1. 1 Talent Management in Finance – Ensuring Relevance... Sanjay Rughani CEO – Standard Chartered Bank, Tanzania & Member PAIB Committee, IFAC

2. 2 Talent Development: External Perspective The vast majority of employers (78%) believe that internal development of employees has greater benefit to the organization than external recruitment (22%) Nuturing talent - a research report, Dr Emma Parry, Cranfield School of Management  88% of senior managers now think talent management has become a top strategic priority (versus 53% in 2006) – Hewitt UK Talent Survey  77% of organisations experience talent retention problems. Hewitt UK Talent Survey  Poor succession planning wipes £2 billion from the stock market value of FTSE 350 companies every year. www.thetalentpool.co.uk  HiPos are 50% more valuable to the business than core employees, because they exhibit 21% higher performance levels. Study indicated, 25% of HiPos indicated they expected to leave their current organisation within the next year. - Corporate Leadership Council 2009 

3. 3 Talent Development: External Perspective Asia’s rapidly expanding economy is experiencing a severe talent squeeze as recruiters clamour to find appropriately skilled individuals. 76% of companies are grappling with talent shortages. AIF International Symposium 2015-Bridging the Talent Gap  According to the Talent Shortage Survey by global employment agency Manpower Group, talent shortages prevented 45% of employers in the Asia Pacific region filling vacancies. In India this number soared to 61% in 2015.  Top Management remain as concerned as ever about the availability of the key talents in the region. 56% of CFOs in Asia-Pacific characterize the supply of talent in the market as limited, while 11% characterized the supply as Inadequate. Deloitte-The finance talent challenge.: How leading CFOs are taking charge 

4. 4 Finance Function – Competing Demands Business Insight Strategy Controls Compliance Governance Transaction Processing Efficiency & Effectiveness Accounting Cost Management Trusted Advisor Integrated Thinking Resources management Strategic / Business Partner Crucial Value Enabler New Standards & Regulations Communicate Robotics ERM

5. 5 New CFO – Excel in multiple discipline

6. 6 Talent Management : SCB Perspective Human Capital is an invaluable asset to Standard Chartered Bank. The Bank’s phenomenal performance during the past few years is attributable to the contribution of our most critical and valuable resource – our people. We align our talent management (development, growth, retention, alignment and acquisition) to our business strategy. Why Talent Management: Key enabler Drives performance Enhances intellectual capital Competitive differentiator Meet strategic objectives Brand value promoter

7. 7 Talent Development – Annual Process Performance Management Process Dec-Jan 3. Year End Performance Review (P3) Jan-Feb 1. Objective Setting Meeting Jun-Jul 2. Mid-Year Review Conversations with Managers throughout the year 2. Talent Identification and review ILDP progress 4. Review ILDP Progress 3. Talent Profile and revise ILDP if needed 1. Set new ILDP L&TD solutions throughout the year

8. 8 70 / 20 / 10 Framework 10% 20% 70% Formal Learning 10%Learning from Others 20%Learning On the Job 70% Business /technical specific classroom based training Online mandatory and self- selective e-learning Sponsored educational qualification e.g. CPDs Management Development / Professional Development training programmes Attending conferences /specialist external events Reading relevant literature / publications Facilitator led, self study and/or online learning: Learning that is gained from the experiences of others Shadowing LM or other managers Having a mentor / strengths coach Increased people management responsibilities with support from more experienced peer Great interaction externally – with regulators / external networks Taking a role or leading a cross functional/business/geographic project or team with exposure top learning from other areas Exposure to ManCo or ExCo Attending Networking events Learning that takes place within the workplace and natural environment Building deeper technical skill in a specific product area Taking on more responsibility Attending more client meetings Managing bigger / different clients or stakeholders Managing multiple projects Continual improvement initiatives Managing end to end, as opposed to specific parts of a process Exposure to managing budgets Shadowing a product expert in new business/function/geography

9. 9 10% 20% 70% Critical Experiences Learning On the Job 70%Critical Experiences A critical experience, is an experience that achieves the following: ► Mindset change or have an experience of developing a new skill or capability ► Challenges / engages the individual ► Build performance in current role / Relevant for future roles ► Expands profession knowledge (Eg. Accounts, Tax, AP, FSSC, etc) Description of Critical Experience Mindset change or have the experience of developing a skill or capability Challenges / engages the individual Build performance in current role / Relevant for Future FC understand and expand on delivery via Shared Services (Example)  Fear / Nervous  Lack of confidence  Never done it before  Scare: Outsource lead to job loss  Stakeholders having the reputation for being rigid, extreme process centric and rigid  Reputation – superiority complex  Current role > maximum automation / throughput on reporting, >10% time business partnering  Aspiration > Embrace integrated thinking and reporting

10. 10 TALENT A Strengths-based Approach Each one of us has natural talents. We aim to identify these talents and develop them into strengths. We believe that building on strengths is the most productive and satisfying way of creating individual and organisational performance. Potential We are interested in identifying people who are outstanding performers, and have potential to do different types of work and progress into larger, more complex roles. This combination of performance and potential is critical for us in developing people in the Bank for the future. Talent - Two different perspectives

11. 11 Technical, Professional and Leadership Capabilities TechnicalProfessionalLeadership Technical, Business or Subject Matter knowledge and skills that are specific to a certain role Examples: ►Bus specific knowledge ►Product knowledge ►Technical skills ►Operational Procedures ►Legal and regulatory requirements ►Standards Generic skills that are required to perform your role professionally (regardless of what your specific role is) Examples: ►Communication Skills ►Presentation Skills ►Project Management ►Influencing and Negotiating Skills ►Networking Skills ►Time Management ►Managing Change ►Problem Solving Skills that fit the SCB Leadership Model: - Drive to Lead - Delivering Results - Future Focus - Leading People Examples: ►Making tough decisions ►Coaching Skills ►Turning Vision to Strategy ►Leading Change ►Inspiring and Motivating others ►Managing the Matrix ►Drive high performance ►Strategic thinking ►Crisis Management

12. 12 Conclusion Can we step up to the challenge ? Finance Function : It is our time to own the space