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Schroders in FocusWealth Management7 October 2021Marketing material for professional clients only.

Strategic rationaleand ambitionPeter HarrisonGroup Chief Executive

Wealth Management – a strategic priorityFurther diversifyingGroup PBT1Improving longevityof assets (years)Increasing marginson assets (bps)16%561084%Wealth ManagementAsset Management1Profitbefore tax and exceptional items as at June 2021.374Moving closer to theend consumer

2016Benchmark Capital2017C. Hoare & Co.2019Lloyds JV SPWLloyds Mayfair teamThirdrockWealthManagementStrong track recordof acquisitionsand partnershipsB2B service providerWealth businessWealth business2020SandaireFamily Office business

Assets have more than doubled in 5 yearsTargeted at 115bn by end 2025 115bn 76bn 32bn5% NNB p.a. of assets over next five yearsand continued acquisitions and partnerships

What makesus different?Peter HallGlobal Head of WealthManagement

Four distinct franchises High and Ultra High Net WorthUnited KingdomHNW, UHNW, Family Officesand CharitiesAffluentSchrodersPersonalWealth 13bnCazenoveCapital 45bnB2CIndividuals needingfinancial planning advice 79bnAUMContinental Europe and AsiaBooking centres in the Channel Islands,Switzerland, Hong Kong and SingaporeNote: AUM data as at August 2021.SchrodersManagement 11bnB2BBenchmark 10bnAdvisers needing technology,investment and succession planning

all leveraging Schroders’ key strengthsPrivate Assets offering 48bn franchise with impactleadership in Blue OrchardTrusted global brandTop five global brand¹Lloyds Bank Relationship50% of UK adults have relationshipwith Lloyds Banking GroupFamily ownership6th generation family ownershipSustainability leadershipProprietary SustainEx tool¹NMG consulting – Global asset management brand study 2020.Institutional investment expertise700 professionals across 30 countriesFinancial strengthOver 700bn AUM, 4bn of capitalTechnologyScalable and efficient platformsDifferentiated propositionsIntermediarydistribution channelUK distribution team of 30 people

Key secular trends – underpinning opportunities Wealth creationin UK regions1 Over 60% of UK wealthlocated outside Londonand the South East North West and NorthEast growing at 8.0%and 10.8%, respectivelyFragmentationin family officesegment2 Five largest independentmulti-family officesrepresent less than2% of the aggregatewealth for the EMEAUHNW market Declining UK advisernumbers with manyapproaching retirement3Holy grail ofsingle picture of yourfinancial affairs Reduction from 220k advisers to 27.5k over thelast 30 years Emerging moves bychallenger banks intoWealth Liquid wealth has grownto 1.8tn today Open Finance Average age ofadvisers: 58 yearsRise of the Moderate Green segment431% of investors are interested in a sustainable optionSource: ¹Total Wealth: Wealth in Great Britain (ONS, March 2018 data set). 2Company reporting, PAM 2020 and press articles, Capgemini Research 2021. HNWI defined as 1m or more of investible assets, excludingprimary residence. 3Polarisation and Financial Services Regulation, FSA 2000; Financial advice firms in 2020 - Platforum, 2020; McKinsey, Panorama Global Banking 2020; Libertatum ,2019 4Boring Money.

creating five drivers accelerating growthBusinessowners acrossUK regionsGlobal FamilyOffice ServiceDeeperpenetration ofUK adviser marketPersonalised sustainable investmentUK Affluentfinancial planning

Revenue and profit margins projected as stablewhile we deliver on growth initiativesRevenue marginInterest incomeGrowth of affluentCross sellingAdviser platform pricingCharitiesAs at June 2021.56bps ––Profit marginScale economiesIT investmentDigitalisationCost of talent31% –

Peter HallGlobal Head ofWealth ManagementOurleadership teamStrong track recordof deliveryMary-Anne DalyDavid WhiteMark DuckworthKate RogersChief Executive OfficerCazenove CapitalChief Executive OfficerBenchmark CapitalChief Executive OfficerSchroders Personal WealthGlobal Head of Sustainability,Wealth ManagementGiles NevilleAdrian NoesbergerJason LaiCaspar RockHead of Wealth ManagementChannel IslandsHead of Wealth ManagementSwitzerlandHead of Wealth ManagementAsiaChief Investment Officer,Wealth ManagementMark BakerHelen FitzgeraldChief Operating Officer,Wealth ManagementChief Financial Officer,Wealth ManagementBen NoahMitesh MistryFahmida AfrinHead of Compliance,Wealth ManagementGlobal Head of Marketing,Wealth ManagementHR Business Partner,Wealth Management

Accelerating growthMary-Anne DalyChief Executive Officer

Cazenove CapitalWhat sets us apart?What do clients look for?A personal, trustedrelationshipContinuitythrough timeQuality advice andperformanceRisk controlGrowth trajectoryCurrent year annualised NNB¹ of 4%up from 2.5% in 2020 45.4bnSchroders’ financial strength and stabilitySophisticated wealth planning adviceGlobal out-performing² investment reachExceptional, stable talentStrong next-generation pool of advisersDeep client relationshipsStrong referral base: clients and theirprofessional advisersLloyds Business Bank: grow businessowners franchise throughout the UK 24.6bnDec 15¹August 2021 year to date annualised.Aug 21²Source: ARC at 31 December 2020. Performance vs. peer-group averages, all risk categories, , and over 1, 3 yrs.

Examples of continued strengthening of client propositionPrivate AssetsSustainable Reporting– Informing all clientsLevel of wealthLevel 4SingleCompaniesLevel 3Single FundsLevel 2Fund of Fund SolutionsLevel 1Investment TrustsReal example of client transferring-in legacyassets (with sub-optimal sustainability ratings)Schroder Adveqdirect co-investRange of externalmanagers viaSchroders CapitalPartners Capital &Schroders GaiaDiversifiedalternativesfund

Grow franchise with business owners across the UKDriver toaccelerategrowth:Hire regional top-talent, leverage Lloyds’ reachThe opportunity: 60% of UK Wealth located outside London and SENW growing at 8.0%, NE at 10.8%Lloyds share of UK SME & Mid corporates¹: 20%(61k customers)Share of FTSE 100 and FTSE 250 corporates²: 60%Current footprintNew regional hubsRegional headcount: 16 new hiresBusinessownersacrossUK s new business pipeline: 1.2billion1.2LeedsBristol0.420192021¹Source: Lloyds Banking Group. Corporates with T/O of 3m- 100m: 61,000 customers.²Source: Lloyds Banking Group. Corporates with T/O of 100m : 4,000 customers.

Grow franchise in UHNW segment Driver re acquisition: part of that strategic focusToday: 285 clients with 25m invested with us; 47 with ionsTrustedconfidante onsofter tmentexpertiseSecurity &stabilityCombining the service of small family offices withthe resources of a global FTSE 100 business

To conclude: A highly reputed, stable and profitable business. on a trajectory of continued growth accelerationA growing as well as fragmented market:– 55% of clients today are current-generation wealth:40% are or were business-owners, 20% come from the world of finance- Strong track record of integrating carefully selected, accretive acquisitionsLongevity: multi-generational relationships – many clients span 20 yearsStrong referral flow from them and their networks of professional advisersAn employer of choice for top-quality experienced and next-generation talent Attracted as much by Cazenove’s client-centric, collaborative culture as our development ambitionsTwo important growth acceleration opportunities:- Expand regional business-owners franchise, leveraging Lloyds business bank- UHNW marketUnderpinned by Schroders’ financial strength, stability and investment reach

Growing our B2B adviserservices franchiseDavid WhiteChief Executive Officer

A set of integrated solutionsdesigned to simplify anadviser businessTechnologyNetworkServicesWe do this in four ways:Technology – enabling advisers to improve theend-to-end client experience and transact throughour proprietary platform and client portalNetwork Services – providing complianceoversight, training, regulatory support andfinancial advice supervisionInvestment – offering index, active andsustainable options via the Schroder InvestmentsSolutions Model Portfolio ServiceSuccessionSolutionsInvestmentSuccession Solutions – helping advisers realisevalue in their business via an outright purchaseor financing succession planning for their nextgeneration

Accelerating growththrough differentiationWhat sets us apart?Key strengthsBreadth and depth of our offering across all ofour four integrated solutionsCurrent annualised NNB of 8%¹14001,200 14120012Proven Model Portfolio Solution (MPS) – 89% inthe top quartile for investment performanceover 5 years2100010 10bn8008Flexible succession planning offer – from startup to exit (over 35 deals completed), and verystrong pipeline600636440042200Access to all Schroders’ strengths, notablycapital, distribution team and investmentexpertise 1.8bn00Dec 15Aug 21Assets under Administration, excl. SPW¹6% without associates as at August 2021 year to date annualised, excludes SPW.2Source: Morningstar and Schroder Investment solutions, as at 30 June 2021.AdvisersLeading Adviser Business winner for 7consecutive years and Best Wealth ManagementPlatform 2021 winner at the UK Platforms Award

Recent development:Strengthened our capabilitywith new investment offeringTechnologyNetworkServicesA turnkey investmentproposition:An extensive range of Active, Index andSustainable Portfolios with the launchof Schroder Investment SolutionsCompetitive Model Portfolio Solution (MPS)Pricing at 15bpsStrong investment performance with89% in top quartile over five yearsSuccessionSolutions 4bn in assets (top 10 player) and available on12 leading platformsInvestmentPost launch, monthly flows increased and now atan average of 51m, with momentum building

Driver toaccelerategrowth:A segmented and targeted approach toaccelerate our growth through 2025Size of segment(additional no. of advisers)Turnkey advisersNetwork switchersPenetrationof UK advisermarket‘Accelerate to exit’Breakaway advisersInvestment only firmsSource: NextWealth 2021.Requiring an out-of-the-box solution, aligned to aturnkey model meeting Benchmark’s standardsSeeking to switch network in the next 1–5 years due todissatisfactionWanting to exit the industry in the next 2–5 years andlooking for a credible partner to power this15% of largest advisers (48 firms who have over 50 advisers)indicate desire to set up own practice within 1–5 years83% of advisers use model portfolios, of which an estimated 30%outsource, and wish to remain with their preferred platform 2,900 1,800 4,600 2,100 6,800

Driver toaccelerategrowth:Clear and proven opportunity to increasecross sell of services and raise marginNumber of services used(number of advisers)6%Penetrationof UK advisermarket54%21%19%1 service2 services3 services4 servicesSource: Schroders, as at August 2021, excludes SPW.Fees generated(blended in basis points)

The next stageof growthMark DuckworthChief Executive Officer

Schroders Personal Wealth: Turning the cornerIncreasing number of referralsImproved productivity of advisersLBG6,000Self generated1,000Average number of meetings with clients per nkingLloydsGroup referralsAug 21Jul 21Jun 21May 21Apr 21Mar 21Feb 21Jan 21Dec 20Nov 20Oct 20Sep 20Aug 20Jul 20Jun 20May 20Apr 20Mar 20Feb 200Jan 200Self-generated referralsClients purchasing per week since 20202020Aug-21Current year annualised NNB1 running at 2%2502%2001501005002020¹August 2021 year to date annualised. NNB for OpCo only, excludes ACD.(Solution Funds).2021 to August-3%2020Aug-21

Capturing the opportunity offeredby reducing adviser numbersNumber ofadvisers in the UKAverage UKwealth per adult 72k27.5k1Polarisation Advisers are employed Accelerated Academy program& qualified hires Introductions from LloydsBanking Group 213k221k199190 advisers trained through theSPW Academy since launch202119912021and Financial Services Regulation, FSA 2000; Financial advice firms in 2020 - Platforum, 2020; 2 SPWAnalysis of London School of Economics – Is it Time for a Wealth Tax; Global wealth report 2021, Credit Suisse.