Our UK & GCC Learning Story (May 11)

1. Our UK & GCC Learning Story (May 11) Take the best from the past The environment we are coming from… To enable the future The environment we are moving to… Drivers for Change • UK Business Priorities • Group People Strategy • Standard Life Growth Ambitions • Customer Centric Traditional Reassuring Reliable Safe Accessible Professional Forward Thinking Dynamic Thought Leading Learning is like Breathing… Cost Effective Energetic Innovative To the point We will put organisational capabilities at the heart of our solutions and establish a clear understanding of the demands for learning Professional We will develop powerful and consistent leadership Tactical Lack of consistency Trainer led Based individual needs Classroom based Limited economies of scale Demand Analysis Consultancy Aligned to business needs Provide Strategic Partnership Mix of options and solutions Learner We will create a learning environment to enable talent to grow and develop across the organisation We will work in close partnerships to deliver the new learning model • Immediate Priorities • Building relationships • Undertake Demand analysis • Define Organisational Capability • Implement Managed Service Provider • Review Learning budgets TRAINING LEARNING The UK & GCC Learning Strategy

2. UK Executive – Spotlight on Learning Sept 11Appendix 1 The Learning Model – Our strategic contribution Driving cash profit Improving Performance – Good to Great Achieving UK Strategy Meeting regulatory requirements Increasing assets Growing Capability Clear career paths Broader Talent Development Making Performance Matter Maximising revenue Diagnosis & Brokering Solutions Prioritising development of critical revenue generating Capabilities Benchmarking Lowering unit costs Economies of scale Blended Solutions: More ‘e’ learning and on the job learning Small, focused, specialised team Evaluation and commercial focus Brand Values: Easy Predictable Beneficial Responsible Increasing Organisational Capability Internal Use Only - Not to be disclosed outside Standard Life group

3. Appendix 6UK Executive – Spotlight on Learning Sept 11Our Operating Model and Route to Market… The operating model will deliver a core portfolio of learning interventions, which develops strategic organisational capability, and comprises the following elements: 3 Types of Learning Offer – Core, Regulatory and Bespoke Core – A range of learning interventions based on business unit capability frameworks, including organisational wide development programmes, specifically designed to increase organisational capability Regulatory – ensuring each employee accesses the right development to meet our regulatory requirements Bespoke – Pieces of learning commissioned through the Learning Consultant to meet any bespoke learning needs not met through the learning portfolio Self Service through a ‘One stop shop’to access learning interventions designed to increase the right business specific capabilities. Accessed through LifeLine and desktop, It will also enable enhanced governance through increased reporting capabilities and the provision of quality MI In house supplier management through a Preferred Supplier List (PSL) which will be managed jointly by the Learning Consultants, in partnership with Procurement and Finance Afocus on new look and feel E-Learning as an effective and cost efficient way of achieving learning needs as one of a wide variety of learning methods Alearning focused consultancy approach that will diagnose and deliver learning to meet the needs of the client where this is required, using a variety of learning methods Aninternal logistics team (Op Ex Learning Services Team) that is enabled to service increased amounts of learning due to automation of internal and externally run course administration Available Q1 2012 Learning Methods

4. Purpose and Direction – To provide thought leadership, direction and the best strategic and operational framework for learning within Standard Life which increases business performance and enhances the employee experience People recognise the value of learning to their professional career development – and they feel valued as an employee of Standard Life through the investment they have had in their development People have the tools to enable great sustainable change experiences – as leaders and employees Standard Life Learning Organisation People know developing their skill set will help them perform to their highest potential – helping Standard Life be the best we can be People have access to learning resources ‘just in time’ to enable them to do a great job People proactively access and add to learning resources, sharing knowledge and learning across the organisation… Coaching is part of the way we do things around here… On a platform of a digitally enabled workforce and workplace

5. Route to Market – Resources not Courses E-learning Assessments Technical training Collaboration tools Virtual learning environment Wikis Mobile and Social Learning Bring Your Own Device Sharepoint Virtual classrooms Courses Webinars Video and Podcasts Enabled through…