1. Purpose, Vision, Values and Business Model “ Only a commitment by all the team will bring SAI Global’s vision alive” Ross Wraight CEO February 2007 APPLIED INFORMATION SERVICES

2. 2 Facilitators:  Ross Wraight, Chief Executive Officer  Andrew Jones, Group Director Human Resources Welcome

3. 3  Roll out SAI Global’s Purpose, Vision, Values and Business Model to all employees  Gain an understanding of their impacts on our stakeholders  To gain your commitment to the Purpose, Vision & Values  To agree behaviours that align with our Purpose, Vision & Values and to identify behaviours that do not What are we to achieve today?

4. 4 1.Business Model and Strategy 2.Purpose, Vision and Values 3.Next Steps Agenda

5. 5 Why have a Business Model?  Our Business Model is the embodiment of our Purpose & Vision  It shows how the parts of the business fit together  The Business Model shows how through working together the value of SAI Global is more than the sum of its parts  It differentiates us from our competitors 1.1 SAI Global Business Model

6. 6 SAI Global is an applied information services company. It:  Is your source for global technical and business information  Provides end-to-end training solutions around critical business information  Helps you understand, implement and manage the information associated with business systems and processes  Enables you to verify your understanding of information by providing independent assessment, certification and registration.

7. 7 1.1 SAI Global Business Model Distribution Databases Search Apply Business SolutionsProvide Information Conformity Assessment - Product - Food - Systems Audit Effectiveness PUBLISHING Supported by TRAINING and BUSINESS IMPROVEMENT SOLUTIONS (Professional Services) Standards Legislation Databases Property Other Technical Alerts News feeds Monitoring Awareness and understanding COMPLIANCEASSURANCE

8. 8 1.1 SAI Global Business Model Summary:  SAI is a top 300 company listed on the ASX with a market capitalization $574M, January 30, 2007  2006/7 Est. revenues >A$210 million  2006/7 Est. EBITDA of >A$42 million  More than 800 professionals with 353 offshore  Physical operations in Asia-Pacific, Europe and North America  Customers across the world  70% of revenue is annuity type  Capex is small

9. 9 1.1 SAI Global Business Model Industry demand drivers:  Globalization  Corporate compliance  Risk management  Brand reputation protection  Fraud and corruption control  Regulation and Industry standards  Improved productivity  Long supply chains  Customer and consumer confidence Greater demand for SAI Global services High growth rates

10. 10 1.1 SAI Global Business Model Value proposition for our services: In essence, SAI Global helps organizations comply with the requirements that shape the business world, it:  Provides easy on-line access to millions of items of Standards, regulatory and technical information  Takes the burden out of regulatory and internal compliance  Protects brands and reputations  Pushes information and training where and when its needed  Simplifies cross-border and language exchange  Provides supply chain confidence  Improves and sustains business

11. 11 1.1 SAI Global Business Model Business Competitors:  SAI is the first organization of its type to list on a stock exchange and has no direct equivalent  In the international technical publishing space SAI competes with IHS, Reed Elsevier and Thomson  There are numerous competitors in regulatory compliance space but few offer SAI’s end-to-end solutions. Competitors include:  Complinet and Lexis Nexis for alerts and news feeds  Paisley and Methodware for monitoring systems  LRN and Integrity interactive for communication and awareness  In the certification space SAI competes with organizations such as SGS, Lloyds Register, BSI & Bureau Veritas  The training and consulting market is highly fragmented and SAI has numerous competitors

12. 12 1.1 SAI Global Business Model Revenue by businessRevenue by region AS BP PS CS Australia Europe Asia Nth America BP=Publishing, CS=Compliance, PS=Professional Services, AS=Assurance

13. 13 1.1 SAI Global Business Model Financial Performance - Group

14. 14 Financial Outcomes – Half Year 2006/07 –Underlying Business Performance –Revenue 1 up 46.7% to $100.8 million, –EBITDA up 50.6% to $19.3 million –AIFRS Reported Results –NPAT up 38.1% to $8.1 million, –EPS up 3.6% to 5.7 cents –Underlying Cash Earnings –Cash earnings up 35.5% to $12.3 million, –Cash earnings per share up 1.2% to 8.6 cents 1.Excludes interest income

15. 15 1.2 Publishing Build a world leading international, technical publishing, distribution and information business  Approximately A$70M revenue, mainly recurrent revenue  Delivers a major and stable annuity earnings engine  Operations in Australia, Europe and North America  Non-exclusive licenses with more than 250 international standards bodies including BSI (UK), ASTM (USA) and NFPA  Exclusive distributor of Irish Standards and Australian Standards  Distributor of USA Military Specifications

16. 16 Business Publishing – Half Year 2006/07

17. 17 1.2 Publishing – IP Providers USA Military Specifications and many others

18. 18 1.2 Publishing Key Services: Watching Services  Standards Watch – More than 140,000 subscribers  Regulatory News Feeds – Track & monitor Australian law Search & Database Services  Standards Online Select – More than 1,000 customers  Standards Premium Select – More than 300 customers  Standards Infobase – More than 700,000 Standards  Metals Infobase – Search 14,000 related Standards & materials & 70,000 grades  Eurolaw Database – search industry treaties, directives, regulation and case law  Logicom – 150 million items covering military parts & logistics  Webshop – Download a PDF or print-on-demand

19. 19 1.2 Publishing Outlook:  Business model produces excellent financial outcomes and is efficient, transportable and scalable  Increasing use of electronic delivery services  Penetration of non-traditional markets through Anstat and ILI acquisitions  Growth opportunity in global Standards and database markets  Aggressive targeting of new business opportunities  Continued revenue and EBITDA growth

20. 20 1.3 Compliance Our strategy in this business is to establish a leading global scale business in the international compliance management, training, awareness and solutions market  Cost effective electronic solutions in multiple languages and countries  Presence in key geographic markets with content capability and range  Effective pricing and marketing models for solutions, retail and tools markets  Solutions underpinned by proprietary technology  Fragmented market  Blue chip client base

21. 21 Compliance Services – Half Year 2006/07

22. 22 1.3 Compliance Key subject areas:  Financial compliance Anti Money Laundering, Operational Risk, Fraud, Consumer Protection  Asset protection Information Security, Employees, EHS, Privacy & Data Protection  Business ethics Governance, bribery, fraud, conflicts of interest, antitrust, diversity  Managing Risk Process & system management, OHS, IPR, procurement SAI provides business solutions underpinned by proprietary technologies

23. 23 1.3 Compliance – Business Model Risk & Compliance Framework (common to all programs) Know what affects you Create Policy Communicate & Train Monitor Activity Report on Activity Audit Results Compliance Guidelines & Update Services Learning Content & Services Risk & Compliance Monitoring Toolkit & Implementation Services Audit Services SAI Change Management & Project Management Services (recommended through all stages of the process) Apply Business Solutions

24. 24 1.3 Compliance Why are compliance services important for SAI?  They are an integral part of the SAI business model  There is a growing need for cost effective solutions to the compliance issues that organizations need to deal with - increasingly on a global scale  There are strong demand drivers for services, resulting in high organic industry growth rates. USA led the way, Europe and other markets “catching up”  There is currently a fragmented supply of services which provides the opportunity for SAI to establish a leading position in the market

25. 25 1.3 Compliance Why are compliance services important for SAI? (cont.)  Strong profit outcomes are expected and consequently compliance assets are increasing in value  SAI is experiencing strong growth in both headline sales and recognized revenue for all major compliance product streams  SAI’s compliance division’s organic growth for the first half ended 31 Dec 06 exceeded 20%  The flow through to the profit contribution from the compliance division has been impacted by investment in sales infrastructure and product development

26. 26 1.3 Compliance Outlook:  Growing recurring revenue base  Growing regulatory demand for compliance  Consolidation occurring at the technology end  Developing opportunities through SAI Global relationships  Continued revenue and EBITDA growth

27. 27 1.4 Training and Business Improvement Solutions Our strategy in this business is to diversify product range and develop sources of recurring revenue that drive growth and profitability improvement  Continue to develop non-standards based products  Development of information based products  Business development component of our value chain  Few recurring revenue streams  Standards based product sales depend on new product releases

28. 28 Professional Services – Half Year 2006/07

29. 29 Key Services:  Solutions -Public courses -Seminars -Workshops -Instructor-led & in-house training -e-learning  Subject Areas -Six Sigma -Quality -Environment -Workplace safety -Food safety -Information security -Lead auditing 1.4 Training and Business Improvement Solutions

30. 30 1.4 Training and Business Improvement Outlook:  Significant growth in business improvement products  Electronic training model starting to grow strongly (technology now available through compliance services)  Continued revenue and EBITDA growth

31. 31 1.5 Assurance Services Our strategy in this business is to establish SAI Global as a leading international assurance business  Recurrent revenue streams, solid growth and profit model  Physical presence in key geographic markets  Products deliver brand protection, consumer and customer confidence  Integrated offering i.e. QMS, EMS, workplace safety, ISMS  Consistent international delivery platform with people capable of delivering  Competitive advantage from “Five Ticks” StandardsMark  Supplier and customer driven industry consolidation  Growth in new products such as food safety, corporate governance and social responsibility

32. 32 Assurance Services – Half Year 2006/07

33. 33 1.5 Assurance Services Proprietary Technologies & Trademarks  Auditor Management System  “Five Ticks” StandardsMark Services  Management systems registration  Product certification  Gap analysis  Second party audit  Supply chain compliance Subject Areas  Quality  Environment  Workplace safety  Food safety  Information security  Product safety

34. 34 1.5 Assurance Services Outlook:  Continued development of global audit network  Supplier and customer driven industry consolidation  Growth in new products such as food safety, corporate governance and social responsibility  Continued revenue and EBITDA growth

35. 35 1.6 Financial Imperatives  Improve operational efficiency -Identify and eliminate duplication and wasted time -Improve processes, become more efficient -Cost to income ratio must continually decline  Integrate acquisitions -Realize cost and revenue synergies quickly  Establish regional shared service functions -Europe - advanced -Nth America - commencing, Midi acquisition being the catalyst  Improve reporting timetables -Systematic migration to common accounting platforms  Global approach to tax, cash, and franking credit management

36. 36 1.7 Financial and Strategic Outlook  First half financial performance in-line with expectations  Other than the impact of the acquisitions, full year in line with plan  Organic growth of 6-8%  Strong earnings per share growth expected in FY08 and FY09  Two to three acquisitions in the next twelve months likely

37. 37 How were our Purpose, Vision and Values derived?  Developed by EXCO at September 2006 meeting  Presentation to all SAI Global staff during Q1 2007 2. Purpose, Vision and Values

38. 38 Who are SAI Global’s Stakeholders?  Our customers  Our shareholders  Our employees; and  The community 2. Purpose, Vision and Values

39. 39 Why have a Purpose?  An organizational purpose communicates to all our stakeholders what SAI Global is in business to achieve  It assists us to remain focused on our core business activities  To be effective our Vision, Values and Business Model must support and be aligned with our Purpose  For an organization’s Purpose to appeal to all Stakeholders, it must meet the highest moral and ethical standards 2.1 Purpose

40. 40 Our purpose:  SAI Global, an applied information services company, helps organizations manage risk, achieve compliance and drive business improvement.  It enables organizations to improve, and enhances the confidence of their stakeholders, by: - delivering standards, regulatory and technical information; - adding value to this information through aggregation and interpretation; - creating training, communication and monitoring solutions; and - providing assurance through independent assessment. 2.1 Purpose

41. 41 How SAI Global Operates:  In delivering its applied information services, SAI Global operates four divisions: -Publishing -Compliance -Training -Auditing  SAI Global works with customers to:  Help meet their information needs and the application of that information across all their business systems; and  provide an integrated approach and offer.  Put simply, SAI Global’s range of applied information services provides the framework, direction, support and systems which enable its customers to improve their business. 2.1 Purpose

42. 42 What are our objectives?  SAI Global can build stronger and longer lasting relationships with its customers by communicating explicitly how it improves business through its applied information services.  When communicating, these are the messages we want our customers to hear: –we help improve business –we offer a range of services –we provide direction and tools for businesses to help themselves –we simplify confusion –we help businesses overcome obstacles 2.1 Purpose

43. 43 Why have a Vision?  A Vision communicates to all our stakeholders SAI Global’s strategic intent and how we propose to achieve it  It creates an easily understood goal that everybody associated with SAI Global can strive to achieve  A vision is a picture of what the future could be like. As such it should be inspirational and stretching  The Vision supports the Purpose and how we plan to build on it  To achieve our Vision our Values and Business Model must also support and align with the Vision 2.2 Vision

44. 44 Our Vision:  To be the world’s leading applied information services company we need to: -achieve international scale; -deliver our customers outstanding products, processes and services.  We will do this through: -the dedication of our people; -our commitment to excellence in governance; -driving superior shareholder returns. 2.2 Vision

45. 45 Why have Values?  Organizational Values help define the culture of an organization. They paint a vivid picture of “How we do things around here”  They succinctly articulate how SAI Global will treat its people and the behaviours it expects in return  They add an extra dimension to decision making by constantly reminding us “How” things should be achieved in SAI Global  An organization's values must be in line with its purpose and the vision that it is trying to achieve  They are of no value if they are not put into practice across SAI Global 2.3 Values

46. 46 Our Values:  SAI Global employees are at the core of its business and it is committed to: -Showing respect -Developing careers -Offering challenging opportunities -Building great teams -Making work fulfilling  At SAI Global we pride ourselves on the fact that our employees are: -Customer focussed -People of integrity -Responsible -Forward thinking and innovative -Focussed on performance 2.3 Values

47. 47 SAI Global’s commitment to showing respect… 2.3 Values – what do and don’t they mean? Does MeanDoes Not Mean - People are valued for the contribution they make - Diversity is encouraged and respected - Opinions or suggestions are welcomed, listened and responded to - There is no monopoly on wisdom - Harassment, discrimination or vilification in any format is unacceptable - All ideas are implemented - All requests can be actioned - Under-performance is acceptable

48. 48 SAI Global’s commitment to developing careers… 2.2 Values – what do and don’t they mean? Does MeanDoes Not Mean - Professional development and learning will be encouraged - High levels of Competence/Skill will be expected - Career ambitions can be fulfilled - For some a career will be a lifetime of doing the same job well – this is OK too - SAI Global will organise all learning activities - Development outside the needs of SAI Global is a priority - Career progression comes easily

49. 49 SAI Global’s commitment to offering challenging opportunities… 2.2 Values – what do and don’t they mean? Does MeanDoes Not Mean - Offering opportunities that have meaning and align with professional development needs - Employees will be “stretched” to fulfil their potential - Where ever possible we will offer variety and broaden our people’s experience - Employees will be “dropped in the deep end” - Everyone can pick and choose the opportunities they want all the time - Less attractive work will be always be for somebody else

50. 50 SAI Global’s commitment to building great teams… 2.2 Values – what do and don’t they mean? Does MeanDoes Not Mean - We welcome different points of view within our teams. Focussing on an issue from all perspectives leads to the best result - We appreciate that the essence of good teamwork is bringing together diverse skills and capabilities - Teams that are cross functional and cross divisional spread best practice - We believe that the value of a team is greater than the sum of its parts. Team players are valued at SAI Global - Everyone is going to like everyone in their team - You are only in one team. You may, from time to time, be in varying teams - The value of individuals is not recognised

51. 51 SAI Global’s commitment to making work fulfilling… 2.2 Values – what do and don’t they mean? Does MeanDoes Not Mean - You will be doing work that directly aligns with SAI Global’s Strategy, Purpose, Vision & Values - We will all have targets and Key Performance Indicators (KPI) - You will have a say in your career at SAI Global - Your performance will be recognised - We can satisfy everyone’s needs all the time - That less stimulating work is always for somebody else - That work will never be frustrating - That fulfilment is achieved without effort

52. 52 SAI Global’s employees are customer focussed… 2.2 Values – what do and don’t they mean? Does MeanDoes Not Mean - We recognise that customers are our life blood - We are passionate about exceeding their expectations - We approach every day knowing that customers have the choice to buy elsewhere - We seek and act on feedback from our customers - We are aware that our future depends on how we serve our customers - We should put service before profit - That other stakeholders aren’t important - We should offer services we are ill- equipped to deliver, just because a customer requests it - We should not be commercially focussed - We should trade our integrity to win a customer

53. 53 SAI Global’s employees are people of integrity… 2.2 Values – what do and don’t they mean? Does MeanDoes Not Mean - We demand honesty, integrity and an ethical approach to everything we do - We are not frightened to say “I don’t know” - We are not frightened to own up to a mistake - We value people who follow the “right” course of action as opposed to the “easy” course of action - That commercially focussed decision making is discouraged - That we are not profit focussed - That we do not compete robustly - That results are unimportant

54. 54 SAI Global’s employees are responsible... 2.2 Values – what do and don’t they mean? Does MeanDoes Not Mean - We deliver what we promise - We own up to and learn from our mistakes - We make decisions that are in the long term interests of SAI Global - We don’t “pass the buck” - We make commitments we cannot meet - We blame others - We look for excuses

55. 55 SAI Global’s employees are forward thinking and innovative… 2.2 Values – what do and don’t they mean? Does MeanDoes Not Mean - We anticipate our customers future needs - We know what our competitors are doing and respond positively - We question the status-quo - We constantly seek out new ideas - We value people who take on new challenges and offer new ideas - We should ignore the lessons of the past - That we haven’t got it right - When things go wrong, somebody is always to blame - That we can concentrate on the future and ignore what needs to be done today

56. 56 SAI Global’s employees are focussed on performance… Does MeanDoes Not Mean - We value individual and team performance - We strive to work smarter - We maintain work/life balance - We are committed to achieving or exceeding our objectives - We don’t accept failure easily - We recognise those who go that extra mile - We do not tolerate mediocrity - We are not compassionate - We encourage short term gain for long term pain - We are not quality focussed - We achieve at the expense of our colleagues 2.2 Values – what do and don’t they mean?

57. 57 Organisational Behaviours Activity: 1.Break into teams and for 30 minutes brainstorm - “What we currently do that aligns to the Purpose, Vision & Values and what doesn’t align?” - Suggest additions or deletions that we should make to what each element of the values “Does mean” and “Does not mean” 2.Present your findings to the group 3.As a group discuss how we can change what needs to change 3. Next Steps

58. 58 So what happens now? Systems and processes to be reviewed and where required alignment made (e.g. Performance Appraisals, Sales strategies, Acquisition pipeline, Organizational policies) Start living the values – be comfortable to raise concerns with someone if their behaviours do not align to the values Support the Purpose & Vision – look for opportunities that will help SAI Global & in turn our stakeholders achieve our Purpose & Vision 3. Next Steps

59. 59  Questions?  Thank you for your efforts to date and for those in the future 3. Next Steps