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APPLIED INFORMATION SERVICES

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

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APPLIED INFORMATION SERVICES

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

  3. What are we to achieve today? • 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

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

  5. 1.1 SAI Global Business Model • 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

  6. 1.1 SAI Global Business Model 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. 1.1 SAI Global Business Model PUBLISHING COMPLIANCE ASSURANCE Standards Legislation Databases Property Other Technical Alerts News feeds Monitoring Awareness and understanding Conformity Assessment - Product - Food - Systems Distribution Databases Search Provide Information Apply Business Solutions Audit Effectiveness Supported byTRAININGandBUSINESS IMPROVEMENT SOLUTIONS (Professional Services)

  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. 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. 1.1 SAI Global Business Model Value proposition for our services: In essence, SAI Global helps organizations comply with therequirements 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. 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. 1.1 SAI Global Business Model Revenue by business Revenue by region Asia BP Nth America AS Australia Europe CS PS BP=Publishing, CS=Compliance, PS=Professional Services, AS=Assurance

  13. 1.1 SAI Global Business Model Financial Performance - Group

  14. Financial Outcomes – Half Year 2006/07 • Underlying Business Performance • Revenue1 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 • Excludes interest income

  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. Business Publishing – Half Year 2006/07

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

  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. 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. 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. Compliance Services – Half Year 2006/07

  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. 1.3 Compliance – Business Model Apply Business Solutions 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)

  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. 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. 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. 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. Professional Services – Half Year 2006/07

  29. 1.4 Training and Business Improvement Solutions 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

  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. 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. Assurance Services – Half Year 2006/07

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

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

  39. 2.1 Purpose • 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

  40. 2.1 Purpose • 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.

  41. 2.1 Purpose 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

  42. 2.2 Vision 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

  43. 2.2 Vision 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.

  44. 2.3 Values 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

  45. 2.3 Values 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

  46. 2.3 Values – what do and don’t they mean? SAI Global’s commitment toshowing respect…

  47. 2.2 Values – what do and don’t they mean? SAI Global’s commitment to developing careers…

  48. 2.2 Values – what do and don’t they mean? SAI Global’s commitment to offering challenging opportunities…

  49. 2.2 Values – what do and don’t they mean? SAI Global’s commitment to building great teams…

  50. 2.2 Values – what do and don’t they mean? SAI Global’s commitment to making work fulfilling…

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