1. Running Training Like a Business “We will demonstrate that we can operate a model where we are both centralized and efficient, while decentralized and effective, focused on driving real business impact for the largest financial services company in the United States.” Global Learning Organization

2. Bank of America Bank of America is one of the world's largest financial institutions, serving individual consumers, small- and middle-market businesses and large corporations with a full range of banking, investing, asset management and other financial and risk management products and services. Approximately 53 million consumer and small business relationships with 6,000 retail banking offices, more than 18,000 ATMs and award-winning online banking with more than 29 million active users. Among the world's leading wealth management companies. Global leader in corporate and investment banking and trading across a broad range of asset classes serving corporations, governments, institutions and individuals around the world. Offers industry-leading support to more than 4 million small business owners through a suite of innovative, easy-to-use online products and services. The company serves clients in more than 150 countries. Asset size: 2.3 trillion 2

3. Global Learning Organization Alignment Through Transition ♦ 1Q082Q083Q084Q081Q092Q093Q094Q091Q102Q103Q104Q10 ♦ CFC Legal Day 1 Jul 1, 2008 CFC Announced Jan 1, 2008 CFC HR Conversion Apr 1, 2009 CFC System / Process Conversions Oct 23, 2009 MER Announced Sep 15, 2008 MER Legal Day 1 Jan 1, 2008 MER System/ Process Conversions Oct 23, 2009 MER HR Conversion Jan 1, 2010 CFC System / Process Conversions Ongoing MER System / Process Conversions Ongoing Global Learning Centralized Bank of America’s seven learning teams Built organizational structure in 60 days Comprised of 1,170 Global Learning associates in 9 countries Aligned directly to the executive management team and their business priorities Positioned to be at the table Shared services teams play an integral role Centralized multiple design, development and implementation teams 3

4. Operating Principles Lead with the business and think like a business Focus on the critical few Assume the best of each other Value our routines Treat each other like we would our client Focus on our teams Leverage each other’s knowledge Balance structure and processes to ensure we are nimble and not bureaucratic 4

5. Global Learning Organization Needs Assessment Delivery Administration, Analytics, Reporting Products & Operations Project Management Analysis, Design, Development Consumer, Small Business, Card Home Loans & Insurance Global Banking/ Global Markets Staff Groups / T&O Global Wealth Management Asia Pacific, EMEA Regions 5

6. Organizational Model Learning recognized as a Center of Excellence Centralized, shared services model, with key roles aligned to business Loose, federated model Minimal integration Lost opportunities Best in Class Organizational Model Optimized fixed/variable staffing model 24/6 Global Shared Services Ops (US, LATAM, EMEA, Asia Pac) 2009 Accomplishments2010 Goals Demonstrated a scalable org model organized by aligning to seven business units plus two regions, with a centralized shared services team Created a culture of efficiency & effectiveness -- engaging 1170 learning professionals through use of common language/goals, communication and senior leader visibility Supported over 185 Countrywide and Merrill Lynch transition charters, each addressing specific learning related activities to support associate readiness Reduced overall run rate by 23% Key stakeholders will have a clear understanding of the role of learning/and how it operates to drive business results Improve employer brand with learning positioned as a “key attractor” for external and campus hires Shared Services resources strategically placed around the globe and a “follow the sun” workflow for appropriate processes Flexible staffing model that leverages fixed/variable resource pools to quickly align resources to critical initiatives Learning curricula aligned to enable associates for cross- functional roles/LOBs Technology leveraged to uniquely support four generations in the workforce 6

7. Efficiency Integration of e2e core processes Qtrly reporting of efficiency measures Consistent planning process Redundancy across silos Little or no metrics defined Little or no transparency around total training spend Fact based, data-driven decisions Drive productivity for reinvestment Total training cost provided at program, learning plan and organizational level 2009 Accomplishments2010 Goals Identified quick wins on facilitator utilization, leveraging project management and design & development resources Integrated e2e processes, including Mid-level Processes, RACI, Governance, Prioritization, Post Project Review and International Engagement Model Created and leveraged common process tools (planning, management, etc.) Defined consistent budget and planning processes Used variable resources for staff augmentation Operated at $655/investment per associate with gearing ratio of 1:233 compared to Bersin & Associates Learning Factbook industry standard of $944/1:294 Consistently use common analytics and reporting Continue focus on process improvement for control plans and risk management Utilize repeatable/reusable learning frameworks and templates Use of data-driven, targeted, reusable solutions Create balanced solutions (cost, quality, speed, risk) Optimize supplier base Create robust prioritization, forecasting and capacity management processes Increase productivity for reinvestment 7

8. Effectiveness Staffing / Learning integration to focus on speed to proficiency Focus on the vital few Impact on business results for key programs for key roles Order taker – fill client’s perception of training need Little to no quantifiable measurement of business impact Learning events – no prep or follow-through activities Integrated with GHR to define organizational strategy; owns execution of learning component Drive measurable division and enterprise results 2009 Accomplishments2010 Goals Identified quantifiable Business Impact results Designed quarterly learning report, including Business Impact results Created time to proficiency framework Selected new Learning Management System to improve overall associate experience Focused on 5 key areas to improve GLO in 2010: Technology Roadmap Regional Strategy Operating Model Data Architecture People & Communication Launch of Mobile Learning Design and develop training with intense focus on enterprise key skills and capabilities Use of breakthrough thinking to shorten training cycle time and improve speed to proficiency Continue focusing on driving Business Impact to demonstrate value of learning Leverage the benefit of tuition reimbursement to optimize associate development externally Focus on fixed and variable spend mix 8

9. Keys to Success Unified approach with business – HR / Staffing / Leadership Development / Learning Know the business and focus on the vital few Consult to drive business performance – do not be an order-taker Demonstrate effectiveness and efficiency – have and use data and make fact-based decisions Focus on speed to proficiency – let the business requirement define and then change the game on how we design and deliver training Drive down costs, but improve response time and quality 9