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 Consultancy Original Learning model FTE Jan 11– circa 32 with 27 exits 4 x internal training teams across org to - 1 Lead Learning Consultant UK & GCC 8 Learning Consultants UK & GCC 1 Head of Learning Group – never recruited 4 Learning Consultants Group Actual Learning model FTE May 11 1 Head of Learning – UK & GCC 6 Learning Consultants(1 exit 1 promotion) UK & GCC 2 Learning Consultants – Group Actual Learning model FTE Sept 12 1 Head of Learning – UK & EU and GCC 5.6 FTE Learning Consultants – UK & GCC 2 (1 FTE) Learning Consultants – Germany 2 Learning Consultants Group now OD Consultants Regulatory and Technologies Learning Technologies manger – 1 FTE never recruited E-learning Consultant – 1 FTE role redundant in original transformation E-learning consultant – Identified as single point of failure for Topclass and regulatory e-learning so role and employee remained in Op Ex - June 2011 Regulatory learning – No home in original learning restructure so became part of UK & GCC Learning July 2011 E-learning Consultant joined UK & GCC Learning to support upgrade of Topclass and improving e-learning agenda – Oct 11 E-learning consultant single point of failure for Learning Online and increasing amount of Group wide activity to support – unsustainable as is Regulatory and Learning Technologies will remain a core part of UK, EU & GCC Learning Model Opportunity to increase scope of Learning Technologies remit based on needs and appetite of Business Units Immediate Priorities Building relationships Undertake Demand analysis Define Organisational Capability Implement Managed Service Provider Review Learning budgets TRAINING LEARNING The UK & GCC Learning Strategy

UK Executive – Spotlight on Learning Sept 11 Appendix 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 The importance of being relevant and commercially focused to the business and ensuring line of sight to the business strategy – still sound after 18 months Reasons for question over suitability of MSP 1) It doesn't fit with a self driven, self service learner model - it requires learner use of two different systems. 2) There would be administration undertaken from two different sources. 3) There would not be one single point of content for learning in the business. 4) Current organisational focus on costs suggests that it is prudent to review alternatives before undertaking significant external spend. – Work undertaken to produce a business case to propose the most commercially beneficial and efficient operating model. Robust analysis undertaken on 5 different options to determine what operating model and technology platform is the best solution to meet the UK and GCC requirements at minimum cost and maximum organisational impact, whilst supporting the Group Learning Strategy and improving the current MI and reporting situation. - We cost avoided c£1m over three years Through implementing the proposed strategy, we will move to a model focused on learning, that supports strategic objectives through a demand based, cost efficient, targeted curriculum, using a wider variety of methods. Brand Values: Easy Predictable Beneficial Responsible Increasing Organisational Capability Internal Use Only - Not to be disclosed outside Standard Life group

Appendix 6 UK Executive – Spotlight on Learning Sept 11 Our 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 A focus 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 A learning 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 An internal 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 The model explained – Phase 1 of transformation Big learns – no transitional model in place at a time of unprecedented regulatory, strategic and technical change and Internal delivery teams removed – with little or no stakeholder engagement Very experienced team – almost too experienced! Not the right level of skills and capabilities for the transition phases. ‘not the job I was sold’ Operational start up project – processes, MI, reporting, LMS – you name it we had to create it! On top of the day job and ‘under-resourced’ Learning Methods

Coaching is part of the way we do things around here… 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… Forces driving the changes – Today Conflicting priorities and balance of outputs Agenda grown – UK, GCC, EU & more New and competing demands -PFCP, Sol 2, RDR, Pensions Reform, Digital Workplace Evolving environment – technology and transformation FTE challenges/ opportunities GCC as a client has Group needs E-learning consultant accountability across group Tomorrow Land Fusion through enabling employees Technology enabled learning – resources not courses Increased commercial benefit through robust budget Management and MI Transformed People Function A digitally enables workforce Self service – main route to market On a platform of a digitally enabled workforce and workplace

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