjusting this assumed cash-flow ladder according to each type of stress event. These scenarios range from a liquidity squeeze that remains confined to the capital and inter-bank markets (akin to the Asian crisis of 1997, the Russian crisis of 1998 and the crisis following 11 September 2001) to a full-blown general market crisis that affects all participants and spans all market sectors on a global basis. Particular emphasis is also placed on a bank-specific crisis, where UBS alone is affected. Again, this crisis is assumed to occur globally across all market sectors. In this way, varying degrees of severity are simulated and all of UBS’s funding sources and investments are assumed to be put under stress. The range of effects evaluated includes:
inability to roll over maturing unsecured debt (both long-term and short-term debt such as UBS’s commercial paper programs)
inability to raise new unsecured (short-term or long-term) debt
increased collateral margins on the bank’s secured funding sources — a sudden, large outflow of retail deposits (“bank run”)
a large increase in drawdowns of unutilized committed credit lines
an increase in haircuts applied to trading portfolio assets (for sale or pledging in repo transactions).
     Furthermore, because it is probable that customers will also be affected by such a liquidity crisis and thus unable to meet their obligations, it is assumed that all core businesses, such as consumer loans and mortgages, and investments must continue to be financed, even if they fall due during the assumed crisis period.


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Capital and Risk Management
Group Treasury

UBS-specific crisis: liquidity gap and contingency funding

                 
  As at 
  
 
CHF billion 31.12.02  30.9.02  30.6.02  31.3.02 

Crisis liquidity gap  (26)  (33)  (10)  (12)
Secured contingency funding  71   73   72   89 
Net position  45   40   62   77 


     Our exposure under these liquidity stress scenarios is analyzed on a monthly basis and any ensuing liquidity gap is assessed to ascertain the ability of the bank to bridge the gap by means of our large stock of committed, undrawn central bank facilities and through increased use of repurchase and similar transactions. The assumed crisis gap is monitored monthly by Group Treasury and action is taken if it exceeds a predefined trigger level.

     The results of the liquidity stress scenario analyses are reported monthly to the Group CRO and quarterly to the GEB. The table above shows the development during 2002 of the cumulative 30-day liquidity gap that could arise during a UBS-specific crisis andconsider the amount of secured contingency funding that could be raised to redress the potential imbalance. The secured funding capacity in the table relates exclusively tofrom securities that are eligible for pledging at the major central banks, and assumes application of crisis-levelsubject to crisis-lev-

el collateral margins. It doesWe do not take account of our additional stock of liquid securities that could be used to raise secured funding on the interbank market and it is assumed that none of theno contingency funding would be raised on an unsecured basis.

The results shown above are regarded as constitutingconstitute a worst-case scenario that comprises a simultaneous combination of severe impairments to UBS’s overall liquidity situation across all markets, currencies and products. The scenarioproducts, which assumes, inter alia, that we would be unable to renew any of our unsecured debt, including all our entire maturing Money Market Papersmoney market papers (outstanding volume CHF 7379 billion as ofon 31 December 2002), as2004). Such a scenario could occur if we were to suffer a severe downgrading of our credit ratings. It further encompassesWe factor in potential liquidity outflows due to contingent liabilities, in particular those due to undrawnthe drawdown of committed credit lines. Exposures to other contingent commitments, such as guarantees and letters of credit, are also included in this analysis, even though thesealthough they are not as vulnerable since they are generally not

unconditional but, rather, are rather, linked to other, (independent)independent conditions precedent being fulfilled. The scenario also assumes that the crisis would engulf UBS’s source of retail deposits, thereby leading to massiveheavy withdrawals from current accounts, savings accounts and deposits. Furthermore, access to the client collateral pool is assumed to be limited as a result of securities lending agreements being cancelled during such a crisis.

     Apart fromWe regularly monitoringmonitor unutilized committed credit facilities UBS also assessesand latent liquidity risks that could materialize if we were to suffer a downgrading of our credit ratings. “Rating Trigger”trigger” clauses, especially in derivative contracts, create such risks as they couldcan result in an immediate cash outflow due to the unwinding of derivative positions, with a negative replacement value, or the need to deliver additional collateral. TheOur contingent exposure arising directly from these rating triggers is judged not to be material, even if UBS were to be downgraded to sub-investment-grade level. This exposure is prudently managed on an ongoing basis by regularly repeating the exposure analysis and by ensuring that any significant rating trigger clauses are subject to appropriate explicit approvals.material.
While UBS engageswe engage in financial transactions that involve the utilization of non-consolidated special-purpose entities, our funding and liquidity capacity is not reliant upon these entities to any material extent. Additionally, should any or all of these financial channels become unusable, the impact on UBS’s liquidity resources would be insignificant. All of UBS’s major sources of liquidity are channeled through entities that are fully consolidated and are included in the scenario analyses described above.
We are continuing to strengthen our relationships with the major central banks, consistent with our general policy, which is to base our contingency plans on secured funding against pledges of high-quality collateral, rather than relying on third-party credit lines.



Currency management
65


Financial Management
Liquidity and funding management

Funding sources and approach

With a broad diversification of funding sources (by market, product and currency), we maintain a well-balanced portfolio of liabilities, which generates a stable flow of financing and provides protection in the event of market disruptions. This, together with our centralized funding management, enables us to pursue a strategy to fund business activities at the lowest possible cost.

In this context, UBS’s strong domestic retail business is a very valuable, cost-efficient and reliable source of funding. Furthermore, through the establishment of short-, medium- and long-term funding programs in Europe, the US and Asia, we can provide specialized investments to our customers while efficiently raising funds globally from both institutional and private investors, minimizing our dependence on any particular source.
We reportplan our resultsmedium- and long-term funding activities by assessing the overall funding profile of the balance sheet, taking due account of the effective maturity of our asset base and the amount of maturing debt that will have to be replaced. We also factor in our ability to continue to fund our ongoing business activities through periods of difficult market conditions.
We make frequent use of asset-securitization structures, in particular in connection with the sale of corporate loans and retail mortgages. These do not, however, constitute a material portion of UBS’s funding activities and our funding status would not be significantly affected if capital markets were to become inaccessible for such securitization transactions. UBS

has no long-term commitments to continue to purchase the types of assets being securitized.

The charts below show a breakdown by product type and by currency of our secured and unsecured funding as at 31 December 2004. UBS has a strong secured funding base that reduces our exposure to periods of stressed market conditions when the ability to raise unsecured funding could be temporarily restricted. Of our total funding, 43% was raised on a secured basis and 57% unsecured. The unsecured funding base is well diversified, with 15% of total funding stemming from savings and demand deposits, 11% each from time deposits and short-term interbank borrowing, 9% from long-term debt, 7% from money market papers and 4% from fiduciary deposits. Most of our funding is originated in US dollars, with major portions also being raised in Swiss francs and in euros, roughly mirroring the currency breakdown of our assets. Around 12% of our funding was denominated in other currencies (primarily UK sterling and Japanese yen). UBS does not rely on buying committed credit facilities from third-party banks, but instead we base our contingent funding sources on our ability to raise secured funding through the country in which we are incorporated. Our corporate currency management activitiesuse of high-quality collateral.
At the beginning of 2004, UBS decided to adopt the newly created fair value option under IAS 39. As a consequence, a significant part of our long-term debt portfolio has been re-classified to financial liabilities designated at fair value. See note 18 to the financial statements for information concerning long-term debt.



84

(PIE CHART)

(PIE CHART)



66


Financial Management

Financial Management
Operational risk

Operational risk

Operational risk is the risk of loss resulting from inadequate or failed internal processes, people and systems, or from external causes, whether deliberate, accidental or natural. It is inherent in all our activities, not only in the business we conduct but also from the fact that we are a business – because we are an employer, we own and occupy property, and we hold assets, including information, belonging to ourselves and to our clients. Our approach to operational risk is not designed to eliminate risk per se but, rather, to contain it within acceptable levels, as determined by senior management, and to ensure that we have sufficient information to make informed decisions about additional controls, adjustments to controls, or risk mitigation efforts.

Operational risk framework

Every function, whether a front-end business or a control or logistics unit, must manage the operational risks that arise from its own activities. Because operational risk is all-pervasive, with a failure in one area potentially impacting many others, our framework is based on mutual oversight across all functions. To ensure the independence and objectivity of any risk decisions, overall governance authority lies with the Group CRO and Head of Operational Risk. In our Business Groups, we have integrated operational risk processes into the existing control and governance structures.

Every function defines its roles and responsibilities so that, collectively, they can ensure that there is adequate segregation of duties, complete coverage of risks and clear accountability. From this analysis, they develop control objectives and standards to protect our assets and interests, based on the types of operational risk event that might arise, ranging from every day reconciliation problems to potentially severe events such as fraud, and the potential impact of any such event. We recognize, however, that we cannot eliminate the risks completely, because errors and accidents will always happen, and that it may not always be cost effective to do so, even where it is theoretically possible. We therefore adopt a risk-based approach to the design and implementation of our internal control framework.
We monitor compliance with these controls and assess their operating effectiveness in several ways, including self-certification by staff, and evaluation of responses by Business Group management. Additionally, we track a wide-ranging set of metrics to provide potential early warning of increasing risk associated with non-attainment of our control objectives. These include numbers and characteristics (severity, size, age etc.) of, for example, client complaints and claims, deal cancellations and corrections, unreconciled items on cash and custody accounts, and systems failures.

As major operational risk events occur, we assess their causes and the implications for our control framework, whether or not they lead to direct financial loss. This includes non-UBS events that are relevant to our business if sufficient information is made public. In 2004, we conducted such investigations in response to a variety of internal and external events, among them customer complaints, virus attacks and power failures. It is important that we use all available information to test our control framework because, even if an internal event does not lead to a direct or indirect financial loss, it may indicate that our standards are not being complied with.

We also assess other sources of information such as internal and external audit findings.

Operational risk measurement

We maintain a database of financial events (both profits and losses) and their underlying causes, and use it in the quantitative modeling that will ultimately form the basis for our operational risk regulatory capital requirement under Basel II, for which we intend to use an advanced measurement approach. It is, however, important to understand that losses from a single event can arise in several ways, some of which may not translate directly into a monetary amount (for example losses caused by business disruption); that the impact of a loss may be large relative to its monetary amount (for example a regulatory fine); and that the level of risk at any time is not directly correlated to actual financial losses or their frequency of occurrence, which are, at best, only indicative.

As far as accounting for operational risks is concerned, many potential loss situations are identified before the probability, timing or amount of future expenditure are known with certainty. This uncertainty requires the exercise of judgement but it is best practice to make a provision, based on the best estimate of a liability, when it is probable that a payment will be required, even if the amount to be paid has not yet been exactly determined. Once we are able to quantify any potential operational risk more accurately, the corresponding provision is revised up or down.

Operational risk development

Operational risk has been high on our agenda throughout 2004 and will continue to be a priority for the foreseeable future. The appointment to the GEB of the Group CRO, who has overall responsibility for operational risk, alongside credit and market risk, is, in part, recognition of the importance we attach to the management and control of this risk. We



67


Financial Management
Operational risk

have experienced a number of incidents, the most prominent of which were cases related to bank notes trading and to US withholding tax, both reported in second quarter 2004. These have highlighted the challenges we face in managing a complex, integrated, fast changing, global business, particularly against the backdrop of heightened regulatory and public sensitivity to shortcomings in corporate processes.

Recently, we have launched a number of special initiatives under the overall supervision of the Group CRO, focusing on areas prone to regulatory lapses and failures of management oversight, in an effort to prevent recurrence of past errors and ensure that we meet our obligations to regulators and maintain the standards they expect of us. A broad education program is part of these initiatives.



68


Financial Management

Financial Management
Motor-Columbus

Motor-Columbus

The Atel Group, the operating arm of Motor-Columbus, is exposed to electricity price risk, interest rate risk, currency risk, credit risk, and other business risks.

Risk limits are allocated to individual risk categories and compliance with these limits is continuously monitored, the limits being periodically adjusted in the broad context of the company’s overall risk capacity.
A risk policy has been established and is monitored by a risk committee composed of executive management. It was approved by the Board of Directors of Atel and is reviewed and ratified by them annually. The policy sets out the principles for Atel’s business. It specifies requirements for entering into, measuring, managing and limiting risk in its business and the organization and responsibilities of risk management. The objective of the policy is to provide a reasonable balance between the business risks entered into and Atel’s earnings and risk-bearing shareholders’ equity.
A financial risk policy sets out the context of financial risk management in terms of content, organization and systems, with the objective of reducing financial risk, balancing the costs of hedging and the risks assumed. The responsible units manage their financial risks within the framework of this policy and limits defined for their area.

Energy price risk

Price risks in the energy business arise from, among others, price volatility, changing market prices and changing correlations between markets and products. Derivative financial instruments are used to hedge underlying physical transactions, subject to the risk policy.

Interest rate risk

Interest rate swaps are permitted to hedge capital markets interest rate exposure, with changes in fair value being reported in the income statement.

Currency risks

To minimize currency risk, Atel tries to offset operating income and expenses in foreign currencies. Any surplus is hedged through currency forwards and options within the framework of the financial risk policy.

Net investment in foreign subsidiaries is also subject to exchange rate movements, but differences in inflation rates tend to cancel out these changes over the longer term and for this reason Atel does not hedge investment in foreign subsidiaries.

Credit risk

Credit risk management is based on assessment of the creditworthiness of new contracting parties before entering into any transaction, giving rise to credit exposure, and continuous monitoring of creditworthiness and exposures thereafter. In the energy business, Atel only enters into transactions leading to credit exposure with counterparties that fulfill the criteria laid out in the risk policy. Concentration risk is minimized by the number of customers and their geographical distribution.

Financial assets reported in the balance sheet represent the maximum loss to Atel in the event of counterparty default at the balance sheet date.



69


 

are designed to protect the Group’s BIS Tier 1 ratio and expected future foreign currency cash flows from adverse movements of the Swiss franc against the currencies of our assets, revenues and costs, while preserving the option to take advantage of market opportunities which may arise.

Translation (balance sheet) currency risk

We aim to maintain our flexibility in being able to divest foreign currency assets at any time without adverse currency impact by match-funding, i.e. a US dollar asset is funded in US dollars, an euro asset in euros, etc. This policy has, in the past, also been applied to equity investments in consolidated subsidiaries and branches, which were match-funded by debt, while our equity remained predominately invested in Swiss francs.
     However, our non-Swiss activities have expanded significantly in the last five years, and the currencies of our balance sheet assets are now more diversified. A significant depreciation of the Swiss franc against these currencies would therefore result in a deterioration of our BIS Tier 1 ratio. We have therefore decided to adopt a new equity investment approach more in line with our business portfolio. In future, our equity will be diversified into Swiss francs, US dollars, euros and sterling in proportion to our risk-weighted assets in these four main currencies, by investing directly in the capital of subsidiaries and branches denominated in these currencies. The current match-funding (or structural hedging) of equity investments in consolidated subsidiaries and branches will be progressively terminated. This will create structural foreign currency exposures, the gains or losses on which will be recorded through equity and will therefore lead to fluctuations in the Group’s capital base in line with the fluctuations in risk-weighted assets, thereby protecting the BIS Tier 1 capital ratio.
70

     The financial transactions to achieve this structure were started in fourth quarter 2002. The first significant impact on our capital base can be expected in first quarter 2003 (depending on the size of currency moves against the Swiss franc). Further equity investments will follow in the course of 2003. We believe that complete BIS Tier 1 ratio protection will be achieved towards the end of 2003 when the target currency mix of invested equity should be in place.

Transaction (revenues/expenses)
currency risk

Each month, final profits or losses are translated, for financial accounting purposes, into Swiss francs from the original transaction currencies at the prevailing rate at the end of the month. At the same time, we sell down these profits or losses into Swiss francs in order to reduce earnings volatility resulting from subsequent exchange rate movements. (Small gains or losses from timing differences between month-end and actual sell down are reported as income in Corporate Center.)
     Furthermore Group Treasury proactively hedges, from time to time, significant currency exposures arising from expected future foreign currency earnings/costs (mainly US dollar, euro and sterling), in accordance with the instructions of the GEB. Economic hedging strategies employed include a cost-efficient option purchase program, providing a safety net against unfavorable currency fluctuations while preserving upside potential. The hedge program has a time horizon of up to twelve months and is not restricted to the current financial year. Although intended to hedge future cash flows, these transactions are considered open currency positions and included in VaR for internal and regulatory capital purposes (refer also to page 74 in the “Market risk” section).


Non-trading currency risk VaR

             
CHF million 2002  2001  2000 

Minimum  0.7   0.9   11.6 
Maximum  14.2   16.2   113.4 
Average  3.0   3.6   33.7 
End of period  0.7   1.0   12.7 


85


Capital Management & the UBS Share

Our approach to capital management has been a trademark of UBS. It ensures attractive value creation for shareholders while protecting our strong capitalization and Risk Management
Group Treasury
credit ratings.

 

Capital adequacy

             
  As at 
  
 
CHF million, except ratios 31.12.02  31.12.01  31.12.00 

BIS Tier 1 capital  27,047   29,322   31,892 
of which hybrid Tier 1 capital1
  3,182   3,848   2,456 
BIS total capital  33,009   37,471   42,860 

BIS Tier 1 capital ratio (%)  11.3   11.6   11.7 
BIS total capital ratio (%)  13.8   14.8   15.7 

Balance sheet assets  205,401   214,481   223,528 
Off balance sheet and other positions  18,122   25,935   39,002 
Market risk positions  15,267   13,319   10,760 

Total BIS risk-weighted assets  238,790   253,735   273,290 

1Trust preferred securities.

 















(UBS GROUP)

Capital Management & the UBS Share
Capital management

Capital management

Capital management

The approach we take to capital management is one of our trademarks. We are dedicateddedicate ourselves to remainingmaintaining strong debt ratings and sound capital ratios (see capital strength box on the next page), assuring our position as one of the best capitalizedbest-capitalized financial services firms in the worldworld. Our strong capitalization allows us to invest in the growth of our businesses by making acquisitions or by growing organically. But in the absence of such opportunities, we will return any excess capital to our shareholders, while maintaining our BIS Tier 1 ratio at a high level.

When managing our capital, we monitor eligible and required capital. We also forecast their future development. Our dividend payments to shareholders and share buyback programs are the main tools with soundwhich we manage our capital base. That, along with the capital securities we issue, gives us the means to manage our Tier 1 and total capital ratios, helping us protect our strong capitalization and strong debtcredit ratings — both are keywhile ensuring we continue to create sustainable value for shareholders.
BIS Tier 1 capital increased to CHF 31.1 billion on 31 December 2004 from CHF 29.8 billion on 31 December 2003, as the increase was mainly due to the net profit being higher than the accrued dividend and performed share purchases.

Distribution of cash to shareholders in 2004

We transferred a total of CHF 6.6 billion of free equity to our attractivenessshareholders in 2004. The total amount was split between our dividend payment of CHF 2.8 billion made in April 2004 and the CHF 3.8 billion in shares we repurchased during 2004 for purposes of cancellation. For more details on our dividend payments, see page 76 of this section.

(LINE GRAPH)

Capital securities

UBS placed CHF 2.0 billion in subordinated debt in public capital markets in 2004 to clients and investors. Our overall capital needs are continually reviewed to ensure thatdiversify the maturity profile of our capital base appropriately supports our current and planned business and regulatorysecurities. Outstanding Tier 2 capital requirements. The usesecurities accounted for CHF 5.0 billion of a variety of instruments, such aseligible capital on 31 December 2004. Additionally, we have USD 2.6 billion (CHF 3.0 billion) outstanding in trust preferred securities,shares which count as Tier 1 capital under regulatory rules. Currently, no convertible debt on UBS shares is outstanding.

Capital requirement

The capital we are required to meet overall capital levels,hold is designeddetermined by the credit risk we take weighted according to support our efforts to meet return on equity targetstype of counterparty and enhance shareholder value.

Sound capitalization

The table above shows the key capital figures and ratioscollateral, as of 31 December 2002, 31 December 2001 and 31 December 2000.
     The ratios measure capital adequacy by comparing UBS’s eligible capital with total risk-weighted assets, which include balance sheet assets, net positions in securities not held in the trading portfolio, off-balance sheet transactions converted into their credit equivalents at a weighted amount to reflect their relative riskwell as other asset and market risk positions based on VaR (see “Market risk” section, page 74(for more details please refer to note 29 to the



Capital adequacy

             
 
  As at 
CHF million, except ratios 31.12.04  31.12.03  31.12.02 
 
BIS Tier 1 capital  31,051   29,765   27,047 
 
of which hybrid Tier 1 capital1
  2,963   3,224   3,182 
 
BIS total capital  35,866   33,581   33,009 
 
BIS Tier 1 capital ratio(%)
  11.8   11.8   11.3 
 
BIS total capital ratio(%)
  13.6   13.3   13.8 
 
Balance sheet assets  217,769   212,176   205,401 
 
Off-balance sheet and other positions  28,205   21,456   18,122 
 
Market risk positions  18,151   18,269   15,267 
 
Total BIS risk-weighted assets  264,125   251,901   238,790 
 
1 Trust preferred securities.

72


Capital Mgmt.& the UBS Share

financial statements). Most of our capital requirement arises from balance sheet assets. Off-balance sheet positions and Note 29d to the UBS Group Financial Statements).

market risk positions each represent less than 10% of risk-weighted assets and, correspondingly, of our total capital requirement.
The calculation of the capital requirementsrequirement, as applicable to UBS under Swiss Federal Banking Commission (SFBC) regulations, differs in certain respects from the calculation under the Basel

Capital Accord (“BIS guidelines”)(BIS guidelines). Most importantly:The most important differences are:
 where BIS guidelines apply a maximum risk weight of 100%, the SFBC applies risk weights above 100% to certain asset classes (for example real estate, bank premises, other fixed assets, intangible assets excluding goodwill,intangibles, non-trading equity securities and unconsolidated equity investments)positions)
 where the BIS guidelines apply a 20% risk weight to obligations ofloans to OECD banks, the SFBC applies risk weights of 25% to 75%, depending on maturity, to such obligationsmaturity.
On 31 December 2004, risk-weighted assets were CHF 264.1 billion, up 5% from CHF 251.9 billion a year earlier. The increase was mainly driven by higher capital requirements

from our loan portfolio, especially at the Investment Bank, as well as an increase in our mortgage lending activities.

Capital ratios

The ratios we report measure capital adequacy by comparing our eligible capital (Tier 1 and total) with total risk-weighted assets. As a result of thesethe differences in regulatory rules, UBS’s risk-weighted assets are higher, and our ratios of total capital and Tier 1 capital to risk-weighted assets, are lower, when calculated under the SFBC regulations than under the BIS guidelines. Nevertheless, UBS and its predecessor banks havehas always had total capital and Tier 1 capital well in excess of the minimum requirements of both the BIS and the SFBC since these regulationsSFBC.

The combined effect of the moderate increase in eligible Tier 1 capital and guidelines were first implementedthe growth in 1988.

Capital managementrisk-weighted assets resulted in 2002

In line with our shareholder focus, we were able to transfer a totalBIS Tier 1 ratio of CHF 8.3 billion of free equity to our shareholders in 2002.11.8% at end-December 2004, unchanged from a year earlier. The total amount is split betweencapital ratio increased to 13.6% at end-December 2004 from 13.3% on 31 December 2003.



Capital strength

Our financial stability stems from the par value capital repayment of CHF 2.4 billion in July 2002 and the totalfact that we are one of the share repurchasesbest-capitalized banks in the world. We believe that this financial strength is a key part of our value proposition for cancellation executed during 2002both our clients and our investors.
In August 2004,Moody’s reaffirmed UBS’s Aa2 long-term, Prime-1 short-term, and B+ bank financial strength ratings and commented that “the ratings of CHF 5.9 billion.UBS are solidly underpinned by the Group’s strong client franchises and healthy fundamentals. With leadership position in the majority of its core businesses, the Group’s mix of businesses is well diversified across products and regions, the majority of which benefit from good growth prospects despite being in mature and competitive industries and markets.” In November 2004, the rating agencyStandard & Poor’saffirmed UBS’s AA+ long-term, and A-1+ short-term ratings and commented: “The ratings on Switzerland-based UBS AG reflect the bank’s strong market positions and franchises across a wide range of private banking and international securi-

ties activities. These support solid profitability, solid capitalization, and excellent liquidity.”
In December 2004,Fitch Ratings, the international rating agency, affirmed UBS’s AA+ / F1+ / A/B ratings and commented: “UBS’s long-term, short-term and individual ratings reflect its excellent private banking / wealth management franchise, diversified revenue structure, solid underlying profitability, sound asset quality, and its strong capitalization.”
UBS’s ratings remain among the best of any major globally active financial institution. Well capitalized, with strong and balanced cash-flow generation, and a well-controlled risk profile, UBS is one of the soundest
financial institutions worldwide. UBS’s long-term credit ratings are shown in the table below. Each of these ratings reflects only the view of the applicable rating agency at the time the rating was issued, and any explanation of the significance of a rating may be obtained only from the rating agency. A security rating is not a recommendation to buy, sell or hold securities and each rating should be evaluated independently of any other rating. There is no assurance that any credit rating will remain in effect for any given period of time or that a rating will not be lowered, suspended or withdrawn entirely by the rating agency if, in the rating agency’s judgment, circumstances so warrant.


Share buyback and cancellationLong-term credit ratings

Our careful balance sheet management and strong earnings continued to generate additional capital in 2002 despite a weaker operating environment. This enabled us, for the third consecutive year, to conduct share repurchase programs
             
 
  As at 
  31.12.04  31.12.03  31.12.02 
 
Fitch, London AA+ AA+ AAA
 
Moody’s, New York Aa2 Aa2 Aa2
 
Standard & Poor’s, New York AA+ AA+ AA+
 



8673


(SHARE BUYBACK)

Effect of second line trading program on basic earnings per share (EPS)Capital Management & the UBS Share
Treasury shares

             
  For the year ended 
  
 
  31.12.02  31.12.01  31.12.00 

Weighted average shares for basic EPS after treasury shares  1,208,586,678   1,266,038,193   1,209,087,927 
Weighted average second trading line treasury shares  118,594,983   65,624,005   43,261,410 
Basic EPS  2.92   3.93   6.44 
Cumulative impact of treasury shares on basic EPS (CHF)  0.26   0.19   0.22 
Cumulative impact of treasury shares on basic EPS (%)  8.9   4.9   3.5 


Treasury shares

whichUnder IFRS accounting rules, UBS shares held for trading or non-trading purposes are intendedrecorded as treasury shares and deducted from shareholders’ equity. Our holding of treasury shares decreased to 103,524,971 or 9.2% of shares issued on 31 December 2004, from 111,360,692 or 9.4% on the same date a year ago. Of the currently held treasury shares, 39,935,094 are earmarked for cancellation whereas the other 63,589,877 cover employee share and option programs and, to a limited extent, market-making activities at the Investment Bank.

Treasury shares earmarked for cancellation (share buyback)

Strong earnings and careful management of our balance sheet allowed us to conduct a share buyback program for the fourth consecutive year in 2004 – giving us the opportunity to reduce the number of issued UBS shares, and enhance ourenhancing earnings per share.

     As in previous years, we bought the shares through a second trading line, which allows us to cancel the shares in the most tax efficient way. Under Swiss regulations, a company wishing to cancel shares must purchase them on the stock exchange under a special security code whichthat clearly identifies to the market the time and quantity of shares repurchased for thisthat specific purpose. As in previous years, we announced a maximum Swiss franc amount to be used for share purchases under the buyback program. Usage of the limit is determined by our capital management plan, which is adjusted throughout the year to reflect changes in business plans or acquisition opportunities. Our strong capitalization allows us to invest in the growth of our businesses by growing organically or making acquisitions. In the absence of such opportunities, we would return any excess capital to shareholders through share buybacks or dividends. UBS publishes the number of shares repurchased and the average price paid on a weekly basis on the internet at www.ubs.com/investors.

     In July 2002, following the approval of shareholders at

(SHARE BUYBACK GRAPHIC)

Share buyback program 2004 / 2005

At the Annual General Meeting on 1815 April 2002, we canceled2004, shareholders gave the Board of Directors a total of 28,818,690 shares bought back under our 2001 program. In 2002 we bought 67,700,000 sharesmandate to set up a repurchase program in the2004 / 2005 for a maximum amount of CHF 5 billion between 5 March and 9 October 2002. A follow-up program for6 billion. At the AGM on 21 April 2005, shareholders will be asked to approve the cancellation of 39,935,094 shares representing a maximumtotal value of CHF 33.5 billion was immediately launched. Under thisunder the program, which can run until 5ended in early March 2003, a total of 6,335,080 shares for CHF 0.4 billion have been repurchased up to 31 December 2002.2005. The shares purchased under these programs will be cancelled in July 2003summer 2005 following the approval of the Annual General Meeting on 1621 April 2003.2005.
     The number of shares bought back through the second trading line program is linked to the Group’s ability to generate free equity while maintaining a strong BIS Tier 1 capital ratio. The table abovebelow shows the impact on basic earnings per share of the purchase of treasury shares through the second line tradingbuyback program.

Dividends and par value reduction

In May 2001, a new regulation was introduced which lowered the minimum par value for Swiss shares to CHF 0.01. In 2002, as in 2001, we therefore reduced the par value of our share by CHF 2.00 per share, repaying that amount to shareholders.
     This type of payment is treated under Swiss regulations as a return of capital, not as income. It is therefore tax efficient for shareholders who

pay tax in Switzerland and is also beneficial to shareholders outside Switzerland, as it is not subject to Swiss withholding tax.
     The par value reduction took place on 8 July 2002. Payment was made on 10 July to holders of record as of 5 July, bringing the par value of each UBS share down from CHF 2.80 to CHF 0.80.

Capital management plans for 2003

New second line buy backbuyback program 2005 / 2006

As we continue to generate strong cash flow, we intend to continue to repurchase shares for capital reduction purposes



Effect of second line buyback program on basic earnings per share (EPS)

             
 
  For the year ended 
   
   31.12.04   31.12.03   31.12.02 
 
Weighted average shares for basic EPS after treasury shares  1,052,914,417   1,116,953,623   1,208,586,678 
 
Weighted average second trading line treasury shares  236,970,415   182,301,119   118,594,983 
 
Basic EPS  7.68   5.59   2.92 
 
Cumulative impact of treasury shares on basic EPS(CHF)1
  1.41   0.79   0.26 
 
Cumulative impact of treasury shares on basic EPS(%)1
  18.4   14.1   8.9 
 
1 From first share buyback program in 2000.

74


Capital Mgmt.& the UBS Share

under a second line buy-backbuyback program. The program is aimed at institutional investors, allowing tax efficient cancellation of shares.

The new program will start from 68 March 20032005 and canwill run until 57 March 2004 with2006. It will allow for a maximum of CHF 5 billion worth ofin shares repurchasableto be repurchased under the program.

Treasury share holdings for employee participation plans

UBS shares are also purchased and held for satisfying share delivery obligations under UBS’s share and option-based participation plans that align the long-term interests of executives, managers, staff and shareholders. For share-based participation plans, UBS shares are purchased in the market and set aside for future distribution to employees once the holding period criteria have been met. For satisfying future share delivery obligations out of employee option plans, UBS shares are also purchased in the market and held to partially hedge the future obligations.

At year-end, a total of 100.9 million outstanding employee options at an average price of CHF 69 represented potential future share delivery obligations to employees, and which UBS mainly satisfies through the delivery of treasury shares purchased in the market. In 2004, a total of 29.4 million employee options were exercised and an additional 24.1 million new options were granted.

     We will continue

Treasury shares held by the Investment Bank

The Investment Bank, acting as liquidity provider to publish the equity futures market and as a market maker in UBS shares and derivatives, has issued derivatives linked to UBS stock. Most of these instruments are classified as cash-settled derivatives and are held for trading purposes only. For hedging the economic exposure, a limited number of UBS shares are held by the Investment Bank.

The presentation in the table below does not include movements in UBS share positions held by the Investment Bank.

Treasury shares – statutory limit

Under the Swiss Stock Exchange Act, treasury shares held by the company have to be reported once they rise above a certain threshold. In 2004, UBS holdings of its own shares were above the 5% threshold requiring disclosure. This was primarily due to shares repurchased for subsequent cancellation. For more information, refer to page 85 in the corporate governance report.



Treasury share activities

                                 
 
                  Treasury shares purchased    
                  for employee share and    
  Share buyback program option participation plans Total number of shares 
  Number  Average  Remaining volume of share  Number  Average  Number  Average 
Month of purchase of shares  price in CHF  buyback program in CHF million  of shares  price in CHF  of shares  price in CHF 
 
January 2004  2,775,000   90.25  2003 / 2004 program  484   328,414   86.84   3,103,414   89.89 
 
February 2004  0   0.00  2003 / 2004 program  484   6,749   91.67   6,749   91.67 
 
March 2004  0   0.00  2004 / 2005 program  6,000   17,787,364   94.32   17,787,364   94.32 
 
April 2004  2,180,094   95.24  2004 / 2005 program  5,792   2,392,850   95.05   4,572,944   95.14 
 
May 2004  2,750,000   91.81  2004 / 2005 program  5,540   11,688,596   91.14   14,438,596   91.27 
 
June 2004  9,975,000   90.92  2004 / 2005 program  4,633   1,929,365   90.85   11,904,365   90.91 
 
July 2004  8,765,000   86.21  2004 / 2005 program  3,877   725,308   88.14   9,490,308   86.36 
 
August 2004  4,645,000   84.43  2004 / 2005 program  3,485   19,591   82.08   4,841,591   84.33 
 
September 2004  7,300,000   88.29  2004 / 2005 program  2,841   164,430   89.06   7,464,430   88.30 
 
October 2004  4,320,000   88.84  2004 / 2005 program  2,457   12,668   88.63   4,443,668   88.83 
 
November 2004  0   0.00  2004 / 2005 program  2,457   6,287,543   93.05   6,287,543   93.05 
 
December 2004  0   0.00  2004 / 2005 program  2,457   4,575,357   94.22   4,575,357   94.22 
 
Note:This table excludes market-making and related hedging purchases by UBS. The table also excludes UBS shares purchased by investment funds managed by UBS for clients in accordance with specified investment strategies that are established by each individual fund manager acting independently of UBS and also excludes UBS shares purchased by pension and retirement benefit plans for UBS employees, which are managed by a board of UBS management and employee representatives in accordance with Swiss law guidelines. UBS’s pension and retirement benefit plans purchased 47,506 UBS shares during the average price paid on a weekly basis onyear and held 2,493,173 UBS shares as of 31 December 2004.
                             
          Maximum              Unutilised 
          volume  Amount  Total shares  Average price  volume 
Program Announcement Beginning Expiration Cancellation CHF billion  CHF billion  purchased  CHF  CHF billion 
 
2000 / 2001 14.12.99 17.01.00 02.03.01 13.07.01  4   4.0   55,265,3491  72.37   0 
 
2001 / 2002 22.02.01 05.03.01 05.03.02 05.07.02  5   2.3   28,818,690   79.46   2.7 
 
2002 / 2003 14.02.01 06.03.02 08.10.02 10.07.03  5   5.0   67,700,000   73.84   0 
 
2002 / 2003 09.10.02 11.10.02 05.03.03 10.07.03  3   0.5   8,270,080   64.07   2.5 
 
2003 / 2004 18.02.03 06.03.03 05.03.04 30.06.04  5   4.5   59,482,000   75.93   0.5 
 
2004 / 2005 10.02.04 08.03.04 07.03.05    6   3.5   39,935,094   88.72   2.5 
 
1 Restated for stock split.

75


Capital Management & the internet at www.ubs.com/ investors. The repurchased shares will be canceled following approval byUBS Share
Dividends

Dividends

UBS normally pays an annual dividend to shareholders registered as of the date of the Annual General Meeting in(the record date). Payment is usually scheduled three business days thereafter.

Dividend 2003/2004

We were able, after the approval of the Annual General Meeting of shareholders on 15 April 2004.

Dividend

For 2002, we plan2004, to pay a normal dividend to our shareholders after having made use of CHF 2.60 for year 2003, 30% higher than the possibility to make a tax efficient distribution in 2000 (for the fourth quarter only) and 2001previous year’s CHF 2.00. Shareholders in the formUS received a net dividend payment of par value reductions.
USD 1.30 per share. The ex-dividend date was 16 April 2004. Payment took place on 20 April 2004 for shareholders of record on 15 April 2004.

Planned dividend for 2004

The Board of Directors will recommend at the Annual General Meeting on 1621 April 2003 that UBS should pay2005 a dividend of CHF 2.003.00 per share for the 20022004 financial year, on a par with15.4% higher than last year’s dividend of CHF 2.00 distribution.

2.60. This increase reflects the continuously high cash flow generation and strong equity base of the company, but also the fact that our shareholders have different preferences for receiving shareholder returns: some prefer cash dividends, some prefer share buybacks. By pursuing both avenues, we aim to attract and retain the widest, most diverse global shareholder base. UBS has a long-term record of paying stable or rising dividends. The decision on dividend payments falls under the authority of the AGM and is subject to shareholder approval. If the dividend is approved, the ex-dividend date will be 1722 April 2003,2005, with payment on 2326 April 20032005 for shareholders of record on 1621 April 2003.2005.

(BAR GRAPH)

A single register exists for UBS ordinary shares, although it is split into two. There is a Swiss register, which is maintained by UBS acting as Swiss transfer agent, and a US register, which is maintained by Mellon Investor Services, as US transfer agent. A shareholder is entitled to hold shares registered in his / her name on either register and transfer shares from one register to the other upon giving proper instruction to the transfer agents.

For more details on “Shareholders’ participation rights” refer to page 104 in this report.

87US shareholders

The norm in the US is to declare dividends at least ten days in advance of the applicable record date with ex-dividend trading commencing two days before the record date. To ensure that shareholders on the Swiss and US registers are similarly treated in connection with dividend payments, and to avoid disparities between the two markets, NYSE trading takes place with due bills for the two-business day period preceding the dividend record date.

UBS pays dividends in Swiss francs. For UBS ordinary shares held in street name through The Depository Trust Company – a member of the US Federal Reserve System, a limited-purpose trust company under New York State banking law and a registered clearing agency with the Securities and Exchange Commission, any dividend will be converted into US dollars. Holders of UBS ordinary shares registered on the US register will receive dividend payments in US dollars unless they provide notice to Mellon Investor Services that they wish to receive dividend payments in Swiss francs.
UBS will fix the US dollar dividend amount on the basis of the DJ Interbank Foreign Exchange rate for sale of Swiss francs against US dollars on 22 April 2005.
Holders of UBS shares are subject to 35% withholding tax on dividends they receive from UBS. Shareholders in the US can normally reclaim part of this, bringing their tax rate down to 15%. Further disclosure relating to the taxation of US holders of UBS shares can be found in our Form 20-F, in section E of item 10.



76


Capital Mgmt.& the UBS Share

Capital Management & the UBS Share
The UBS share in 2004

The UBS share in 2004

(LINE GRAPH)

UBS shares are listed on the Swiss (where they are traded on virt-x), New York and Tokyo stock exchanges. For a detailed definition of the UBS share (par value, type, rights of security), see page 85 of the Corporate Governance section.

Major equity markets staged a notable if uneven rise in 2004. A number of different factors drove market sentiment throughout the year. Corporate earnings remained strong and the global economy grew at a healthy rate. Still, investors remained wary of major central bank interest rate hikes and the possibility of major unforeseen geopolitical developments, especially following the Madrid bombing on 11 March and ahead of the US presidential election in November. Banking and financial stocks gained roughly in line with most key market indices in 2004. In the year, the DJ Stoxx Banks Index rose 10%, the DJIA gained 3%, the S&P 500 rose 9%, and the MSCI (World) Index 13%. The UBS share outpaced the overall market’s gains, closing the year 12.6% higher at CHF 95.35 – also outstripping its main benchmark, the DJ Stoxx Banks Europe Index.

(BAR GRAPH)

Ticker symbols

  
Trading exchange(UBS GROUP)BloombergReuters
virt-xUBSN VXUBSN.VX
New York Stock ExchangeUBS USUBS.N
Tokyo Stock Exchange8657 JPUBS.T

88The first quarter started off with very high levels of investor confidence. It was widely assumed that banking shares would experience very strong earnings across their businesses in first quarter, giving them added drive. The UBS share tracked those developments, rising 14% in the first six weeks of the year.

In second quarter, however, investor optimism weakened as many became nervous after the Federal Reserve raised short-term rates. Although the UBS share reached its high for the year, CHF 98.35, on 13 April, it would fall 10.3% by the end of the quarter, to CHF 88.25.
In third quarter, the UBS share reached its low for the year, CHF 81.6, as markets continued to experience little movement. The share regained its momentum towards the end of the quarter after UBS’s second quarter results, making up for much of the declines in July and early August.
Equities staged a strong recovery in fourth quarter as the outcome of the US election reduced market anxieties. Between 2 November and the end of the year, for example, the S&P 500 rose 7.2%, shaking off any residual uncertainties over volatile commodity prices and the weakening of the US dollar against major currencies. Instead, investors became confident about the outlook for merger and acquisition activity and grew hopeful about a return to steadier equity market performances in 2005 and beyond. The UBS share rose 8.5% to CHF 95.35 as a result of improving general market conditions,



77


Capital Management & the UBS Share
The UBS share in 2004

and because of its positive third quarter earnings report, again slightly above expectations, in early November.

Share liquidity

During 2004, daily average volume in the UBS share on virt-x was 4.83 million shares. On NYSE, it was 294,000 shares. Because of the greater volume on virt-x, trading of UBS shares there is expected to remain the main factor determining the movement in our share price.

During the hours in which both virt-x and NYSE are simultaneously open for trading (currently 3:30 pm to 5.30 pm Central European Time), price differences are likely to be arbitraged away by professional market makers. The NYSE price will therefore typically be expected to depend on both the virt-x price and the prevailing US dollar/Swiss franc exchange rate. When virt-x is closed for trading, traded volumes will typically be lower. However, the specialist firm making a market in UBS shares on the NYSE, Van der Moolen, is required to facilitate sufficient liquidity and an orderly market in the UBS share.


UBS share data

             
 
  As at 
Registered shares 31.12.04  31.12.03  31.12.02 
 
Total shares outstanding  1,126,858,177   1,183,046,764   1,256,297,678 
 
Total shares ranking for dividend  1,086,923,083   1,126,339,764   1,182,262,598 
 
Treasury shares  103,524,971   111,360,692   97,181,094 
 
Weighted average shares (for basic EPS calculations)  1,052,914,417   1,116,953,623   1,208,586,678 
 
Weighted average shares (for diluted EPS calculations)  1,081,961,360   1,138,800,625   1,223,383,942 
 
             
  For the year ended
CHF 31.12.04  31.12.03  31.12.02 
 
Earnings per share
            
 
Basic EPS  7.68   5.59   2.92 
 
Diluted EPS  7.47   5.48   2.87 
 

(CORPORATE GOVERNANCE)UBS shares and market capitalization

                 
 
  As at  % change from 
Number of shares, except where indicated 31.12.04  31.12.03  31.12.02  31.12.03 
 
Total ordinary shares issued
  1,126,858,177   1,183,046,764   1,256,297,678   (5)
 
Second trading line treasury shares                
 
2002 first program          (67,700,000)    
 
2002 second program          (6,335,080)    
 
2003 program      (56,707,000)        
 
2004 program  (39,935,094)            
 
Shares outstanding for market capitalization
  1,086,923,083   1,126,339,764   1,182,262,598   (3)
 
Share price (CHF)
  95.35   84.70   67.20   13 
 
Market capitalization (CHF million)
  103,638   95,401   79,448   9 
 
Total treasury shares
  103,524,971   111,360,692   97,181,094   (7)
 

8978


Capital Mgmt.& the UBS Share

Trading volumes

             
 
  For the year ended 
1000 shares 31.12.04  31.12.03  31.12.02 
 
SWX total (virt-x)  1,227,234   1,319,658   1,320,861 
 
SWX daily average (virt-x)  4,832   5,279   5,221 
 
NYSE total  73,994   66,201   46,318 
 
NYSE daily average  294   263   184 
 
Source: Reuters

Stock exchange prices1

                         
 
  SWX Swiss Exchange  New York Stock Exchange2 
  High(CHF)  Low(CHF)  Period end(CHF)  High(USD)  Low(USD)  Period end(USD) 
 
                         
2004
  98.35   81.60   95.35   84.37   64.94   83.84 
 
Fourth quarter 2004
  96.35   84.00   95.35   84.37   70.10   83.84 
 
December  96.35   93.25   95.35   84.37   81.22   83.84 
 
November  94.45   87.50   92.10   81.60   73.06   81.00 
 
October  90.15   84.00   86.30   72.62   70.10   72.49 
 
Third quarter 2004
  91.00   81.60   87.90   72.38   64.94   70.33 
 
September  91.00   86.20   87.90   72.38   68.26   70.33 
 
August  87.25   81.60   84.90   68.50   64.94   67.49 
 
July  87.65   82.85   85.60   70.93   66.48   66.77 
 
Second quarter 2004
  98.35   88.25   88.25   76.05   68.89   71.06 
 
June  92.30   88.25   88.25   74.79   70.82   71.06 
 
May  91.35   88.90   89.90   74.53   68.89   72.10 
 
April  98.35   91.25   92.15   76.05   69.65   70.80 
 
First quarter 2004
  97.05   85.70   94.10   79.25   67.92   74.49 
 
March  97.05   91.65   94.10   75.94   71.94   74.49 
 
February  96.90   89.65   93.30   79.25   71.65   74.01 
 
January  91.25   85.70   90.25   73.04   67.92   71.67 
 
                         
2003
  85.40   49.80   84.70   68.16   38.00   67.99 
 
Fourth quarter 2003  85.40   74.85   84.70   68.16   57.54   67.99 
 
Third quarter 2003  80.50   73.50   74.10   59.25   54.38   56.23 
 
Second quarter 2003  75.75   58.90   75.35   58.35   43.58   55.40 
 
First quarter 2003  72.10   49.80   57.50   51.86   38.00   42.70 
 
                         
2002
  84.30   51.05   67.20   51.99   34.54   48.12 
 
Fourth quarter 2002  75.45   51.05   67.20   50.88   34.54   48.12 
 
Third quarter 2002  75.15   56.80   61.30   49.94   37.86   41.00 
 
Second quarter 2002  84.15   69.80   74.85   51.99   46.90   49.89 
 
First quarter 2002  84.30   73.00   82.80   50.50   43.27   49.75 
 
                         
2001
  96.83   62.10   83.80   58.49   40.12   50.00 
 
Fourth quarter 2001  86.85   69.70   83.80   52.83   43.23   50.00 
 
Third quarter 2001  86.33   62.10   75.60   49.73   40.12   46.15 
 
Second quarter 2001  92.00   77.50   85.83   51.47   44.87   47.02 
 
First quarter 2001  96.83   72.33   83.17   58.49   43.02   47.68 
 
                         
2000
  88.17   63.58   88.17   54.10   40.18   54.10 
 
Fourth quarter 2000  88.17   71.17   88.17   54.10   40.18   54.10 
 
Third quarter 2000  88.00   74.67   76.67   50.74   44.76   44.85 
 
Second quarter 2000  83.33   69.83   79.67   50.66   42.99   48.67 
 
First quarter 2000  72.83   63.58   72.83             
 
1 The share prices and volumes have been adjusted for the two-for-one share split that became effective on 8 May 2000 and for the three-for-one share split effective 16 July 2001.  2 UBS was listed on 16 May 2000, therefore there are no NYSE figures for periods prior to May 2000. NYSE figures for second quarter are for 16 May 2000 to 30 June 2000 only, and NYSE figures for 2000 are for 16 May 2000 to 31 December 2000 only.

79


 

Corporate Governance
Introduction and Principles
80



Corporate Governance

               Introduction and Principles

UBS is committed to meeting high standards of corporate governance. Our corporate and executive bodies are organized in line with the leading codes of best practice. The ultimate aim of our corporate governance is to lead UBS to success.


Corporate Governance
Introduction and principles

Introduction and principles

Corporate governance the way that the leadership and management of the firm are organized and how they operate in practice ultimately aims at leading UBS to success, protecting the interests of its shareholders and creating value for them and for all stakeholders. Good corporate governance seeks to balance “entrepreneurship”,entrepreneurship, control and transparency, while supporting the firm’s success by ensuring efficient decision-making processes.

UBS fully complies with the standards established in the “Swiss Code of Best Practice for Corporate Governance” and the “SWX Swiss Exchange Directive on Information relating to Corporate Governance”, both effective since 1 July 2002. UBS also meets the overwhelming majority of theNew York Stock Exchange (NYSE) corporate governance standards applicable to listed foreign companies listed onand complies with the New York Stock Exchange.overwhelming majority of the NYSE standards for US domestic issuers. The few exceptions, aremainly due to conflicts of law betweendifferent legal systems in Switzerland and the US. These exceptionsUS relating to the role, responsibilities and authorities of the Board of Directors and the Annual General Meeting (AGM) are explained on pages 122-123.114–115. UBS complies with the applicable requirements of the US Sarbanes-Oxley Act of 2002, including the certification of UBS’s Annual Report on Form 20-F by the principal executive officer of the company — the President of the Group Executive Board —CEO and the principal financial officer — the Group Controller.CFO.
UBS operates under a strict dual Board structure, as mandated by Swiss banking law. The functions of Chairman of the Board of Directors (Chairman) and President of the Group Chief Executive Board (President)Officer (Group CEO) are conferred on two different people, thus providing separation of powers. No member of one board may be a

member of the other. This structure establishes checks and balances and creates an institutional independence of the Board of Directors from the day-to-day management of the firm, for which responsibility is conferred on the Group Executive Board. No member of one board may be a member of the other.

SWX Swiss Exchange Reporting on Corporate Governance

SWX Swiss Exchange Reporting on
This Corporate Governance

The Handbook’s “Corporate Governance” section contains the following information required by the SWX Swiss Exchange Directive on Information relating to Corporate Governance:
 group structure and shareholders
 capital structure
 Board of Directors
 Groupsenior management (Group Executive BoardBoard)
 compensation, shareholdings and loans to corporate bodies
 shareholders’ participation rights
 change of control and defense measures
 auditors
 information policy

In addition, thisThis section describessummarizes the regulatory and supervisory environment of UBS in its principal locations of activity explainsand describes how UBS complies with the few exceptions where UBS’s corporate governance standards differ from theNYSE listing standards of the New York Stock Exchange (NYSE), and containson corporate governance. In addition, it provides a list of theall members of the Group Managing Board and the Vice Chairmen of UBS, the next layerBusiness Groups who, together with the GEB, form the senior leadership of management responsibility below the Group Executive Board.firm.

The chapter on executive compensation has been significantly enhanced, providing a broader picture of UBS’s overall compensation philosophy. It also provides information on how executive compensation decisions are made.



 

90


Corporate Governance

Corporate Governance
Group Structurestructure and Shareholders


shareholders

Group Structurestructure and Shareholders
shareholders

Under Swiss company law, UBS AG is organized as an “Aktiengesellschaft“Aktiengesellschaft” (AG), a corporation that has issued shares of common stock to investors. UBS AG is the parent company of the UBS Group.

UBS Group legal entity structure

The legal entity structure of UBS is designed to support the Group’sits businesses within an efficient legal, tax, regulatory and funding framework. NeitherNone of the Business Groups of UBS nor theor its Corporate Center operate through separate legal entities, but rather they generally operate out of the parent bank, UBS AG, through its branches worldwide.

The goal of this structure is to capitalize on the synergies offered by the use of a single legal platform and to enable the flexible and efficient use of capital.
Where it is either not possible or not efficient to operate out of the parent bank, usually due to local legal, tax or regulatory rules or due toas a result of additional legal entities joining the UBS Group through acquisition, then businesses operate through local subsidiary companies.subsidiaries. The significant operating subsidiary companies of the Group are listed in Note 35note 36 to the UBS Group Financial Statements.financial statements.

Operational Group structure

The four Business Groups UBS Wealth Management & Business Banking (with its two business units Private BankingWealth Management and Business Banking Switzerland), UBS Warburg (comprising the Corporate and Institutional Clients and UBS Capital business units), UBS PaineWebber and UBS Global Asset Management, Investment Bank, Wealth Management USA, – together with the Corporate Center (comprising the two units Private Banks & GAM and Corporate Functions), form the operational structure of the Group. Group performanceGroup’s financial businesses. Performance is reported according to this structure (see the Financial Report 2002, pages 35-74)2004). A description of the various Business Groups and their strategy, structure, organization, products and services is contained in this Handbook on pages 21-51.

Listed and non-listed companies
belonging to the Group

The18-40. In addition, the UBS Group accounts contain a separate reporting segment called Industrial Holdings, which was created in 2004 following listed company is includedthe full consolidation of Motor-Columbus into the financial statements. This allows UBS to maintain continuity in the Group’spresentation and analysis of the core financial statements on an equity
participation basis:

     Motor Columbusbusinesses.

Listed and non-listed companies belonging to the Group

Motor-Columbus AG, Baden (Switzerland), listed on the SWX Swiss Exchange, share capital CHF 253 million, capitalization as ofon 31 December 20022004 CHF 1,224.52,464.2 million, UBS stake 35.6%

55.6%, Valor No 212427/ISIN CH0002124276.

CH0002124276, was fully consolidated in UBS’s financial statements in third quarter 2004 following the acquisition of a majority stake on 1 July 2004.
The UBS Group comprisesincludes a great number of other subsidiaries, none of which, however, areis listed. For details of significant subsidiaries see Note 35note 36 to the UBS Group Financial Statements.financial statements.

Significant shareholders

Chase NomineeNominees Ltd., London, acting in its capacity as a nominee for other investors, was registered with 7.68%8.76% of all shares issued as of 31 December 2002,2004, compared to 6.94%8.27% at year-end 2001.2003 and 7.68% at year-end 2002. DTC (Cede & Co.), New York, the US securities clearing organization “The Depository Trust Company”, was registered as a shareholder for a great number of beneficial owners with 5.77% of all shares issued as of 31 December 2004 (4.54% as of 31 December 2003). According to UBS’s Regulation on the Registration of Shares, voting rights of nominees are restricted to 5%. As in previous years, no, while clearing and settlement organizations are exempt from this restriction. No other shareholder was registered withshareholders hold more than 5% of all shares issued. Ownership of UBS shares is widely spread. Details aboutThe tables on the distribution of UBS shares, the number of shares registered and not registered, voting rights, as well asnext page provide information about the distribution by category of shareholders and by geographygeography. This information relates only to registered shareholders and cannot be assumed to be representative of the entire UBS investor base. Only registered shareholders are publishedentitled to exercise voting rights.

Under the Swiss Stock Exchange Act, anyone holding shares in a company listed in Switzerland has to notify the company and the stock exchange if the holding attains, falls below or exceeds the following thresholds: 5, 10, 20, 331/3, 50, or 662/3% of the voting rights, whether they are exercisable or not. The methodology for calculating the limit is defined in the Ordinance of the Swiss Federal Banking Commission on pages 139-140the Stock Exchange (disclosure of this Handbook.
     Duringshareholdings) and includes, among others, securities lending and share acquisition rights that provide entitlement for the yearfuture acquisition of shares. Since 13 September 2002, UBS’s holdings of its own shares twice surpassedhave been above the 5% threshold requiring disclosure under the Swiss Stock Exchange law,law. Primarily due to share repurchases for subsequent cancelation. This led tocancellation, UBS’s holdings surpassed the following announcements:10% limit as of 19 May 2004



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Corporate Governance
Group Structurestructure and Shareholders


shareholders

and dropped below 10% on 30 June following the cancellation of 59.5 million shares repurchased under the 2003 / 2004 share buyback program. Press releases were issued on 24 May and 5 July in that respect. On 30 June 2004, UBS’s holdings consisted of 6.7% of its own shares, and an additional 0.5% of its own shares through derivatives. UBS’s position in its own shares stood at between 5 and 10% for the remainder of the year.

17 June 2002. Announcement of a holding of 5.1% of the share capital in the form of shares and 1.3% through derivatives as per 13 June 2002. Simultaneous announcement that the holding would fall below the 5% threshold as per 5 July 2002 following the cancelation of shares repurchased under the 2001 program.
18 September 2002. Announcement of move beyond the 5% limit as per 13 September 2002.
At year-end, the positionUBS’s holdings in its own shares was 7.8%were 9.2% of the total share capital in the form of shares, and 1.7%potentially 0.5% through derivatives.

Cross shareholdings

UBS has no cross shareholdings in excess of a reciprocal 5% of capital or voting rights with any other company.



Distribution of UBS shares

                 
 
As at 31.12.04 Shareholders registered Shares registered
Number of shares registered Number  %  Number  % of shares issued 
 
1-100  46,251   23.4   2,514,386   0.2 
 
101-1,000  119,281   60.4   45,141,727   4.0 
 
1,001-10,000  29,521   14.9   73,491,491   6.5 
 
10,001-100,000  2,169   1.1   55,337,923   4.9 
 
100,001-1,000,000  307   0.2   89,014,495   7.9 
 
1,000,001-5,000,000  60   0.0   127,633,553   11.4 
 
5,000,001-11,268,581 (1%)  9   0.0   59,454,323   5.3 
 
1-2%  2   0.0   25,692,118   2.3 
 
2-3%  2   0.0   51,996,111   4.6 
 
3-4%  0   0.0   0   0.0 
 
4-5%  0   0.0   0   0.0 
 
Over 5%  21  0.0   163,797,441   14.5 
 
Total registered  197,610   100.0   694,073,568   61.6 
 
Unregistered2
          432,784,609   38.4 
 
Total shares issued
          1,126,858,1773  100.0 
 
921 As at 31.12.2004, Chase Nominees Ltd., London, was entered as a trustee / nominee holding 8.76% of all shares issued. DTC (Cede & Co.), New York, the US securities clearing organization, was registered with 5.77% of all shares issued.2 Shares not entered in the share register at 31 December 2004.3 175,640,888 shares entered in the share register do not carry voting rights.

Shareholders: type and distribution

                 
 
  Shareholders Shares
As at 31.12.04 Number  %  Number  % 
 
Individual shareholders  189,921   96.1   145,519,936   12.9 
 
Legal entities  7,130   3.6   164,503,084   14.6 
 
Nominees, fiduciaries  559   0.3   384,050,548   34.1 
 
Unregistered          432,784,609   38.4 
 
Total
  197,610   100.0   1,126,858,177   100.0 
 
 
Switzerland  180,333   91.3   284,751,706   25.3 
 
Europe  11,877   6.0   240,102,269   21.3 
 
North America  2,747   1.4   120,416,197   10.7 
 
Other countries  2,653   1.3   48,803,396   4.3 
 
Unregistered          432,784,609   38.4 
 
Total
  197,610   100.0   1,126,858,177   100.0 
 

84


Corporate Governance

Corporate Governance
Capital Structure


structure

Capital Structure
structure

UBS is committed to capital management that is driven by shareholder value considerations. At the same time, UBS is dedicated to remaining one of the best capitalizedbest-capitalized financial services firms in the world.

Capital

OrdinaryUnder Swiss company law, shareholders have to approve in a shareholders’ meeting any increase in the total number of issued shares, which may be an ordinary share capital

As increase or the creation of 31 December 2002, UBS’sconditional or authorized capital. At year-end 2004, the ordinary share capital was CHF 1,005,038,142.40, divided into 1,256,297,678 registered shares with a par value of CHF 0.80 each. 901,486,541.60.
At the Annual General Meeting (AGM) of Shareholders on 1815 April 2002,2004 shareholders approved the cancelation of 28,818,690 shares repurchased under the 2001 share repurchase program, and they mandatedgave the Board of Directors a mandate to continue with a repurchase program during 2002/20032004 / 2005 for a maximum amount of CHF 5 billion. On 27 September 2002, the Board of Directors approved an additional share buyback program with a maximum size of CHF 36 billion. At the AGM on 1621 April 2003,2005, shareholders will be asked to approve the cancelationcancellation of 75,970,08039,935,094 shares repurchased under these two programs.this program and to reduce the ordinary share capital accordingly.

Conditional and authorized share capital

At year-end 2002,2004, conditional share capital totaled CHF 7,672,734.40,2,826,409.60, corresponding to a maximum of 9,590,9183,533,012 shares. The conditional capital was created in 2000 in connection with the acquisition of Paine Webber Group Inc. for the purpose of covering option rights granted by the PaineWebber Group to its employees. The subscription ratio, time limits and further details of these options were determined by PaineWebber before the merger and were assumed by UBS. Options under these plans are exercisable at any time between their vesting and the expiry date. Shareholders’ pre-emptive rights are excluded. During 2002, 3,398,8692004, options with respect to 3,293,413 shares were exercised under these plans, and 27,92945,327 options expired.expired without being exercised.
UBS does not have anyhas no further approval from shareholders to issue new shares under conditional or authorized capital outstanding.capital.

Changes of capitalshareholders’ equity

Shareholders’ equity for the Group amounted to CHF 34,978 million on 31 December 2002 amounted to CHF 38,991 million,2004, down 10%1% from a year earlier. For all details on changes in shareholders equity over the last three years, please refer to pages 82-83page 86 of the UBS Group Financial Statements.Report 2004.

Shares, Participation and Bonus certificates
Shares, participation and bonus certificates, capital securities

UBS shares are issued as Global Registered Shares withShares. Each share has a par value of CHF 0.80 each, with each carryingand carries one vote. Voting rights may, however, only be exercised if the holder expressly declares having acquired these shares in his own name and for his own account. Global Registered Shares provide direct and equal ownership for all shareholders, irrespective of the country and stock exchange where they are traded. For details see the “Shareholders’Shareholders’ participation rights”rights section on pages 109-110104-105 of this Handbook.

As at 31 December 2002, 556,448,0952004, 518,432,680 shares carried voting rights, 140,763,035175,640,888 shares were entered in the share register without voting rights, and 559,086,548432,784,609 shares were not registered. All 1,256,297,6781,126,858,177 shares were fully paid up.up, and 1,086,923,083 shares were ranking for dividends. There are no preferential rights for individual shareholders.
UBS has not issued any participation certificates or bonus certificates.
UBS placed CHF 1,946 million in subordinated debt in public capital markets in 2004 to diversify its capital securities maturity profile. Outstanding Tier 2 capital securities accounted for CHF 5.0 billion in eligible capital as at 31 December 2004. Additionally, UBS has USD 2,600 million (CHF 2,963 million)



Limitation on transferability andOrdinary share capital
             
 
  Share capital in CHF  Number of shares  Par value in CHF 
 
As at 31 December 2003
  946,437,411   1,183,046,764   0.8 
 
Share repurchase program 2003 / 2004: cancellation of shares upon AGM decision of 15 April 2004  (47,585,600)  (59,482,000)  0.8 
 
Options exercised from conditional capital  2,634,731   3,293,413   0.8 
 
As at 31 December 2004
  901,486,542   1,126,858,177   0.8 
 

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Corporate Governance
Capital structure

in trust preferred shares outstanding which count as Tier 1 capital under regulatory rules.

Limitation on transferability and nominee registration

UBS does not apply any restrictions or limitations on the transferability of its shares. Shares registered according to the provisions in the Articles of Association (express declaration of beneficial ownership) may be voted without any limit in scope.


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Corporate Organization


UBS has issued special provisions for the registration of fiduciaries/fiduciaries / nominees. Fiduciaries/Fiduciaries / nominees are entered in the share register with voting rights up to a total of 5% of all shares issued, if they agree to disclose, upon request from the firm, beneficial owners holding 0.3% or more of all UBS shares. An exception fromto the 5% rule exists for securities clearing organizations such as theThe Depository Trust Company (DTC) in New York and SegaInterSettle (SIS) in Switzerland.

Convertible bonds and options

Convertible bonds and options

UBS currently has currently no convertible debt on UBS shares outstanding. OptionsThe only options outstanding were 100,907,354 employee options on UBS shares accounted for the total of 88,164,227 employee options

on which all details areas reported in Note 32enote 32c to the UBS Group Financial Statements.financial statements. For a total of 9,590,9183,533,012 of those options, exercise will be satisfied through the creation of newly issued shares (conditional capital). Share capital would therefore be increased by a maximum of CHF 7,672,734.40.2,826,409.60. For the other employee options, the exercise would be satisfied by the delivery of already issued treasury shares.

     UBS Warburg,The Investment Bank, acting as liquidity provider to the equity futures market and as a market maker in UBS shares and derivatives, has also issued derivatives linked to UBS stock. TheseMost of these instruments are classified as cash-settled derivatives and are held for trading purposes only. For hedging the economic exposure, a limited number of UBS shares are held by the Investment Bank.



9486


Corporate Governance

Corporate Governance
Board of Directors


Board of Directors

The Board of Directors is the most senior body with ultimate responsibility for the strategy and the management of the company and for the supervision of its executive management. The shareholders elect each member of the Board, which appoints the Chairman, the Vice Chairmen and the various Board Committees.

Members of the Board of Directors

The table below provides information on the composition of the Board of Directors as at 31 December 2004. It shows each member’s functions in UBS, nationality, year of initial appointment to the Board and current term of office, professional history and education, date of birth, and other activities and functions such as mandates on boards of important corporations, organizations and foundations, permanent functions for

important interest groups and official functions and political mandates.

As of the AGM held on 15 April 2004, Johannes A. de Gier stepped down from the Board due to his new function as Chairman of SBC Wealth Management, the holding company established in 2003 within the UBS Group combining the independent private banks and GAM. Hans Peter Ming, who had reached retirement age, did not stand for re-election. Helmut Panke and Peter Spuhler were newly elected to the Board.



Marcel Ospel
Professional history, education and date of birth
Marcel Ospel was elected to the Board at the AGM in April 2001 and thereafter appointed as Chairman. Prior to this mandate, he served as Group Chief Executive Officer of UBS. He was the President and Group Chief Executive Officer of Swiss Bank Corporation (SBC) from 1996 to 1998. He was made CEO of SBC Warburg in 1995, having been a member of the Executive Board of SBC since 1990. From 1987 to 1990 he was in charge of Securities Trading and Sales at SBC. From 1984 to 1987 Mr. Ospel was a Managing Director with Merrill Lynch Capital Markets, and from 1980 to 1984 he worked at SBC International London and New York in the Capital Markets division. He began his career at SBC in the Central Planning and Marketing Division in 1977. Mr. Ospel graduated from the School of Economics and Business Administration (SEBA) in Basel. He was born on 8 February 1950.

Other activities and functions
Mandates on Boards of important corporations, organizations and foundations:
Marcel Ospel is a member of the International Capital Markets Advisory Committee of the Federal Reserve Bank of New York, and holds mandates with the Monetary Authority of Singapore’s International Advisory Panel and the International Monetary Conference. He is a trustee of the Foundation Board of the Patronate Committee for the Basel Museums of Art, and of the Committee for the Museum of Antiques, Basel, and is the Chairman of the “Optimus Foundation”, a charitable foundation administered by UBS.Permanent functions for important interest groups
Marcel Ospel is the treasurer of “Economiesuisse”, the Swiss business federation, Zurich, and is a member of the European Financial Services Round Table, Brussels.

AddressUBS AG
Bahnhofstrasse 45
CH-8098 Zurich
Function in UBSChairman
NationalitySwiss
Year of initial appointment2001 
Current term of office runs until2005 
(proposed for re-election at the AGM 2005)
Professional history, education and date of birth
Organizational principlesAlberto Togni

Alberto Togni has been with UBS and SBC since 1959. From 1994 to 1997 he was Chief Risk Officer and a member of the Group Executive Committee of Swiss Bank Corporation (SBC). He previously held various functions in the Commercial division, becoming its head in 1993. In 1981 he was named member of the Executive Board. Prior to that, he assumed different management roles in Zurich, New York,Tokyo and as representative for the Middle East in Beirut, after professional training and various assignments with SBC in Lausanne, New York and Zurich. Mr. Togni graduated from the New York Institute of Finance. He was born on 30 October 1938.

Other activities and functions
Mandates on Boards of important corporations, organizations and foundations:
Alberto Togni is the Chairman of the Board of the Helmut Horten Foundation, Croglio (Ticino, Switzerland).

AddressUBS AG
Bahnhofstrasse 45
CH-8098 Zurich
Function in UBSExecutive Vice Chairman
NationalitySwiss
Year of initial appointment1998 
Current term of office runs until2005 (not standing for
re-election)

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Corporate Governance
Board of Directors

Stephan Haeringer
Professional history, education and date of birth
Before being elected to the Board of Directors in 2004, Stephan Haeringer was Deputy President of the Group Executive Board, a position he held between 2002 and 2004. Between 2000 and 2002, he was CEO of UBS Switzerland and the Private and Corporate Clients business. In 1998, following the UBS-SBC merger, he was appointed the Division Head of Private and Corporate Clients. He originally joined the former Union Bank of Switzerland in 1967, assuming a broad variety of responsibilities within the firm - among them Chief Executive Officer Region Switzerland, Division Head Private Banking and Institutional Asset Management and Head of the Financial Division. Between 1967 and 1988, Mr. Haeringer was assigned various management roles in the areas of Investment Counseling, Specialized Investments, Portfolio Management, Securities Administration and Collateral Loans. He received professional training at Williams de Broe Hill Chaplin & Cie, London, and at Goldman Sachs & Co. and Brown Brothers Harriman in New York. Mr. Haeringer was born on 6 December 1946.

Other activities and functions
Mandates on Boards of important corporations, organizations and foundations:
Stephan Haeringer is a member of the Board of the Helmut Horten Foundation, Croglio (Ticino, Switzerland), and a member of the Board Committee of the Zurich Chamber of Commerce.

AddressUBS AG
Bahnhofstrasse 45
CH-8098 Zurich
Function in UBSExecutive Vice Chairman
NationalitySwiss
Year of initial appointment2004 
Current term of office runs until2007 
Peter Böckli
Professional history, education and date of birth
Peter Böckli, non-executive Vice Chairman since 2002, has been a member of the Board of Directors of UBS and its predecessor Swiss Bank Corporation since 1985. He has been a partner in the law office of Böckli Bodmer & Partners since 1981 and was a part-time professor of tax and business law at the University of Basel from 1995 to 2001. From 1963 to 1981 he was an attorney-at-law in New York, Paris and Basel. Mr. Böckli graduated as doctor iuris from the University of Basel and as an attorney-at-law and is a non-resident member of the Association of the Bar of the City of New York. He was born on 7 May 1936.

Other activities and functions
Mandates on Boards of important corporations, organizations and foundations:
Peter Böckli is a member of the Board of Directors of Nestlé S.A., Vevey (Switzerland). He is Vice Chairman of the Board of Manufacture des Montres Rolex S.A., Bienne (Switzerland), and is the Secretary of the Board of Trustees of the Wilhelm Doerenkamp Foundation, Chur (Switzerland), and a member of the Board of Trustees of the Holler Foundation, Munich (Germany).
Official functions and political mandates:
Peter Böckli acts as an expert advising the Swiss Federal Government on various legislative projects.

AddressBöckli Bodmer
& Partners
St. Jakobsstrasse 41
CH-4002 Basel
Functions in UBSNon-executive Vice
Chairman
Chairman of the
Nominating Committee
NationalitySwiss
Year of initial appointment1998 
Current term of office runs until2006 
Ernesto Bertarelli
Professional history, education and date of birth
Ernesto Bertarelli has been the Chief Executive Officer of Serono International SA, Geneva, since 1996. He started his career with Serono in 1985 and held several positions in sales and marketing. Prior to his appointment as CEO, he served for five years as Deputy CEO. Mr. Bertarelli holds a bachelor of science from the Babson College Boston and a Harvard MBA. He was born on 22 September 1965.

Other activities and functions
Mandates on Boards of important corporations, organizations and foundations:
Ernesto Bertarelli has been the Vice Chairman of the Board of Serono S.A., Coinsins (Switzerland), since 1991. He is the Chairman of Bertarelli & Cie., Chéserex (Switzerland), of Kedge Capital Partners Ltd., Jersey, of Team Alinghi SA, Ecublens (Switzerland), and of Alinghi Holdings Ltd, Jersey. He holds various board mandates in professional organizations of the biotech and pharmaceutical industries.
AddressSerono International SA
Chemin des Mines 15bis
CH-1211 Geneva 20
Function in UBSMember of the Board
NationalitySwiss
Year of initial appointment2002 
Current term of office runs until2006 
Sir Peter Davis
Professional history, education and date of birth
Sir Peter Davis was Group Chief Executive Officer / Chairman of J Sainsbury plc, London between 2000 and 2004. He was the Group Chief Executive of Prudential plc from 1995 to 2000 and Chief Executive and Chairman of Reed International and Chairman of Reed Elsevier (following the merger of Reed International with Elsevier) from 1986 to 1995. From 1976 to 1986, he had responsibility for all buying and marketing operations at J Sainsbury plc. Prior to that he served as Marketing Director and Managing Director for Key Markets, part of Fitch Lovell Ltd., and as Marketing and Sales manager at General Foods Ltd., Banbury (United Kingdom). He is today a company director and investor. Mr. Davis was educated at Shrewsbury School, graduated from the Chartered Institute of Marketing and holds an Hon LL.D (Dr Law) from Exeter University. He was born on 23 December 1941.

Other activities and functions
Mandates on Boards of important corporations, organizations and foundations:
Sir Peter Davis is a member of the Board of the Royal Opera House, London and a member of the Con federation of British Industry (CBI), London.
Official functions and political mandates:
Sir Peter Davis is the Chairman of the Employers’ Task Force on Pensions, London.

Address41 Bloomfield Terrace,
London SW1W 8BQ
Functions in UBSMember of the
Audit Committee
Member of the
Compensation Committee
Member of the
Nominating Committee
NationalityBritish
Year of initial appointment2001 
Current term of office runs until2007 

88


Corporate Governance

Rolf A. Meyer
Professional history, education and date of birth
Rolf A. Meyer has been a member of the Boards of UBS and its predecessor Union Bank of Switzerland since 1992. He was Chairman and CEO of Ciba Specialty Chemicals Ltd. until November 2000. He first joined Ciba-Geigy Group in 1973 as a financial analyst, and subsequently became Group Company Controller in Johannesburg, South Africa, Head of Strategic Planning and Control in Basel, Head of Finance and Information Systems in Ardsley, N.Y., and later Chief Financial Officer of the Group. After the merger of Ciba-Geigy and Sandoz to create Novartis, he led the spin-off of Ciba Specialty Chemicals. He is today a company director. Mr. Meyer graduated in Political Science (Ph.D.) and holds a Master of Business Administration. He was born on 31 October 1943.

Other activities and functions
Mandates on Boards of important corporations, organizations and foundations:
Rolf A. Meyer is a member of the Board of DKSH AG (Diethelm Keller Siber Hegner), Zurich, and is the Chairman of its Audit and Finance Committee.

AddressHeiniweidstrasse 18
CH-8806 Bäch
Functions in UBSChairman of the
Compensation Committee
Member of the
Audit Committee
NationalitySwiss
Year of initial appointment1998 
Current term of office runs until2006 
Helmut Panke
Professional history, education and date of birth
Helmut Panke has been Chairman of the Board of Management of BMW AG, Munich, since May 2002. He has been with the company since 1982, when he joined as head of Planning and Controlling in the Research and Development Division. He subsequently assumed management functions in corporate planning, organization and corporate strategy. Before his appointment as Chairman, he was a member of BMW’s Board of Management from 1996. Between 1993 and 1996, he was Chairman and CEO of BMW Holding Corporation in the US. Mr. Panke graduated from the University of Munich with a doctoral degree in physics (Ph.D.) and was assigned to the University of Munich and the Swiss Institute for Nuclear Research before joining McKinsey in Düsseldorf and Munich as a consultant. He was born on 31 August 1946.

Other activities and functions
Mandates on Boards of important corporations, organizations and foundations:
Helmut Panke is a member of the Board of Directors of Microsoft Corporation, Redmond, WA (USA) and is a member of the Board of Trustees of the BMW Foundation Herbert Quandt.
Permanent functions for important interest groups:
Helmut Panke is a member of the Board of Directors of ACEA, the Association des Constructeurs Européens d’Automobiles, Belgium, of VDA, the association of the German automobile industry, and of the American Chamber of Commerce in Germany.

AddressBMW Group
Knorrstrasse 147
D-80788 Munich
Function in UBSMember of the
Nominating Committee.
NationalityGerman
Year of initial appointment2004 
Current term of office runs until2007 
Peter Spuhler
Professional history, education and date of birth
Peter Spuhler is the owner of Stadler Rail AG (Switzerland), which he acquired in 1989 when it was a small firm with 18 employees. Today the Stadler Rail Group has more than 1,000 staff and is an internationally successful light railway vehicle business. Since 1997 Peter Spuhler has taken over a number of companies and founded new units within the Stadler Rail Group, mainly in Switzerland and in Germany. Mr. Spuhler joined Stadler Ltd. in 1987 as an employee after studying economics at the University of St. Gallen. He was born on 9 January 1959.

Other activities and functions
Mandates on Boards of important corporations, organizations and foundations:
Peter Spuhler is Chairman of Stadler Rail Ltd. and of Stadler Bussnang Ltd., as well as of various companies within the Stadler Rail Group.Permanent functions for important interest groups:
He is Vice President of LITRA, a Swiss organization providing information services in the interests of public transport, Berne.
Official functions and political mandates:
Peter Spuhler is a member of the Lower House of the Swiss Parliament (Nationalrat).

AddressStadler Bussnang AG
Bahnhofplatz
9565 Bussnang
Function in UBSMember of the
Compensation Committee
NationalitySwiss
Year of initial appointment2004 
Current term of office runs until2007 
Lawrence A. Weinbach
Professional history, education and date of birth
Lawrence A. Weinbach was the Chairman, President and CEO of Unisys Corporation from 1997 to 2004. As of 1 January 2005 he stepped down as President and CEO, concentrating on the function of Executive Chairman. From 1961 to 1997 he was with Arthur Andersen / Andersen Worldwide as Managing Partner, and was Chief Executive of Andersen Worldwide from 1989 to 1997, Chief Operating Officer from 1987 to 1989, and Managing Partner of the New York office from 1983. He was elected to partnership at Arthur Andersen in 1970 and became Managing Partner of the Stamford, Connecticut, office in 1974 and Partner in charge of the accounting and audit practice in New York from 1980 to 1983. Mr. Weinbach is a Certified Public Accountant and holds a bachelor of science in Economics from the Wharton School of the University of Pennsylvania. He was born on 8 January 1940.

Other activities and functions
Mandates on Boards of important corporations, organizations and foundations:
Lawrence A. Weinbach is the Chairman of Unisys Corporation, Blue Bell, PA (USA), and a member of the Board of Directors of Avon Products Inc., New York, where he is the chairman of the audit committee. He is a trustee and member of the audit committee of Carnegie Hall.Permanent functions for important interest groups:
Lawrence A. Weinbach is a member of the NYSE Listed Company Advisory Committee and of the National Security Telecommunications Advisory Committee.
AddressUnisys Corporation
Unisys Way
Blue Bell, PA 19424
Function in UBSChairman of the
Audit Committee
NationalityAmerican (US)
Year of initial appointment2001 
Current term of office runs until2005
(proposed for re-election at the AGM 2005)

89


Corporate Governance
Board of Directors

Organizational principles and personnel changes

The Board and in particular its Chairman, takesof Directors has ultimate responsibility for the mid- andmid-and long-term strategic direction of the Group, for appointments and dismissals at top management levels for mid-term succession planning and for compensation principles. It definesthe definition of the firm’s risk parameterprinciples and risk limit structure.capacity. A large majority of the Board members are non-executive and independent. The Chairman and at least one Vice Chairman have executive roles in line with Swiss

Banking banking laws, and assume supervisory and leadership responsibilities. The Chairman also assumes a leadership role in corporate responsibility issues, public and political affairs and developing corporate culture.

As at 31 December 2002,2004, the Board consisted of nine directors (see list below). At itsten directors.

Changes in 2005

As of the Annual General Meeting (AGM) on 1821 April 2002, UBS’s shareholders elected Ernesto Bertarelli (born 1965), CEO2005, Alberto Togni, whose term of Serono International SA, Geneva tooffice expires in 2005, is stepping down from the Board. Markus Kündig, Vice Chairman since 1998,Board as he has reached retirement age and therefore stepped down at that time.


Members of the Board of Directors

age. The table below provides information about the Board of Directors as at 31 December 2002.

         
    Year of  Current term
    initial  of office
Name and business address Positions held in UBS appointment  runs until

Marcel Ospel
UBS AG, Bahnhofstrasse 45, CH-8098 Zurich
 Chairman 2001


 2005

Alberto Togni
UBS AG, Bahnhofstrasse 45, CH-8098 Zurich
 Executive Vice Chairman 1998


 2005

Johannes A. de Gier
UBS AG, Bahnhofstrasse 45, CH-8098 Zurich
 Executive Vice Chairman 2001 


 20031

Peter Böckli
Böckli Bodmer & Partners, St. Jakobs-Strasse 41,
P.O. Box 2348, CH-4002 Basel
 Non-executive Vice Chairman
Chairman of the Nominating Committee
 1998 


 20031

Ernesto Bertarelli
Serono International SA, Chemin des Mines 15bis, CH-121Y1 Geneva 20
 Member of the Compensation Committee 2002


 2006

Sir Peter Davis
J Sainsbury plc, 33 Holborn, London EC 1N 2HT
 Member of the Audit Committee Member of the Nominating Committee 2001


 2004

Rolf A. Meyer
Heiniweidstrasse 18, CH-8806 Bäch
 Chairman of the Compensation Committee Member of the Audit Committee 1998 


 20031

Hans Peter Ming
Sika AG, Wiesenstrasse 7, CH-8008 Zurich
 Member of the Compensation Committee Member of the Nominating Committee 1998


 2004

Lawrence A. Weinbach
Unisys Corporation, Unisys Way, Blue Bell, PA 19424
 Chairman of the Audit Committee 2001


 2005

1Proposed for reelection at the AGM 2003.

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Corporate Governance
Board of Directors


Marcel Ospelwas elected towill propose the Board at the AGM in April 2001 and thereafter appointed as Chairman. Prior to this mandate, he served asfollowing new members for election: Marco Suter, currently Group Chief ExecutiveCredit Officer of UBS. He was the President and Group Chief Executive Officer of Swiss Bank Corporation (SBC) from 1996 to 1998. He was made CEO of SBC Warburg in 1995, having been a member of the ExecutiveUBS Group Managing Board, of SBC since 1990. From 1987 to 1990 he was in charge of Securities Tradingas executive director, and Sales at SBC. From 1984 to 1987 Mr. Ospel was a Managing Director with Merrill Lynch Capital Markets, and from 1980 to 1984 he worked at SBC International London and New York in the Capital Markets division. He began his career at Swiss Bank Corporation in the Central Planning and Marketing Division in 1977. Mr. Ospel graduated from the School of Economics and Business Administration (SEBA) in Basel. He was born on 8 February 1950 and is a Swiss citizen.

Alberto Togni,Vice Chairman, has been with UBS and SBC since 1959. From 1994 to 1997 he was Chief Risk Officer and a member of the Group Executive Committee of Swiss Bank Corporation. He previously held various functions in the Commercial division, becoming its head in 1993. In 1981 he was named member of the Executive Board. Prior to that, he assumed different management roles in Zurich, New York, Tokyo and as representative for the Middle East in Beirut, after professional training and various assignments with SBC in Lausanne, New York and Zurich. Mr. Togni graduated from the New York Institute of Finance. He was born on 30 October 1938 and is a Swiss citizen.
Johannes A. de Gier, Vice Chairman, was with UBS and SBC from 1980 until 1999. From 1998 to 1999 he was Chairman and CEO of Warburg Dillon Read and a member of the Group Executive Board of UBS. Prior to this, he served as Chairman of SBC Warburg and as Vice President of the Executive Committee of SBC. From 1991 to 1994 Mr. de Gier was responsible for Global Corporate Finance and from 1994 for the International Finance division. From 1988 to 1991 he was Chief Executive of SBC London. He first joined SBC International London in 1980 as an Executive Director, after having been with ABN Amsterdam’s Trust Company in Curaçao, Amro Amsterdam’s Capital Markets and International Finance division, and Corporate Finance of Orion Bank London. Mr. de Gier holds a law degree of

the University of Amsterdam. He was born on 24 December 1944 and is a Dutch citizen.

Peter Böckli,non-executive Vice Chairman since 2002, has been a member of the Boards of Directors of UBS and its predecessor Swiss Bank Corporation since 1985. He has been a partner in the law office of Böckli Bodmer & Partners since 1981 and until March 2001 was a part-time professor of tax and business law at the University of Basel. From 1963 to 1981 he was an attorney-at-law in New York, Paris and Basel. Mr. Böckli graduated as doctor iuris at the University of Basel and as an attorney-at-law and is a non-resident member of the Association of the Bar of the City of New York. He was born on 7 May 1936 and is a Swiss citizen.
Ernesto Bertarelli, a member of the Board since 2002, has been the Chief Executive Officer of Serono International SA., Geneva, since 1996. Mr. Bertarelli started his career with Serono in 1985 and held several positions in sales and marketing. Prior to his appointment as CEO, he served for five years as Deputy CEO. Mr. Bertarelli holds a bachelor of science from the Babson College Boston and an MBA of the Harvard Business School. He was born on 22 September 1965 and is a Swiss citizen.
Sir Peter Davis, a member of the Board since 2001, has been Group Chief Executive Officer of J Sainsbury plc, London, since 2000. He was the Group Chief Executive of Prudential plc from 1995 to 2000 and Chief Executive and Chairman of Reed International and Chairman of Reed Elsevier (following the merger of Reed International with Elsevier) from 1986 to 1995. From 1976 to 1986, he had responsibility for all buying and marketing operations at J. Sainsbury plc. Prior to that he served as Marketing Director and Managing Director for Key Markets, part of Fitch Lovell Ltd., and as Marketing and Sales manager at General Foods Ltd., Banbury. Mr. Davis was educated at Shrewsbury School and graduated from the Chartered Institute of Marketing. He was born on 23 December 1941 and is a British citizen.
Rolf A. Meyerhas been a member of the Boards of UBS and its predecessor Union Bank of Switzerland since 1992. He was Chairman and CEO of Ciba Specialty Chemicals Ltd. until November 2000. He was with Ciba-Geigy Group , which he first joined in 1973 as a financial analyst, and subsequently became Group Company


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Controller in Johannesburg, South Africa, Head of Strategic Planning and Control in Basel, Head of Finance and Information Systems in Ardsley, N.Y., and laterR. Voser, Chief Financial Officer of the Group. After the mergerThe Royal Dutch /Shell Group of Ciba-GeigyCompanies and Sandoz to create Novartis, he led the spin-off of Ciba Specialty Chemicals. He now holds various international board mandates. Mr. Meyer graduated in Political Science (Ph.D.) and holds a Master of Business Administration. He was born on 31 October 1943 and is a Swiss citizen.

Hans Peter Minghas been a memberManaging Director of the Boards of UBSShell Transport and its predecessor Swiss Bank Corporation since 1994. He is the Chairman of theTrading Company p.l.c., London, as non-executive director. The Board of Directors will then consist of Sika AG, Baar, Switzerland. He has been employed with Sika since he first joined in 1967, and assumed various management positions in this group in Germany and in Switzerland. He was named CEO in 1986 and delegate of the Board of Directors in 1987. In 1999 he was elected as Chairman. Mr. Ming graduated as doctor iuris from the University of Zurich. He was born on 12 October 1938 and is a Swiss citizen.
Lawrence A. Weinbach, a member of the Board since 2001, has been the Chairman, President and CEO of Unisys Corporation since 1997. From 1961 to 1997 he was with Arthur Andersen/Andersen Worldwide, as Managing Partner and Chief Executive of Andersen Worldwide from 1989 to 1997, Chief Operating Officer from 1987 to 1989, and Managing Partner of the New York office from 1983. He was elected to partnership at Arthur Andersen in 1970 and became Managing Partner of the Stamford, Connecticut, office in 1974 and Partner in charge of the accounting and audit practice in New York from 1980 to 1983. Mr. Weinbach is a Certified Public Accountant and holds a bachelor of science in Economics from the Wharton School of the University of Pennsylvania. He was born on 8 January 1940 and is a US citizen.eleven members.

Executive responsibilities

Marcel Ospel, Alberto Togni and Johannes A. de Gier,Stephan Haeringer, the Chairman and the two executiveExecutive Vice Chairmen of the Board, have entered into employment contracts with UBS AG in connection with their services on the Board. In line with Swiss Banking law theyBoard, and are entitled to receive pension benefits upon retirement. They assume clearly defined management responsibilities, in line with Swiss banking law separate from ordinary day-to-day management.

Chairman Marcel Ospel assumestakes a leading role in mid- and long-term strategic planning, the selection and supervision of top-level management,the CEO and the members of the Group Executive Board, mid-term succession planning and developing and shaping global compensation principles, and the definition of the Group’s risk appetite and risk limit structure.principles. He also actively supports major client and transaction initiatives.

Credit and market risk approval authorities have been delegated by the Board to Vice Chairman Alberto Togni, who brings his decisions to the Chairman’s Office (Chairmanfor ratification. He also assumes the function of Chairman’s Office delegate to the GEB Risk Subcommittee, where all major risk issues (credit, market and Vice Chairmen)operational risks) are dealt with.
Stephan Haeringer is responsible for ratification.
     Vice Chairman Johannes A. de Gierstrategic planning issues on behalf of the Board and supervises financial and business planning. He also assumes an active role inresponsibility for supporting major client relationships and in developing the strategic direction of the Group. He is also the Chairman of GAM, a specialist asset management firm, part of the UBS Global Asset Management Business Group.relationships.

Non-executive Board members

The sixseven non-executive members of the Board have never had any management responsibility at UBS or for oneany of its subsidiaries,subsidiaries; neither have any of their close family members. Also, the

These non-executive directors and their close family members have not been employed by the Company’s principal Auditors, Ernst & Young.

There are no employment or service contracts with any of the non-executive members of the Board.them. They receive fixed fees for their Board mandate and for the special functions they assume in the various Board Committees.

Important business connections of non-executive
Board members with UBS

UBS as a global financial services provider and the major bank in Switzerland typically has business relationships with most large companies and therefore also with companies in which UBS Board members assume management or non-executive board responsibilities. None of the relationships with companies represented on the Board by their chairman or chief executive is of a magnitude to jeopardize the Board members’ independent judgement, and no non-executive director has personal business relationships with UBS which might impactinfringe his independence.
All relationships with UBS directors and their affiliated companies are in the ordinary course of business and are on substantially the same terms as those prevailing at the time for comparable transactions with non-affiliated persons.

Elections and term of office


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Other activities and functions of
Board members

Mandates on Boards of important corporations, organizations and foundations

Members ofAll the Board of Directors hold the following mandates:
     Marcel Ospel is a member of the FED International Capital Markets Advisory Committee, New York, and holds mandates at the World Economic Forum, the Monetary Authority of Singapore and the International Monetary Conference. He is a member of the Board of the Basel Museum of Art and, until December 2002, was on the Board of the Zurich Opera. He is the Chairman of the “Optimus Foundation”, a charitable foundation of UBS.
     Alberto Togni is a director of Laboratories Thomson Multimedia Ltd., Zurich. He is the Chairman designate of the Board of the Helmut Horten Foundation, Villalta.
     Johannes A. de Gier is a member of the Boards of SHV Holdings N.V., Utrecht, Holland, and of Groupe Lhoist, Saint-Jean-des-Bois, Belgium.
     Peter Böckli is a member of the Board of Directors of Nestlé S.A., Vevey (Switzerland) and of its Audit Committee. He is the Vice Chairman of the Board of Manufacture des Montres Rolex S.A., Bienne (Switzerland). Until 16 December 2002 he also served as a member of the Board of Firmenich International S.A., Geneva.
     Ernesto Bertarelli has been the Vice Chairman of the Board of Serono S.A., Coinsins (Switzerland) since 1991. He is the Chairman of Bertarelli & Cie., Chéserex (Switzerland) and holds various board mandates in professional organizations of the biotech and pharmaceutical industry.
     Sir Peter Davis is a member of the Board of Directors of Shaw’s Supermarkets Inc., Boston, USA, and of Sainsbury’s Supermarkets Ltd., London. He is a member of the Board of the Royal Opera House, London.
     Rolf A. Meyer is a member of the Board of DKSH AG (Diethelm Keller Siber Hegner), Zurich, and the Chairman of its Audit and Finance Committee. He is also a member of the Board of COS Computer Systems AG, Baden (Switzerland), the Chairman of its Audit Committee and a member of its Finance Committee.

     Hans Peter Ming is the Chairman of Sika AG, Baar (Switzerland), and a member of the Board of Pestalozzi AG, Dietikon (Switzerland).

     Lawrence A. Weinbach is the Chairman of Unisys Corporation, Blue Bell, PA, USA, and a member of the Board of Directors of Avon Products Inc., New York, where he is the chairman of the audit committee. He is a trustee and member of the audit committee of Carnegie Hall.

Permanent functions for important interest
and pressure groups

Marcel Ospel is the Treasurer of “Economie-suisse”, the Swiss Business Federation, Zurich.
     Lawrence A. Weinbach is a member of the NYSE Listed Company Advisory Committee, of the National Security Telecommunications Advisory Committee, and a director of the Greater Philadelphia Chamber of Commerce.

Official functions and political mandates

Alberto Togni has been appointed by the Swiss Government to the Board of the Swiss National Bank.
     Peter Böckli acts as expert advising the Federal Government on various legislative projects.
     Hans Peter Ming is the President of the Advisory Commission of the Swiss Government on International Development and Cooperation.

Elections and term of office

The members of the Board of Directors are elected individually by the AGM for a term of office of fourthree years. The initial term of each member is fixed in such a way as to assureensure that about one fourththird of all the members have to be newly elected or reelectedre-elected every year. The Board will propose to the 2003 AGM to reduce the term of office from four to three years.

A director shall normally not stand for reelectionre-election if he/he / she has reached the age of sixty-five when the mandate expires. The Board may propose to the AGM that a director be reelectedre-elected despite having reached this age limit. No director shall, however, hold office beyond the age of seventy.
The year of first appointment to the Board and the expiry of the current mandate of each Board member are listed in the table on page 95.

pages 87-89.


Internal organization

98


Internal organization

After each Annual General Meeting of Shareholders, the Board elects its Chairman and one or more Vice Chairmen and appoints its Secretary. It meets as often as business requires, but at least six times per year. As a rule,In 2004 the Board held seven meetings with the members of the Group Executive Board (GEB) participate inparticipating, two telephone conferences and a full-day strategy seminar and was called to take two circular decisions. In addition, the Board met four times without participation of executive management. On average 93% of Board members were present at Board meetings, in an advisory capacity, butand 90% at the meetings without management. Seven meetings and the Strategy Seminar were attended by all the Board also holds regular meetings withoutmembers.



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The new Board members were introduced to their new function by a tailored program, consisting of three sessions with the GEB.

following main topics: the legal and regulatory environment for UBS, group strategy, risk policy, management and control, financial accounting and applicable reporting standards, corporate governance, human resources management, internal audit, and organization, strategy, products and services of the four Business Groups.

The Board is organized as follows:

Chairman’s Office

The Chairman operates aChairman’s Office,including the Vice Chairmen, which meets together with the President of the GEBGroup CEO to address fundamental issues for the Group,firm, such as overall strategy, mid-term financial and business planning, mid-term succession plans globalat GEB level, compensation systems and principles, and the risk profile of the Group.firm. It may also hold meetings without the PresidentGroup CEO. The Chairman’s Office acts as Risk Committee of the GEB. The Chairman’s OfficeBoard. In this capacity it assumes ultimate approval responsibility infor credit, market and other risk-related matters, approves standards, concepts and methodologies for risk control within the creditprinciples approved by the Board, and allocates the major risk process.limits to the Business Groups. It also acts as the supervisory body for Group Internal Audit. The Chairman’s Office is responsible for shaping the Corporate Governancecorporate governance of the firm and formulates appropriate principles, which it submits to the Nominating Committee for review and subsequent submission to the full Board. It also assumes responsibility for the long-term succession planning for the Chairman andat Board memberslevel and reviews, upon proposal by the Chairman and the Group CEO, GEB candidates for appointment or dismissal by the full Board.
The members of the Chairman’s Office, as of 31 December 2002,2004, were Marcel Ospel, Chairman, Alberto Togni, Johannes A. de GierStephan Haeringer and Peter Böckli, Vice Chairmen. Johannes A. de Gier stepped down as Vice Chairman in February 2003, following his appointment as chairman of the newly created holding company, in which UBS’s independent private banks will be integrated. The Chairman’s Office meets 8-12held 10 meetings in 2004 and once met with the lead partners of Group Auditors Ernst & Young. It additionally met seven times per year.as supervisory body for Group Internal Audit, with these meetings chaired by Alberto Togni, and was asked to take two circular decisions. Average participation at the Chairman’s Office meetings was 95% and at the meetings relating to Group Internal Audit issues it was 100%.

Audit Committee

The Board appoints anAudit Committee with three members from among itsthe non-executive, members.independent directors. The Audit Committee assists the Board in monitoring the integrity of the financial statements of the firm, compliance with regard to legal and regulatory requirements, and the qualification, independence and performance of UBS’s external auditors.auditors and their lead partners, and the integrity of the systems of internal controls for financial reporting. All members of the Audit Committee have to bebeen determined by the Board as being fully independent and financially literate, and at least one memberLawrence Weinbach, chairman,

mustand Rolf Meyer have accounting or financial management expertise.expertise and are therefore considered “financial experts”, according to the rules established by the US Sarbanes-Oxley Act of 2002. The Audit Committee does not itself perform audits, but supervises the work of the auditors. Its primary responsibility is thereby to monitor and review the organization and efficiency of internal control procedures and the financial reporting process. The Audit Committee plays an important role in ensuring the independence of the external auditors and therefore has to authorize all mandates assigned to them. It also has responsibility for the treatment of complaints regarding accounting and auditing matters (“whistle-blowing”).

As of 31 December 2002,2004, Lawrence A. Weinbach was the chairman and Sir Peter Davis and Rolf A. Meyer the additional members of the Committee. The Audit Committee meets 4-6met six times per year.
     Thein 2004, with representatives of the external auditors, the Group CFO, the Group Controller and the Head of Group Internal Audit participating. It also held periodic separate sessions with these representatives of management and of external and internal audit, as well as with the Group General Counsel. A special session was organized with the Group CEO to discuss the annual financial results. In February 2004, the members of the Audit Committee met with the Committee of the Swiss Federal Banking Commission to discuss its mandate, responsibilities and working methods and regulatory developments. All three members of the Committee were present at all the meetings.

Compensation Committee

The Compensation Committee, comprising three non-executive, independent directors, has responsibility for reviewing the Group compensation policy for submission to the Board and for approving the design of the compensation system for the members of the GEB the President of the GEB and the executive directors. It determines the individual compensationsalaries and bonusincentive awards for the executive directors, the PresidentGroup CEO and the members of the GEB, and submits proposals forreviews and approves termination agreements with leaving GEB members. For details about the compensationdecision-making procedures within the Committee please refer to pages 98-99 of non-executive directors to the executive Board members. All members are independent from UBS. this Handbook.
As of 31 December 2002, the Committee was chaired by2004, Rolf A. Meyer chaired the Committee, with Ernesto BertarelliSir Peter Davis and Hans Peter MingSpuhler as its additional members. The Committee meets 3-5met four times per year.during 2004. The two new Committee members were briefed on important compensation issues and instruments and the UBS compensation philosophy, policies and procedures in an additional special session. Average participation at the meetings was 92%, meaning that one member was absent at one of the meetings and the other meetings were attended by all three members.
     The

Nominating Committeeis composed of

The Nominating Committee comprises three non-executive, Board members.independent directors. It assumes responsibility for defining principles for the selection of candidates for Board member-



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Board of Directors

ship, reviewing possible candidates and proposing to the full Board candidatesthose to be submitted for election to the Board membership and for supportingby the AGM. The Committee supports the Chairman’s Office and the full Board in evaluating management and Board performance. It reviews the proposals of the Chairman’s Office on Corporate Governancecorporate governance principles and design for submission to the full Board.

As of 31 December 2002,2004, Peter Böckli was the chairman and Sir Peter Davis and Hans Peter MingHelmut Panke the additional members of the Committee. TheIn 2004, the Nominating Committee meets 2-4 times per year.held four meetings, with all three members present at all the meetings.
     The

Corporate Responsibility Committee comprises members

UBS has a Corporate Responsibility Committee with the mandate to discuss and judge the relevance of the Board of Directors, the Group Executive Boardcurrent or anticipated developments in stakeholder expectations related to responsible corporate conduct and other senior executives.their possible consequences for UBS. The Committee determines the company’s policy with respectsuggests appropriate action to corporate responsibility and sustainable development, supports awareness within UBS for adherence to international standards in these areas and advises the GEB andor other bodies on corporate responsibility.within the organization. As of 31 December 2002,2004, Marcel Ospel chaired the Committee was chaired by Marcel Ospel.Committee. Additional members were Johannes A. de Gier and Hans Peter Ming,Stephan Haeringer, representing the Board, Peter Wuffli, Group CEO, Peter Kurer, Group General Counsel, Clive Standish, Group CFO, Mark Branson, Chief Communication Officer, Marco Suter, Group Chief Credit Officer, Bob Silver, President and COO of


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Board of Directors

the GEB, Marcel Rohner, CEO UBS Wealth Management & Business Banking, Donald B. Marron, Chairman UBS Americas,USA, and Ken Costa, Vice Chairman UBS Warburg.Raoul Weil, Head of Wealth Management International. The Corporate Responsibility Committee met twice during 2004. For additional information on corporate responsibility, please refer to the specific chapter at the end of this Handbook.

Charters and additional information

The Charters of the Board, of the Chairman’s Office and of all itsBoard Committees are available on www.ubs.com/about.boards.

Areas of responsibility of Board of Directors and Group Executive Board
Areas of responsibility of Board of Directors
and Group Executive Board

The ultimate responsibility for the strategy and the management of UBS lies with the Board of Directors. In line with Swiss banking law, the Board has delegated the responsibility for day-to-day management to the Group Executive Board. No-oneNo-

one may be a member of both bodies. The supervision and control of the executive management remains with the Board of Directors. All details as to authorities and responsibilities of the two bodies are governed by the Articles of Association and the Organization Regulations andwith their Appendices.Appendix. Please refer to www.ubs.com/about.corporate-governance.

Information and control instruments vis-à-vis the Group Executive Board

The Board of Directors is kept informed onof the activities of the Group Executive Board in various ways. The Chairman of the Board or one of the executiveExecutive Vice Chairmen participate in each

meeting of the GEB in an advisory capacity, thus keeping the Chairman’s Office apprised of all current developments. The minutes of the GEB meetings are filed with the executive Board members and made available for inspection to the non-executive members. At Board meetings, the PresidentGroup CEO and the members of the GEB regularly updatesupdate the Board on important issues.

Directors may request any information necessary to fulfill their duties. Outside of meetings, any director may request information from members of the Group Executive Board concerning the Group’s business development. Requests for information about individual business relationships or transactions must be addressed to the Chairman of the Board.
Group Internal Audit monitors compliance of business activities with legal and regulatory requirements and with all internal regulations, directivespolicies and guidelines. The internal audit organization, which is independent from management, reports its significant findings to the Chairman of the Board, the Chairman’s Office and the Audit Committee.
The Group Executive Board submits a quarterly Risk Report, to the Board for approval, which updates the Boardprovides an update on all categories of risk and contains a comprehensive assessment of the risk situation of the Group.Group, to the Chairman’s Office for approval. The full board is briefed quarterly on the major developments through an executive summary of the Report and an oral update. For further details on the organization of Risk Management and Control, please refer to pages 54-58the Financial Management chapter of this Handbook.



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Corporate Governance
Group Executive Board

Group Executive Board

The Group Executive Board (GEB) has business management responsibility for UBS. The PresidentGroup CEO and the members of the GEB are appointed by the Board of Directors and are accountable to the Chairman and the Board for the firm’s results.

Members of the Group Executive Board

The table below provides information on the composition of the Group Executive Board as at 31 December 2004. It shows each member’s function in UBS, nationality, year of initial appointment to the GEB, professional history and education, date of birth, and other activities and functions such as mandates on boards of important corporations, organizations and foundations, permanent functions for important

interest groups and official functions and political mandates.

During the year under review, Joseph J. Grano Jr. resigned from the GEB in January and left the firm in November. George Gagnebin stepped down from the GEB at the end of September to assume the function of Executive Vice Chairman of SBC Wealth Management AG. Stephan Haeringer, former Deputy President of the GEB, was elected to the Board of Directors at the AGM on 15 April 2004 and therefore left the GEB.



Organizational principlesPeter A. Wuffli
Professional history, education and personnel changesdate of birth
Peter A. Wuffli was named President of the Group Executive Board on 18 December 2001 and Group CEO in 2003. Previously, he was Chairman and CEO of UBS Asset Management, and from 1998 to 1999 Group Chief Financial Officer of UBS. From 1994 to 1998, he was the Chief Financial Officer at Swiss Bank Corporation (SBC) and a member of SBC’s Group Executive Committee. In 1984, he joined McKinsey & Co as management consultant where he became a partner in 1990. He was a freelance economics reporter for “Neue Zürcher Zeitung” before joining McKinsey. Mr. Wuffli graduated in economics and social sciences from the University of St. Gallen and holds a doctor’s degree in international management. He was born on 26 October 1957.

Other activities and functions
Mandates on Boards of important corporations, organizations and foundations:
Peter Wuffli is a Board member of the Zurich Opera House and a member of the Executive Committee of the Institute of International Finance Inc., Washington DC. He is a member of the Executive Committee and Vice Chairman of the Board of IMD International Institute for Management Development in Lausanne (Switzerland) and the Treasurer of the Swiss-American Chamber of Commerce in Zurich.
Official functions and political mandates:
Peter Wuffli is the Chairman of the “Friends of the Swiss Liberal Party” (Freunde der FDP), an organization supporting the dialogue between the Swiss Liberal Party and business.

AddressUBS AG
Bahnhofstrasse 45
CH-8098 Zurich
Function in UBSGroup Chief
Executive Officer
NationalitySwiss
Year of initial appointment
to the GEB
1998 
John P. Costas
Professional history, education and date of birth
John P. Costas has been Chairman & CEO of the Investment Bank since 2002, having been CEO since 2001. In 2004 he was additionally named Deputy Group CEO. He was President and Chief Operating Officer of UBS Warburg from the beginning of 2001, and COO and Global Head Fixed Income from 1999. Mr. Costas joined Union Bank of Switzerland in 1996 as Head of Fixed Income. From 1981 to 1996 he was with Credit Suisse First Boston, his last position being co-head of Global Fixed Income. Mr. Costas graduated from the Tuck School at Dartmouth with an MBA in Finance and holds a BA in political science from the University of Delaware. He was born on 27 January 1957.

Other activities and functions
Mandates on Boards of important corporations, organizations and foundations:
John Costas is a member of the New York City Partnership & Chamber of Commerce, Inc.
AddressUBS AG
Bahnhofstrasse 45
CH-8098 Zurich
Functions in UBSChairman and Chief
Executive Officer
Investment Bank;
Deputy Group CEO
NationalityAmerican (US)
Year of initial appointment
to the GEB
2001 

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Group Executive Board

John A. Fraser
Professional history, education and date of birth
John A. Fraser was appointed as Chairman & CEO of the Global Asset Management Business Group in late 2001. Immediately prior to that, he was President and COO of UBS Asset Management and Head of Asia Pacific. From 1994 to 1998 he was Executive Chairman and CEO of SBC Australia Funds Management Ltd. Before joining UBS, Mr. Fraser held various positions at the Australian Treasury, including two international postings to Washington DC – first, at the International Monetary Fund and, second, as Minister (Economic) at the Australian Embassy. From 1990 to 1993 he was Deputy Secretary (Economic) of the Australian Treasury. Mr. Fraser graduated from Monash University in Australia in 1972 and holds a first class honors degree in economics. He was born on 8 August 1951.

AddressUBS AG
Bahnhofstrasse 45
CH-8098 Zurich
Function in UBSChairman and Chief Executive Officer Global Asset Management
NationalityAustralian
Year of initial appointment
to the GEB
2002 
Peter Kurer
Professional history, education and date of birth
Peter Kurer has been the Group General Counsel since 2001, when he joined UBS. Between 1991 and 2001 he was a partner at the Homburger law firm in Zurich. Between 1980 and 1990 he was with Baker & McKenzie in Zurich, first as associate, later as partner, after having been a law clerk at the District Court of Zurich. Mr. Kurer graduated as a doctor iuris from the University of Zurich and was admitted as attorney-at-law in Zurich. He holds an LL.M. from the University of Chicago and was born on 28 June 1949.

Other activities and functions
Permanent functions for important interest groups:
Peter Kurer is a member of the Visiting Committee to the Law School of The University of Chicago.
AddressUBS AG
Bahnhofstrasse 45
CH-8098 Zurich
Function in UBSGroup General Counsel
NationalitySwiss
Year of initial appointment
to the GEB
2002 
Marcel Rohner
Professional history, education and date of birth
Marcel Rohner was appointed CEO of Wealth Management & Business Banking in mid-2002 and additionally named Chairman in 2004. Before that, in 2001 and 2002, he was COO and Deputy CEO of the Private Banking unit of UBS Switzerland. In 1999 he was named Group Chief Risk Officer, after being appointed Head of Market Risk Control of Warburg Dillon Read in 1998. Between 1993 and 1998, Mr. Rohner was with Swiss Bank Corporation’s investment banking arm. In 1995, he was appointed Head of Market Risk Control Europe. Mr. Rohner graduated with a Ph.D. in economics from the University of Zurich and was a teaching assistant at the Institute for Empirical Research in Economics at the University of Zurich from 1990 to 1992. He was born on 4 September 1964.

Other activities and functions
Permanent functions for important interest groups:
Marcel Rohner is Vice Chairman of the Swiss Bankers Association, Basel.
AddressUBS AG
Bahnhofstrasse 45
CH-8098 Zurich
Function in UBSChairman and Chief Executive Officer Wealth Management & Business Banking
NationalitySwiss
Year of initial appointment
to the GEB
2002 
Clive Standish
Professional history, education and date of birth
Clive Standish was named Group Chief Financial Officer on 1 April 2004, having been Chairman and CEO Asia Pacific from 2002 onwards. In 1998, he was named CEO Asia Pacific of Warburg Dillon Read. Between 1991 and 1998, Mr. Standish was with Swiss Bank Corporation (SBC). In 1997 he was appointed Deputy Chairman Asia Pacific of SBC Warburg Dillon Read. Between 1994 and 1997 he served as Managing Director and CEO of SBC Warburg Dillon Read Australia. In 1991 he was appointed Head of Capital Markets and Managing Director of SBC Dominguez Barry Limited. Between 1983 and 1991, Mr. Standish was Founding Executive Director at Dominguez Barry Samuel Montagu Limited, having been a partner with Dominguez & Barry Partners from 1979 to 1983. Mr. Standish started his professional career in 1972 with NM Rothschild & Sons Limited in London, after completing high school. He was born on 17 March 1953.
AddressUBS AG
Bahnhofstrasse 45
CH-8098 Zurich
Function in UBSGroup Chief
Financial Officer
NationalityBritish
Year of initial appointment
to the GEB
2002 
Mark B. Sutton
Professional history, education and date of birth
Mark B. Sutton was appointed CEO of Wealth Management USA in January 2004. Later that year, he was also named Chairman. In 2002, he became President and Chief Operating Officer of UBS PaineWebber, having been head of the PaineWebber US Private Client Group since 2001. In 1998, he was named President of the Private Client Group. Mr. Sutton became Executive Vice President in 1995 after the acquisition of Kidder, Peabody & Co., where, between 1992 and 1994, he served as CEO of the Investment Services Division and CEO of the Brokerage Unit. Previously he was active at Mitchell Hutchins Asset Management, a subsidiary of PaineWebber. Between 1984 and 1987, he served as Division Manager at PaineWebber, Austin, Texas. Mr. Sutton first joined a predecessor company of PaineWebber, Rotan Mosle, as a financial advisor in 1980, after having assumed the same function with Merrill Lynch in Fayetteville, Arkansas from 1978 to 1980. He holds a bachelor of science in finance from the University of Arkansas, Fayetteville. Mr. Sutton was born on 19 October 1954.

Other activities and functions
Mandates on Boards of important corporations, organizations and foundations:
Mark Sutton is a member of the Board of the Securities Industry Association, Washington D.C.
AddressUBS AG
Bahnhofstrasse 45
CH-8098 Zurich
Function in UBSChairman and Chief Executive Officer Wealth Management USA
NationalityAmerican (US)
Year of initial appointment
to the GEB
2002 

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Corporate Governance

Responsibilities, authorities and organizational principles

The GEB has executive management responsibility for the Group and is accountable to the Board for the firm’s results. Together with the Chairman’s Office, the GEB assumes overall responsibility for the development of UBS’s strategies. The GEB, and in particular its President,the CEO, is responsible for the implementation and results of the firm’s business strategies, for the alignment of the Business Groups to UBS’s integrated business model, and for the exploitation of synergies across the firm. The President alsoThrough its Risk Subcommittee, the GEB assumes responsibility for businessthe Group’s risk control standards, concepts, methodologies and financial planning, financial reportinglimits. The GEB plays a key role in defining the human resources policy and the definition and supervisioncompensation principles of risk control. Together with the Group. It also fosters an entrepreneurial leadership spirit throughout the firm. The authorities of the GEB are defined

Chairman’s Office,in the Organization Regulations, which are available on the internet at www.ubs.com/corporate-governance.

Personnel changes in 2005

A new Group Executive Board position will be established with effect from 1 March 2005. Walter Stuerzinger, Group Chief Risk Officer since 2001, was appointed GEB assumes overallmember as from this date. He will assume responsibility for the development and implementation of the Group’s risk control processes across credit, market and operational risk.

Management contracts

UBS has not entered into management contracts with any third parties.



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Compensation, shareholdings and loans

Compensation, shareholdings and loans

UBS’s strategies.compensation policy intends to provide competitive total compensation opportunities that will enable the firm to attract, retain and motivate the talent it requires. Compensation should provide incentives that foster an entrepreneurial and performance-oriented culture and support the firm’s integrated business strategy. Compensation of senior executives is closely linked to the achievement of sustainable shareholder returns and provides appropriate incentives for long-term value creation.

     As at 31 December

Compensation philosophy

Group compensation policy

Four guiding principles define the compensation philosophy of UBS. Each element of compensation – base salary, incentive awards, stock option awards, benefits – is managed within atotal compensation framework, where the effects of modifications to one element are measured against overall compensation. Total compensation levels are determined with consideration given to relevantmarket pay practices, ensuring UBS’s ability to recruit and retain the best talents. UBS is committed to provide superior compensation in return for superiorperformance, both in terms of business success and individual contribution. Through theuse of equity-based awardsthat vest or become unrestricted over time UBS ensures that there is strong focus on the long-term implications of decisions and actions taken, thus aligning employees’ interests with those of shareholders.
The firm’s compensation policy is designed by the Group Executive Board and approved by the Board of Directors. It was last updated in September 2002 and describes the GEB consistedtotal compensation components as follows:
Base salariesare used to recognize the experience, skills and knowledge that individuals bring to their roles. Salary levels are determined primarily based on rank or functional role, level of ten members (see list below).responsibility and the market environment. For employees with a rank of director and above, base salary adjustments are limited to situations of significant changes in job responsibility or exceptional market competition.
     DuringAnnual incentive awardsreflect the performance of the firm and its various businesses as well as the individual contribution of each employee. All regular employees are eligible to receive incentive awards if individual targets are achieved. Incentive awards can be highly variable from year under review, Markus Granziol, Chairmanto year.
Above a certain threshold, a portion of the annual incentive award is paid in the form of UBS Warburg, decided to leave the Company at the end of Augustshares(mandatory long-term incentive award). These shares only vest after a very successful careercertain period of time, generally three to five years, and are subject to forfeiture under certain circumstances (e.g. if the employee leaves the firm and joins a competitor or otherwise acts in a way detrimental to UBS).

The highest performing employees and those with highest potential are eligible fordiscretionary stock option awards, which are granted at a strike price set at a minimum of the market value on the date of award and at a premium strike price of 10% above market value for top-level executives. These options, which vest three years after grant and are subject to stringent forfeiture rules, represent a powerful shareholder alignment incentive. Every year, the Chairman’s Office agrees on the maximum number of options available for allocation. The overall number depends on the financial situation of UBS, a competitive assessment, and the ability to purchase underlying shares on the market.
Benefitsare a supplemental element of total compensation, varying substantially from location to location, in line with local market practice. A benefit offered to all employees group-wide – except to senior executives – is the “Equity Plus” stock option program, which allows employees to purchase UBS shares at fair market value and receive at no additional cost two to four UBS options for each share purchased. The program fosters employees’ commitment to long-term value creation at UBS. TheFor details see page 155 of the Financial Report.

Senior executive compensation policy

For senior executives – the executive members of the Board of Directors appointedand the following new members to the GEB, effective 1 July 2002: John Fraser, Peter Kurer, Marcel Rohner, Clive Standish and Mark Sutton.



The Group Executive Board

The table below provides information on the members of the GEB as at 31 December 2002:

Year of initial
appointment
NamePosition heldto the GEB

Peter A. WuffliPresident1998

Stephan HaeringerDeputy President1998

John P. CostasChairman and Chief Executive Officer UBS Warburg2001

John A. FraserChairman and Chief Executive Officer UBS Global Asset Management2002

Georges GagnebinChairman UBS Wealth Management & Business Banking2000

Joseph J. Grano Jr.Chairman and Chief Executive Officer UBS PaineWebber2001

Peter KurerGroup General Counsel2002

Marcel RohnerChief Executive Officer UBS Wealth Management & Business Banking2002

Clive StandishChairman and Chief Executive Officer Asia Pacific2002

Mark B. SuttonPresident and Chief Operating Officer UBS PaineWebber2002

The business address of all members of the Group Executive Board – equity-based incentive awards play an important role within total compensation, as senior executives’ influence on the firm’s success is UBS AG, Bahnhofstrasse 45, CH-8098 Zurich, Switzerland.


Peter A. Wuffliwas named President of the Group Executive Board on 18 December 2001. Previously he was Chairmansignificant and CEO of UBS Asset Management, and from 1998 to 1999 Group Chief Financial Officer of UBS. From 1994 to 1998, he was the Chief Financial Officer

at Swiss Bank Corporation (SBC) and a member of SBC’s Group Executive Committee. In 1984, he joined McKinsey & Cotheir decisions should be aligned as management consultant where he became a partner in 1990. Mr. Wuffli graduated in economics and social sciences from the University of St. Gallen and


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holds a doctor’s degree in international management. He was born on 26 October 1957 and is a Swiss citizen.

Stephan Haeringeris the Deputy President of the Group Executive Board, after having been CEO of UBS Switzerland and of its Private and Corporate Clients business unit until mid-2002. He has held several positions with UBS over the last three decades. From 1996 to 1998, he was Chief Executive Officer Region Switzerland of Union Bank of Switzerland. From 1991 to 1996, he servedfar as Division Head Private Banking and Institutional Asset Management. In 1991, he was appointed member of the Group Executive Board, after having been an Executive Vice President since 1987. In 1988 he became Head of the Financial Division. During the years 1967 to 1988, Mr. Haeringer assumed various management roles within the areas of Investment Counseling, Specialized Investments, Portfolio Management, Securities Administration and Collateral Loans. Mr. Haeringer was born on 6 December 1946 and is a Swiss citizen.
John P. Costasis the Chairman & CEO of UBS Warburg. He was President and Chief Operating Officer of UBS Warburg from the beginning of 2001, after having been COO and Global Head Fixed Income. Mr. Costas joined Union Bank of Switzerland in 1996 as Head of Fixed Income. From 1981 to 1996 he was at Credit Suisse First Boston, his last position being co-head of Global Fixed Income. Mr. Costas graduated from the Tuck School at Dartmouth with an MBA in Finance and holds a BA in political science from the University of Delaware. He was born on 27 January 1957 and is a US citizen.
John A. Fraserwas appointed as Chairman & CEO of UBS Global Asset Management in late 2001. Immediately prior to that, he was President and COO of UBS Asset Management and Head of Asia Pacific. He was head of the Australian business of the predecessor organization of UBS Asset Management from late 1994. He joined the then SBC Australia as Executive Director in 1993. Before joining UBS, Mr Fraser was Deputy Secretary (Economic) of the Australian Treasury. Mr. Fraser joined the Australian Treasury in 1973 and, during a 20 year career, held a number of appointments including two postings to Washington DC - first, at the International Monetary Fund and, second, as Minister (Economic) at the Australian Embassy. Mr. Fraser

graduated from Monash University in Australia in 1972 with a first class B.Econ. (Hons.). He was born on 8 August 1951 and is an Australian citizen.

Georges Gagnebinis the Chairman of UBS Wealth Management & Business Banking, after having been the CEO of the Private Banking unit of UBS Switzerland from 2000 to mid-2002. Before holding this function, he was the Head of the International Clients Europe, Middle East & Africa business area in the Private Banking division. As of 1992 he was named member of the SBC Group Executive Board. In 1990 he became head of the Finance & Investment group of SBC in Lausanne, after having served as Head of Finance & Investment at SBC in Berne from 1982-1990. Between 1985 and 1987 he was assigned for training purposes to SBC in the USA. Mr. Gagnebin began his career in 1969 at SBC in Berne, after having beenpossible with the Cantonal Banklong-term interests of Berne from 1966 to 1969. Mr. Gagnebin was born on 3 March 1946shareholders. In 2004 base salaries constituted between 2% and is a Swiss citizen.
Joseph J. Grano, Jr., Chairman and CEO17% of UBS PaineWebber, joined the UBS Group Executive Board on 1 January 2001 after the merger of PaineWebber with UBS. In 1994, he was named President of PaineWebber Inc. He joined PaineWebber in 1988 as President of Retail Sales and Marketing. Before workingtotal compensation for PaineWebber, Mr. Grano was with Merrill Lynch for 16 years holding various senior management positions including director of National Sales for Merrill Lynch Consumer Markets. Prior to joining Merrill Lynch in 1972, Mr. Grano served for five years in the US Special Forces. He is an honorary doctor of laws and of Humane Letters. Mr. Grano was born on 7 March 1948 and is a US citizen.
Peter Kurerhas been the Group General Counsel since 2001, when he joined UBS. Between 1991 and 2001 he was a partner at the Homburger law firm in Zurich. Between 1980 and 1990 he was with Baker & McKenzie in Zurich, first as associate, later as partner, after having been a law clerk at the District Court of Zurich. Mr. Kurer graduated as a doctor iuris from the University of Zurich and was admitted as attorney-at-law in Zurich. He holds an LL.M. from the University of Chicago. He was born on 28 June 1949 and is a Swiss citizen.
Marcel Rohnerwas appointed to CEO of UBS Wealth Management & Business Banking in 2002. Until then, he served as COO and Deputy CEO of the Private Banking unit of UBS Switzerland. In


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1999 he was named Group Chief Risk Officer. In 1998 he became Head of Market Risk Control. Between 1993 and 1998, Mr. Rohner was with Swiss Bank Corporation’s investment banking arm. In 1995 he was appointed Head of Market Risk Control Europe. Mr. Rohner graduated with a Ph.D in economics from the University of Zurich and was a teaching assistant at the Institute for Empirical Research in Economics at the University of Zurich from 1990 to 1992. He was born on 4 September 1964 and is a Swiss citizen.

Clive Standishis Chairman and CEO Asia Pacific. In 1998, he was named CEO Asia Pacific of Warburg Dillon Read. Between 1991 and 1998 Mr. Standish was with Swiss Bank Corporation (SBC). In 1997 he was appointed Deputy Chairman Asia Pacific of SBC Warburg Dillon Read. Between 1994 and 1997 he served as Managing Director and CEO of SBC Warburg Dillon Read Australia. In 1991 he was appointed Head of Capital Markets and Managing Director of SBC Dominguez Barry Limited. Between 1983 and 1991, Mr. Standish was Founding Executive Director at Dominguez Barry Samuel Montagu Limited, after having been a partner with Dominguez & Barry Partners from 1979 to 1983. Mr. Standish started his professional career in 1972 with NM Rothschild & Sons Limited in London. He was born on 17 March 1953 and is a British citizen.
Mark B. Suttonis President and Chief Operating Officer of UBS PaineWebber. He was with PaineWebber Inc. between 1995 and 2000. In 1998 he was named President of the Private Client Group. In 1995 he became Executive Vice President, after the acquisition of Kidder, Peabody & Co., where, between 1992 and 1994, he served as CEO of the Investment Services Division and CEO of the Brokerage Unit. Previously he was active at Mitchell Hutchins Asset Management, a subsidiary of PaineWebber. Between 1984 and 1987, he served as Division Manager at PaineWebber, Austin, Texas. Mr. Sutton first joined a predecessor company of PaineWebber, Rotan Mosle, as a financial advisor in 1980, after having assumed the same function with Merrill Lynch in Fayetteville, Arkansas from 1978 to 1980. He holds a bachelor of science in finance from the University of Arkansas, Fayetteville. Mr. Sutton was born on 19 October 1954 and is a US citizen.

Other activities and functions of GEB members

Mandates on Boards of important corporations, organizations and foundations

Members of the Group Executive Board hold the following mandates:
Peter Wuffli is a Board member of the Institute of International Finance Inc., Washington DC. He is the Vice Chairman of the Board of IMD International Institute for Management Development in Lausanne (Switzerland) and a Vice President of the Swiss-American Chamber of Commerce in Zurich.
Stephan Haeringer is a member of the Board of Directors of Robert Bosch Internationale Beteiligungen AG, Zurich, and a member of the Board Committee of the Zurich Chamber of Commerce.
John Costas is a member of the New York City Partnership & Chamber of Commerce, Inc.
John Fraser has been a member of the board of Australian Stock Exchange since 1997.
Georges Gagnebin is a member of the Foundation Board of the International Center for Monetary and Banking Studies (ICMB), Geneva, and of the UBS Optimus Foundation.
Joseph J. Grano is a member of the Board of Trustees of the Lenox Hill Hospital, New York, and of the Council for the US & Italy, Washington, DC.
Peter Kurer was a member of the Board of Directors of Holcim Ltd., Zurich, until the end of financial year 2002.
Marcel Rohner is a member of the Admission Board and the Committee of the Admission Board of the SWX Swiss Exchange, Zurich.

Permanent functions for important
interest and pressure groups

Stephan Haeringer is the Vice Chairman of the Swiss Bankers Association, Basel.

Official functions and political mandates

Joseph J. Grano is the Chairman of the US President’s Homeland Security Advisory Council.

Management contracts

UBS has not entered into any management contracts.


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             Compensation, Shareholdings and Loans

UBS seeks to attract, retain, motivate and develop highly qualified people for senior management positions, thereby ensuring the sustainable creation of shareholder value. UBS is prepared to provide its senior executives with superior compensation in return for superior performance.

Senior executive compensation principles and authorities

Components of compensation

Compensation for senior executives1 and the Group Managing Board (GMB) consists of a base salary and a performance-based incentive component. Thisthese individuals. The incentive component is determined on athe basis of the financial performance of the firm and discretionary basis considering theadjustments of up to +/– 25% reflecting individual performance data described below, and generally represents a substantial portionqualitative aspects. Discretionary option awards in 2004 accounted for around 15% of total compensation. A significant portion of the incentive component is paid in the form of restricted or deferred UBS shares.
     Performance assessments consider both quantitative and qualitative factors, and include a balanced assessment of both current financial results and key performance indicators, which are longer-term value drivers crucialFor details see note 32 to the firm’s ability to deliver future performance and growth. In conducting its assessments of executive performance, UBS reviews changes to its overall performance and the performance of its individual businesses over time, results achieved against specifically established performance targets, and results compared to competitor performance — to the extent that such data are available.financial statements.
     CompensationTotal compensation levels are strongly correlated with performance assessments and are highly variable fromyear-on-year as incentive awards are fully performance-related. The relative weight of the base salary, which is a fixed amount, therefore varies significantly year-on-year.



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Performance measurement and management (PMM)

Throughout the firm, all employees are subject to a process that measures individual achievements against agreed objectives. At the beginning of the year, each employee agrees his or her individual objectives for the year together with the evaluating manager. These objectives encompass targets relating to year. As such, should UBSpeople, clients, to economics and to technical expertise. Towards the end of the year, the results achieved are assessed against these defined targets – by the individual employee, by his or her line manager, and in some cases by peers, internal clients and subordinates. The PMM result is one of the elements defining the incentive award for the individual employee. The total amount of bonuses to be granted is fixed based on the financial performance of the firm and the individual businesses.
For senior executives, the PMM process is broadly the same as for employees. The achievement of clearly defined financial targets set for the Group and the Business Group performance decline fromGroups also plays a significant role. Additional personal key objectives are defined in the prior year, lag behind established performance targetsfield of leadership, cross-business co-operation, and trail competitor trends,strategic thinking and contribution.

Senior executive share ownership programs and shareholding requirements

With the compensationaim of closely aligning the interests of its senior executives andwith those of shareholders, UBS strongly encourages the GMB will clearly reflect this. The converse is also true.
     An annual examinationbuild-up of competitor pay practices is conducted to ensure that our compensation policies and practices continue to support the objectives of attracting outstanding new executives, motivating and retaining valuable employees, and delivering sustained superior returns to shareholders.

Executive share ownership commitment

It is UBS’s long-standing policy to strongly encourage significant levels of stock ownership among its senior executives and the members of the GMB, aligning the interests of management closely with those of shareholders. Share ownership is encouraged in the following ways:executives.
 A significant portion50% of each senior executive’s or GMB member’sthe annual performance-based incentive compensation is delivered on a mandatory basis in the form of restricted or deferred UBS shares.shares (Senior Executive Equity Ownership Plan, SEEOP). Shares normally vest in equal portions over a period of five years. Shares of Swiss-based senior executives are in addition restricted from sale for the whole five-year period for tax reasons. Prior to vesting, the shares will be forfeited under clearly defined circumstances, primarily if the executive joins a competitor.
 Executives are also eligible for highly selective discretionaryDiscretionary stock option awards, which vest over time, and are made separately from regular annual incentive awards. Stock options are usedas long-term incentives, to reward exemplary performance, outstanding contribution to the overall success of the firm and active support of its integrated business model, as well as superior leadership skills and potential.potential (Senior Executive Stock Option Plan, SESOP). The strike price for such options is set at 110% of the UBS share price at a defined date, thus creating a strong incentive for senior executives to build sustainable shareholder value. Before such options represent any real value for the senior executives, shareholders will have enjoyed a significant value creation. Options normally vest after three years and remain exercisable for a further seven years. Any unvested options will generally be forfeited if the senior executive leaves the company and joins a competitor or otherwise acts against UBS’s interests.
 Additional incentives are provided for seniorSenior executives and GMB members whomay voluntarily elect to take an even greater portion of their annual performance-based incentive compensation in the form of restricted or deferred UBS shares. Executives opting to take a greater than mandatory proportion of their annual incentive in restricted or deferred UBS shares receive additional stock options.
Senior executives and GMB members are required to accumulate and then hold, a significant number of UBS shares.incen-

tive compensation in the form of restricted or deferred UBS shares. Executives opting to take a greater than mandatory portion of their annual incentive in restricted or deferred UBS shares receive additional stock options under SESOP at the conditions described above.

Senior executives are required to accumulate over five years and then hold UBS shares with an aggregate value of five times the amount of the last three years’ average cash component of total compensation. Holdings to be accumulated by 2007 are between CHF 20 million and CHF 70 million in UBS shares per senior executive. Progress reports are provided to each senior executive annually, and missed targets may lead the Compensation Committee to deny the grant of discretionary stock option awards.

Non-executive directors’ remuneration

Remuneration of non-executive directors is not dependent on the Group’s financial performance. Board members receive a base fee of CHF 300,000. The chairmen and the members of the Audit, Compensation and Nominating Committees receive additional retainers between CHF 150,000 and CHF 500,000 per mandate, dependent on the workload associated with the respective mandates. Board fees are paid either 50% in cash and 50% in UBS restricted shares or 100% in restricted shares, according to the individual director’s election. Shares are attributed with a price discount of 15% and are restricted from sale for four years. Directors receive no additional fees for attending meetings, but are reimbursed for air travel and hotel expenses incurred in the performance of their services.

Governance

Authorities and responsibilities

The Compensation Committee of the Board of Directors has authority to develop and approve the compensation system for all senior executives. This comprises plan design, performance measures, and the relationship between pay and performance. The approval of the level of individual senior executive compensation recommendations and the design of senior executive compensation systems (plan design, performance measures, pay/performance relationship) areis subject to a rigorous process which ensures that decisions are takenprocess. The executive members of the Board approve the remuneration system and the respective fees for the non-executive directors. No one at least at two organizational levels above the executive concerned. No-oneUBS has any approval authority for his/hertheir own compensation.
The followingCharter of the Compensation Committee, which is aavailable on the company’s website (www.ubs.com/corporate-governance), describes the approval process in detail.

Compensation Committee activities

The Compensation Committee of the Board of Directors consists of three independent external directors: Rolf A. Meyer, chairman, Sir Peter Davis and Peter Spuhler. For additional information – activities, mandate, meetings – see page 91 of the Handbook. For its activities the Committee relies on comprehensive background documentation provided by internal human resources specialists as well as by the Group



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1 “Senior executives” includes, as defined

Controller. During 2004 the Compensation Committee did not appoint any external compensation consultants, but used internal and external compensation surveys and intelligence provided by compensation specialists. The chairman of the Committee participated in external international seminars for compensation professionals. The Committee makes its decisions on individual compensation for the executive Vice Chairmen, the Group CEO and the members of the GEB considering individual performance and personal contributions of each member, market data of competitors, actual compensation in prior periods and the assessment submitted by the SWX Swiss Exchange Directive,Chairman of the Board. It also takes into consideration the proposals made by the Group CEO when it makes compensation decisions for GEB members. For its decision on the Chairman’s compensation, the Committee relies on the annual assessment performed by the full Board and its own judgement of performance and contributions as well as comparisons with pay levels for comparable functions outside UBS.

The Committee, as a basis for its decisions, performed the following activities during the year:
Best practice review of compensation design, pay mix and  disclosure: Compared with nine key competitors that are regularly monitored for compensation purposes, UBS has attractive, but at the same time shareholder-friendly compensation systems. In general, cash and share components are somewhat larger than average and option grants less significant. Restrictions and forfeiture rules are stringent, and options are granted with a premium strike price. The Committee decided not to disclose individual compensation numbers, pending new Swiss legislative requirements.
Review of competitive pay and performance: The Committee assessed the data available from US proxy statement disclosure and compensation consultants’ surveys. The numbers for 2003 show that UBS – for most of its senior executive positions – was paying competitive compensation, yet not at the highest level. The above-mentioned nine competitors paid total compensation between CHF 20 million and 45 million to their Chairmen and / or CEOs in 2003. Average median pay for the Chairmen and / or CEOs of this group of competitors was CHF 26 million for 2003, the second highest value stood at CHF 34.5 million. These numbers normally include base salaries, cash bonus and the fair value of equity-based awards.
Review of Compensation Plan Rules: The Compensation Committee annually performs a review of the Compensation Plan Rules for Senior Executives. It ensures that shareholders’ interests are carefully taken into consideration and that the plan design provides appropriate incentives for long-term value creation. The “Senior Executive Equity Ownership Plan” (SEEOP) and the “Senior Executive Stock Option Plan” (SESOP) therefore contain stringent rules on vesting, sales restrictions and forfeiture of shares and options in case of termination of employment.

The Committee also regularly reviews the individual employment contracts of senior executives. These contracts provide for a general notice period of twelve months, during which the senior executive is entitled to receive salary and incentives, unless he has been terminated for cause. Shares and options that have not vested at the time of termination may be subject to forfeiture, mainly if the senior executive is joining a competitor.

The Compensation Committee has drawn up special employment agreements for the Chairman of the Board and the Executive Vice Chairmen, due to the fact that they are appointed by the shareholders for a three-year term of office and may be dismissed by a shareholders’ vote, but cannot otherwise be terminated. This calls for special provisions, mainly in respect of termination of employment. The general rule of a twelve-month notice period is, however, maintained.
Neither the GEB employment contracts nor the contracts for the executive Board members provide for additional severance payment in case of termination.

Actual 2004 senior executive compensation

Key elements for decision-making process within the Compensation Committee

Actual process and decisions taken:
In February 2004 the Compensation Committee defined personal incentive targets for each senior executive for 2004 based on both financial performance and qualitative indicators. The 2003 forecasts (Group net profit after tax, minority interests and goodwill/Business Group net profit before tax, minority interests and goodwill amortization) were measured against 2004 forecasts. The relevant percentage change, applied to 2003 target incentives, led to theoretical individual target incentives for 2004. Increases or decreases of these calculated amounts were applied at the discretion of the Committee that takes future potential, changing roles and competitive positioning into consideration.
In early February 2005, actual results were assessed against prior forecasts and set targets. Actual performance was also analyzed with reference to UBS’s Group and Business Group financial targets and similar metrics of key competitors. These measurements and assessments defined a theoretical level of incentive awards.
This calculated theoretical incentive award was finally measured against various additional factors: individually defined criteria, further potential, leadership qualities and contributions to overall success of UBS. This qualitative assessment leads to increases or decreases from the theoretical bonus up to 25%.
Long-term incentive option awards were granted in February 2004, based on the individual past performance of each senior executive, their contribution to the overall success of the firm, and their future potential.



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Assessment elements for Chairman’s compensation

The Compensation Committee fixed the Chairman’s incentive award rewarding his defining contribution to the design and implementation of a very successful strategy, based on efficiently taking advantage of growth opportunities without compromising on a stringent risk policy. It also valued Marcel Ospel’s contributions to developing a strong and highly motivated executive management team.

Actual compensation 2004 for acting members of the Board of Directors and the Group Executive Board

At the Group level, 2004 financial results exceeded internal performance targets and outperformed those of most competitors. Before goodwill, UBS achieved a return on equity of 27.7%, exceeding its target range of 15–20% and comparing favorably with peers. The increase in pre-goodwill basic earnings per share by 34% from the previous year also easily met UBS’s target of double-digit average annual growth. Total shareholder returns for the year under review were 15.8%, 24.3% cumulatively over a three-year period and 52.9% over a five-year period. The UBS share outperformed the DJ Stoxx Banks Europe Index over the last three years. UBS’s share price appreciation and its total shareholder returns achieved over the last one, three and five years were significantly better than the average performance recorded by the nine peers UBS judges its compensation by. At Business Group level, performance improved in all core businesses, with market share and competitiveness significantly enhanced.
Based on these superior results, achieved in a challenging market environment, the Compensation Committee decided to reward the senior executives accordingly. It specifically valued the facts that EPS growth was strongly driven by profit and not mainly by share buybacks, and that profit increased through revenue growth, not only by cost cuts. Total compen-

sation per head for the executive members of the Board of Directors and the members of the Group Executive Board (GEB).


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increased by 26.4% on average over 2003.

descriptionChanges in the composition of the decisiontwo corporate bodies as well as new definitions of roles impact the disclosed total compensation number and should be taken into consideration when making process for different executive populations:
Group Managing Board members: compensation recommendations are developed by the responsible member of the Group Executive Board. Recommendations are reviewed and approved by the President of the Group Executive Board. For GMB members in the Corporate Center, who report directly to the President, approval by the Chairman is required. The compensation system for the Group Managing Board is subject to the approval of the Chairman’s Office.
Group Executive Board members: Compensation recommendations are developed jointly by the President of the Group Executive Board and theyear-on-year comparisons. During 2004, Mark Sutton, formerly President and COO of UBS Wealth Management USA, took over as CEO in January and additionally became Chairman of the Board. The Compensation Committee of the Board of Directors reviews and approves the design of the compensation system for the Group Executive Board and all resulting compensation recommendations.
President of the Group Executive Board and Executive Vice Chairmen: Compensation recommendations are developed by the Chairman of the Board. The Compensation Committee of the Board of Directors reviews and approves the design of the compensation system for the President of the Group Executive Board and the Executive Vice Chairmen and all resulting compensation recommendations.
Chairman of the Board: On behalf of the full Board of Directors, the Compensation Committee of the Board of Directors has authority to develop and approve the design of the compensation system for the Chairman of the Board and all resulting compensation recommendations.
Non-executive members of the Board: Proposals for the remuneration of the non-executive directors are prepared by the Compensation Committee and submitted to the executive Board members for approval.

Employee share ownership commitment

Below the senior executive level, significant numbersBusiness Group as from July. Marcel Rohner assumed the additional role of employees are requiredChairman Wealth Management & Business Banking as from October 2004. Clive Standish moved from the role of Chairman & CEO Asia Pacific to take a portionGroup Chief Financial Officer in April 2004, and Stephan Haeringer, previously Deputy President of their annual performance-based compensation in the form of restricted or deferred UBS shares, employee stock options, or a combination of both. Additionally, they are provided with opportunities to own stock through various voluntary programs.

     UBS believes that broader-based employee stock ownership will further enhance its ability to deliver superior shareholder returns by increasing the alignment between the interests of employees and shareholders. Broader employee share ownership will be achieved in the following ways:
The best performing and highest potential employees are also eligible for highly selective discretionary stock option awards which vest over time. These awards are intended to provide the greatest degree of shareholder alignment among the emerging pool of future UBS leaders, senior managers and technical experts, and to enhance UBS’s appeal in the competitive market for the best managerial, financial and technical talent.
Employee incentive awards above a certain threshold are delivered, on a mandatory basis, in restricted or deferred UBS shares, or a combination of shares and employee stock options that vest over time. The threshold varies by business and labor market. Generally, employees are further encouraged to voluntarily elect to defer a portion of their incentives into UBS shares in exchange for additional stock options, or to diversify into an array of funds including those managed by UBS fund managers. UBS believes it is important to provide employees the opportunity and incentive to voluntarily invest into UBS shares, but where possible also to encourage employees to consider the same wealth management principles in diversifying their personal portfolios as they would apply to a client.
All UBS employees (unless prohibited by local law) are eligible to participate in a program called Equity Plus which is a global adaptation of a program thatGEB, was implemented at PaineWebber before its merger with UBS in November 2000. Equity Plus enables UBS employees in over 45 countries to voluntarily elect to purchase a limited number of UBS shares with after-tax funds either from their incentive awards or base salaries, and receive two UBS stock options for every share acquired and held for two years. The stock options vest after two years as well. The goal of this program is to motivate employees at all levels to become partners in UBS’s success. Over the last two years since Equity Plus was launched as a global program, nearly a quarter of UBS employees have elected to participate.


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Compensation for acting members of the Board of Directors (Board) and the Groupas Executive Board (GEB)

Executive members of the Board and members of the GEBVice Chairman.

The total of all compensation for the financial year 20022004 (base salary, incentive awards, options, employer’s contributions to retirement benefit plans, benefits in kind and fringe benefits) for the three executive members of the Board of Directors, the tenseven members of the Group Executive Board in charge as of 31 December 2004, Georges Gagnebin, who stepped down as a member of the GEB in September 2004, and Joseph J. Grano Jr, who resigned as GEB member at the two formerend of January and left the Bank at the end of November 2004, was CHF 190,629,297. Details are shown in the table on the following page.

Actual remuneration 2004 for non-executive members of the GEB who leftBoard of Directors

The seven non-executive members of the Company in 2002 (Luqman Arnold on 31 January 2002,Board of Directors were paid CHF 5,726,811 (in cash and Markus Granziol on 31 August 2002) was as follows:

Cash component
(base salary, cash part of bonus)
CHF 89,499,015

Employer’s contributions to retirement benefit plansCHF 1,320,220

Benefits in kind, fringe benefits
(at market value)
CHF 1,019,000

     In Switzerland, senior executives participate in UBS’s general pension plans, whichrestricted shares) for the term between the 2004 and 2005 AGMs. Details are composed of a basic component operated on the defined benefit principle, a savings plan and a defined contribution plan. The cap compensation amount to be included in these plans is set at CHF 730,000 for all employees. This translates into a maximum annual pension of CHF 259,000 after retirement plus a one-off pay-out of accumulated capital from the savings planshown in the maximum amount of CHF 217,052.table on page 101.



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Compensation details and additional information

Compensation for acting executive BoD members and members of the GEB1
  For the year ended
CHF, except where indicated 31.12.04  31.12.03  31.12.02 
 
Base salaries and other cash payments  14,767,068   13,602,045   14,766,368 
 
Incentive awards – cash  69,745,013   65,602,513   74,732,647 
 
Employer’s contributions to retirement benefit plans  1,050,322   1,225,543   1,320,220 
 
Benefits in kind, fringe benefits (at market value)  1,607,166   993,719   1,019,000 
 
Total (requested by SWX)
  87,169,569   81,423,820   91,838,235 
 
Incentive awards – Restricted UBS shares (fair value)  79,723,391   64,176,428   41,006,156 
 
Restricted UBS options (fair value)2
  23,736,337   12,752,019   14,268,501 
 
Total (including shares and options)
  190,629,297   158,352,267   147,112,892 
 
Total number of shares granted  792,256   675,741   665,135 
 
Total number of options awarded2
  1,094,052   1,037,000   850,000 
 
of which CHF options
  473,666   457,000   470,000 
 
of which USD options
  620,386   580,000   380,000 
 
     Benefits in kind and fringe benefits include car leasing and company car allowances, staff discount on banking products and services, health and welfare benefits and general expenses allowances. Definitions and amounts of benefits differ from country to country, according to local industry standards.
     In addition to the cash payments and benefits in kind, this group1 Related parties of senior executives were not granted 353,880 CHF-sharesany shares or options.  2 Includes options granted to match voluntary increases of the share portion of incentive awards.

Explanations:
Number of senior executives:
2002: three executive BoD, ten GEB members in office as of 31 December and two who left during the year
2003: two executive BoD, ten GEB members in office as of 31 December and one executive director who stepped down during the year
2004: three executive BoD, seven GEB members in office as of 31 December and two who stepped down during the year
Benefits in kind: car leasing, company car allowance, staff discount on banking products and services, health and welfare benefits, general expenses allowances
Sharesvalued at CHF 101.80 per share (average price of UBS shares at virt-x over the last ten trading days of February 2005), and USD 86.74 per share (average price of UBS shares at the NYSE over the last ten trading days of February 2005).
Value per share 2003: CHF 95.30 / USD 76.40; 2002: CHF 61.00 / USD 45.10.
Optionson UBS shares were granted at a strike price of CHF 103.75 and USD 81.25 respectively, ten percent above the average high and low price at the virt-x and the NYSE respectively on the last trading day in February 2004. Options vest three years after grant and will expire ten years from the date of grant.
Fair values per option at grant: CHF 23.90 / USD 20.51 for options granted in February 2004 and CHF 12.46 / USD 13.46 for options granted to match higher share elections in February 2005.
Fair values per option at grant 2003: CHF 12.33/USD 9.90; 2002: CHF 16.30 / USD 11.74.

Retirement benefit plans:InSwitzerland, senior executives participate in UBS’s general pension plans, which comprise a basic component operated on the defined benefit principle, a savings plan to bridge the income gap between UBS retirement age and the age defined for the start of social security payments, and a defined contribution plan. The cap compensation amount to be included in these plans was set at CHF 730,000 for all employees in 2004. This translates into a maximum annual pension of CHF 272,000 after retirement plus a one-off payout of accumulated capital from the savings plan in the maximum amount of CHF 217,052. No special top management pension schemes (“bel etage” packages) are offered to senior executives.
Senior executivesoutside Switzerlandparticipate in the respective local pension plans. In the US there are two different plans, one operating on a cash balance basis, which entitles the participant to receive a contribution based on compensation limited to USD 250,000. The other plan, operated for all Wealth Management USA employees, is a defined contribution plan with compensation included up to a limit of USD 205,000. A special arrangement exists for senior executives with an annual contribution of USD 100,000. US senior executives may also participate in the UBS 401K defined contribution plan open to all employees. In the UK senior executives participate in a pension plan operated on a defined contribution basis, with compensation for pension purposes limited to the UK earnings cap of GBP 102,000.
Note 31 to the UBS Group financial statements describes the various retirement benefit plans established in Switzerland and in major foreign markets.


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Compensation details and 311,255 USD-shares (for details see paragraph below), with a fair value of CHF 41,006,156. In June 2002 this group of senior executives were granted 470,000 CHF long-term incentive (LTI) options and 380,000 USD LTI options (for details see paragraph below) for financial years 2001 and 2002. At fair value these options were worth CHF 14,268,501. No such award was made in 2001.additional information (continued)

Non-executive membersHighest total compensation for a BoD member

Total compensation of the Board

Non-executive membershighest paid member of the Board may electof Directors, Chairman Marcel Ospel, amounted to CHF 21,273,037 for financial year 2004:
             
  For the year ended
CHF, except where indicated 31.12.04  31.12.03  31.12.02 
 
Base salary  2,000,000   2,000,000   2,000,000 
 
Incentive award – cash  9,500,000   7,500,080   4,584,545 
 
Employer’s contributions to retirement benefit plans  82,588   82,588   82,588 
 
Benefits in kind, fringe benefits (at market value)  190,371   150,000   90,000 
 
Incentive award – restricted UBS shares (fair value)  9,500,078   7,499,920   4,584,455 
 
Restricted UBS options (fair value)  1  1,565,910   1,222,500 
 
Total
  21,273,037   18,798,498   12,564,088 
 
Number of UBS shares granted  93,321   78,698   75,155 
 
Number of UBS options granted  1  127,000   75,000 
 
1 Marcel Ospel chose not to take up his entitlement under the “Senior Executive Stock Option Plan”.

to receive theirAdditional honorariums and remuneration (base Board fee plus fees for chairs and memberships of Board Committees) either 50% in cash and 50% in restricted UBS shares

No material additional honorariums or 100% restricted UBS shares. Shares are attributed with a price discount of 15% and are restricted for four years.
     The six non-executive Board members, together with Markus Kündig, who stepped down at the AGM on 18 April 2002,remuneration were paid CHF 1,825,000 in cash forto any of the financial year 2002.
     They elected to receive 27,965 shares, which at fair value were worth CHF 1,705,865.Board or GEB members.

Additional severance payments

As a matter of policy, UBS does not pay any additional severance in addition to the salary and bonus entitlements of a leaving member of the Board or the GEB. Whether or not payments for such running entitlements are madepaid in the form of final bonus or severance payments, they are included in the numbers reported above under compensation for acting members of the Board and the GEB.

Compensation for former members
of the Board and GEB

Former members

Following a change in the UK taxation of the Boarddeferred compensation as a consequence of Directors ora changed employment situation for a former member of the Group Executive Board, compensation agreements were not paidre-negotiated. The Compensation Committee approved an additional payment of CHF 24.8 million to the former executive and the UK tax and social security authorities.
Six former senior executives of Union Bank of Switzerland and Swiss Bank Corporation benefited from the use of office space and administrative support, mostly in connection with mandates they are still holding on behalf of or in the interests of UBS. The total value of these benefits was CHF 830,000 in 2004.



             
Remuneration for non-executive Board members
  For the period
CHF, except where indicated AGM 2004 / 2005  AGM 2003 / 2004  AGM 2002 / 2003 
 
Cash  2,210,130   1,889,097   1,825,000 
 
Restricted UBS shares at fair value  3,516,681   3,513,044   1,705,865 
 
Total
  5,726,811   5,402,141   3,530,865 
 
Number of UBS shares granted (15% discount)  34,545   36,863   27,965 
 

Explanations:
Number of non-executive BoD members:
2002: six acting members as of 31 December and one who stepped down at the 2002 AGM
2003: seven acting members as of 31 December, one for nine months only
2004: seven acting members as of 31 December.

Sharesvalued at CHF 101.80 (average price of UBS shares at virt-x over the last ten trading days of February 2005), discount price CHF 86.55. The shares are blocked for four years. Related parties of non-executive BoD members are not granted any shares.
Value per share 2003: CHF 95.30, 2002: CHF 61.00
Allowance for “Out of pocket” expenses(CHF 15,000) in addition.


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Compensation, shareholdings and loans

Additional information on equity-based compensation during

Note 32 to the UBS Group financial statements provides comprehensive information on the Group’s various Equity Participation Plans for employees. It shows pro-forma results under the assumption of expensing options at fair value rather than charging their intrinsic value at grant date. The Financial Report 2004 also provides information on how business unit results would have been impacted if options granted to employees had been expensed.

Disclosure differences between IFRS and SWX requirements as from 2005

As from 1 January 2005, expensing of equity-based compensation will be mandatory. Revised accounting standards

describe how to value shares and options grants and how to expense these awards over the respective vesting periods. In future, disclosure in the financial statements will be reported on this accounting basis, while the disclosure of compensation in the Handbook will continue to relate to figures attributable to performance in the financial year under review, neitherreview.

Disclosure of management transactions

As from 1 July 2005, UBS will disclose on an ongoing basis senior executive transactions in cash northe firm’s own shares and options to the SWX on a no name basis. Aggregate numbers will be published in kind.the Handbook going forward.



Share grants for the year under review
Share ownership

No individual BoD or GEB member holds 1% or more of all shares issued.

Executive Board members and
members of the GEB
1

The three executive

Shares held as of 31 December 2004:                    3,410,116

           
Of which          
 
Vested Vesting 2005 Vesting 2006 Vesting 2007 Vesting 2008 Vesting 2009
 
1,362,263 420,009 426,233 489,150 400,224 312,237
 
1 Includes parties closely linked to them.

Non-executive Board members1

Shares held as of 31 December 2004:                    96,494

           
Of which          
 
Non-restricted Blocked until 2005 Blocked until 2006 Blocked until 2007 Blocked until 2008  
 
25,501 4,371 12,688 27,832 26,102  
 
1 Includes parties closely linked to them.

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Options held

Executive Board members and members of the ten GEB members were granted 353,880 shares, valued at CHF 61 per share (average price of

Senior executives held the following options on UBS shares at virt-x overas of 31 December 2004:

           
 
Number of options Year of grant Vesting date Expiry date Subscription ratio Strike price
 
65,250 1999 26.02.2002 26.02.2005 1:1 CHF 79.00
 
216,000 2000 01.02.2003 01.02.2006 1:1 CHF 66.67
 
150,000 2001 24.01.2004 24.01.2008 1:1 USD 57.80
 
3,000 2001 28.02.2004 29.02.2008 1:1 USD 53.39
 
1,900,440 2001 20.02.2004 20.02.2009 1:1 CHF 100.00
 
231,617 2002 20.02.2005 31.01.2012 1:1 CHF 77.75
 
568,663 2002 31.01.2005 31.01.2012 1:1 USD 45.26
 
2,000 2002 28.02.2004 28.02.2012 1:1 USD 46.24
 
215,000 2002 28.06.2005 28.06.2012 1:1 CHF 80.75
 
280,000 2002 28.06.2005 28.06.2012 1:1 USD 54.50
 
300,491 2002 20.02.2005 31.07.2012 1:1 CHF 77.75
 
215,000 2002 28.06.2005 28.12.2012 1:1 CHF 80.75
 
480,000 2003 31.01.2006 31.01.2013 1:1 USD 48.00
 
2,000 2003 28.02.2005 28.02.2013 1:1 USD 41.61
 
427,000 2003 31.01.2006 31.07.2013 1:1 CHF 65.00
 
340,000 2004 28.02.2007 28.02.2014 1:1 CHF 103.75
 
608,536 2004 28.02.2007 28.02.2014 1:1 USD 81.25
 

Parties closely linked to the last ten trading daysexecutive members of January 2003),the Board and 311,255 shares, valued at USD 45.10 per share (average pricethe members of the GEB do not hold any options on UBS shares at the NYSE over the last ten trading days of January 2003). These shares are blocked for five years.

     Related parties of these senior executives were not granted any shares.

Non-executive Board members

The six non-executive Board members were granted 27,965 shares, at a discounted value of CHF 51.85 per share. The shares are blocked for four years. Related parties are not granted any shares.


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Share ownership
Executive Board members and members of the GEB
The three executive Board members and the ten members of the GEB, and parties closely linked to them, held 2,096,603 UBS shares at year-end 2002. No individual BoD or GEB member holds 1% or more of all shares issued.
Non-executive Board members
The six non-executive Board members and parties closely linked to them held 42,768 UBS shares as of 31 December 2002.
Options
Executive Board members and
members of the GEB
The three executive Board members and the ten GEB members held the following options on UBS shares as of 31 December 2002:
                     
Number Year  Vesting  Expiry  Subscription    Strike 
of options of grant  date  date  ratio    price 

122,657 1997  24/06/02  24/06/03  1:1   CHF 61.91

40,002 1998  01/07/01  30/06/04  1:1   CHF 56.67

12,277 1998  26/05/03  26/05/04  1:1   CHF 85.12

140,214 1998  26/05/03  26/08/04  1:1   CHF 85.12

48,006 1998  30/06/03  30/06/04  1:1   CHF 56.67

119,544 1999  26/02/02  26/02/05  1:1   CHF 79.00

546,000 2000  01/02/03  01/02/06  1:1   CHF 66.67

2,006,490 2001  20/02/04  20/02/09  1:1   CHF 100.00

290,828 2002  20/02/05  31/01/12  1:1   CHF 77.75

300,491 2002  20/02/05  31/07/12  1:1   CHF 77.75

235,000 2002  28/06/05  28/12/12  1:1  CHF 80.75

140,000 2002  28/06/07  28/06/12  1:1  CHF 80.75

95,000 2002  28/06/07  28/06/12  1:1  CHF 80.75

3,000 2001  29/02/04  29/02/08  1:1  USD 53.39

360,000 2001  24/01/04  24/01/08  1:1   USD 57.80

568,663 2002  31/01/05  01/01/12  1:1   USD 45.26

2,000 2002  29/02/04  29/02/12  1:1   USD 46.24

380,000 2002  28/06/05  28/06/12  1:1   USD 54.50

                     
In addition, this group of senior executives held the following warrants as of 31 December 2002:
                     

24,558,529 2000  20/03/03  01/04/04  16.67 : 1   CHF 75.00

Non-executive Board members

The non-executive Board members do not hold any options.options, nor do parties closely linked to them.

Loans

Additional honorariums and remuneration

No material additional honorariums and remuneration were paid to any of the Board or GEB members.

Loans granted to members of the Board
and the GEB

Granting loans is part of the ordinary business of UBS, andUBS. Executive members of the Board and the members of the GEB have been granted loans, fixed advances and mortgages at the same terms and conditions as other employees, based on third-party conditions adjusted for reduced credit risk. In 2002, a thorough review of outstanding loans to senior executives was performed to ensure compliance with the US Sarbanes-Oxley Act of 2002.

Loans and advances to non-executive Board members and related parties are transacted on substantially the same terms as those prevailing at the time for comparable transactions with non-affiliated persons.
     A thorough review of all outstanding loans to senior executives and Board members was performed in 2002 in order to ensure compliance with the new requirements of the US Sarbanes-Oxley Act, which limit or prohibit the extension of credit by UBS to certain of its executive officers. New loans and mortgages are now granted at general market conditions, with no preferential rates.

Loans granted to executive Board members and members of the GEB

As of 31 December 2002, collateral2004, collateralized loans and fixed advances of CHF 14,425,0001,950,000 were receivable from executive Board members and membersone member of the GEB, and mortgages in the amount of CHF 13,264,00013,344,000 had been granted to thissix members of the group of senior executives and their close family members.

Loans granted to non-executive
Board members

Loans and mortgages granted to five non-executive Board members and the companies related to them amounted to CHF 140.5 million.294.3 million, including guarantees, contingent liabilities and unused committed credit facilities. For details see note 33 to the financial statements.

Highest total compensation

Total compensation of the highest paid member of the Board of Directors, Chairman Marcel



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Corporate Governance
Compensation, Shareholdings and Loans

Ospel, amounted to CHF 11,341,588 for financial year 2002, including 75,155 restricted UBS shares. In addition, 75,000 options were granted as part of the senior executive long-term incentive (LTI) award made in June 2002 for financial years 2001 and 2002. At fair value these options were worth CHF 1,222,500. No such award was made in 2001.

Additional information on equity-based
compensation and retirement benefit plans

Note 32 to the UBS Group Financial Statements provides comprehensive information on the

Group’s various Equity Participation Plans for employees on various levels of the organization. It shows pro-forma results under the assumption of expensing options at fair value rather than charging their intrinsic value at grant date. The Financial Report 2002 also provides information on how business unit results would have been impacted if options granted to employees had been expensed (please refer to “Review of Business Group performance” on page 35).

     Note 31 to the UBS Group Financial Statements describes the various retirement benefit plans established in Switzerland and in major foreign markets.


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Corporate Governance
Shareholders’ Participation Rights


participation rights

Shareholders’ Participation Rightsparticipation rights

UBS is committed to makemaking it as easy as possible for shareholders to take part in its decision-making processes. AllAlmost 200,000 shareholders directly registered and some 60,000 US shareholders — nearly 220,000 —registered via nominee companies receive regular written information about the firm’s activities and performance and are personally invited to shareholder meetings.

Relations with shareholders

UBS fully subscribes to the principle of equal treatment of all shareholders, ranging from large investment institutions to individual investors, and regularly informs them about the development of the company of which they are co-owners.

The Annual General Meetings offerMeeting offers shareholders the opportunity to raise any questions regarding the development of the company and the events of the year under review. The members of the Board of Directors and Group Executive Board, as well as the internal and external auditors, are present to answer these questions.

Voting rights, restrictions and representation

UBS is committed to making it as easy as possible for shareholders to take part in its decision-making processes and therefore places no restrictions on share ownership and voting rights. Only voting rights of nomineeNominee companies and trustees, who normally represent a great number of individual shareholders, may register an unlimited number of shares, but voting rights are limited to a maximum of 5% of outstanding UBS shares in order to avoid the risk of unknown shareholders with large stakes being entered into the share register. Securities clearing organizations such as theThe Depository Trust Company (DTC) in New York and SegaInterSettle (SIS) in Switzerland are exempt from the 5% voting limit. SIS, however, does not register its holdings with voting rights.

In order to have voting rights registered, shareholders must confirm they acquired UBS shares in their own name and for their own account. Nominee companies/ trustees are required to sign an agreement with UBS, confirming their willingness to disclose to the company, upon its request, individual beneficial owners holding more than 0.3% of all issued shares.
All registered shareholders canare invited to participate in shareholder meetings. If they do not wish to attend in person, they can issue instructions to

accept, reject or abstain on each individual item on the meeting agenda by either giving instructions to an Independent Proxy designated by UBS (as required under Swiss company law) or by appointing UBS, another bank or another registered shareholder of their choice, to vote on their behalf. Nominee companies normally submit the proxy material to the beneficial owners and transmit the collected votes to UBS.

Statutory quorums

Statutory quorums

Shareholder resolutions, the election and re-election of Board members, and the appointment of the Group and Statutory Auditors are decided at the General MeetingsMeeting of Shareholders by an absolute majority of the votes cast, excluding blank and invalid ballots. Article 704 of the Swiss Code of Obligations (Company Law)company law requires that for certain specific issues a majority of two-thirds of the votes represented at the meeting vote in favor of the resolution. These issues include the introduction of voting shares, the introduction of restrictions on the transferability of registered shares, conditional and authorized capital increases, and restrictions or exclusion of shareholders’ pre-emptive rights.

UBS also requires a two-thirds majority of votes represented for any change to the provisions in the Articles of Association regarding the number of Board members as well as for any decision to remove one fourth or more of the members of the Board.
Votes and elections are normally conducted electronically to clearly ascertain the exact number of votes cast. Voting by a show of hands remains possible if a clear majority is predictable. Shareholders representing at least 3% of the votes represented may still request, however, that a vote or election take place electronically or by written ballot.

In order to allow shareholders to clearly express their views on all individual topics, each item on the agenda is put to vote individually, and Board elections are made on a person-by-person basis.


Convocation of general meetings of shareholders

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Corporate Governance
Shareholders’ Participation Rights

Convocation of General
Meetings of Shareholders

The Annual General Meeting of Shareholders (AGM) normally takes place in April, but in any case within six months afterof the close of the financial year. A personal invitation including a detailed agenda and explanation of each motion is sent to every registered shareholder at least 20 days ahead of the scheduled meeting. The meeting agenda is also published in various Swiss and international newspapers.newspapers and on the internet at www.ubs.com/shareholder-meeting.

Extraordinary General Meetings may be convened whenever the Board of Directors or the statutory auditors consider it necessary. Shareholders individually or jointly representing at least ten percent10% of the share capital may, at any time, ask in writing that an Extraordinary General Meeting be convened to



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Corporate Governance

deal with a specific issue put forward by them. Such a request may also be brought forward during the AGM.

Placing of items on the agenda

Shareholders individually or jointly representing shares with an aggregate par value of one million Swiss francsCHF 250,000 may submit proposals for matters to be placed on the agenda for consideration by the shareholdersshareholders’ meeting. The Board of Directors will

submit to the AGM in 2003 a proposal to facilitate the exercise of this shareholder right, which — as a result of the two par-value repayments in 2001 and 2002 — had become more difficult. The proposed limit of an aggregate par value of CHF 250,000 brings the threshold back to what it used to be before the par value repayments.

UBS publishes the deadline for submitting such proposals in various Swiss and international newspapers. The date of the deadline is normally shortly after the publication of the annual results. It is also set early enough to allow for the integration of the proposals into the official invitation to shareholders.newspapers and on its website (www.ubs.com/shareholder-meeting). Requests for items to be placed on the agenda must include the actual motionsmo-

tions to be put forward, together with a short explanation, if necessary. The Board of Directors formulates an opinion on the proposals, which is published together with the motions.

Registrations in share register

The general rules for being entered with voting rights in the Swiss or US Share Register of UBS also apply before General Meetings of Shareholders (for details see pages 134 and 135)previous page). There is no “closing of the share register” in the days ahead of the meeting. Registrations including the transfer of voting rights are processed for as long as technically possible.possible, normally until two days before the meeting.



110105


Corporate Governance
Change of Controlcontrol and Defensive Measures


defense measures

Change of Controlcontrol and Defensive Measuresdefense measures

UBS believes in market forces. It therefore refrains from restrictions whichthat would hinder developments otherwise initiated in or supported by the financial markets. There are no specific protections against hostile takeover in place.

Duty to make an offer

An investor who acquires 33 1/1/3% of all voting rights, whether they are exercisable or not, has to submit a take-overtakeover offer for all shares outstanding, according to the Swiss Stock Exchange Law.stock exchange law. UBS has not elected to change or opt out of this rule.

Clauses on changes of control

The service agreements and employment contracts of the executive Board members, of the

members of the Group Executive Board and of the Group Managing Board do not contain clauses on change of control. UBS does not offer “golden parachutes” to its senior executives. Employment contracts contain notice periods of 12twelve months for GEB members and 6six to twelve months for GMB members, during whichdepending on local market practice. During this notice period they are entitled to running salary and bonuses.

The Compensation Committee of the Board may, however, accelerate the vesting of options and the lapse date for restricted shares in case of a change of control.



111106


Corporate Governance

Corporate Governance
Auditors


Auditors

Audit with its various functions and authorities, plays an important role in Corporate Governance.corporate governance. While putting high priority on remaining independent, the External Auditorsexternal auditors and Group Internal Audit closely coordinate their work, thereby ensuring the most effective performance of their responsibilities. The Chairman’s Office, the Audit Committee and ultimately the Board of Directors supervise the functioning of the overall audit work.

External, independent Auditors
External, independent auditors

Ernst & Young Ltd., Basel, have been assigned the mandate to serve as global auditors for the UBS Group. They assume all auditing functions according to laws, regulatory requests, and the UBS Articles of Association (see also the paragraph about auditors responsibilities in the “Regulationregulation and supervision section”,section on page 118)111–112). The Audit Committee of the Board annually assesses the independence of Ernst & Young and has determined that Ernst & Young Ltd. meetsthey meet all independence requirements established by the US Securities and Exchange Commission (SEC). As partAuthority for pre-approval of itsall additional audit, process,audit-related and non-audit mandates to the principal auditors lies with the Audit Committee, ensuring that independence of the auditors is not jeopardized by conflicts of interests through additional mandates. Ernst & Young Ltd. informsinform the Audit Committee annually of the measures it takesthey are taking to ensure itstheir own and itstheir employees’ independence from UBS. The Audit Committee assesses this information on behalf of the Board and informs the Board accordingly.

At the Extraordinary General Meeting on 7 September 2000, UBS shareholders appointed Deloitte & Touche AG, Basel, as special auditors according to Article 31 paragraph 3 of the UBS Articles of Association for a three-year term of office.auditors. The special auditors provide audit opinions in connection with capital increases, independently from the Group auditors. Deloitte & Touche will be proposed toThey were re-appointed at the AGM in 2003 for re-election for another three-year term.term of office.

Duration of the mandate and term of office of the lead auditorpartners

After the UBS-SBC merger, Ernst & Young Ltd., Basel were initiallyfirst appointed as UBS’s principal external auditor for the audit of the 1998 financial statements. Following a comprehensive evaluation process during 1999, they were proposed for re-election toreelection at the 2000 AGM. They were re-elected at theThe AGMs between 1999through 2004 annually confirmed their mandate, and 2002,

andthey will be proposed for re-electionreelection at the AGM 2003.2005 AGM.

     Roger K. Perkin, chartered accountant,Due to the seven-year rotation requirement established by the Swiss Chamber of Auditors and Peter Heckendorn, lic.oec., have beendeclared mandatory for banks by the Swiss Federal Banking Commission, the current lead partners in charge of the UBS audit, sinceRoger K. Perkin and Peter Heckendorn, are now being replaced. Andreas Blumer took over from Peter Heckendorn over the initial appointment.course of 2004, and Roger Perkin, while remaining responsible for the completion of the audit for the 2004 financial statements, will be replaced by Andrew McIntyre at the beginning of 2005.

Auditing fees

Fees paid to principal external auditors
UBS paid the fees (including expenses) listed in the table on the following page to its principal external auditors Ernst & Young forLtd.
Audit work includes all services necessary to perform the financial year 2002audit in accordance with applicable generally accepted auditing principles as well as other assurance services that generally only the Principal Auditor can provide, including comfort letters, statutory and regulatory audits, attest services, consents, and reviews of documents filed with regulatory bodies under applicable law.
Audit-related work consists primarily of additional attest services, such as retirement and compensation plan audits, agreed upon procedures reports required by contract and audits performed at the request of management. It also includes due diligence work on acquisitions and initial work relating to the eventual attestation as to UBS’s compliance with section 404 of the Sarbanes-Oxley Act of 2002.
Tax work means services performed by professional staff in Ernst & Young’s tax division, other than audit work, and includes tax compliance, tax consultation and tax planning in respect of auditUBS’s own affairs. Ernst & Young may not provide tax consulting to members of senior management.
“Other” services are only approved on an exceptional basis. In 2003 and regulatory reports required by law amounted2004, they comprised two specifically approved services (on-call advisory and specified procedures in respect of mortgage-backed securities documentation).
In addition to CHF 30,882,000.

Additionalthe fees paid to auditors

listed in the table, Ernst & Young were paid CHF 8,897,00014,876,000 (CHF 14,552,000 in 2003) for audit-relatedaudit and tax work performed on behalf of UBS Investment Funds, many of which have independent fund boards or trustees.

Pre-approval procedures and policies

All services provided (primarily accounting consultation on matters relating to the financial statements, attest services required by contract or requested by management, audits of retirement and compensation plans, and due diligence work on acquisitions) and CHF 10,521,000 was paid to Ernst & Young for tax advisory and compliance work in respecthave to be pre-approved by the Audit Committee of the Bank’s own affairs. Another CHF 3,287,625 wasBoard. A pre-approval may be granted either for a specific mandate or in the form of a general pre-approval authorizing a limited and well-defined type and amount of services. Within these clearly defined limits, the Group Chief Financial Officer may authorize proposed mandates, but submits them for approval to the Audit Committee at its next meeting. Requests for ad hoc mandates are routed from the Group Controller to the Company Secretary, who submits them to the chairman of the Audit



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Corporate Governance
Auditors

Fees paid to external auditors

         
 
UBS paid the following fees (including expenses) to its principal external auditors Ernst & Young Ltd.:   
  For the year ended
in CHF thousand 31.12.04  31.12.03 
 
         
Audit
        
 
Global audit fees  33,465   27,645 
 
Additional services classified as audit (services required by law or statute, including work of non-recurring nature mandated by regulators)  3,094   4,589 
 
Total audit
  36,559   32,234 
 
         
Non-audit
        
 
Audit-related fees  9,513   10,267 
 
Tax advisory  3,451   5,947 
 
Other  3,282   3,404 
 
Total non-audit
  16,246   19,618 
 

Committee for other services provided duringpre-approval. His decisions are brought to the year.

next Audit Committee meeting for ratification.
     Rules recently issued by the US Securities and Exchange Commission (SEC) prohibitThe SEC prohibits independent auditors from providing a number of specific services. Ernst & Young have not provided any prohibitedsuch services during the year.

Group Internal Audit

With around 240 professionals255 staff members worldwide at 31 December 2002,2004, Group Internal Audit provides an independent review of the effectiveness of theUBS’s system of internal controls and compliance with key rules and regulations. It specifically verifies or assesses whether the internal controls are commensurate with the corresponding risks and are working effectively, whether activities within the firm are being


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conducted and recorded properly, correctly and fully, and whether the organization of operations, including information technology, is efficient and the information is reliable. All key issues raised by Group Internal Audit are communicated to the management responsible, to the President of the GEBGroup CEO and to the Chairman’s Officeexecutive members of the Board of Directors via formal Audit Reports. The Chairman’s Office and the Audit Committee of the Board are regularly informed of important findings. Group Internal Audit closely cooperates with internal and external legal advisors and risk control units on investigations into major control issues.

To maximize its independence from management, the head of Group Internal Audit, Markus Ronner, reports directly to the Chairman of the Board. Group Internal Audit has unrestricted access to all accounts, books and records and must be provided with all information and data needed to fulfill its auditing duties. Group Internal Audit addresses itsany reports with major issues ultimately to the Chairman of the Board. The Chairman’s Office may order special audits to be conducted, and the Group Executive Board, with the agreement of the Chairman, may also instruct Group Internal Audit to conduct such audits.

Coordination and close cooperationco-operation with the external auditors enhance the efficiency of Group Internal Audit’s work.

Supervisory and control instruments vis-à-
visSupervisory and control instruments vis-à-vis the external auditors

The Audit Committee, on behalf of the Board of Directors, monitors the qualification, independence and performance of the Group Auditors and thetheir lead partners. It prepares proposals for appointment or removal of the external auditors

for submission toreview by the full Board, which then submits the proposal to the AGM.

The Audit Committee reviews annually the annual written statementsstatement submitted by the external auditors as to their independence. It also reviews the engagement letter between UBS AG and the external auditors and the fees and terms of the planned audit work. Mandates to the Group auditors for additional audit, audit-related work and permitted non-audit work are subject to pre-approval by the Audit Committee. For details see preceding paragraph on external, independent Auditors.
The external auditors also provide timely reports to the Audit Committee on critical accounting policies and practices used, on alternative treatments of financial information discussed with management, and other material written communication between external auditors and management.
The Audit Committee regularly meets with the lead partners of the external auditors, at least four times per year. It also regularly meets with the Head of Group Internal Audit.
At least once per year, the Chairman’s Office discusses with the lead partners of Ernst & Young Ltd. the audit work performed, main findings and critical issues whichthat arose during the audit.
The Audit Committee and the Chairman’s Office report back to the Board of Directors about their contacts and discussions with the external auditors. Once per year, the lead partners take part in a Board meeting, normally to present the Long-form Report of the External Auditors, as required by the Swiss Federal Banking Commission (Bankengesetzlicher Revisionsbericht).Commission.



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Information Policy:
UBS Financial Disclosure Principles


policy

Information Policy:
          UBS Financial Disclosure Principlespolicy

UBS’sOur financial disclosure policies aim to achieveat achieving a fair market value of thefor UBS share by communicating transparently, openlyshares through open, transparent and consistentlyconsistent communication with investors and the financial markets at all times.markets.

Main sources of information

UBS provides regular information to its shareholders and to the financial community. For details, see page 5 and 6 of this Handbook.

Financial results will be published as follows:

   

First Quarter 133 May 20032005

Second Quarter 139 August 20032005

Third Quarter 111 November 20032005

Fourth Quarter 1014 February 20042006

The Annual General Meeting of Shareholders
will take place as follows:

   

2003 16 April, Zurich

20042005 1521 April Basel2005

200619 April 2006

UBS meets regularly with institutional investors throughout the year, holding results presentations, specialist investor seminars, road showsroadshows and one-to-one or group meetings across the world. Where possible, these events involve UBS senior management in addition toas well as the UBS Investor Relations team. We haveAs a means of further widening our audience and maintaining contact with our shareholders around the world, we also made significant progress in developing themake use of technology to further broaden access to our presentations throughdiverse technologies such as webcasting, audio links and cross-location video-conferencing for external audiences.video-conferencing.

     Each shareholder receives an illustrated “Annual Review” providing an overview of the firm and its activities during the year and the key financial information. Each quarter they are provided with an update on ongoing initiatives and quarterly financial performance. More detailed financial reports are produced each quarter and at year-end, which can be received on request.

     To ensure fair access to information, we make UBS publications available to all shareholders at the same time and generally make key documents available in both English and German. Letters to shareholders and media releases about results are also translated into French and Italian. We directly post letters to shareholders and material information related to corporate events to all shareholders, while other information is distributed via press release and posted to UBS’sOur website at www.ubs.com/investors. Our website(www.ubs.com/investors) includes comprehensive information about UBS, including a complete set of our published reporting documents, on demandon-demand access to recent webcast presentations and copies of presentations that senior management have given at industry conferences.
Once a year, each of our registered shareholders receives our Annual Review, which provides an overview of the firm and its activities during the year as well as key financial information. Each quarter, they are also mailed an update about our ongoing initiatives as well as information on our quarterly financial performance. If they want more detailed information, shareholders can request our complete financial reports, produced on a quarterly and annual basis, free of charge.
To ensure fair access to and dissemination of our financial information, we make our publications available to all shareholders at the same time.
A complete list of all sources of information about UBS and contact details for shareholders as well as other interested parties are included in this Handbook on pages 4 to 5.

Financial disclosure principles

Based on our discussions with analysts and investors, we believe that the market rewards companies that provide clear, consistent and informative disclosure about their business. Our aim therefore is to communicate UBS’s strategy and results in such a way that shareholders and investors can gain a full and accurate understanding of how the company works, what its growth prospects are and what risks there areexist that this growth will not be realized.

To continue to achieve these goals, we apply the following principles in our financial reporting and disclosure:
 Transparency:our disclosure is designed to enhance understanding of the economic drivers and detailed results of the business, in order to build trust and credibility.credibility
 Consistency:we aim to ensure that our disclosure is consistent and comparable within each reporting period and between reporting periods.periods


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 Simplicity:we try to disclose information in as simple a manner as possible consistent with allowing readers to gain the appropriate level of understanding of our businesses’ performance.performance
 Relevance:we aim to avoid information overload by focusing our disclosure on what is relevant to UBS’s stakeholders, or required by regulation or statute.statute
 Best practice:we strive to ensure that our disclosure is in line with industry norms, and if possible leads the way to improved standards.

Financial reporting policies

We report UBS’s results quarterly, including a breakdown of results by Business Groups and business units and extensive disclosures relating to credit and market risk. The extent of disclosure and the quality of analysis and comment we provide put UBS’s reporting among the leaders in the banking sector, worldwide.

     We also aim to take a prominent role in developing and enhancing industry standards for disclosure. UBS actively participates in committees and similar bodies helping to improve accounting standards and risk disclosure standards. In November 2000 we launched a proposal for a new definition of assets held for our clients. Following a positive reception for this initiative, we introduced the definitions into our reporting in our first quarter 2001 report.

Performance measures and targets

Group targets

UBS focuses on four key performance targets, designed to ensure that it delivers continually improving returns to its shareholders. We report UBS’s performance against these targets each quarter:
We seek to increase the value of UBS by achieving a sustainable, after-tax return on equity of 15-20%, across periods of varying market conditions.
We aim to increase shareholder value through double-digit average annual percentage growth in basic earnings per share (EPS), across periods of varying market conditions.
Through cost reduction and earnings enhancement initiatives we aim to reduce UBS’s cost/income ratio, to a level that compares positively with best-in-class competitors.
We aim to achieve a clear growth trend in net new money in our private client businesses.

     The first three targets are all reported pre-goodwill amortization, and adjusted for significant financial events (see below).

Business Group key performance indicators

We also report carefully chosen key performance indicators for each of UBS’s Business Groups and business units. These do not carry explicit targets, but are indicators of the business units’ success in creating value for shareholders. They include financial metrics, such as the cost/income ratio, and non-financial metrics such as invested assets.
     These key performance indicators are used for internal performance measurement and planning as well as external reporting. This ensures that management has a clear responsibility to lead their businesses towards achieving success in the externally reported value drivers and avoid the risk of managing to purely internal performance measures.

Financial reporting policies

Accounting principles

We prepare UBS Group’s accountsUBS’s financial statements according to International Financial Reporting Standards (IFRS), and provide additional information in our Financial Report to reconcile the GroupUBS accounts to US Generally Accepted Accounting PrincipalsPrinciples (US GAAP). A detailed explanation of the basis of UBS’s accounting is given in Notenote 1 to the UBS Group Financial Statements,financial statements, which are published in the UBS Financial Report 2002.2004. An explanation of the critical accounting policies applied in the preparation of our Financial Statementsfinancial statements is provided in a specific section in the UBSour Financial Report 2002 on page 9.

Analysis of adjusted figures and results

We analyze our quarterly and annual financial performance on a reported basis determined in accordance with IFRS. Additionally, we provide analysis and comments on an adjusted basis which excludes from the reported amounts certain items we term significant financial events (SFEs). SFEs are non-recurring, event-specific items, with a material impact at Group level. They are UBS-specific and not industry-wide and not in the normal course of business.
     Another adjustment we use in our results discussion is the exclusion of the amortization of goodwill and other acquired intangible assets. At2004.



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UBS Financial Disclosure Principles
policy

UBS, we believe that equity values are driven by future cash flows.

     These adjustments reflect our internal analysis approach where SFE-adjusted figures before goodwill/intangibles amortization are used to assess past performance against peers and to estimate future growth potential. In particular, our financial targets have been set in terms of adjusted results, excluding significant financial events and goodwill/intangibles amortization, and all the analysis provided in our management accounting is based on operational SFE-adjusted performance. In our financial reporting, we clearly identify all adjusted figures as such, and allow the reader to reconcile them to reported figures. More detail on adjustments and the SFEs during 2000, 2001 and 2002 can be found in the UBS Financial Report 2002.

Restatement of results

As required under IFRS, weWe are committed to maintaining the transparency of UBS’s reported results and to ensuring that analysts and investors can make meaningful comparisons with previous periods. If there is a major reorganization of our business units or if changes to accounting standards or interpretations lead to a material change in the Group’s reported results, we restate UBS’s results for previous periods to show how they would have been reported according to the new basis, and provide clear explanations of all changes.

US regulatory disclosure requirements

As a Swiss company listed on the New York Stock Exchange (NYSE), we comply with the dis-

closuredisclosure requirements of the Securities and Exchange Commission (SEC) and the NYSE for private foreign issuers. These include the requirement to make certain filings with the SEC. As a private foreign issuer, some of the SEC’s regulations and requirements which apply to domestic issuers are not applicable to UBS. We provide UBS’s regularreg-

ular quarterly reports to the SEC under cover of Form 6-K, and file an annual report on Form 20-F. We also provide additional disclosure at half yearhalf-year to meet specific SEC requirements, which again is provided under cover of Form 6-K. In addition, important corporate announcements, including press releases, are provided under cover of Form 6-K as they occur. These reports, as well as materials sent to shareholders in connection with annual and special meetings, are all available on our website, at www.ubs.com/investors.

     Within As of the 90-dayend of the period prior to the filing ofcovered by this Annual Report, an evaluation was carried out under the supervision and with the participation of our management, including the PresidentGroup CEO and Group CFO, of the Group Executive Board and Group Controller, of the effectiveness of the design and operation of our disclosure controls and procedures (as defined in Rule 13a-14(c)13a–15e) under the US Securities Exchange Act of 1934). Based upon that evaluation, the President of the Group Executive BoardCEO and Group ControllerCFO concluded that the design and operation of these disclosure controls and procedures were effective.effective as of the end of the period covered by this Annual Report. No significant changes were made in our internal controls or in other factors that could significantly affect these controls subsequent to the date of their evaluation.



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Corporate Governance
Regulation and Supervision



supervision

Regulation and Supervisionsupervision

We aim to monitor regulatory developments, to comply with all applicable provisions and to work closely and maintain good relations with the regulators in all jurisdictions where we have offices, branches and subsidiaries.conduct business.

As a Swiss-registered company, UBS’s mainhome country regulator is the Swiss Federal Banking Commission (SFBC), but we are also regulated worldwide by supervisory agencies in the countries in which we conduct business, most notably the US and the UK..

UBS’s operations throughout the world are regulated and supervised by the relevant central banks and regulatory authorities in each of the jurisdictions in which we have offices, branches and subsidiaries. These authorities impose reserve and reporting requirements and controls on UBS, including those relating to capital adequacy, depositor protection and prudential supervision. In addition, a number of countries where UBS operates impose additional limitations on or affecting foreign-owned or controlled banks and financial institutions, including
licensing requirements and restrictions of the opening of local offices, branches or subsidiaries and the types of banking and non-banking activities that may be conducted by those local offices, branches or subsidiaries;
restrictions on the acquisition or level of ownership of local banks;
restrictions on investment and other financial flows entering or leaving the country.
     The supervisory and regulatory regimes of the countries where UBS operates will determine, to some degree, our ability to expand into new markets, the services and products that we will be able to offer in those markets and how we structure specific operations.conduct business.
The following sections describe the regulation and supervision of UBS’s business in Switzerland, our home market,market. They also describe the regulatory and supervisory environment in the United States and the United Kingdom, our next two largest operations, which together employ a totalareas of 49% of our staff.operations.

Regulation and supervision in Switzerland

General

UBS is regulated in Switzerland under a system established by the Swiss Federal Law relating to Banks and Savings Banks of 8 November 1934, as amended, and the related Implementing Ordinance of 17 May 1972, as amended, which are together known as the Federal Banking Law. Under this law, banks in Switzerland are permitted to engage in a full range of financial services activities, including commercial banking, investment banking and fund management. Banking groups may also engage in insurance activities, but these must be undertaken through a separate subsidiary. The Federal Banking Law establishes a framework for supervision by the SFBC.
The Federal Act of 10 October 1997 on the Prevention of Money Laundering in the Financial Sector (Money Laundering Act, MLA) lays down a common standard for due diligence obligations for the whole financial sector, which must be met in order to prevent money laundering.
In ourits capacity as a securities broker, UBS is governed by the Swiss Federal Law on Stock Exchanges and Trading in Securities of 24 March 1995, as amended, under which the SFBC is appointed as prime regulator for these activities.

Regulatory policy

Swiss regulatory policies are formulated on three levels. The first two are the statutory levels of primary and secondary legislation issued by Parliament and the Swiss Federal Council. The SFBC has substantial influence on the drafting of these regulatory statutes.statutes (for example, the specific ordinance concerning the prevention of money laundering of 18 December 2002, amended in 2003). On a more technical policy,level, the SFBC is empowered to issue so-called circulars, 2125 of which are presently effective. Among the latest is a circular that sets

minimum standards for the use of guarantees and credit derivatives issued on 14 October 2003. Another is a circular ruling the supervision of large banking groups issued on 21 April 2004. The latter directly applies to UBS and prescribes what information we are required to provide the SFBC, has issued a new Ordinance updating its rules on anti-money laundering, which will come into force in July 2003.the structure of our regular interaction with them, and the scope of on-site reviews (prudential independent controls) as well as extended audits by the SFBC. In certain fields, the SFBC officially endorses self-regulatory guidelines issued by the banking industry (through the Swiss Bankers’ Association), which thus becomemaking them an integral part of banking regulation. Recent examplesExamples are:


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 Guidelines concerning a CodeAgreement on Swiss banks’ code of Conductconduct with regard to the Exerciseexercise of Due Diligence by Banks, 1998.due diligence (CDB 03), 2003
 Guidelines concerningon the Treatmenthandling of Accounts, Custody Depositsdormant accounts, custody accounts and Safe Deposit Boxes Remaining Dormant atsafe-deposit boxes held in Swiss Banks, 2000.banks, 2000
 Portfolio Management Guidelines, concerning the Exercise of Asset Management Mandates, 2000.2003
 Guidelines on Internal Control, 2002.2002

Directives on the Independence of Financial Research, 2003
Allocation Directives for the New Issues Market, 2004.

Certain aspects of securities broking, such as the organization of trading, are subject to self-regulation through the SWX Swiss Exchange (for example, the Listing regulation of 24 January 1996) and the Swiss Bankers’ Association, under the overall supervision of the SFBC.

Role of external auditors and direct supervision of large banking groups

The Swiss supervisory system relies on banks’ external auditors, who are licensed and supervised by the SFBC, and carry out official duties, on behalf of and subject to sanctions imposed by the SFBC. The responsibility of external auditors not only encompasses the audit of Financial Statementsfinancial statements but also entails the review of banks’ compliance with all prudential requirements.
     In recent years, theThe SFBC has taken on more direct responsibility for supervision in two areas: capital requirements for market risk, for which there is a specialist team; and the supervision of the two large Swiss banking groups, including UBS, for which a dedicated department was created in 1998. Thus, theUBS. The supervisory strategy now entails direct supervision in the form of regular meetings with bank management, supervisory visits of our operations, on-site reviews, direct reporting, both routine and ad hoc, and regular meetings with the host regulators of our overseas operations.



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activities. Close cooperation,co-operation, including regular trilateral meetings, has been established between the SFBC and UBS’s US and UK regulators, and further links are being established by the SFBC with other relevant regulators.

Reporting requirements and
capital requirements

UBS reports to the SFBC financial, capital, legal and risk information.information to the SFBC. The SFBC also reviews the bank’s risk management and control policies and procedures in all areas of risk, including Know Your Customer rules and anti-money laundering practices. Reporting requirements also include

ad-hoc and event-based information requests connected with direct supervision activity.

Switzerland applies the internationally acceptedagreed capital adequacy rules of the Basel Capital Accord, but the SFBC implementation imposes a more differentiated and tighter regime than the internationally agreed rules, including a more stringent definition of capital (see Capital management on page 86)73).

Disclosures to the Swiss National Bank

AlthoughSwitzerland’s banks, according to Swiss banking law, are primarily supervised by the primary responsibility for supervision of banks underSFBC while compliance with liquidity rules, in particular, is monitored by the Federal Banking Law lies withSwiss National Bank (SNB). UBS sends the SFBC,SNB detailed monthly interim balance sheets, capital adequacy and liquidity statements. UBS also submits an annual statement of condition and detailed monthly interim balance sheets toquarterly stress testing results and co-operates with the Swiss National Bank, which monitors compliance with liquidity rules.Financial Stability and Oversight unit of the SNB whenever required. The Swiss National BankSNB can also require UBS to supply furthermake additional disclosures of financial condition and other information relevant to its regulatory oversight.

Regulation and supervision
in the United States
Regulation and supervision in the US

Banking regulation

UBS’s operations in the United States are subject to a variety of regulatory regimes. We maintain branches in California, Connecticut, Illinois, and New York and an agency in Florida. UBS’s California branches are located in Los AngelesCalifornia, New York and San Francisco andFlorida are federally licensed by the Office of the Comptroller of the Currency. Each of our other US banking offices isbranches located in Connecticut and Illinois are licensed by the state banking authority of the state in which itthe branch is located. We are in the process of converting our New York branches from state licenses to federal licenses. Each US banking officebranch is subject to regulation and examination by its licensing authority. In addition, the Board of Governors of the Federal Reserve System exercises examination and regulatory authority over our state-licensed US banking offices.branches. We also maintain state and federally chartered trust companies and other limited purpose banks, which are regulated by state regulators or the Office of the Comptroller of the Currency. NoneOnly the deposits of UBS’s US banking offices is currentlysubsidiary bank located in the state of Utah are insured by the Federal Deposit Insurance Corporation. The regulation of our US banking officesbranches and subsidiaries imposes restrictions on the activities of those offices,branches and subsidiaries, as well as prudential restrictions,


118


such as limits on extensions of credit to a single borrower, including UBS subsidiaries.subsidiaries and affiliates.

The licensing authority of each US banking officebranch has the authority to take possession of the business and property of the office it licenses in certain circumstances. Such circumstances generally include violations of law, unsafe business practices and insolvency. SoAs long as UBS maintains one or more federal branches, such as our California branches, the Office of the Comptroller of the Currency also has the authority to take possession of ourthe US operations of UBS AG under similar circumstances, and this federal power may preempt the state insolvency regimes that would otherwise be applicable to our state-licensed offices.branches. As a result, if the Office of the Comptroller of the Currency exercised its authority over ourthe US banking officesbranches of UBS AG pursuant to federal law in the event of a UBS insolvency, all of UBS’s US assets would most likely be applied first to satisfy creditors of our US banking officesbranches as a group, and then made available for application pursuant to any Swiss insolvency proceeding.

In addition to the direct regulation of our US banking offices, operating US banking officesbranches subjects UBS to regulation by the Board of Governors of the Federal Reserve System under various laws, including the International Banking Act of 1978 and the Bank Holding Company Act of 1956 and the Gramm-Leach-Bliley Financial Modernization Act of 1999.1956. On 10 April 2000, UBS AG was designated a “financial holding company” under the Gramm-Leach-Bliley Act.Bank Holding Company Act of 1956. Financial holding companies may engage in a broader spectrum of activities, including underwriting and dealing in securities. To maintain its financial holding company status, UBS and its US subsidiary bank located in Utah are required to meet or exceed certain capital ratios and UBS’s US branches and its US subsidiary bank located in Utah are required to meet or exceed certain examination ratings.
A major focus of US governmental policy relating to financial institutions in recent years has been aimed at combating money laundering and terrorist financing. Regulations applicable to UBS and its subsidiaries impose obligations to maintain appropriate policies, procedures and controls to detect, prevent and report money laundering and terrorist financing and to verify the identity of their customers. Failure of a financial institution to maintain and implement adequate programs to combat money laundering and terrorist financing could have serious legal and reputational consequences for the institution.

US regulation of other US operations

In the United States, UBS WarburgSecurities LLC and UBS PaineWebberFinancial Services Inc., as well as UBS’s other US registered broker-dealer entities, are subject to regulations that cover all aspects of the securities business, including:
 sales methods
 trade practices among broker-dealers
 use and safekeeping of customers’ funds and securities
 capital structure
 record-keeping
 the financing of customers’ purchases
 the conduct of directors, officers and employees.



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These entities are regulated by a number of different government agencies and self-regulatory organizations, including the Securities and Exchange Commission and the National

Association of Securities Dealers. Depending upon the specific nature of a broker-dealer’s business, it may also be regulated by some or all of the New York Stock Exchange, the Municipal Securities Rulemaking Board, the US Department of the Treasury, the Commodities Futures Trading Commission, and other exchanges of which it may be a member. These regulators have available a variety of sanctions, including the authority to conduct administrative proceedings that can result in censure, fines, the issuance of cease-and-desist orders or the suspension or expulsion of the broker-dealer or its directors, officers or employees.
UBS subsidiaries in the United States are also subject to regulation by applicable federal and state regulators of their activities in the investment advisory, mutual fund, trust company, mortgage lending and insurance businesses.

USA Patriot Act

On 26 October 2001, the US adopted the USA Patriot Act in response to the events of 11 September 2001. The Act requires US banksRegulation and foreign banks with US operations, including UBS, to take certain steps to help prevent, detect and prosecute international money laundering and the financing of terrorism. The required actions include terminating correspondent accounts with “shell banks” and obtaining information about the owners of foreign bank clients and the identity of the foreign bank’s agentsupervision in the US.
     The scope of the Act will be determined, to some degree, by the regulations that are adopted to implement its provisions. The US Secretary of the Treasury has published interim guidance and proposed regulations to implement some portions of the Act, and is expected to propose additional regulations to implement other sections. Although we cannot predict when and in what form these regulations will be adopted, we believe that the cost of compliance with the Act is not likely to be material to us, and that compliance with the statute will not have a material effect on our global operations.
United Kingdom

Regulation and supervision
in the United Kingdom

Since 1 December 2001, following the implementation of the Financial Services and Markets Act 2000, UBS’s operations in the United


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Kingdom have beenare regulated by the Financial Services Authority (FSA), as the United Kingdom’s unified regulator. FSA assumed the responsibilitiesUK’s single regulator, which establishes a regime of UBS’s previous UK regulators, the Securitiesrules and Futures Authority and the Investment Management Regulatory Organisation, with effect from this date. The Bankguidance governing all relevant aspects of England’s responsibilities for regulation of banking activities were transferred to the FSA by the Bank of England Act 1998.financial services business.

The FSA has established a risk-based approach to supervision and UBS is supervised by the Major Financial Groups section of the Deposit Takers and Markets Directorate. The FSA has a wide variety of supervisory tools available to it, including on-site inspections by supervisors (which may relate to a risk-basedan industry-wide theme or be firm-specific) and the ability to commission reports by skilled persons (who may be the firm’s auditors, or IT specialists, compliancelawyers or other consultants or lawyers)as appropriate). The FSA also has an extremely wide set of sanctions





which it may impose under the newFinancial Services and Markets Act, broadly similar to those available to US regulators.
Some of our subsidiaries and affiliates are also regulated by the London Stock Exchange and other United KingdomUK securities and commodities exchanges of which UBS is a member, and all equitiesmember. Our business can also be subject to the requirements of the UK Panel on Takeovers and Mergers where relevant.
     The investmentFinancial services that are subject to oversight byregulation in the UK regulators are regulatedis conducted in accordance with European Union directives requiring,which require, among other things, compliance with certain capital adequacy standards, customer protection requirements and conduct of business rules. These standards, requirements and rules are similarly implemented, under the same directives apply throughout the European Union and are reflected in the regulatory regimes in other member states. The standards, rules and requirements established under these directives are broadly comparable in scope and purpose to the regulatory capital and customer protection requirements imposed under applicable US law.



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Compliance with NYSE Listing Standardslisting standards
on Corporate Governance


corporate governance

Compliance with NYSE Listing Standards
listing standards on Corporate Governancecorporate governance

UBS aims to comply with all relevant standards on corporate governance. As a foreign company, listed aton the New York Stock Exchange (NYSE), we haveare only required to explain differences between our corporate governance standardscomply with the rules relating to audit committees and annual certifications. UBS, however, has voluntarily adopted the overwhelming majority of the NYSE rules for US companies.

Introduction

On 4 November 2003, the Securities and Exchange Commission (SEC) approved the revised New York Stock Exchange corporate governance rules. Foreign private issuers – such as UBS – must comply with the rules on Audit Committees by 31 July 2005 and must also disclose significant differences and material non-compliance with all other NYSE standards by the first annual shareholders meeting after 15 August 2002, the NYSE filedJanuary 2004. UBS fully complies with the SEC proposed rules that would effect substantial changesrequirements relating to Audit Committees and fulfills the overwhelming majority of the NYSE listing standards on corporate governance. The few exceptions are mainly due to the NYSE corporate governance listing standards. The proposed changes would tighten the definitiondifferent legal system in Switzerland and are explained in detail in this chapter.

Independence of director independence, expand the responsibilities of the audit committee, mandate the establishment of a compensation committee and nominating committee both composed of only independent directors and require listed companies to have a code of ethics and corporate governance guidelines.

     The proposed NYSE rule will not change the NYSE traditional approach permitting non US-issuers, such as UBS, to follow their home jurisdiction governance practice where it differs from the NYSE requirements. It is expected that the SEC will revise some of the proposed NYSE rules to harmonize them with competing or overlapping requirements under the Sarbanes-Oxley Act. The current proposed rules would require each non-US issuer to provide a brief and general summary of any significant differences between its home country corporate governance practices and the NYSE rules for US companies.
     The proposed NYSE rules will not become effective unless and until they are approved by the SEC. Accordingly, our current corporate governance structure may be changed as required to comply with any new requirements established by the SEC.

Independence of directors

The NYSE rules will require that the Board of Directors, based on the listing standards of a listed company have a majority of independent directors. For a director to be considered independent, the NYSE, approved “Criteria for defining external Board of Directors must affirmatively determine thatmembers’ independence”, which are published on the firm’s website under www.ubs.com/corporate-governance. Each external director has to personally confirm his compliance with the criteria. The Board, at its meeting of 3 February 2005, affirmatively determined that Ernesto Bertarelli, Peter Böckli, Sir Peter Davis, Rolf A. Meyer, Helmut Panke, Peter Spuhler and Lawrence A. Weinbach have no material relationship with the company,UBS, either

directly or as a partner, controlling shareholder or executive officer of a company that has a relationship with UBS. Each of them also met all the listed company. Materiality is to be considered not just from the standpointother requirements of the director but also fromBoard and of the standpoint of persons and organizations affiliatedNew York Stock Exchange with respect to independence, with the director.
     Theexception of Ernesto Bertarelli. Mr. Bertarelli does not satisfy one of the independence requirements because UBS Boardis the main sponsor to Team Alinghi, the defender of Directors has adopted the following criteria for defining its external directors’ independence:
The external director and his or her immediate family members have not been employed by UBS during the last five years.
The external director and his or her immediate family members have not been employed by UBS’s principal auditors, Ernst & Young Ltd. during the last five years.
The external director is not and has not been employed by a company whose compensation committee includes a senior executive of UBS.
The external director does not have — directly or indirectly — any material relationship with UBS, i.e.:
     –No shareholdings in excess of 3% of all outstanding shares.
     –No business relationships with UBS accounting for more than 5% of the total revenues either of the companies related to the director or of UBS.
     –No banking relationships with UBS that are not in the ordinary course of business and on substantially the same terms as those prevailing at the time for comparable transactions with other clients.
UBS does not make any meaningful charitable contributions to organizations in which the external director is affiliated.
The external director has not entered into consulting contracts with UBS.
UBS does not pay its directors fees that exceed what is customary in the financial services industry.


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Corporate Governance
Compliance with NYSE Listing Standards
on Corporate Governance



There were no interlocking directorships over the past five years between the companies related to the director and UBS.
The external director does not hold any other Board mandates that would infringe on his independence.

“America’s Cup 2007”. Mr. Bertarelli is the owner of Team Alinghi SA. Otherwise Ernesto Bertarelli fully satisfies the New York Stock Exchange independence requirements. The Board of Directors after having carefully considered the information provided by its external members, has determineddoes not believe that Peter Böckli, Ernesto Bertarelli, Sir Peter Davis, Rolf A. Meyer, Hans Peter Ming and Lawrence A. Weinbach are independentUBS’s sponsorship of Team Alinghi impairs Mr. Bertarelli’s independence in accordance with the criteria mentioned above.any way.

     ItThe Board of Directors has also determined that Lawrence A. Weinbach, Sir Peter Davis and Rolf A. Meyer meet the more stringent independence requirements for Audit Committee members. They do not receive directly or indirectly any consulting,con-

sulting, advisory or other compensatory fees from UBS other than in their capacity as directors. They do not receive any compensatory feeshold directly or indirectly paid to them as a partner, member or principalUBS shares in excess of an entity, which provides accounting, consulting, legal, investment banking, financial or other advisory services to UBS. And5% of the outstanding capital, and none of them serveserves on the audit committees of more than two other public companies.

The Board determined that all three Audit Committee members are financially literate and that Lawrence Weinbach and Rolf Meyer are “financial experts” according to the definitions established by the Sarbanes-Oxley Act of 2002, Lawrence Weinbach being a certified public accountant and having been in the audit and accounting business during most of his professional career, and Rolf Meyer through his former responsibility as Chief Financial Officer of a large listed company.
UBS operates under a strict dual Board structure mandated by Swiss banking law. No member of the Group Executive Board may also be a member of the Board of Directors and vice versa. This structure ensures an institutional independence of the entire Board of Directors from the day-to-dayday-today management. Therefore all Board members are considered non-management directors, although the three executive members of the Chairman’s Office are former members of the executive management and have entered into employment contracts with UBS in connection withare performing their functions asmandate on a full-time basis. The Board members.meets regularly without executive management, but including the executive members of the Board.

Board Committees
Board committees

UBS has established an Audit, a Compensationaudit, compensation and a Nominating Committee,nominating committees. The charters for all composed solelyBoard Committees are published on www.ubs.com/corporate-governance. Additional information on the Board Committees’ mandates, responsibilities and authorities and their activities during 2004 can be found on pages 91–92 of independent directors, as required by the NYSE rules.this section.

     The chairman of the Audit Committee has an auditing background, and one of the members used to be the Chief Financial Officer of a large company. All the members are financially literate.

In addition to these three committees, the Chairman of the Board and the Vice Chairmen form a “Chairman’s Office”, which has clearly defined authorities and duties. It also has responsibility for oversight of the internal audit function (as defined in the Swiss Federal Banking Commission’s Circular Letter on internal audit).Internal Audit) and acts as Risk Committee of the Board. For more details see page 91 of this section, the UBS Organization Regulations with its two AppendicesAppendix, and the Charter for the Chairman’s Office (www.ubs.com/about)corporate-governance).



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     Additional information on the Board Committee’s mandates, responsibilities and authorities can be found on pages 99 and 100 of this Section. The charters for all the Board Committees are published on (www.ubs.com/about).

Corporate Governance

Differences from NYSE standards

According to Rule 303A.11 of the NYSE Corporate Governance listing standards, foreign private issuers have to disclose any significant ways in which their corporate governance practices differ from those to be followed by domestic companies. The UBS Board of Directors has determined the following differences:
For US listed companies the NYSE standardsrules require:
responsibility of the Audit Committee for appointment, compensation, retention and oversight of the Independent Auditors.
UBS’s Audit Committee has been assigned all these responsibilities, except for appointment of the Independent Auditors, which – according to Swiss Company Law – is required to be voted upon by shareholders. The Audit Committee assesses the performance and qualification of the External Auditors and submits its proposal for appointment, re-appointment or removal to the full Board, which brings this proposal to the shareholders for vote at the Annual General Meeting (AGM).

The NYSE rules require:
 expanded discussion onof risk assessment and risk management between management and thepolicies by Audit CommitteeCommittee..
UBS, as a global financial services firm, has a very sophisticated and complex system of risk management and control. Risk management and control is the clear responsibility of the business and notbusiness. The Board of Directors, of which the Board or of its Committees. The full BoardAudit Committee members are part, has authority to define the firm’s risk framework. Itprinciples and its risk capacity. The Chairman’s Office, acting as Risk Committee on behalf of the full Board, is responsible for monitoring the adherence to the defined risk limitsprinciples and for reviewing whether the business and the control units run appropriate systems offor the management and control of risks. The Chairman’s Office, with financial services specialists among its members, provides the bulk of the preparatory work for these full Board reviews. It also assumes approval authorities for the definition ofAudit Committee is regularly updated by Group Internal Audit on specific credit risks and for clearly specified credits. For further details see Section “Risk Management and Control” of this Handbook.
risk issues.
 supervisionassistance by Audit Committee of the internal audit by Audit Committeefunction..
In accordance with the Swiss Federal Banking Commission’s Circular Letter on Internal Audit, dated 14 December 1995, UBS gave the Chairman’s Office responsibility and authority for supervising the internal audit function. The complexity of the financial services industry requires in-depth knowledge to allow for an effective supervision of the internal audit function. The Chairman’s Office reports back to the full Board on all important findings.
findings, and the Audit Committee is regularly updated directly by the head of Group Internal Audit.


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 responsibility of the Nominating Committee for oversight of  management and Board evaluationevaluation..
Management evaluation (performance of the PresidentGroup CEO and the members of the Group Executive Board) is done by the Chairman’s Office and reported to the full Board.

All Board Committees perform a self-assessment of their activities and report back to the full Board. The Board has direct responsibility and authority to evaluate the Board’sits own performance, without preparation by a Board Committee.
 proxy statement reports of the Audit and Compensation CommitteesCommittees..
Under Swiss Company Law, all reports addressed to shareholders must beare provided and signed by the full Board.Board, which has ultimate responsibility vis-à-vis shareholders. The Committees submit their reports to the full Board.
shareholders’ votes on equity compensation plans.
Under Swiss Company Law, the approval of compensation plans is not within the authority of the AGM, but of the Board of Directors. The reason for this approach is the fact that the capital of a Swiss company is determined in the Articles of Association and, therefore, each increase of capital has to be submitted for shareholders’ approval. If equity-based compensation plans result in a need for a capital increase, AGM approval is mandatory. If, however, shares for such plans are purchased in the market, shareholders do not have the authority to vote on their approval.
non-management directors to meet at least once per year separately, without any directors participating who are not independent because of their employment by the company.
Under Swiss Banking Laws Board members are not allowed to assume any day-to-day management responsibility. UBS therefore considers all its Board members as “non-management directors”, despite the fact that three “executive” Board members perform their mandate on a full-time basis and are remunerated by the company for their services. The Board meets regularly without executive management, but including the three executive Board members.

Shareholder votes on
equity-compensation plans

The proposed NYSE rules require that shareholders must vote on all equity-compensation plans and any material revisions to the terms of such plans (including for purposes of re-pricing existing options). UBS does not comply with this requirement.

     Under Swiss Company Law, the approval of compensation plans is not an authority of the AGM, but of the Board of Directors. The reason for this different approach is the fact that the capital of a Swiss company is determined in the

Articles of Association and, therefore, each increase of capital has to be submitted for shareholders’ approval. If equity-based compensation plans result in a need for a capital increase, AGM approval is mandatory. If, however, shares for such plans are purchased in the market, shareholders do not have the authority to vote. We believe that the aim of the request for a shareholders’ vote on equity-compensation plans — the protection of shareholders against undue dilution of their capital — is well taken care of under Swiss Company Law.

Corporate Governance Guidelines, and Code of Business Conduct and Ethics

The proposed NYSE rules require each listed company to adopt and make publicly available Corporate Governance Guidelines and a Code of Business Conduct and Ethics. These documents must be adopted within six months of the SEC’s approval of the NYSE’s rules.

Ethics, and Whistleblowing Protection

The UBS Board of Directors has already adopted Corporate Governance Guidelines,corporate governance guidelines, which are published on the UBS website at www.ubs.com/about.

corporate-governance.
The UBS Board of Directors has also adopted a Code of Business conductConduct and Ethics with an Addendum for principal executive, financial and accounting officers or controllers, as required by the Sarbanes-Oxley Act. The code is available on the UBS website at www.ubs.com/about.corporate-governance.
The Audit Committee of the Board has established rules for the handling of complaints related to accounting and auditing matters in addition to the internal policies on Whistleblowing Protection for Employees and on Compliance with Attorney Standards of Professional Conduct. The Audit Committee Procedures are available on the UBS website (www.ubs.com/corporate-governance).



123115


Corporate Governance
Group Managing Board


Senior leadership

Senior leadership

The senior leadership of UBS, in addition to the Group ManagingExecutive Board,

The includes the members of the Group Managing Board (GMB) representsand the next layer in the leadershipVice Chairmen of the Business Groups.

Group belowManaging Board

The members of the Group Executive Board. Its membersGMB are drawn from the management teams of the Business Groups and the Corporate Center.

Role of the Group Managing Board

Center or assume special Group functions. The GMB hasplays a crucial role in implementing our integrated business modelachieving UBS’s one-firm vision and in promoting the UBS cultureagenda. Its role is to understand, challenge and contribute to further developing the firm’s direction, values throughout the Group and externally.principles and to promote and communicate its culture.

Members of the Group Managing Board as of 31 December 2002:

UBS Wealth Management & Business BankingMembers as of 31 December 2004 and announced changes.


Wealth Management & Business Banking
Michael
Michel Adjadj Head of Private BankingWealth Management Eastern Mediterranean, Middle East & Africa

Arthur Decurtins Head of Private BankingWealth Management Benelux, Germany & BeneluxCentral Europe

Thomas K. Escher Head of IT
(Vice Chairman Wealth Management as from 1 July 2005)

Jürg Haller Head of Products & Services

Eugen Haltiner Head of Business Banking Switzerland
(Vice Chairman Business Banking as from 1 February 2005)

Marten Hoekstra Head of Market Strategy & Development

Dieter Kiefer Head of Private BankingWealth Management Western Europe

Martin Liechti Head of Private BankingWealth Management Americas

Hans-Ulrich MeisterHead of Large Corporates & Multinationals
(Head of Business Banking as from 1 February 2005)
Jeremy PalmerHead of Wealth Management UK, Northern & Eastern Europe
Werner H. PeyerHead of Wealth Management and Affluent Banking Zurich Region
Joe Rickenbacher Chief Credit Officer

Alain Robert Head of Private BankingWealth Management Switzerland

Kathryn Shih Head of Private BankingWealth Management Asia Pacific

Jean Francis Sierro Head of Resources

Richard SipesHead of Private Banking UK & Northern, Eastern and Southern Europe

Anton Stadelmann Chief Financial Officer

Vittorio Volpi Head of Private BankingWealth Management Italy

Raoul Weil Head of Private BankingWealth Management International

Stephan Zimmermann Head of Operations
(Chief Operations Officer as from 1 July 2005)



UBS Warburg
  

New member as from 1 March 2005:
Michael A. WeisbergHead of Investment Solutions/Products and Services

Investment Bank
Andy Amschwand Head of Investment Bank Switzerland
Global Co-HeadHead of Interest RatesForeign Exchange/Cash and Foreign ExchangeCollateral Trading

Jonathan BrittonDavid AufhauserGlobal General Counsel
Michael BolinChief Administrative Officer
Gary BullockGlobal Head of Infrastructure Logistics
Regina A. Dolan Chief Financial Officer

Regina DolanGlobal Head of Strategic Planning and Business Development

Ian DrewChief Credit Officer

Tim FredricksonGlobal Co-Head of Interest Rates and Foreign Exchange

Robert Gillespie Joint Global Head of Investment Banking

Alan C. HodsonGlobal Head of Equities

Michael Hutchins Global Head of Fixed Income, and Interest Rates & Foreign ExchangeCurrencies

Huw Jenkins Global Head of Equities for the Americas


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UBS Warburg (continued)Stephan Keller Chief Risk Officer
 

Danny SchweizerPhilip J. Lofts CEO SwitzerlandChief Credit Officer
(Group Chief Credit Officer as from 1 April 2005)

Rory TapnerKen Moelis Joint Global Head of Investment Banking

Mark WallaceRory Tapner Chief Risk OfficerChairman and CEO Asia Pacific

Robert Wolf Joint Global Head of Fixed IncomeChief Operating Officer

New members as from 1 March 2003:2005:
Simon C. BunceChief Executive Officer and President of UBS Securities Japan Limited
Thomas R. HillGlobal Head of Equity Research
  

Wealth Management USA
Mike Bolin
Robert J. Chersi Chief AdministrativeFinancial Officer

Gary BullockMike Davis Head of Infrastructure LogisticsWestern Division

Ken MoelisHead of Investment Banking in the Americas



UBS PaineWebber

Barry BuchsbaumDirector of the Branch Group

Bruce BurseyDirector of Investment Consulting Services

Luzius CameronDirector of Strategic Planning and New Business Development

Tom Naratil Director of Banking and Transactional Solutions

Robert SilverJames M. Pierce President UBS PaineWebber ServicesHead of Central Division

New member as from 1 March 2003:

James D. Price Director of Investment and Marketing Solutions



UBS Global Asset Management
Timothy J. Sennatt
Head of Eastern Division
Robert H. SilverPresident and Chief Operating Officer
  

New member as from 1 March 2005:
Crispian Collins
David L. Zoll Vice Chairman (until 31 March 2003)Director of National Sales

Jeffrey J. Diermeier Chief Investment Officer

Global Asset Management
Gabriel Herrera Head of Europe, Middle East & Africa

Benjamin F. Lenhardt Jr.Chairman Americas (until 31 March 2003)

Thomas Madsen Global Head of Equities

Joe Scoby CEO O’ConnorAlternative & Quantitative Investments

Brian Singer Global Head of Asset Allocation

Brian StormsKai Sotorp CEOHead of Americas

Mark WallaceGlobal Head of Logistics Infrastructure
Paul Yates Head of UK



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New member as from 1 March 2003:
Corporate Governance

  

Corporate Center
Kai SotorpHead of Asia Pacific



Corporate Center
 

Scott G. Abbey
Chief Technology Officer
Mark Branson Chief Communication Officer

Rolf Enderli Group Treasurer

Thomas Hammer Group Head of Human Resources (from 1 March 2003)

Robert W. MannHead of Leadership Institute
Hugo Schaub Group Controller

Walter H. Stuerzinger Group Chief Risk Officer
(Member of the GEB as from 1 March 2005)

Marco Suter Group Chief Credit Officer (proposed to 2005 AGM for election to the Board of Directors)

Robert ZeltnerGroup Head of Human Resources (until 28 February 2003)



Group Internal Audit
  

New member as from 1 March 2005:
Neil R. StocksHead of Group Compliance
Chairman’s Office
Luzius CameronCompany Secretary (as of 1 January 2005)
Gertrud Erismann-PeyerCompany Secretary (retiring as of 1 May 2005)
Markus Ronner Head of Group Internal Audit


Business Group Vice Chairmen

Business Group Vice Chairmen are appointed to support the businesses in their relationships with key clients. They strongly contribute to the success of UBS and work closely together with the members of the Group Managing Board.

Members as of 1 February 2005 and announced changes

Wealth Management & Business Banking
Thomas K. EscherWealth Management (as from 1 July 2005)
Carlo GrigioniWealth Management
Eugen HaltinerBusiness Banking
Investment Bank
Ken Costa
Lord Brittan of Spennithorne, QC
Senator Phil Gramm



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(PHOTO OF MAN WATERING PLANTS)

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(CORPORATE RESPONSIBILITY IN GRAY BACKGROUND)118

127


Corporate Responsibility


Corporate Responsibility

For us, corporate responsibility is integral to everything we do, meaning that we want to create value sustainably for allWe make responsible behavior an important part of our stakeholders.culture, identity and business practice.

1


Corporate Responsibility

Corporate Responsibility

UBS has made corporate responsibilitymakes responsible behavior an important part of its culture, identity and business model. Our approach is to focus on corporate responsibility issues that provide clear benefits to all our stakeholders — clients, employees, shareholders and the community.practice. As a leading global financial services firm, we want to provide our clients with value-added products and services, promote a corporate culture that adheres to the highest ethical standards, while generatingand generate superior but sustainable returns for our shareholders. We are committed to being an equal opportunity employer, protecting the environment, adhering to high social standards, and contributing to the communities which we are a part of. For us, behaving responsibly sometimes means moving beyond solely profit-oriented considerations and legal requirements when doing business.

In order to retain the franchise society gives us, we have to conduct our core business responsibly and at the same time engage in the communities that we are part of. We translate this into four broad fields of action:
we aim to provide a working environment that is based on the values of diversity and meritocracy
we uphold high ethical values when dealing with our clients and suppliers
we support the communities not only with donations, but also by giving our employees the opportunity to engage in volunteering work
we have a global environmental management process in place to make sure that in all our business dealings we act in an environmentally responsible manner.

     UBS

Our corporate responsibility processes

In 2001, we created a Corporate Responsibility Committee in 2001.Committee. It determines UBS’sdiscusses and judges how to meet the evolving expectations of our stakeholders related to our corporate responsibilityconduct. If it comes to the conclusion that there is gap between what stakeholders expect and sustainable development policies, supports increased awareness ofwhat we practice – and that this gap represents either a risk or an opportunity to the issue, monitorsfirm – the company’s adherencecommittee suggests appropriate measures to international standards, and advises the Group Executive Board and the Board of Directors. management, which is then responsible for implementing solutions.

The committee is chaired by Marcel Ospel, Chairman of the UBS, Board of Directors. Theand includes one other committee members are Hans de Gier, Vice Chairmanmember of the Board Hans Peter Ming, Memberof Directors and seven senior UBS executives representing our businesses, as well as a number of corporate functions, including legal, communication and risk management.
The committee’s work is supported by a working group that comprises representatives from all our Business Groups, as well as functional experts. It evaluates any new issues potentially related to corporate conduct, and ensures that all are brought to the attention of the Board, Peter Wuffli, Presidentcommittee.
Neither the Corporate Responsibility Committee nor the corporate responsibility working group runs ongoing operational processes. They ensure that UBS aligns business practices with changing societal expectations.



Being a responsible employer

Our success in achieving our business goals depends on our staff. We have a commitment to support them – both during and beyond their careers with UBS.
Our Employee Assistance Programs (EAPs) are a case in point.
As the world struggled to come to terms with the devastating tsunami of 26 December 2004, UBS staff in the UK were able to access an independent counseling hotline under the auspices of the UK region’s EAP. Provided in conjunction with an independent
organization, the service gives UBS employees 24-hour confidential access to specialist information, consultants, and advisors.
UBS supports EAPs in a number of locations. Usually underpinned by independent, third-party organizations, as in the UK, the programs offer confidential support to help employees balance their work, family and personal needs and help resolve issues that occur in everyday life. While the firm is not informed about any specifics, we do receive some trend
reports, and there appear to be some interesting geographical differences. In the US, the largest percentage of contacts concern work / life balance, as well as psychological and family / relationship matters. In the UK, the largest percentage relates to managing work issues. In Switzerland, health-related issues are most frequently cited. Additional programs take account of employee interests when the firm undertakes business-driven restructuring. One example is COACH, a set of measures designed to soften the blow


120


Corporate Responsibility

Contributing to society – preventing money laundering

An extensive and constant effort to prevent money laundering is the most important single contribution to society that we can make. The integrity of the financial system is the responsibility of all those involved in it. We take our duties extremely seriously – in protecting both the system at large and our own operations. Our stakeholders expect us to be at the forefront of developing strategies and implementing measures necessary to achieve these objectives. The threats posed by money laundering and terrorism are real, and we all have a role in contributing to the fight against them as effectively as possible.

Concretely, in 2004, we appointed a Global Head of Money Laundering Prevention to oversee and lead our efforts to fight money laundering, corruption, and the financing of terrorism. His key task is to help employees to recognize, and then manage and report suspicious activities – in a way that neither treats all clients as criminals nor unduly hinders our normal banking business.
The best way to achieve this is through a real spirit of partnership across the firm – between those who manage client relationships and the risk managers and controllers who support them. Our employees should be focused on really getting to know clients, understanding their needs – and then questioning things that do not make sense. In fact, we believe that one reason clients choose UBS is because they are confident of our first-class reputation for integrity.
At UBS, we see the prevention of money laundering as an evolving process. We take a risk-oriented approach that is tai-

lored to our different business lines and their specific risks and exposures. This includes establishing, where applicable, consistent criteria by which a business relationship should be judged “higher-risk”. We utilize technology to assist us in the identification of transaction patterns or unusual dealings.

We are also strongly committed to promoting stringent anti-money laundering standards for the financial industry as a whole. As a prime example of this, UBS was one of the driving forces behind the launch of the Wolfsberg Group and its issuance of global anti-money laundering principles in 2000. In the years after that, we also strongly supported its efforts to suppress terrorism finance, its monitoring, screening and searching guidelines, and its correspondent banking principles. As part of the group, and at the request of Russian and Chinese banking authorities, we have held seminars in both countries on how to prevent money laundering.

Investing in our communities

The “raison d’être” behind our well-established program of community investment is the recognition that our success depends not only on the skill and resources of our people and the relationships we foster with clients, but also on the health and prosperity of the communities we work in. Dedicated teams worldwide work closely with staff at all levels to build partnerships with organizations in the communities where we operate, focusing on education, regeneration and environmental projects.

UBS supports communities in various ways. We make direct cash donations to selected organizations, and match do-



for staff displaced as UBS continues to reshape its Swiss activities in response to market conditions.
Launched early in 2003, the package extends the standard notice term of each eligible employee by two months. During this period, employees retain their full salary and benefits. They also receive counseling and support to help them apply for new jobs either within UBS or outside. To this end, COACH advisors work closely with UBS’s human resources managers and draw on the expert-
ise of UBS’s internal social consultancy service and specialized external agencies.
Financial assistance of up to CHF 6,000 per employee is also available for job-related training where this will help applicants change their career path from, say, a banking operations-related role to a more office-centered function. To date, some 1,300 staff members have enrolled with COACH. Of this total, about one-tenth have found re-employment within UBS.
Neither the EAPs nor COACH are low-cost options for UBS. But by providing eligible employees with benefits that extend well beyond the contractually stipulated level, such programs acknowledge the firm’s wider responsibilities to its staff and to society.


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Corporate Responsibility

“UBS was instrumental in creating the Wolfsberg Group, named after their own management training center in Switzerland. With the help of the anti-corruption organization, Transparency International, 12 of the worlds largest banks – banks which would normally be guarded about sharing internal procedures with their competitors, collaborated to develop and publish the “Anti Money Laundering Principles” called the “Wolfsberg Principles” ...which have received worldwide recognition as good practice – filling gaps in national laws and regulations.”
Jermyn Brooks, Director, Transparency International

nations from our employees to most charities. In 2004 we donated more than CHF 25 million to support charitable causes and the communities we are a part of. Our employees, through their volunteer efforts, also make significant contri-

butions to the communities they live in, and, depending on location, UBS supports their commitment by offering up to two days per year for volunteering.

Besides the engagement of the firm and its employees, we also give our clients the opportunity of joining us in engaging in charitable causes. The UBS Optimus Foundation invests donations from our clients into a number of programs and organizations that focus particularly on children. The projects involve close collaboration with respected partner organizations and are selected by a team of specialists with the foundation, who also closely monitor their implementation. The costs of managing and administering the UBS Optimus Foundation are borne in full by UBS, so that the full contribution from our clients reaches the projects.



A glimpse of what we do

The community investment programs we support are regionally directed and respond to the needs of the communities that we do business in around the world. The following provides a brief glance at some of our activities: In the Americas, support for the YMCA’s Virtual Y after-school program has extended into its eighth year. The Virtual Y is a daily literacy-based after-school program for elementary school students. The program fosters innovative approaches to learning, focused on academic support, health and recreation, and appreciation for arts and culture. As the largest corporate supporter, UBS sponsors the program in 11 New York City public schools, impacting approximately 600 students annually. To complement our financial contributions, our employees engage in various initiatives with these schools, including volunteer projects, executive-principal mentoring and school supply and book drives. In Asia Pacific, UBS supports “TEACH ME Inc” in Singapore, a program set up by the Asian Women’s Welfare Association, to prepare disabled youths for open employment. Over the last two years, UBS has been actively supporting the program not only by
making financial contributions, but also through the involvement of UBS staff and management in the organization of internship and employment stints in UBS to get the disabled students used to working life. Employee volunteers also organize regular workshops on such topics as writing resumés and handling job interviews. In the UK, we support The Brokerage, a small, proactive charity working with City of London and other employers to promote local recruitment. It was established to widen access to quality, sustainable job opportunities in the City, breaking down perceived barriers between companies such as UBS and people living in the inner London areas, such as Hackney and Tower Hamlets, which rate high on the poverty index. By offering a range of services to unemployed people who are interested in working for a City firm, The Brokerage has helped more than 1,000 individuals find employment. To complement our financial contributions, our volunteers have hosted three-month internships for The Brokerage candidates and have also run workshops for them in our London offices.
In Switzerland, our employees, past and present, have developed “A Help-
ing Hand from UBS Employees”. This disburses employees’ donations to enable disadvantaged people to lead active and independent lives. We encourage employee involvement by matching some of the funds raised and also through offering time for volunteering. For example, on the centenary anniversary of “Stiftung Wagerenhof”, a home for the disabled in Uster, UBS employees voluntarily worked as facilitators during a one-week project where adolescents and disabled persons saw each other’s worlds. Together they built a playground, furnished a nursery and constructed pathways.
Another organization in Switzerland, the UBS Cultural Foundation, fosters creativity, appreciation of different cultural expression, and contact between artists and society. The foundation financially supports fine arts, film, literature, music, preservation of historic buildings, archaeological projects and studies in history and philosophy in Switzerland.
In similar fashion, the UBS Foundation for Education and Social Welfare focuses on education and development, aiming to improve social welfare for deprived communities in Switzerland.


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Corporate Responsibility

Socially responsible investments

UBS’s expertise in incorporating environmental and social aspects into its research and advisory activities is an important attraction for certain investors. In addition to financial considerations, socially responsible investments (SRI) take into account environmental, social or ethical criteria.

Our Global Asset Management business offers a wide range of SRI products to both private and institutional investors. In Switzerland and Japan, we use an approach which actively selects the best performers in each industry on environmental and social criteria. Our largest SRI fund, theUBS (Lux) Equity Fund- Eco Performance, invests globally in more than 100 equities with superior sustainability performance. In the US, Global Asset Management manages various institutional accounts that exclude certain companies or sectors using “negative” screening criteria. In the UK, Global Asset Management seeks to influence corporate responsibility and corporate governance performance of the companies it invests in. Our wealth management businesses around the world also offer SRI products from third-party providers.
In 2004, considerable effort went into increasing awareness of socially responsible investments in the Global Asset Management business. A key measure was the integration of SRI analysis into the Business Group’s proprietary financial research platform.
In the Investment Bank, sell-side analysts have experienced steady demand from clients for SRI advice. As a result, in 2004 it established an equity research desk to monitor ratings provided by external SRI agencies, produce original research on

areas of increasing or diminishing risk, organize collaborative research by analysts about emerging SRI themes, and write about and advise on quantifying the effects on share prices of companies with exposure to such issues.

Our impact on the environment

We impact the environment in a number of ways. Our businesses consume electricity, employees travel for business purposes, they use paper and generate waste in the course of their work, and offices require heating and cooling systems. Improving our use of these resources can boost our operating margins and enhance environmental performance and we have a series of measures that manage our environmental impact efficiently. Performance in that respect has improved considerably since the expansion of our environmental management system to our offices outside Switzerland in 2002. The percentage of waste we recycle is now 70%, up from 32% in 2001. In the same timeframe, we significantly reduced the environmental impact of our consumption of paper by phasing out the use of chlorine bleached paper – which accounted for half the paper we used in 2001.

Our commitment to the environment is underpinned by a global environmental management system certified under the ISO 14001 standard. The system covers both banking activities and in-house operations. We remain committed to integrating environmental considerations into all our business activities. Our environmental policy, based on five principles, is embedded in our culture as well as our management and control principles.



SRI invested assets

                 
 
  For the year ended % change from 
CHF billion
  31.12.04   31.12.03   31.12.02   31.12.03 
 
UBS
  2,250   2,133   1,959   5 
 
Socially responsible investments
                
 
Positive criteria  0.78   0.72   0.57   8 
 
Engagement1
  38.5             
 
Exclusion criteria  7.32   8.95   7.88   (18)
 
Third-party  0.29             
 
Total socially responsible investments’ assets  46.89             
 
Proportion of invested assets (%)2
  2.08             
 
Performance of UBS’ SRI Funds %
                
 
Absolute performance Eco Perf.3
  4.66   15.90   (34.96)    
 
Relative performance Eco Perf. vs. MSCI4
  (1.30)  (3.74)  (1.96)    
 
1 Figures for 2003 and 2002 not available due to revised definition.   2 Total socially responsible investments/invested assets.  
3 Eco Performance = UBS (Lux) Equity Fund – Eco Performance B.   4 Benchmark: MSCI World.



Positive criteria: applies to the active selection of companies, focusing on how a company’s strategies, processes and products impact its financial success, the environment and society.

Engagement:investors enter into a dialogue with boards or management of companies with the aim of influencing corporate behavior and policies, if appropriate, in relation to environmental, social or ethical issues.

Exclusion criteria:companies or sectors are excluded based on environmental, social or ethical criteria, e.g. companies involved in weapons, tobacco, gambling, or with high negative environmental impacts.

Third-party:UBS’s open product platform gives clients access to SRI products from third-party providers. From 2004 we also report on these invested assets.



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The five environmental principles are:
we duly consider environmental risks in all our businesses, especially in lending, investment banking, advisory and research, and in our own investments.
we seek to take advantage of the financial market for environmentally-friendly products and services, such as Socially Responsible Investments (SRIs).
we actively seek ways to reduce our direct environmental impact on air, soil and water from in-house operations, with a primary focus on reducing greenhouse gas emissions. We also seek to assess the environmental impact of our suppliers.
we ensure efficient implementation of our policy through a global environmental management system certified according to ISO 14001 – the international environmental management standard.
we invest in knowhow and integrate environmental considerations into internal communications and training.

Overall responsibility for environmental management lies with the Group Executive Board Marcel Rohner, CEOalthough each business is accountable for its environmental management.

Environmental performance indicators

Every year, we provide a detailed description of our environmental performance using key performance indicators (KPIs),

which allow for year-on-year comparisons. They are based on industry standards such as EPI-Finance 2000 and VfU 2003 (both tailor environmental performance indicators to financial institutions).

The management indicators below provide an overview of our environmental management system at Group level.

Managing environmental risks in our business transactions

When evaluating potential business transactions, material environmental aspects can be important when assessing overall risks. For UBS, a failure to identify, manage or control these environmental risks can manifest itself across a wide variety of risks inherent to our business activities, such as credit risk. An example of that might be when a counterparty’s cash flow or assets are impaired by environmental factors such as inefficient production processes, polluted or contaminated property. Liability risks, such as when a bank takes over collateral onto its own books, would be another one.

Investment Bank

Our Investment Bank has a global environmental risk policy it applies to all transactions, services and activities it performs. The depth of an environmental analysis is based in part on risk



Management indicators

                 
 
  For the year ended % change from 
Full-time equivalent, except where indicated
  31.12.04   31.12.03   31.12.02   31.12.03 
 
Headcount financial businesses1
  67,424   65,929   69,061   2 
 
In specialized environmental units2
  22.0   16.4   17.5   34 
 
Environmental awareness raising
                
 
Employees trained  1,664   1,377   2,266   21 
 
Training time(hours)
  2,124   1,857   2,246   14 
 
Specialized environmental training
                
 
Employees trained  602   1,106   442   (46)
 
Training time(hours)
  1,932   2,548   1,503   (24)
 
External environmental audits3
                
 
Employees audited  11   26   125   (58)
 
Auditing time(days)
  2.0   3.0   17.0   (33)
 
Internal environmental audits4
                
 
Employees audited  148   171   150   (13)
 
Auditing time(days)
  29.2   36.5   25.0   (20)
 
1 All employment figures represent the state as of 31 December 2004.   2 2004: 19.2 UBS and 2.8 external employees (FTE).   3 Audits carried out by SGS Société Générale de Surveillance SA. Surveillance audits took place in 2003 and 2004. The more comprehensive Re-Certification Audit was done in 2002.   4 Audits/reviews carried out by specialized environmental units. The implementation of Environmental Risk Policies is also audited by Group Internal Audit.

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Corporate Responsibility

classification, on UBS’s familiarity with the counterparty, and on comfort with the contents of any prospectus provided by the client. In the initial due diligence phase, environmental factors are screened by Investment Banking staff. If there are indications of significant environmental risk, an internal environmental competence center may be contacted to provide a more detailed environmental assessment. In 2004, 32 such detailed assessments were completed by the competence center.

Wealth Management & Business Banking

In the Wealth Management & Business Banking Donald Marron, ChairmanBusiness Group, policies and processes adapted to client segments, transaction size and risk exposure control environmental risks in credit transactions. Credit procedures in the Swiss retail business involve a three-step environmental risk assessment. The responsible client advisor carries out a first screening. This step covers financial risks linked to environmental aspects such as compliance with environmental legislation, polluted or contaminated sites and natural hazards. If the risks cannot be fully ruled out during the first screening, a credit officer initi-

ates a second screening and decides whether the risks identified are transparent enough for the credit decision to be taken. Transactions entailing significant environmental risk undergo a third step, a detailed environmental assessment – a service provided by the Business Group’s environmental risk unit. In 2004, 35 such detailed assessments took place. If a transaction poses substantial environmental risks, the bank can take several courses of action. It can adapt the terms of the loan contract, it may advise the client on how to mitigate environmental risks, or it may decline the transaction altogether.

Wealth Management USA

In 2003, the Wealth Management USA Business Group established an environmental risk management policy that evaluates each business area to determine the level of environmental risk inherent in each of the area’s products and services. Two of the product lines it offers, loans and underwriting municipal securities, potentially carry inherent environmental risk, and control procedures were strengthened to include an appropriate assessment of the risk.



Quality Feedback

In Wealth Management and Business Banking, our quality feedback system provides a comprehensive platform to attract suggestions for improvement from clients and employees alike. Quality feedback from clients (for example, complaints and suggestions) serves a vital function. It enables new products and services to be introduced in a client-oriented manner, strengthens client relationships, restores client satisfaction, and makes a tangible improvement to client service and banking services. Having a wide variety of quality feedback from our clients enables us to systematically evaluate and review our actions. By sharing their views, clients make targeted quality improvement of products,
processes and services possible. Quality feedback from employees – quality tips and ideas or proposals from employees – helps to foster the potential for creativity and innovation arising from the knowledge and experience of UBS Americas,employees and Ken Costa, Vice Chairman UBS Warburg.use it to improve and update products, processes and services.

Third-party ratings

UBS has also endorsed and signed several related international charters. In 1992, we were one of the first signatories to the United Nations Environment Program’s Bank Declaration. Since its signing,introduction, the declarationDeclaration has had an extensiveexerted a considerable influence inon the setting of environmental guidelines and practicesprac-

tices for financial institutions. We are also an active member ofIn 1999, we signed the World Business CouncilGlobal Compact, a UN-sponsored platform for Sustainable Development (WBCSD), a coalition of 150 international companies who have committed themselves to integrating sustainability principles into their core businesses.
     For us, as a public company, the sustainable creation of value implies strongencouraging and effective
promoting good corporate governance (see page 89 to 125). Furthermore, we are committed to protecting financial privacy, fighting money-laundering, being an equal opportunity employer, protecting the environment and contributing to the communities which we are a part of. Although laws may define minimum standards in many of these areas, simply meeting those minimum standards is not enough.

Creating long-term value for our
shareholders

At UBS, the value-based management framework views management as the custodian of shareholder wealth. This framework sees the creation of long-term shareholder value as resting on four, mutually supporting pillars. First, we ensure that business decisions are analyzed in terms of the value that they create. Second, the realized value creation is measured and compared with targets. Third, we have incentive systems in place to align the interests of managers with those of shareholders, including tying a meaningful part of total compensation to individual performance targets as well as encouraging managers and staff to become shareholders. Moreover, internal value driver projections and valuations are benchmarked against external assessments, stock market expectations, and leading analyst forecasts.

Safeguarding our clients’ right to financial privacy and fighting money laundering

Trust is critical for a global financial services provider. It requires a corporate culture that promotes behavior consistent with the highest ethical standards. To enhance the trust placed in us, it is vital that we protect our clients’ legitimate right to financial privacy while preventing the abuse of our services by criminals or terrorists.


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     Because of the growing importance of advisory-based financial services and regulations regarding the exercise of due diligence, financial institutions are gathering more and more information from and about their clients. Unsurprisingly, public and private sector agents are showing a strong appetite for that data, and clients are increasingly worried about its misuse. Financial privacy, as with medical and other forms of personal privacy, are privileges enjoyed by citizens living in a modern, democratic society. At UBS, we firmly believe we should uphold and defend our clients’ right to safeguard their private financial information from third party interests.

     At the same time, the right to financial privacy should not, in any circumstances, be a channel by which criminals can misuse our services. Switzerland’s “know your customer” and other regulations concerning the exercise of due diligence are among the most stringentpractice in the world, and effectively prevent the abuseareas of banking services by criminals. Banks have to verify the identity of their contracting parties and establish the beneficial owners of assets and must notify the authorities whenever they either have knowledge or a founded suspicion that assets are of criminal origin, are under the control of a criminal organization or might be used for criminal purposes.
     Based on these legal standards, we have established an effective internal framework to prevent the mishandling of our services by criminals. For instance, UBS Wealth Management & Business Banking has developed an IT-based tool known as the “Compliance Register”. It assists client advisors when they are in the process of acquiring new clients as it holds information about Politically Exposed Persons (PEPs) and other exposed personalities. The tool helps client advisors ensure that if UBS establishes or maintains a business relationship with an individual determined to be a PEP, they do so only after having made a clear decision backed up by extensive knowledge of the client in question. This is achieved by undertaking as thorough a due diligence exercise as possible. Access to and control of the register has been structured to meet the requirements of all applicable laws and regulations — most importantly those regarding confidentiality and data protection. Client advisors in all UBS Wealth Management & Business Banking locations can make search queries with

the tool. The Financial Intelligence Unit (FIU), a dedicated compliance team maintaining the register, is automatically notified if and when any queries match with names on its database.

     We are also strongly committed to promoting stringent anti-money laundering standards for the financial industry as a whole. As an example of that, we were one of the driving forces behind the launch of the Wolfsberg Anti-Money Laundering Principles in 2000. The principles are designed to ensure that private banking services are only offered to clients with legitimate sources of wealth — with the same high standards applied globally. Following the terrorist attacks of September 11, 2001, the Wolfsberg Group, comprising major global financial institutions together with Transparency International, released a statement in which member banks committed themselves to efforts that support authorities in their fight against terrorism finance.
     In 2002, UBShuman rights, labor and the other members ofenvironment.
Since 1999, the Wolfsberg Group worked to develop and issue a set of principles on the establishment and maintenance of correspondent banking relationships. The principles, designed to prevent criminal abuse of correspondent banking relationships, were issued in early November 2002 and were positively received by regulators worldwide. In the new principles, Wolfsberg adherents commit to refrain from offering any of their products and services to so-called “shell banks”. Such entities are often based in less regulated jurisdictions, and frequently cited by regulators around the world as a cause for concern when attempting to tackle criminal abuse of the financial system.

Creating an equal opportunity environment for our employees

An important part of our success as a firm is the fact that our corporate culture blends the best influences of its diverse roots and encourages diversity. Our goal is to attract and retain the most talented and motivated individuals by offering them a rewarding and challenging environment. By encouraging individual success, we allow employees to develop their skills and progress within our organization. One of our competitive strengths is the ability to leverage the skills and knowledge of our staff across the 50 countries in which we operate. In order to fully take advantage of that, we have appointed


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Corporate Responsibility

a Global Head of Diversity for the Group. At the same time, we have established Business Group-specific regional and global diversity initiatives. In Switzerland, for example, comprehensive intercultural training is part of our management development program.

     Internal women’s networks are another example of our efforts to promote diversity throughout the firm and across hierarchies. At UBS they have been or are being created around the world. In Switzerland, the United States, the United Kingdom, and Asia Pacific, all-women’s networks provide a forum for their members to support each other as they advance in their careers. For instance, in 2002 the UK chapter of All Bar None (UBS Warburg’s women’s network in the UK and the US) held a networking conference in 2002 called “Leadership in Practice” that attracted approximately 300 attendees.

Investing in our communities

The success of UBS depends not only on the skills and resources of our people and the relationships we have with our clients, but also on the health and prosperity of the communities of which we are part. We directly benefit from a stable political and social environment, modern infrastructure and a good education system. Furthermore, community programs create benefits for a company’s reputation, and increase its appeal to its clients.

     UBS supports communities by making direct cash donations to organizations, by employee volunteership and matching donations made by employees to selected charity funds. We have set up several community affairs programs which are organized at a regional level in order to remain responsive to local expectations. All community investments are clearly focused and concentrate on education, social and community development, as well as environmental protection. UBS encourages its employees to be actively involved in the community and to contribute time and skills to help the causes they care about. In the UK for example, we allow two working days a year for permanent employees to volunteer, subject to line manager approval.
     In July 2002, UBS Warburg was presented with a Business in the Community Award for Excellence — the highest accolade in the UK for corporate community involvement — by HRH the Prince of Wales.

     On another level, the UBS Optimus Foundation harnesses the expertise and the capabilities of UBS as a global financial services company by supporting clients when they express a desire to contribute to worthy causes. Since its launch over three years ago, the foundation has concentrated its investments in a select number of programs and organizations — all of which focus on people. The total number of projects is now twelve, divided into the categories of children and talents as well as medical research — running from one that aims to re-integrate Brazil’s street children in society to another that finances a Swiss cancer research project.

Promoting environmental awareness

Environmental protection is one of the most pressing issues facing our world today. Consequently, it poses a challenge to companies, industries and sectors. At UBS, we remain committed to further integrating environmental considerations into all our business activities. To make this happen, our environmental policy focuses on taking advantage of environmental market opportunities, and considering environmental risks in our risk management processes, especially in lending and investment banking. In corporate services, we actively look for ways to reduce the direct environmental impact of our business activities.

     Following increasing demand from clients, UBS Global Asset Management has developed expertise in incorporating environmental and social aspects into its investment research. Focusing on the concept of sustainability, UBS offers several socially responsible investment products to both private and institutional investors. The most important is the“UBS (Lux) Equity Fund — Eco Performance”, which was launched in 1997. This fund invests worldwide in stocks of exemplary sector leaders and forward-looking small and medium-sized companies with superior financial, environmental and social performance.
     Adequate assessment of the risk involved in an investment banking transaction is crucial to its success. Although financial considerations dominate the assessment of the overall risk of any proposed transaction, environmental aspects can also be meaningful. Based on its Global Environmental Risk Policy, UBS Warburg has


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introduced processes that allow early identification of environmental risks in transactions. Initially, environmental factors are screened by the corresponding investment banking staff. If there are indications of heightened environmental risk, external specialists are called in to investigate them as part of the overall due diligence process. Also in the Swiss lending business, a careful review of financially relevant environmental aspects is an important part of UBS’s credit risk analysis.

     UBS’s electricity consumption, the running of our heating systems, our paper consumption and business travel are the major factors that have a direct impact on the environment. The environmental management system helps us use our resources far more efficiently, cutting exhaust gas emissions and costs. As an example, last year in Switzerland, UBS completed a major project of replacing 18,000 printers and 1,400 photocopiers with 5,800 new, multifunctional machines, optimizing energy consumption. We believe the new energy-efficient machines will save 3.0-3.5 gigawatts a year, corresponding to approximately 1-2% of UBS’s annual consumption of electricity in Switzerland. Also, during the installation process, we took the opportunity to encourage employees to cut their paper consumption by promoting wider use of recycled paper, and informing and training employees

about double-sided printing capabilities and other ways to save paper.

     In 2002, SGS International Certification Services AG awarded us a three-year ISO 14001 re-certification for our environmental management system, and which covers our banking business and corporate services worldwide.

Third party ratings

A number of different independent rating agencies that assess corporate responsibility programs across the world have rated UBS among the leaders in the field.

     The Dow Jones Sustainability Group Indexes (DJSGI) have tracked since 1999, the social, environmental and financial performance of companies in the Dow Jones Global Index that lead the field in terms of corporate responsibility.Index. UBS has been part of the DJSGI since the index’s inception and is the leader in the banking sector of the Dow Jones STOXX Sustainability indices, which track the performance of the top 20% of companies of the Dow Jones STOXX 600 index.Index.
     Also,Furthermore, UBS is included in the FTSE4Good Index, which measures the performance of global companies’ performancecompanies in the areas of environmental sustainability, stakeholder relations and support for human rights.



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Corporate Responsibility

Environmental and CO2 footprints

Every year, we analyze our environmental and CO2 footprints. The results from the graph and tables below show that the major areas where UBS has a direct impact are, in order of importance, energy consumption, business travel, paper consumption, and waste.

From the graph below, results in 2004 show that the type of energy mix we purchase has a strong influence on our overall environmental and CO2 footprint. In 2004, 26% of the energy we consumed came from renewable energy sources and district heating, a significant improvement from a year earlier.
Overall, our energy consumption in 2004 declined slightly from a year earlier. The reasons for the overall drop were energy efficiency gains in some of our larger offices around the world and the closure of a building in London last year. In the medium-term, increased data warehousing demands and our business growth might trigger a rise in energy consumption. Buoyant financial markets, particularly in the first half of the year, led to a sharp increase in air travel for business reasons following two years of steady decline.

Ratio indicators per FTE

                 
 
  Unit 2004  Trend 2003  2002 
 
Total direct energy kWh / FTE  13,855  è  14,659   13,394 
 
Total indirect energy kWh / FTE  26,195  î  29,986   26,962 
 
Total business travel Pkm / FTE  10,694  é  7,831   8,040 
 
Total paper consumption kg / FTE  198  è  218   213 
 
Total water consumption m3/ FTE  28.0  è  27.8   25.8 
 
Total waste kg / FTE  362  è  395   418 
 
Total environmental footprint kWh / FTE  40,562  è  43,581   40,370 
 
Total CO21
 t / FTE  3.87  î  4.80   4.07 
 
CO2 footprint2
 t / FTE  7.38  è  7.91   7.06 
 
1 GHG scope 1 and 2.  2 GHG scope 1, 2 and 3.

Our consumption of waste, water and paper remained relatively flat year-on-year. The waste recycling ratio increased to 70% from 59% due to an increased focus on recycling programs in all areas as well as heightened staff awareness.

CO(GRAY SQUARE GRAPHIC)2 emissions directly and indirectly released by UBS (see GRI EN8 line in table) declined by more than 17% from a year earlier, a result of the cleaner energy mix purchased in London.

133More detailed information on UBS’s environmental management system is available on the internet: www.ubs.com/environment



(ENVIROMENTAL AND CO2 FOOTPRINTS)

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Corporate Responsibility

Absolute indicators

                         
 
  2004 2003 2002
      Abolute Data     Absolute Abolute
Environmental performance indicators1 GRI2 normalized3 quality4 Trend5  normalized3 normalized3
 
Total direct energy6
 EN3 934 GWh  **  è  966 GWh 925 GWh
 
Direct intermediate energy purchased7
 EN3 753 GWh  **  è  771 GWh 722 GWh
 
electricity from hydroelectric power stations      15%  **  è   17%  18%
 
electricity from biomass and waste power stations      6%  **  ì   0%  0%
 
electricity from wind power stations      1.5%  **  é   1.3%  1.6%
 
electricity from other renewable resources      5.7%  **  è   4%  1.6%
 
district heating      3.1%  **  è   3.1%  3.8%
 
electricity from nuclear power stations      30%  **  è   31%  34%
 
electricity from gas-fired power stations      16%  **  î   19%  19%
 
electricity from oil-fired power stations      5.5%  **  è   5.5%  5.2%
 
electricity from coal-fired power stations      16%  **  î   20%  17%
 
Direct primary energy consumption8
     182 GWh  **  è  196 GWh 203 GWh
 
natural gas EN3  84%  **  è   81%  80%
 
heating oil EN3  13%  *  è   16%  17%
 
fuels (petrol, diesel, gas) EN3  2.7% **  î   3.2%  2.6%
 
renewable energy (solar power, bioorganic, etc.)      0.04%  ***  ê   0.1%  0.1%
 
Total indirect energy9
 EN4 1,766 GWh  **  î  1,977 GWh 1,862 GWh
 
Total business travel
 EN34 721 Mio. Pkm  **  é  516 Mio. Pkm 555 Mio. Pkm
 
rail travel      5.3% * è   5%  6.3%
 
road travel      1% *  ê   1.5%  1.5%
 
air travel      94%  **  è   94%  92%
 
Number of flights (segments)
     344,454  **  é  267,530 284,053
 
Total paper consumption
 EN1  13,378t  **  è   14,393t  14,682t
 
post-consumer recycled EN210  8.3%  **  è   8.4%  8.4%
 
new fibres ECF + TCF11
      92%  **  è   91%  61%
 
new fibres chlorine bleached      0%  **  è   0%  31%
 
Total water consumption
 EN5 1.89 Mio. m3 *  è  1.83 Mio. m3 1.78 Mio. m3
 
drinking water      100%      è   100%  100%
 
Total waste
 EN11 24,421 *  è   26,034t  28,877t
 
valuable materials separated and recycled      70% *  è   59%  48%
 
incinerated      9.9% *  ì   7.7%  7.9%
 
landfilled      20% *  ê   33%  44%
 
Total environmental footprint12
     2,735 GWh  **  è  2,873 GWh 2,788 GWh
 
Total CO2 (GHG scope 1 and 2)13
 EN8  261,049t  **  î   316,241t  281,136t
 
Direct CO2 (GHG scope 1)
 EN8  15%  **  ì   13%  15%
 
Indirect CO2 (GHG scope 2)
 EN8  85%  **  è   87%  85%
 
CO2 footprint (GHG scope 1, 2 and 3)14
      497,371t  **  è   521,480t  487,689t
 

UBS Share Information
The Global Registered ShareLegend:

GWh = giga watt hour; Pkm = person kilometers; t = tons; m3= cubic meters.



             The Global Registered Share

UBS ordinary shares1 All figures are registered shares with a par value of CHF 0.80 per share, fully paid up and non-assessable. They are issued in the form of Global Registered Shares (GRS). A Global Registered Share is a security that provides direct and equal ownership for all shareholders. It can be traded and transferred across applicable borders without the need for conversion, with identical shares traded on different stock exchanges in different currencies. For example, the same share purchasedbased on the New York Stock Exchange (NYSE) can be sold on virt-x, the pan-European stock exchange where Swiss-listed blue chip stocks are traded, or vice versa.

     Alternatives to the GRS involve the creationlevel of tailor-made securities for individual securities exchanges. Because of the trend towards global financial markets we believe that individual securities will be increasingly traded in multiple markets around the world. Another effect we anticipate is an increasing similarity between the regulatory structures of different markets, reducing the need to have individual securities in each market that comply with different local regulations. In these changing patterns, GRS, which allow for cross-market portability, are ideal to minimize costs to investors.
     The UBS GRS is listed on the Swiss, New York and Tokyo stock exchanges. Although Swiss blue chip stocks (members of the SMI Swiss Market Index) are listed on the SWX Swiss Exchange, all trading takes place on virt-x. virt-x is majority-owned by the SWX Swiss Exchange. It provides an efficient and cost effective pan-European blue chip market. virt-x is a recognized investment exchange supervised by the Financial Services Authority in the United Kingdom. It is delivered on the modern scalable SWX trading platform.
     The UBS ADR (American Depositary Receipt) program was terminated on 16 May 2000 on the listing of the GRS on the New York Stock Exchange (NYSE).

Registration

A single register exists for UBS ordinary shares, although it is split into two. There is a Swiss reg-

ister, which is maintained by UBS acting as Swiss transfer agent, and a US register, which is maintained by Mellon Investor Services, as US transfer agent. A shareholder is entitled to hold shares registered in their name on either register and transfer shares from one register to the other upon giving proper instruction to the transfer agents.

Share liquidity and currency effects

For the foreseeable future, because of the greater volume of UBS shares traded on virt-x, trading on this exchange is expected to be the main factor determining share price movements. For UBS shares, liquidity on virt-x is expected to remain higher than that on NYSE. During 2002, daily trading volume in UBS shares on NYSE represented an average of 4.46% of the total daily trading volume in UBS shares.
     During the hours in which both virt-x and NYSE are simultaneously open for trading (currently 15.30 to 17.30 CET), price differences are likely to be arbitraged away by professional market makers. The NYSE price will therefore typically be expected to depend on both the virt-x price and the prevailing USD/CHF exchange rate. When virt-x is closed for trading, traded volumes will typically be lower. However, the specialist firm making a market in UBS shares on the NYSE, Van der Moolen, is required to facilitate sufficient liquidity and an orderly market in the UBS share.
     As a global financial services firm, UBS earns profits in many currencies. Since UBS prepares its accounts in Swiss franc terms, changes in currency exchange rates, particularly the CHF/USD and CHF/EUR cross-rates, may have an effect on reported earnings.

Dividends

UBS normally pays a regular annual dividend to shareholders registeredknowledge as of the dateend of February 2005.   2  Global Reporting Initiative (see also www.globalreporting.org). EN stands for the Environmental Performance Indicators defined in the GRI. EN in brackets indicates a minor deviation from GRI that is commented.   3 Non-significant discrepancies from 100% are possible due to rounding errors.   4 Specifies the estimated reliability of the Annual General Meeting (the record date)aggregated data and corresponds approximately to the following uncertainty: up to 5% – ***, up to 15% – **, up to 30% – *. Uncertainty is the likely difference between a reported value and a real value.   5 Trend: at a *** / ** / * data quality, the respective trend is stable (è) if the variance equals 5 / 10 / 15%, low decreasing / increasing (îì) if it equals 10 / 20 / 30% and decreasing / increasing if the variance is bigger than 15 / 30 / 50% (éê).   Payment6 Refers to energy consumed within the operational boundaries of UBS.   7 Refers to energy purchased that is usually scheduled three business days thereafter.produced by converting primary energy and consumed within the operational boundaries of UBS (electricity and district heating).   8 Refers to primary energy purchased which is consumed within the operational boundaries of UBS (oil, gas, fuels).   9 Refers to primary energy, which is consumed to produce the electricity and district heating consumed by UBS.   10 Differing from the GRI Guidelines, pre-consumer recycled paper is counted as paper coming from new fiber as a worst case approach.   11 Paper produced from new fiber, which is ECF (Elementary Chlorine Free) or TCF (Totally Chlorine Free) bleached.   12 Shows the environmental impact (through emissions, use of resources, waste) by a process including all relevant upstream and downstream processes. The environmental footprint is approximated using the equivalent of nonrenewable energy consumed.   13 Refers to the “GHG (greenhouse gas) protocol initiative” (www.ghgprotocol.org), an international standard for CO2 reporting. Scope 1 accounts for direct greenhouse gas emissions by UBS. Scope 2 accounts for indirect greenhouse gas emissions associated with the generation of imported / purchased electricity, heat or steam.   14 Represents the total global warming potential from all linked relevant upstream and downstream processes. It equals total CO2 emissions according to the GHG standard (scope 1, 2 and 3).

Validation by SGS Société Générale de Surveillance SA

“We have verified the correctness of the statements in the 2004 Environmental Report of UBS AG and, where necessary, have requested that proof be presented. We hereby confirm that the report has been prepared with the necessary care, that its contents are correct with

regard to environmental performance, that it describes the essential aspects of the environmental management system at UBS AG and that it reflects the actual practices and procedures at UBS AG.”Elvira Bieri and Dr. Erhard Hug, Zurich, March 2005




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     The norm in the US is to declare dividends at least ten days in advance of the applicable record date and ex-dividend trading commences two days before the record date. To ensure that shareholders on the Swiss and US registers are similarly treated in connection with dividend payments, and to avoid disparities between the two markets, NYSE trading takes place with due bills for the two business day period preceding the dividend record date.For your notes:

 UBS pays dividends in CHF (Swiss francs). For UBS ordinary shares held in street name through The Depository Trust Company, any dividend will be converted into USD (US dollars). Holders of UBS ordinary shares registered on the US register will receive dividend payments in USD unless they provide notice to Mellon Investor Services, UBS’s US transfer agent, that they wish to receive dividend payments in CHF.
     UBS will fix the USD dividend amount on the basis of the DJ Interbank Foreign Exchange rate for sale of CHF against USD.
     Holders of UBS shares who are US taxpayers are normally subject to 35% withholding tax on dividends they receive from UBS, although they can normally reclaim part of this, bringing their withholding tax rate down to 15%. Further disclosure relating to the taxation of US holders of UBS shares can be found in our Form 20-F, in section E of item 10.

Par value distribution July 2002

As outlined in the Capital management section on page 86, UBS reduced the par value of its shares through a distribution of CHF 2.00 on 8 July 2002. This was done instead of paying a dividend in respect of the year ended 31 December 2001.
     This generally followed the principles described in the preceding section with respect to dividends. The record date for the distribution was set for the close of business on 5 July 2002. The CHF/USD exchange rate for the distribution was fixed on 8 July 2002, the day on which the par value reduction itself took place. The distribution was paid for value on 10 July 2002.
     The par value distribution in July 2002 was not subject to the 35% withholding tax on dividends.

Dividend

For 2002, we plan to pay a normal dividend to our shareholders after having made use of the possibility to make a tax efficient distribution in 2000 (for the fourth quarter only) and 2001 in the form of par value reductions.
     The Board of Directors will recommend at the Annual General Meeting on 16 April 2003 that UBS should pay a dividend of CHF 2.00 per share for the 2002 financial year, a level on par with last year’s CHF 2.00 distribution.
     If the dividend is approved, the ex-dividend date will be 17 April 2003, with payment on 23 April 2003 for shareholders of record on 16 April 2003.


Ticker symbols

     
     
     
Trading exchange
 Bloomberg  Reuters
  Telekurs 

virt-x 
UBSN VX
 
UBSZn.VX

UBSN, 004

New York Stock Exchange
UBS US

UBS.N

UBS, 65

Tokyo Stock Exchange
8657 JP

UBS.T
N16631, 106 

128


135


Cautionary statement regarding forward-looking statements | This communication contains statements that constitute “forward-looking statements”, including, but not limited to, statements relating to the implementation of strategic initiatives, such as the European wealth management business, and other statements relating to our future business development and economic performance. While these forward-looking statements represent our judgments and future expectations concerning the development of our business, a number of risks, uncertainties and other important factors could cause actual developments and results to differ materially from our expectations. These factors include, but are not limited to, (1) general market, macro-economic, governmental and regulatory trends, (2) movements in local and international securities markets, currency exchange rates and interest rates, (3) competitive pressures, (4) technological developments, (5) changes in the financial position or creditworthiness of our customers, obligors and counterparties and developments in the markets in which they operate, (6) legislative developments, (7) management changes and changes to our Business Group structure and (8) other key factors that we have indicated could adversely affect our business and financial performance which are contained in other parts of this document and in our past and future filings and reports, including those filed with the SEC. More detailed information about those factors is set forth elsewhere in this document and in documents furnished by UBS Share Information
Theand filings made by UBS Share 2002
with the SEC, including UBS’s Annual Report on Form 20-F for the year ended 31 December 2004. UBS is not under any obligation to (and expressly disclaims any such obligations to) update or alter its forward-looking statements whether as a result of new information, future events, or otherwise.

Imprint | Publisher/Copyright: UBS AG, Switzerland | Languages: English, German | SAP-No. 80532E-0501

 



          The UBS Share 2002

(LINE CHART)


UBS share price performance in 2002

2002 was a tough year for banking sector stocks and the global equity markets in general. Volatility was high with many geo-political and macro economic factors driving global share prices. The UBS share closed the year at CHF 67.20, down 19.8% over the 12 months. However, this was favorable compared to the Dow Jones Europe Stoxx Banks index, which fell 26.8%. Taking into account the par value repayment, the UBS share generated a total pre-tax return of negative 17.4% to investors for 2002.
     European bank stocks had a steady start in the first quarter with little deviation from the 2001 year end levels. The UBS share, after an initial decline in January, gained nearly 7% during February and March. This rally saw UBS closing at CHF 84.30, its year high, on 8 March.
     During the second quarter, the fear of further widespread corporate problems precipitated a slump in global equity markets. UBS and the major banking sector stocks were not immune from this and also dipped. Additionally, macro

economic data indicated no sign of a sustained global recovery and investors became increasingly cautious in their outlook.

     This negative sentiment drove down the Dow Jones Europe Stoxx Banks index by approximately 30% in the two months following the high levels recorded in May. The UBS share showed a high correlation to the index during this period, and followed the upturn that then continued into August. Overall, the UBS share declined 18% during the third quarter.
     On 8 October the year low for the UBS share was recorded, closing at a price of CHF 51.05. However, a strong rebound occurred over the subsequent 8 days and the share gained almost CHF 17 (33%). Over the fourth quarter, the Dow Jones Stoxx Europe Banks index gained 7.3%, while the UBS share outperformed this, rising 9.6%. The figures were however dampened slightly by a weak trading environment in December. Retreating from its November high of CHF 75.45, the UBS share finished the year at CHF 67.20.


136


UBS share data

             
  As at
  
Registered shares in 1000 units
 31.12.02  31.12.01   31.12.00 

Total shares outstanding  1,256,298   1,281,717   1,333,139 
Total shares ranking for dividend  1,182,263   1,258,653   1,277,874 
Treasury shares (average)  61,266   47,244   97,545 
Treasury shares (year end)  97,181   41,255   55,265 
Weighted average shares (for basic EPS calculations)  1,208,587   1,266,038   1,209,088 
Weighted average shares (for diluted EPS calculations)  1,223,383   1,288,578   1,225,578 

             
  For the year ended
  
CHF
 31.12.02  31.12.01   31.12.00 

Earnings per share
            
Basic EPS  2.92   3.93   6.44 
Basic EPS before goodwill amortization1
  4.73   4.97   7.00 
Diluted EPS  2.87   3.78   6.35 
Diluted EPS before goowill amortization1
  4.65   4.81   6.89 

             
  As at
  
CHF billion
 31.12.02  31.12.01   31.12.00 

Market capitalization
  79.4   105.5   112.7 
% change year-on-year  (25)  (6)    

             
  For the year ended
  
100 shares
 31.12.02  31.12.01   31.12.00 

Trading volumes2
            
SWX total  1,049,364   1,000,402   1,211,446 
SWX daily average  4,148   4,002   4,826 
NYSE total  48,850   54,768   83,032 
NYSE daily average  194   221   522 

1 Excludes the amortization of goodwill and other intangible assets.     2 The trading volumes have been adjusted for the two-for-one share split that became effective on 8 May 2000 and for the three-for-one share split effective 16 July 2001.


137


(UBS LOGO)

   
  UBS Share Information
The UBS Share 2002

Stock exchange prices1

                         
  SWX Swiss Exchange  New York Stock Exchange2 
  
  
  High  Low  Period end  High  Low  Period end 
  (CHF)  (CHF)  (CHF)  (USD)  (USD)  (USD) 

2002
  84.30   51.05   67.20   51.99   34.54   48.12 
Fourth quarter 2002
  75.45   51.05   67.20   50.88   34.54   48.12 
December  75.30   66.50   67.20   50.54   47.56   48.12 
November  75.45   66.95   74.75   50.88   45.72   50.18 
October  70.35   51.05   70.35   47.26   34.54   47.26 
Third quarter 2002
  75.15   56.80   61.30   49.94   37.86   41.00 
September  70.55   57.50   61.30   46.26   38.75   41.00 
August  73.40   59.40   70.70   48.69   39.80   47.01 
July  75.15   56.80   65.30   49.94   37.86   44.30 
Second quarter 2002
  84.15   69.80   74.85   51.99   46.90   49.89 
June  81.95   69.80   74.85   51.99   46.90   49.89 
May  82.20   75.00   81.95   51.98   46.95   51.90 
April  84.15   77.55   78.10   50.30   47.63   48.49 
First quarter 2002
  84.30   73.00   82.80   50.50   43.27   49.75 
March  84.30   79.20   82.80   50.50   46.69   49.75 
February  81.30   73.00   78.85   47.70   43.27   46.44 
January  83.95   77.30   77.50   50.42   45.50   45.45 

                         
2001
  96.83   62.10   83.80   58.49   40.12   50.00 
Fourth quarter 2001  86.85   69.70   83.80   52.83   43.23   50.00 
Third quarter 2001  86.33   62.10   75.60   49.73   40.12   46.15 
Second quarter 2001  92.00   77.50   85.83   51.47   44.87   47.02 
First quarter 2001  96.83   72.33   83.17   58.49   43.02   47.68 

                         
2000
  88.17   63.58   88.17   54.10   40.18   54.10 
Fourth quarter 2000  88.17   71.17   88.17   54.10   40.18   54.10 
Third quarter 2000  88.00   74.67   76.67   50.74   44.76   44.85 
Second quarter 2000  83.33   69.83   79.67   50.66   42.99   48.67 
First quarter 2000  72.83   63.58   72.83             

                         
1999
  80.00   67.50   71.67             
Fourth quarter 1999  79.92   67.50   71.67             
Third quarter 1999  82.25   67.50   70.50             
Second quarter 1999  88.00   73.67   77.33             
First quarter 1999  82.00   69.08   77.50             

                         
19983
  108.83   45.00   70.33             

1 The share prices and volumes have been adjusted for the two-for-one share split that became effective on 8 May 2000 and for the three-for-one share split effective 16 July 2001.     2 UBS was listed on 16 May 2000, therefore there are no NYSE figures for periods prior to May 2000. NYSE figures for second quarter are for 16 May 2000 to 30 June 2000 only, and NYSE figures for 2000 are for 16 May 2000 to 31 December 2000 only.     3 UBS was created by the merger of Union Bank of Switzerland and Swiss Bank Corporation, in June 1998. 1998 figures are therefore for the period 29 June 1998 to 31 December 1998 only.


138


UBS shares and market capitalization

                  
Number of shares, except where indicated             % change from 
As at 31.12.02  31.12.01   31.12.00   31.12.01 

Total ordinary shares issued
  1,256,297,678   1,281,717,499   1,333,139,187   (2)
Second trading line treasury shares                
 2000 program          (55,265,349)    
 2001 program      (23,064,356)        
 2002 first program  (67,700,000)            
 2002 second program  (6,335,080)            

Shares outstanding for market capitalization
  1,182,262,598   1,258,653,143   1,277,873,838   (6)

Share price (CHF)
  67.20   83.80   88.17   (20)

Market capitalization (CHF million)
  79,448   105,475   112,666   (25)

Total treasury shares
  97,181,094   41,254,951   55,265,349   136 

Distribution of UBS Shares

                 
  Shareholders registered  Shares registered 
  
   
As at 31.12.02            
Number of shares registered Number  %  Number  % of shares issued 

1-100  46,868   21.3   2,430,181   0.2 
101-1,000  133,449   60.7   51,563,181   4.1 
1,001-10,000  36,546   16.6   90,247,647   7.2 
10,001-100,000  2,635   1.2   65,357,281   5.2 
100,001-1,000,000  328   0.2   96,176,568   7.7 
1,000,001-5,000,000  55   0.0   120,932,421   9.6 
5,000,001-12,562,975 (1%)  10   0.0   75,122,855   6.0 
1-2%  0   0.0   0   0.0 
2-3%  0   0.0   0   0.0 
3-4%  2   0.0   98,849,839   7.9 
4-5%  0   0.0   0   0.0 
Over 5%  11  0.0   96,531,157   7.7 

Total registered  219,894   100.0   697,211,130   55.6 
Unregistered2
          559,086,548   44.4 

Total shares issued
          1,256,297,6783  100.0 

1 As at 31.12.2002, Chase Nominees Ltd., London, was entered as a trustee/nominee holding 7.68% of all shares issued.     2 Shares not entered in the share register at 31 December 2002.     3 140,763,036 shares registered do not carry voting rights.


139


 UBS AG
 UBS Share Information
The UBS Share 2002
P.O. Box, CH-8098 Zurich

Registered shareholders: type and distribution

                 
  Shareholders   Shares 
  
   
 
As at 31.12.02 Number  %  Number  % 

Individual shareholders  211,100   96.0   173,717,031   24.9 
Legal entities  8,205   3.7   189,658,658   27.2 
Nominees, fiduciaries  589   0.3   333,835,441   47.9 

Total
  219,894   100.0   697,211,130   100 

                 
Switzerland  203,739   92.7   349,906,904   50.2 
Europe  11,283   5.1   225,581,696   32.3 
North America  2,872   1.3   59,723,099   8.6 
Other countries  2,000   0.9   61,999,431   8.9 

Total
  219,894   100.0   697,211,130   100.0 


140


INDEX TO EXHIBITS

 
Exhibit
NumberDescriptionP.O. Box, CH-4002 Basel
   
1.1. Articles of Association of UBS AG.
1.2.Organization Regulations of UBS AG.
2(b)Instruments defining the rights of the holders of long-term debt issued by UBS AG and its subsidiaries.

We agree to furnish to the SEC upon request, copies of the instruments, including indentures, defining the rights of the holders of our long-term debt and of our subsidiaries’ long-term debt.
7.Statement regarding ratio of earnings to fixed charges.
8.Significant Subsidiaries of UBS AG.

Please see Note 35 on pages 153 to 156 of the attached Financial Report 2002.
10.Consent of Ernst & Young Ltd.www.ubs.com

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