Aberdeen Asset Management PLC - Ar - 09!30!2015

Disciplined and objective,
long term focus.

Aberdeen Asset Management PLC
Annual Report and Accounts 2015
Highlights
Against a backdrop of market volatility and weak
investor sentiment towards emerging markets,
we have continued our progress in diversifying the
Groups business.
While markets are likely to remain uncertain in the near
term, it is that volatility which underpins the merits of
active asset management and our commitment to a
disciplined, long term approach to investing.
Our focus on managing our balance sheet and
costs remains.
Dividend per share 19.5p
16.0
9.0
2011
Operating margin 42.7%

18.0
19.5
39.5
2012
2013
32.5
2011
45.4
43.9
42.7
11.5
2014
2015
Underlying diluted EPS1 30.0p
18.7
40.6
31.1
2013
2014
324.4
30.0
169.9
2013
2012
2015
Assets under management ("AuM") 283.7 billion
22.6
2012
2011
2014
2015
Net revenue
2011
187.2
2012
283.7
200.4
2013
2014
Statutory pre-tax profit
1,169.0m +4.6% 353.7m -0.3%

2014: 1,117.6m
2014: 354.6m
Underlying pre-tax profit1
Dividend per share
491.6m +0.3%
19.5p +8.3%
2014: 490.3m
2014: 18.0p
Underlying figures are stated before amortisation of intangibles and acquisition-related items
2015
Our focus, your advantage

Who we are
Aberdeen Asset Management is a global asset manager with
a broad range of investment capabilities.
As a pure asset manager, without the distractions of wider
financial services activities, we are able to concentrate all of
our resources on our core investment management business.
We have 38 offices in 25 countries and around 2,800 staff,
of whom 720 are investment professionals. Our assets under
management were 284 billion as at 30 September 2015.
Our investment processes are simple and clear. We aim to
invest based on these qualities too, as well as focusing on
taking a long term view.
What we do
Our business is predominantly
the active management of
financial assets for our clients.
We use first-hand research to
make investment decisions.
Active investment spans equities,
fixed income, property and the
alternatives part of our Aberdeen
solutions capability.
Our multi asset team can
blend our abilities across
different asset classes to provide
tailored investment outcomes
to meet specific client needs.
This can incorporate skills in both
quantitative investments
and alternatives.
Our culture
We believe there is an
information advantage in
understanding global markets
from the local level up, with
investment and client services
teams based in or near the
countries in which we invest.
The Group has grown rapidly over
the last 30 years but maintains a
flat management structure and
values being an open, diverse and
inclusive employer.
We champion local decision
making, close-knit teams and
interdependence among our
offices worldwide.
Aberdeen Asset Management PLC Annual Report and Accounts 2015
Our responsibilities
Our primary focus is serving our
customers well. We believe we
are transparent and approachable
and we aim to deliver the highest
standards of client service.
We do our utmost to provide
the best working conditions
for our employees, to limit our
impact on the environment and
to manage our business in a fair
and responsible manner.
More information can be found
on our corporate responsibility
website aberdeen-asset.com/csr
Contents
Highlights3
Chairmans statement
6
Overview of strategic report

The market context
Business model
Where we operate
Strategic priorities
Our investment process
Business review
Our people
Financial review
Risk management
12
14
18
20
22
28
30
34
36
44
Corporate governance overview

Board of directors
Group management board
Corporate governance report
Audit committee
Innovation committee
Nominations committee
Risk committee
Remuneration report
Directors' report
Directors' responsibilities
54
56
60
62
65
68
69
70
72
89
91
Accounting policies
94
Financial statements
101
Notes to financial statements
107
Independent auditors report
156
Responsibility statement
159
Five year summary160
Corporate governance
Strategic report
Strategic report
Overview
Overview
Annual report online
This report is also available in digital format on the investor

relations section of our website:
aberdeen-asset.com/investorrelations
Corporate information
Principal offices
Financial calendar
Appendix - Related undertakings
161
163
163
164
aberdeen-asset.com5
We are delighted to announce the launch of the Aberdeen Asset

Management app. It enables instant access to key PLC information
such as a live share price feed, recent news, financial calendar,
presentations and annual reports. The app is available to download
free via the Apple App Store and Google Play for use on iPhones,
iPads and Android devices.
Chairmans statement
We believe that the long term fundamental attractions of
investing in these high growth economies remain and that these
markets will deliver significant returns for the patient investor.
Our strategy is based on our conviction that these markets will
recover strongly over time and our priority is to ensure that
our clients continue to be well positioned to reap the long
term benefits.
Roger Cornick
Chairman
Progress in 2015 has been achieved against a challenging
backdrop, and we have remained resolute in focusing on our
strategic priorities, especially around building a more diversified
business. The integration of SWIP is complete and has delivered
cost synergies ahead of expectations. We continue to invest for
future growth and have announced four small, but strategically
important, acquisitions. The ongoing diversification is targeted
at developing new opportunities especially in solutions and
alternatives, both important products for the defined contribution
pensions world. We have begun to harness the opportunities
from these additional capabilities with several fund launches in
recent months.
Net outflows were 33.9 billion and the main contributing factors
were weak investor sentiment towards Asia and Emerging Markets
and expected outflows from closed life books managed for
insurers. We have also been impacted by our share of withdrawals
from sovereign wealth funds. We recognise that market conditions
are challenging in the near term, but continue to commit to active
asset management through our disciplined, long term approach
to investing.
Our commitment to financial discipline remains undiminished:
costs have been tightly controlled, and we see opportunities to
deliver further efficiencies. Our strong balance sheet and cash
flow generation have given the Board confidence to propose a 7%
increase in the final dividend, making a total dividend for the year
of 19.5p per share.
Looking beyond the short term

Asian and Emerging Markets are undergoing a cyclical correction.
Traditionally these are areas of significant strength for Aberdeen,
but we have experienced outflows from some investors who
have made their asset allocation decisions on the basis of their
macroeconomic views on these markets.
Dividend per share
19.5p +8.3%
2014: 18.0p
6
However, for some time now, the Board has recognised the impact
that an Emerging Market correction could have on our business
and performance, and we have been pursuing a deliberate
strategy to mitigate against this risk. This strategy has three
principal strands:
Diversification. We have steadily been rebalancing the business
both organically and by acquisition. Increasingly investors are
seeking solutions to meet their investment objectives, rather
than simply purchasing an array of products across different
asset classes. The SWIP acquisition was a major step, with the
acquisitions we have announced more recently adding further
strength to our alternatives and multi asset capabilities.
Cash management. Core operating cash flow was
531.7 million, continuing our consistently strong cash flows
from operations. This has allowed us to strengthen the balance
sheet over the last five years, being part of a deliberate strategy
to enable us to weather market downturns and to continue to
invest in the business. At year end, the Group had a cash
position of 567.7 million.
Cost discipline. We have achieved significant cost synergies
from the acquisition and integration of SWIP. Aberdeen has
consistently applied a rigorous cost discipline to protect
operating margins and in the year ahead we will continue to
look for appropriate savings, but we will focus our efforts on
back office and support operations to ensure that our core fund
management teams and the service we provide to our clients
remain as strong as ever.
Financial highlights
Net revenue for the year of 1,169.0 million was 5% higher
than in 2014; recurring fee income was 5% higher, while
performance fees reduced to 13.5 million (2014: 21.7 million).
Additional revenue from the first full year of SWIP offset the
impact of net outflows and markets.
Operating costs increased by 7% to 670.3 million, largely due
to the inclusion of a full year of the SWIP business this year.
We have exceeded our initial expectations on the cost synergies
from this transaction and, as we have worked through the
transition and integration, we have identified further efficiencies
within the enlarged business. We have therefore implemented a
programme to reduce annual operating costs by approximately
50 million. Much of these savings will be achieved later in 2016,
with the full benefit to come through in 2017.
There has, again, been strong conversion of operating profit

to cash, with core operating cashflow of 531.7 million
(2014: 543.8 million). The balance sheet remains strong, with a
year end cash position of 567.7 million (2014: 653.9 million),
and we have maintained a healthy level of headroom above our
regulatory capital requirement.
Dividend and capital management

The Board is recommending a final dividend of 12.0p per share,
making a total payment for the year of 19.5p per share, an
increase of 8.3% on the total payment for 2014, and consistent
with the Boards commitment to a progressive dividend policy.
The final dividend will be paid on 3 February 2016 to qualifying
shareholders on the register at 8 January 2016.
We continued to build additional headroom over our regulatory
capital requirement, and we utilised 50 million of the surplus to
repurchase 13.7 million ordinary shares for cancellation. A further
52 million was used to settle the initial consideration for the
acquisition of FLAG Capital Management LLC (FLAG), which we
completed at the end of August.
We also issued 100 million of non-voting, perpetual, noncumulative, redeemable preference shares during the year.
The proceeds from this issue were used to increase the level of
seed capital we are prepared to invest to generate organic growth
through the launch of new funds. We made investments in the
second half of the year in new liquid alternatives and multi asset
products, bringing total net new investments in seed capital during
2015 to over 100 million. Seed capital holdings at the year end
totalled 148.9 million.
Acquisitions
As part of our strategy to develop our capabilities in solutions
we announced four acquisitions. The solutions and alternatives
sectors are still relatively fragmented and one where we have the
opportunity to develop a significant business in a growth sector.
The acquisitions of FLAG Capital Management, which we
completed on 31 August, and Arden Asset Management, which
we expect to complete during December, bring US expertise to
our private equity and hedge fund solutions capabilities.
Once fully integrated, they will create a global alternatives
platform with AuM of over 20 billion from which we will seek
to build organically. The acquisition of Advance Emerging Capital,
a small fund of funds business, will also supplement our
alternatives business.
The acquisition of Parmenion Capital Partners, also expected to
complete during December, is intended to enhance our solutions
business. Parmenion provides outcome oriented solutions to meet
client needs via an online platform, which remains the most highly
rated by the UK adviser client base.
Highlights
2015
2014
1,169.0m
1,117.6m
491.6m
490.3m
30.0p
31.1p
353.7m
354.6m
Diluted earnings per share
21.8p
22.8p
Total dividend per share
19.5p
18.0p
42.5bn
34.7bn
Net new business
(33.9bn)
(20.4bn)
Assets under management at the year end
283.7bn
324.4bn
Net revenue
Underlying results: before amortisation and acquisition-related items
Profit before tax
Statutory results
Profit before tax
Gross new business
aberdeen-asset.com7
Overview
Underlying operating profit, which is stated before amortisation

of intangible assets and acquisition-related items, increased to
498.7 million (2014: 490.4 million), while the operating
margin fell slightly to 42.7% (2014: 43.9%). After the deduction
of acquisition-related items and amortisation, statutory profit
before tax was broadly unchanged at 353.7 million
(2014: 354.6 million).
Chairmans statement continued
Investment review
In equities, net outflows rose from 13.0 billion in 2014 to
16.4 billion this year. A major factor has been asset allocation
changes by clients, largely on the basis of their views on
macroeconomic factors. In particular, investors have reduced
exposure to Asia and Emerging Markets. This was a persistent
theme during the year, but was more pronounced in the final
quarter, with the industry experiencing the worst quarter for
outflows from this asset class since the global financial crisis.
This asset allocation theme was compounded by a number of
sovereign wealth funds reducing their market exposure in
response to the low oil price.
There has been focus on the underperformance of our equities
products against their respective benchmarks. While this is never
comfortable, as a true active manager we are prepared to take
positions which diverge from benchmark weightings in our pursuit
of long term returns from high quality holdings. We will continue
to invest in accordance with our disciplined and fundamental
process and fully expect to generate long term performance for
our clients. While we will not change our investment approach, we
will continue to make refinements to our process as we have over
the past 30 years.
Fixed income performance has been consistently strong across
most of our capabilities and we are starting to see encouraging
signs from the changes that we have made to this asset class in
recent years when we changed the leadership and integrated the
SWIP business.
This year, we have simplified our fixed income team structure,
with focus on our global teams, supported by our regional
expertise. We believe that this structure will enable us to grow on
the back of several years of consistent and improving fixed income
performance. This does not change the process; it does help our
teams to share ideas and is another step forward that has been
welcomed by clients and consultants.
The breadth of our property capabilities has never been stronger.
Our approach is consistent across the markets where we invest
and our ambition remains to be global. The new team in Singapore
is establishing its presence in the region, whilst we continue to
look for the right opportunity to expand in North America.
We have added new teams in Spain and Belgium. There is a
significant pipeline of capital committed by our clients which we
will invest in a disciplined way, favouring property with appropriate
levels of durable income over capital speculation.
Within Aberdeen Solutions, the multi asset and quantitative
investment teams manage 105 billion, principally in multi asset
strategies. Around 90% is managed for insurance clients with
around half invested on behalf of closed books. Outflows from this
type of business accounted for most of the 9.5 billion lost.
Equally, we see our scale as an advantage to attracting new
business; we have significant experience in managing diversified
portfolios for insurance and wealth management clients and
we expect that there will be opportunities for growth in these
channels in the next few years. We have actively invested in our
8
capabilities with a number of key hires, including new leadership of

our flagship diversified growth strategy, which has been met with
positive initial client feedback and significantly increased interest.
We have strengthened our product set with the launch of a new
global multi asset income strategy and a long term savings multi
asset fund range in the UK.
Demand for alternative investments and strategies has continued
to grow across the industry. We manage 14 billion in specialist
areas including hedge fund solutions, private equity, property
multi manager and infrastructure.
Our alternatives teams launched a number of new funds, including
infrastructure and liquid alternatives products, which raised an
initial 350 million. The newly acquired US private equity team
(formerly FLAG) successfully launched a new fund in the first
few weeks after completion and we expect to have a strong
programme of fund launches in the years ahead.
The Board
I would like to thank my colleagues on the Board who have, once
again, made valuable contributions to its effective operation
during the year. We continue to refresh and add strength to the
Board and I am very happy to welcome Val Rahmani as a nonexecutive director. Val was formerly CEO of US internet security
software firm, Damballa and, prior to that, held a number of senior
management roles with IBM Corporation.
On behalf of my fellow directors I would like to welcome every
new colleague who has joined Aberdeen over the past year
and to thank all of our staff for their continued dedication and
commitment to the Groups continuing success.
Outlook
Our prime objective is to ensure that clients achieve the long term
outcomes that they expect - we remain focussed on this goal.
While we anticipate that global markets may continue to present
some challenges in our new financial year, we are committed
to controlling costs and driving efficiency. We will do so whilst
continuing to invest across the business to take advantage of the
longer term trends in investment management and to compete
successfully across the globe. Our balance sheet is strong and
our teams have the talent and commitment to deliver profitable
growth in the years to come.
We remain positive on the longer term opportunities and we will
continue to manage the business efficiently with the objective of
delivering value for clients and shareholders.
Roger Cornick
Chairman
27 November 2015
Overview
10
Strategic report
2015 has been a challenging year, but we

recognised the risk of market uncertainty and
therefore, over recent periods, have focused on
diversification, balance sheet management and
cost control.
We believe our strategy for growth, focus on
risk management and a disciplined approach
to controlling costs, will ensure we are well
positioned to benefit from important sector
trends and deliver value over the long term.
42.7%
Operating margin is 42.7% (2014: 43.9%).
Margin supported by good cost discipline
and benefits of SWIP transaction.
aberdeen-asset.com11
Strategic report
We remain focused on growing AuM by

servicing our clients well, delivering high quality
investment expertise across all asset classes,
recruiting and retaining talented and motivated
employees and, in doing so, creating long term
value for our shareholders.
Overview of strategic report

The strategic report brings together an overview of
our business model and strategy, as well as looking at
how we performed in the year given the market
backdrop. It includes details of the Groups financial
position and documents our key risks and how we
seek to mitigate these.
We continue to build on our position as a leading
global asset management group founded on providing
high quality investment processes and client service
across a broad range of capabilities.
In this section
Section
Page
Summary
Market context
14
An overview of key trends in the industry, with an explanation of how they impacted our
performance and the effect we anticipate they will have in future.
Business model
18
An overview of the Group and explanation of how we generate value for stakeholders including our
shareholders and customers.
22
A summary of our corporate aims and associated KPIs. It includes a high level summary of our
performance in the year and the outlook for 2016.
Our Investment process
28
An outline of our investment processes across the asset classes equities, fixed income, property
and Aberdeen solutions.
Business review
30
A more detailed review of the year covering the changes in AuM, progress made in asset classes and
an overview of the acquisitions.
Our people
34
A review of our people practices.
Financial review
36
A summary of financial performance, looking at the income statement, balance sheet, cash flow
and regulatory capital.
Risk management
44
A summary of the principal risks we face and an overview of the Groups risk management
framework.
Key metrics
AuM at year end
Net revenue
283.7bn
1,169.0m 491.6m
12
Underlying profit before tax
Operating margin
42.7%
2015 in context
It has been a challenging year and this is reflected in our closing AuM of 283.7 billion, which is 12.5% lower than twelve months ago.
Markets have been characterised by uncertainty, especially for our equities business where outflows have been driven principally by asset
allocation decisions by clients away from emerging and Asian markets exposure.
2015 has also been a transitional year. The integration of SWIP is substantially complete and we have continued to make progress
in achieving our strategic priorities. We have also announced a number of small acquisitions which will add scale and strength to our
alternatives investment capabilities.
Maintaining a strong balance sheet and a policy of rigorous control has been a key focus.
We believe the broadening capabilities and changing shape of the Aberdeen business are better suited to meet the changing needs of
our clients.
Priorities
The Groups ambition and corporate objectives are reflected as follows:
Our vision: To be a highly trusted partner in delivering investment simply
Our purpose: To help clients harness the potential of markets to achieve their chosen goals
We aim to achieve this vision and purpose and optimise long term returns for our shareholders through applying five strategic priorities.
1. Clients
Focus on providing high levels of client service and generating long term value for
customers through developing our capabilities and products
2. Investment process
Deliver high quality proprietary research and investment expertise to achieve consistent
long term performance
3. Resilience
Achieve resilience through the diversification of expertise, markets, channels and clients
4. People
Recruit, develop and retain talented and motivated employees who make clear thinking,
diverse views and mutual support the basis for excellence
5. Shareholders
Control costs, create efficient organisational structures and maintain a strong balance
sheet. These objectives help to support a progressive dividend policy
We provide a review of progress against these priorities on pages 22 to 26.
M J Gilbert
Chief Executive
27 November 2015
W J Rattray
Finance Director
Strategic report
This is the first full year since the SWIP acquisition completed and the additional revenues helped to support our operating margin,
despite the revenue affect of net outflows.
The market context

In this section
Key themes
Market uncertainty
The shift to solutions
Changing clients and distribution needs
Market uncertainty
2015 was yet another year in which the market did not behave
as many had forecast. This was supposed to be the year of a US
interest rate rise, and lift-off for the US economy. Instead a tepid
recovery has forced the US Federal Reserve to stay its hand.
Chinas slowdown has been telegraphed in collapsing commodity
prices, which were welcomed at first, as they would lower
producer costs. Now deflation may spread. Business confidence
is falling everywhere.
The reaction of equity markets says it all. Having spent the early
part of the year consolidating gains, a broad sell-off since the
summer tipped most markets into losses, only for a sharp bounce
in October on hopes of more quantitative easing. In general,
currency falls in emerging markets have dented returns to dollarbased investors. Capital flows from these countries are set to turn
negative for the first time since 1988.
This does not seem like a re-run of past crises. With some notable
exceptions, trade and capital balances are positive. Countries have
reserves to protect currencies. Natural resource exporters such as
Brazil and Russia are in deep recession; Chinas planners meanwhile
are trying to deflate property and other bubbles as they re-balance
the economy towards services. But Asian neighbours can cope.
Companies in the region are better run these days.
Technology
Digital communication
Regulation
We worry more about developed markets. US stocks have
benefited from buybacks and corporate activity. Profit growth
is now stalling. There is little room left to cut costs. If cheap
money has not worked, prices need to fall to reflect lower growth
prospects. Europe and Japan are in a similar fix. The message is just
taking longer to get through because of distracting politics such
as Greece and structural flaws.
These conditions have helped fixed income. But with impending
policy normalisation, volatility is likely to rise as investors become
more risk averse. When that happens, questions over liquidity may
come into play. The saving grace for us as fundamental investors is
that quality will become more important, and with expected price
overshoots there will be opportunities to buy good assets cheaply.
The shift to solutions

For the majority of investors the hum drum business of finding a
real return is proving a challenge. Thanks to quantitative easing,
the collapse in the risk-free rate has forced many to buy riskier
assets than they might like.
Within equities, reduced volatility has allowed low-cost trackers
such as ETFs (exchange traded funds) to gain market share from
active managers who depend on price movement to differentiate
returns. At the same time, asset class returns have become
unpredictable. For example, the returns available from developed
markets compared with developing ones have steadily widened
over the past five years, reversing the gains that were made in the
years after the global financial crisis.
US monetary policy still a question of when?
Perspective matters
Evolving expectations for Federal Reserve
Developed markets vs emerging markets 10 Years

performance in USD
Implied Fed Funds rate

2.5
%
140
120
2.0
100
80
1.5
60
40
1.0
20
0
0.5
-20
-40
0.0
Sep Jan May Sep Jan May Sep Jan May Sep Jan May Sep
14 15 15 15 16 16 16 17 17 17 18 18 18
15 Sep 14
21 Oct 14
31 Dec 14
07 Jul 15
07 Oct 15
Source: Bloomberg, 7 October 2015.
14
-60
Sep
05
Sep Sep
06
07
MSCI World
Sep
08
Source: Bloomberg, 30 September 2015.
Sep Sep Sep Sep Sep

09
10
11
12
13
MSCI emerging markets
Sep
14
Sep
15
The consequences of making the wrong asset allocation call

have accelerated a move away from traditional assets to
alternatives including property, infrastructure, private equity
and leveraged strategies. Multi asset managers who can straddle
these asset classes have more tools to offset core equity and fixed
income risks.
The rise of solutions, as these multi asset approaches are

termed, is attractive from a managers perspective. There is less
competition here than in traditional asset classes. Performance
track records are also short. For managers with the resources to
do proper price discovery, there are potential illiquidity premiums
to capture.
But there are risks. For example, it is one thing to package a
solution to an individual client such as a pension fund. It is another
to manage a complex strategy within an open-end fund structure,
where the need to maintain liquidity for daily dealing might be in
conflict with the return objective.
Indeed, the apparent precision behind outcome-led investing could
lead to over-promises. If fund managers chase the same source of
returns, they could magnify the very risks of concentration their
search for diversification is supposed to guard against. An open
question is how uncorrelated real assets, which many strategies
invest in, are from conventional financial ones.
EM capital outflows intensified

Worst quarter since 2008 financial crisis
Dedicated EM Equity Fund Flows (USD billions)
100
80
Defined contribution plans (DC) have replaced them and in some

markets notably the US now represent a bigger pool of assets.
While DC plans are very much in a growth phase, the rates of
growth will slow as the baby boomers retire and start to access
their DC pots. This development, combined with aging populations
in continental Europe and growing middle classes in emerging
markets (where formal pension provision is rarer or inadequate)
are driving the growth of the wealth segment. Increasingly the
buyers of asset management services are individuals rather than
institutions as in the past.
The ramifications of this evolving client base are significant and
affect all aspects of our business. As individual investors become
more important to the industry, regulatory and political attention
increases, product appetite and servicing model change and brand
becomes more important. If an asset manager wants to service
these newer client types as well as the institutions of old (whose
needs are also changing) the complexity, as well as opportunity,
increases substantially.
Distribution models continue to evolve

The explosion in new products is swamping third party product
gatekeepers within wholesale distributors such as insurers or
private banks. Extra client due diligence and other regulation is
making their lives more difficult. It is no surprise that the product
evaluation process has become more institutionalised. Product lists
have become shorter and the same manager names crop up.
There are still ways onto these lists. While performance used to
be the main criterion for approval, gatekeepers must also show they
are buying best value for clients and that the product is appropriate.
A familiar brand, a promotional budget and a responsive client
service team will influence outcomes. Geographical coverage
matters too. The global providers want support across
their networks.
Specialist strategies are a niche business for private banks,
particularly in relation to their tactical calls. In-house managers
often step in here. On the other hand, they may not be best in classa potential conflict of interest that, again, opens the door to third
parties. Under our multi asset umbrella we see potential for liquid
alternatives, property and private equity, in particular.
60
40
20
0
-20
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
YTD 2015
Q1 15
Q2 15
Q3 15
-40
-60
It is not only buyer needs that are changing. The buyers are too.
Defined benefit pension schemes used to dominate sales of
professionally managed assets, now worth some US$74 trillion.
Today they are in decline, if not in terms of assets under management
but in terms of active schemes. Most are now closed to new joiners
and many no longer allow existing members to earn future benefits.
Estimates collated from weekly AuMs for reference. Numbers do not add up to YTD total, which are
tallied using monthly AuMs.
Source: EPFR Global, Morgan Stanley Research, data as of 30 September 2015.
One distributor constant is the need to provide product and market

updates, often requiring fund managers in person. With our
solutions business ready to go, we are investing in more product
specialists. They will initiate client conversations and represent
investment teams as necessary. This engagement is potentially
much more intensive than conventional equity and fixed
income funds because clients may not know what they want.
Strategic report
In light of these developments, investors increasingly want a

specific outcome rather than performance promise versus an
index. How these outcomes are met is of secondary importance.
Popular strategies include inflation-linked, benchmark-plus, low
volatility or regular income returns. Pension funds were early
advocates. Now private investors are among those pushing fund
managers to create more innovative structures.
Our changing clients
The market context continued
Technology
Digital communication
Alongside thinking about what products the customers of the

future may want, our industry must also consider how these
products and services will be delivered. Digital technologies have
the potential to enhance and redefine our relationships with
clients and how they transact.
Clients want more information digitally and how we communicate

our views to clients is changing. They also want ideas that can help
them make better investment decisions, not just a sales pitch.
We have been investing in digital content for mobile devices.
And we are being more vocal not just in our views on markets
but on public policy and industry trends.
For intermediaries, the growing burden of regulation is pushing

up costs. In the UK the ongoing fallout of the ban on retrocession
payments has put many financial advisers under additional
pressure. Many are also leaving the industry because of the
challenge from self-invested pensions.
Online platforms are emerging to fill the vacancy they have left,
being cost efficient to the investor. Fund managers are looking
to participate by developing their own platforms, which offer
automated advice. This is not an obvious move. Traditionally
independent managers like us are happy to keep distribution
with third parties, who own the clients.
The reason that is changing is because the technology can provide
relatively sophisticated advice at low cost. In the US robo adviser
platforms are winning market share fast. The threat to managers
is that if they do not have products on such platforms they will
lose out.
Unlike conventional open architecture platforms which may carry
many hundreds of (often indistinguishable) funds, robo advisers
need only carry a handful of generic products in any asset class.
The appeal of being a platform owner is that you dont really have
to share space.
In the UK the development of advisory platforms has been slowed
by managers anxiety at having to own clients, because of the
burden on risk management. Most platforms therefore work on
a direct-to-consumer model, encouraging clients to buy without
the benefit of advice. Our announcement of the purchase of
Parmenion has the advantage of being an automated advice tool
for advisers, not consumers. The adviser does the selection based
on client needs.
In future we believe the technology behind Parmenion could work
for a D2C platform for investors wanting simple target funds
(aimed at retirement savings).
Digital technologies have the potential to

enhance and redefine our relationships with
clients and how they transact
16
But amid media fragmentation and an explosion of online

information, digital presents a special challenge. To find and
engage investors in the infinity of the web is actually easy.
Almost every click can be tracked. In practice the way investors
behave on the web is less predictable than in traditional paid
media (such as newsprint).
The challenge is to increase the sophistication of our
understanding of clients through data mining, by tracking online
behaviour and creating a better user experience. This is a tall order
because we need to integrate that data capture with our own
contact management system; because the predictive tools to help
us identify potential investors are still in their infancy - so we need
dashboards to monitor what is happening; and to be worthwhile,
all this activity must convert clicks, likes and followers to
tangible leads and actual buying.
How online and offline intersect is a challenge that will grow for
the industry at large. We intend to be a leader. Our content hub,
Thinking Aloud, is our launchpad for social media and we are
rolling it out globally.
Regulation
Globally, regulators recognise the positive role asset managers
play in driving economic growth and encouraging long term
savings. However, there is also concern regarding the growing
size and breadth of the industry, its potential to de-stabilise
financial markets and the possible risks posed for retail consumers.
Regulatory change, therefore, continues to play a key role in how
we operate.
In Europe, the updated Markets in Financial Instruments Directive
(MiFID II), which will come into effect in January 2017, impacts
many aspects of our operating model from distribution and
products to investments and operations. The Directive covers
issues including: fund distribution; inducements; transparency
regarding costs and charges; governance and controls; best
execution and product complexity. A key requirement is the need
for firms to acknowledge responsibility beyond direct clients to
end-consumers. This is being further reinforced in the UK by the
FCA which is emphasising continually the importance of endcustomer-focus in corporate culture.
Remuneration and risk also continue to be in the spotlight.

The Alternative Investment Fund Managers Directive (AIFMD)
focuses specifically on issues regarding financial stability and risk
management. UCITS management companies are also required
to establish and maintain remuneration policies and practices
consistent with effective risk management.
In the UK, where the government remains at the forefront

of changes, pension freedom changes have come into force.
This allows people to have flexible access to their pension pots,
rather than having to buy an annuity and is likely to generate
significant demand for at retirement products such as income
solutions and drawdown products. This year we launched four
multi asset lifestyle funds that offer outcomes for investors with
different age and risk profiles.
We remain focused on staying at the forefront of legal and
regulatory developments. The FCA has recently outlined the scope
of its review of the competitiveness of the UK asset management
sector. We believe it is important that there is transparency in fund
charges and that customers expectations are met.
Outlook
One constraint on our ambitions is weak markets. We have less

to spend than before. At the same time the industry at large faces
pressure on fees, an excess of products and, in part-consequence,
distributor fatigue.
We believe we are well positioned, even so. We have scale, a
global platform to cross-sell and a culture of ideas-sharing.
Developments in technology are providing new ways to connect
with investors. We believe that we are taking the right steps to
invest in areas that will generate future growth.
Long term plans

Taking into account the long term trends that we see in
investments and investor behaviours our longer term plans
are to:
Promote our Aberdeen solutions capabilities across a wider
investor base - globally.
Continue to build product specialist resource across all
capabilities and also for certain channels (eg insurance) so that our offering is better tailored to specific needs
of clients.
Grow property capabilities in Asia and US to create a global
asset class.
Todays market uncertainty has discouraged new investment.

Asset managers must retain what they have, fight for money in
rotation and hope for rising valuations. Next year we foresee a
breakdown in correlation between asset classes and a spread in
contagion risks. Diversification will be more essential than ever.
Utilise existing experience to broaden the number of

distribution partners who outsource investment expertise
to Aberdeen.
The growth in solutions is partly a response to todays unusual

market conditions. Investors want predictability not performance.
This is a big change. We believe the growth in alternatives is
not only here to stay but could erode demand for traditional
investments.
Continue penetration across new channels in US with

global investment capabilities - plus acquisitions have
strengthened our US based investment desks.
Continue product development to support growing pool of

retirement savings.
Strengthen use of technology that enhances the information

we provide to clients.
We also believe that this volatility and uncertainty support the

case for active asset management and our commitment to a
disciplined, long term approach to investing.
We aim to grow through a combination of investment in our
existing teams (adding skills technology and distribution expertise)
and through acquisitions. SWIP brought scale in multi asset
strategies and our acquisitions this year add further strength in
filling gaps in global coverage.
Strategic report
Volatility and uncertainty support the

case for active management and our
commitment to a disciplined, long term
approach to investing
We are confident we can integrate the announced businesses

quickly. Our acquisitions have a common investment approach,
which is important if we are to avoid being seen as just a
multi-boutique specialist. They have few geographical overlaps.
The aim is to re-brand quickly, bring new products to market, then
demonstrate to investors that our capabilities meet their needs.
Business model
Who our customers are
We have a diverse client base - both by channel and nature of client. Our institutional clients include pension funds, corporates,
sovereign wealth funds, government agencies and insurance companies. We typically sell to retail clients through intermediaries,
also known as distributors or third party advisers, such as private banks, financial advisers, wealth managers and platforms.
We aim to grow our business by growing the money we manage for existing clients and by winning new clients. We gain and retain
clients through our investment process and our track record for managing money.
Clients hire managers for three reasons: (1) people - we have stable, experienced, well resourced teams (2) investment process - clear,
and yields results over the long term (3) performance - we believe this is a function of the first two.
Ensuring we look after our clients' best interests is at the core of our strategy.
How we operate and who we are

Our global operating model underpins our ability to invest and service clients worldwide. This is the engine of the business and includes
our core global IT applications and infrastructure, as well as our key outsourcing relationships for back office functions.
Our model allows us to manage assets locally, while enabling teams to apply consistent processes globally and share research.
We package assets in products - either through funds or segregated mandates - adapted to the needs of local markets and clients.
Our investment expertise is spread across four divisions, each of which has a global capability. We believe, and our growth track record
demonstrates, that our model is scalable and enables us to add new countries and investment capabilities to the Group, as well as
integrate acquisitions.
Underpinning our global network of employees is a team structure; this applies to all business lines, not just our investment desks.
A flat management structure facilitates information flow and keeps the business streamlined.
We have a strong culture and recruit individuals, both at entry level and experienced hires, who align with our values of quality,
ambition, teamwork, integrity and challenge.
We have 2,800 employees in the 25 countries in which we operate.
Employees by division
Investment
Management
870
Distribution
480
Product Corporate Finance

50
40 120
HR and
graduates
160
Operations
425
Risk
230
Technology
and facilities
425
How we generate value

We charge fees based on levels of AuM and they are expressed as basis points (bps). Fees depend on the capability, amount of money
managed and the channel, therefore the product mix has an impact on levels of revenue growth.
We aim to grow AuM organically and through selective acquisitions, where we seek to ensure we pay a competitive price for new
business and teams. The Group has a strong track record in effectively integrating new capabilities.
While there will be a natural turnover of money managed, and we expect a level of outflows from existing clients, we aim to retain
as much AuM as possible with a long term focus on investment management and meeting clients needs. AuM may also increase and
decrease due to market movements.
When revenues grow, our cash flows grow. We use cash generated to ensure we have a strong capital base. Thereafter, we look to
increase shareholder value through strategic acquisitions, dividends and other returns to shareholders.
18
Institutional
Wealth
management
Clients
Retail
Strategic report
Client relations activity

Strategic priority 1
Consistent
investment
process
Team approach
Global reach, local knowledge
High quality proprietary research
Long term focus
Diverse product
offering supported by
high quality operations
and support functions
Talented and
motivated
employees
Equities
80.1bn
Commitment to quality
Fixed income
65.6bn
Alternatives
14.0bn
Aberdeen solutions
119.0bn
Multi asset
83.0bn
Property
19.0bn
Quantitative
investments
22.0bn
Innovation and challenge promoted

Focus on collaboration and openness
Continuous personal development
Value generated for our clients, end-customers and shareholders

Where we operate
Our global network of 38 offices in 25 countries
supports a uniformly high standard of local
client service.
Where possible our client relationship teams are
located close to their clients. We will continue to
expand and deepen our distribution footprint to
enhance client service and create new business
opportunities. As we grow our investment
capabilities, it is important that we have product
specialists and client relationship teams who are
well versed in these new capabilities.
Europe, Middle East and Africa
Asia Pacific
The UK accounts for 60% of our clients by AuM, some

169.3 billion.
Singapore is the Asian headquarters of the Group and is home

to most of our Asia fund managers covering the main asset
classes as well as substantial marketing, client servicing and
administrative functions.
Our headquarters are in Aberdeen, where we locate many

Group functions.
Our largest investment offices are in London and Edinburgh
where we have our investment teams for global emerging markets
equities (ex. Asia), UK, European and global equities; European,
global and emerging market fixed income; alternatives, multi asset
and quantitative investments; and UK property teams.
We have a significant presence across Continental Europe with
13 regional offices in 12 countries. Europe, excluding the UK,
accounts for 16% of Group AuM at the end of September.
Luxembourg is the domicile for the flagship Aberdeen Global fund
range which has AuM of 19 billion at the end of September.
The Middle East and Africa are important sources of institutional
funds and we have a strong client base which we service from
London. In September, around 2% of our AuM was managed for
institutional and sovereign wealth entities in those regions.
Other full service offices are in Bangkok, Hong Kong, Kuala

Lumpur, Seoul, Sydney and Tokyo. Our Taipei and Kaohsiung sales
offices service the retail market in Taiwan. We have a new licence
in China, allowing us to grow the Shanghai office with research and
business development staff.
Clients in Asia account for around 7% of our AuM and our
investments in Asian equities, fixed income and property are
core competencies for the Group.
Americas
Philadelphia is our hub for North America and includes fixed
income, US equities and property teams. Our New York office
is growing and is the home of our high yield team, as well
as being an important office for so many of our clients.
Our alternatives capabilities in US are strengthened by the
FLAG and Arden acquisitions.
The Toronto office services our Canadian client base. The Brazilian
office in So Paulo, an investment office for our emerging
market equity and debt teams, has launched its own fund range.
Our Americas team also covers Latin American clients investing
in our Luxembourg fund range.
We manage 15% of our AuM on behalf of clients throughout
the Americas and have developed a strong platform on which to
service institutional and wholesale channels.
20
Europe, Middle East

and Africa
Head office
Aberdeen
Net revenue
Investment centres
Edinburgh
Budapest
London
Paris
742.9m
2014: 653.7m
Americas
Asia Pacific
Net revenue
Net revenue
2014: 103.6m
2014: 360.3m
103.7m
Sales and distribution
Boston
Miami
New York
Philadelphia
Stamford
Toronto
Property centre
Philadelphia
Investment centres
Boston
New York
Philadelphia
Stamford
So Paulo
Property centres
Amsterdam
Copenhagen
Edinburgh
Frankfurt
Helsinki
London
Madrid
Oslo
Paris
Stockholm
322.4m
Bandung
Bangkok
Hong Kong
Kaohsiung
Kuala Lumpur
Singapore
Surabaya
Sydney
Taipei
Tokyo
Melbourne
Investment centres
Bangkok
Hong Kong
Jakarta
Kuala Lumpur
Singapore
Sydney
Tokyo
Representative offices
Seoul
Shanghai
Strategic report

Budapest
Amsterdam
Edinburgh
Copenhagen
Geneva
Frankfurt
Jersey
Helsinki
Luxembourg
London
Milan
Madrid
Paris
Oslo
Zrich
Stockholm
1. Our clients:
Focus on providing high levels of client service and generating long term
value for customers through developing our capabilities and products
Levels of gross sales
bn
30
Total
2015
2014
2013
25
20
15
42.5bn
34.7bn
43.9bn
10
5
0
2015
Equities
2014
2013
Fixed income
Aberdeen solutions
Property
2015 progress
Gross sales increased by 22% compared to 2014, with a lower proportion of sales coming from equities.
Sales have declined from 2013 when we were seeing huge demand for equities products.
This demand has fallen largely due to weaker market sentiment towards Asian and emerging markets which we believe is
cyclical rather than permanent. This has impacted asset allocation decisions of a number of clients and is a major factor in
outflows from these markets.
In equities, we have increased the number of meetings with clients to explain our performance in terms of our investment process.
We continued to invest in our client facing and specialist distribution resource to respond to the evolving market landscape and
service our diverse client base. Over the course of the year we:
created a dedicated insurance distribution team to leverage off our improved capability following the SWIP acquisition.
created a retirement savings team to help capture a greater share of the growing defined contribution market particularly in
the UK following legislative changes.
augmented our product specialist teams to support sales of a broader offering of products and we developed product and
sales specialists.
More of our marketing effort is through digital channels to enable more effective communications with clients and prospects.
2016 expectations
Our priority is to put clients' interests first and we are confident that the steps taken in recent years will enable our sales teams to
have better conversations with clients to help us meet their needs.
We will continue to develop our sales team, especially to grow the number of specialists, and to develop new ideas suitable for
the needs of clients.
Our targets for 2016 are to:
further develop our insurance business we now manage in excess of 120bn for this type of client.
progress with alternatives following the FLAG Capital Management (FLAG) and Arden Asset Management (Arden)
acquisitions as well as the launch of a liquid alternatives fund in Europe.
develop our distribution footprint by taking advantage of our new licence in China and grow in priority markets.
Risks
Poor management of client and distributor relationships1a
Product design does not meet client needs or products are not understood by clients1b
Reputational risk if we do not keep pace with digital development1c
1a, 1b, 1c
22
Please refer to Risk management section on pages 44 to 51
2. Our investment process:
Deliver high quality proprietary research and investment

expertise to achieve consistent long term performance
Our priority has been to adhere to our investment process.

In equities, we are bottom up stock pickers, focused on investing in quality companies, with an emphasis on micro not macro.
Markets, over the past three years, have been driven largely by macro factors and, from a performance stand point, we have been
on the wrong side of quantitative easing and the fall in oil commodity prices. This has hindered the investment performance of
the global equities team.
The Board has reviewed both the process and the performance with the equities team.
We believe our investment process remains appropriate for the long term and there will be no style drift. We explain our
performance in the context of process, and continue to refine this and invest in our equity teams.
Fixed income performance has been strong with most teams now showing consistent track records. Organisationally, we have
simplified our structure, with the focus on global teams supported by regional expertise. This does not change the process; but
does help ideas to be shared.
In property, we continue to take a long view, and look to add properties with appropriate yields over capital speculation.
The solutions performance is solid and we are steadily building up track records across our core capabilities.
2016 expectations
Our commitment to our equities investment process leads us to anticipate underperformance during periods when markets are
boosted by policy-led economic factors.
We expect 2016 may also be a challenging year if there is continued lacklustre demand for Asian and emerging markets equity
products. However, any indiscriminate selling will provide us with opportunities to buy favoured holdings at attractive prices.
In other asset classes, we have strong teams and clear processes. Teams are fully integrated following the SWIP acquisition and a
number of gaps have been filled to strengthen global capabilities in property and alternatives. We believe the combination of
stable teams and diligent processes will continue to support long term performance.
Risks
Poor investment performance could lead to the loss of clients and may cause AuM, revenue and earnings to decline1a
Failure to deliver consistent and above average performance2a
Aberdeens capabilities are not suitable for market conditions2a
1a, 2a
Strategic report
2015 progress
Strategic priorities continued
3. Our resilience:
Achieve resilience through diversification of expertise,

markets, channels and clients
AuM mix across asset classes to reflect our efforts to diversify
2015 80.1bn
65.6bn
2014 107.6bn
119.0bn
71.4bn
2013 113.8bn
Equities
Aberdeen solutions
28.8bn
15.0bn
283.7bn
20.4bn
125.0bn
42.8bn
Fixed income
19.0bn
6%
324.4bn
200.4bn
Property
2015 progress
We believe our business is more resilient following the SWIP transaction and that we are in a better position for the shift towards
solutions and alternatives capabilities.
2015 brings an end to a transitional period with the SWIP integration in its final stages. We also aligned our product offering launching new products in areas such as multi asset and liquid alternatives.
The acquisitions of FLAG, Arden, Advance Emerging Capital (Advance)and the remaining shares in the Aberdeen SVG Private
Equity joint venture will help to strengthen our alternatives business and enhance our global offering. Including acquisitions, we
will manage around 20 billion and we are well advanced in our objective to be a leading, global alternatives provider.
The acquisition of Parmenion Capital Partners LLP and its sister company, Self Directed Holdings Limited (together Parmenion)
supports our aim of growing solutions and further bolsters the Groups already extensive distribution reach in the UK by adding a
digital channel.
We have established a direct property investment team in Singapore with a remit to grow a local business organically alongside
our equities, fixed income and Aberdeen solutions desks. We continued to strengthen our residential investments in Europe,
especially in Germany, Sweden, and in the UK.
2016 expectations
A strengthened product suite and investment strategy means we are well positioned to win new business, across a range
of capabilities.
We aim to offer a more diverse set of products to meet our clients needs. We believe demand for multi asset products will
persist given the search for yield, diversification and greater focus on risk management. We are well positioned for this.
Please refer to page 17 for details on our plans.
To achieve resilience, we will continue to invest in our global operating model. Key areas we continue to focus on are our spend
on technology and the ongoing development of platforms to support growing capabilities, such as alternatives and property.
We may consider selective acquisitions at appropriate times in the business cycle.
Risks
Major legal or regulatory changes3a
Increased level of organisational stress from acquisition activity3b
Major failure of operations or client support3c
Failure of external service providers or Aberdeen systems3d
Technology and information security risk3e
3a, 3b, 3c, 3d, 3e
24
4. Our people:
Recruit, develop and retain talented and motivated employees who make
clear thinking, diverse views and mutual support the basis for excellence
2015
28 hours
2014
26 hours
Strategic report
Average hours of training per employee
2013
22 hours
2015 progress
This year, we recruited 109 interns, 41 graduates, 7 apprentices and 10 individuals on the Investment 2020 scheme.
Retention of talent is a key focus globally and unplanned employee turnover remains low at 10%.
We launched the Aberdeen Asset Management Academy to provide enhanced learning and development opportunities for
all employees.
62 employees completed the INSEAD senior leadership programme and 152 completed the emerging talent programme.
A number of employees from the first emerging talent programme have now been promoted to senior positions within
the company. Employees selected for these programmes come from across our global offices and have diverse backgrounds
and skill-sets.
There has been growing global engagement in Aberdeens innovation platform Ignite which provides employees with the
opportunity to collaborate, discuss, challenge and ultimately help shape the future direction of the business.
Morale has been impacted by flows but we continue to focus on our team based approach. Senior staff, who have been through
the cycles, play an important role in re-assuring junior members of the team.
The culture committee continues to review our culture and how we can better safeguard, manage, monitor and improve it.
We developed our diversity and inclusion strategy which is focused on the key strands of workforce, workplace and marketplace.
As part of this strategy we piloted unconscious bias training for all managers in the UK.
During the year, we developed our internal communications function to raise global awareness of corporate activity.
We also have robust succession plans in place.
2016 expectations
We remain committed to recruiting and retaining talented and motivated individuals who put clients at the heart of our business.
We will continue to improve the learning and development opportunities available for all employees while also investing in
talent management programmes.
Unconscious bias training programmes for managers will be rolled out globally alongside an e-learning course for all employees.
Risks
Loss of key staff4a
4a
Strategic priorities continued
5. Our shareholders:
Control costs, create efficient organisational structures and

maintain a strong balance sheet. These objectives
help to support a progressive dividend policy
2015
Underlying diluted earnings per share:
30.0p
Diluted dividend per share:
19.5p
Dividend cover:
1.5x
2014
2013
31.1p
32.5p
18.0p
16.0p
1.7x
2.0x
2015 progress
Notwithstanding the impact of market volatility, we have pursued a strategy to mitigate the effects of uncertainty through tight
cost and disciplined balance sheet control.
Operating costs increased by 7%, which was entirely due to the addition of the SWIP business. We exceeded our target on SWIP
cost synergies: the marginal operating margin is in excess of 60% compared to an initial target of 55%.
On the capital side, there is robust headroom over our regulatory capital requirement and cash generation remains strong.
This enables us to maintain a progressive dividend. This year we also returned 50 million to shareholders through a buy-back.
We also issued 100 million of preference shares at a 5% coupon and this has been used to fund growth in seed capital.
2016 expectations
We expect that 2016 will be a difficult year and the full year effect of outflows in 2015 will impact top line revenue.
Nonetheless, given our strong cash generation, the Group can maintain its balance sheet strength.
We will continue to focus on cost control and we have taken a number of steps to mitigate the impact of inflation next year.
We expect to achieve synergies from the integration of the FLAG and Arden acquisitions.
There are opportunities to run some areas more effectively and efficiently, although some of these actions will require a lead
time to be effective.
These actions should ensure we continue to be in a strong financial position and maintain our progressive dividend.
Risks
Failure to adapt to legal or regulatory change or additional costs from such change erodes margins3a
Reduction in revenues or assets due to foreign exchange movement5a
Failure to settle debts due to lack of liquidity5b
Credit risk5c
3a, 5a, 5b, 5c
26
Strategic report
Our investment process

Our focus is to deliver high quality proprietary
research and investment expertise across all
asset classes, with a view to delivering long term
performance for investors portfolios.
There are four universal elements to our investment process:
Team approach
Global reach, local knowledge
We strongly believe collaboration improves decision making.

At Aberdeen we do not have star fund managers; we have
teams with complementary skillsets who discuss investment
decisions and take collective responsibility.
Our investment teams are located in the markets they are

investing in. We have the scale to provide global coverage of
financial markets, yet we are flexible enough to focus on each
and every portfolio decision.
High quality proprietary research
Long term focus
We pride ourselves on our detailed, fundamental due diligence.

No investments are made without a significant amount of well
documented research and we aim to undertake our own
face-to-face research.
We aim to generate strong performance and long term value

for our clients. We do this by using primary research and a
robust investment screening process to find high quality,
long term investments.
Investing for the future

Investing for the long term may seem like an obvious strategy but it is surprising how few investors adopt it fully. In our fast-paced world,
the desire for instant gratification can overwhelm. The prospect of immediate gain may encourage attempts to time a sector or a stock
or rush into whatever is in favour long after the opportunity to profit has passed.
Equally, the urge to crystallise profits can cause quality assets to be sold significantly before they reach fair value. An investment approach
that weathers market ups and downs over years, not just weeks, almost always proves more fruitful as well as cheaper in the long term.
By investing for the future, we aim to hold our quality investments through the cycle. That is how we built our historical track record and
how we will continue to generate value for our shareholders.
Our golden rules of investing:

Understand limitations
Be benchmark agnostic
Be wary of over ambition
Appreciate what is predictable and,

more importantly, what is not
Stick to established processes
Make sure any competitive advantage

is sustainable
Research investments thoroughly and

understand what we are buying
28
Invest for the long term, accepting that

periods of poor short term performance
may arise
Commitment to stewardship
Equities
AuM
Total
33%
32%
26%
5%
2%
2%
80.1bn
Fixed income
AuM
UK
Money markets
US
EMD
Australian
High yield
Global
Asia
European
Total
Focus on risk oversight to reduce losses and protect income

Robust risk management embedded in the investment process to
identify, measure and control risk
Security focus on value relative to fundamental quality
40%
18%
11%
9%
8%
4%
4%
3%
3%
65.6bn
Aberdeen solutions

Multi asset
Outcome oriented multi asset, to meet the challenging needs of
our clients
Research across a range of markets and managers to ensure we
can generate value-added ideas and deliver them in client
focused outcomes
AuM
Multi asset
70%
Quantitative investments 18%
Alternatives
12%
Quantitative investments
Multi-strategy team sharing quantitative insights to build
efficient portfolios
Total
119.0bn
Property
AuM
UK
Nordic
Continental Europe
Global
Total
Disciplined, team-based process which focuses on quality then price

Quality defined in terms of potential for durable and
growing income
Focus on risk, not on market returns we cannot control
Advanced top-down research guiding local structured
opportunity spotting
56%
29%
14%
1%
19.0bn
Alternatives
Specialist investments: private equity, hedge funds, infrastructure
and property multi manager
Seek quality and best-in-class managers to execute the
chosen strategy
Recognise that risks in a portfolio are dynamic and multidimensional, and should therefore be continually assessed in
multiple ways
Provide strong risk-adjusted returns and quality, cost effective
solutions for our clients throughout the market cycle
Strategic report
Asia Pacific
Emerging markets
Global
UK
US
Europe
Bottom up investment style, emphasising company fundamentals

Low portfolio turnover, buying stocks and holding them for the
long term
No investment made without having interviewed the companys
management first
Add value by identifying good quality stocks that are attractively
priced and avoid businesses that we do not understand
Business review
Whilst a difficult year for flows, we have enhanced our
investment processes across all asset classes, achieved
further diversification in our product offerings and
maintained our focus on providing high levels of client
service, in accordance with our strategic priorities.
Overview
As detailed in the Chairmans statement, 2015 has been a
challenging year, marked by outflows from core products. At the
same time, it has also been a year of transition, with significant
progress made in building a diversified investment business able to
service changing client needs.
We have announced four small, but strategic, acquisitions to
strengthen our ability to seek opportunities for future growth and
we have made strong progress in harnessing the opportunities
from the additional capabilities acquired from SWIP. We continue
to be disciplined in controlling costs and retain a strong balance
sheet position, as set out in the financial review.
AuM
Closing AuM is 283.7 billion, 12.5% lower than 324.4 billion in
September 2014.
Gross new business inflows for the period were 42.5 billion
(2014: 34.7 billion). Gross outflows were 76.4 billion
(2014: 55.1 billion), resulting in net outflows of 33.9 billion
(2014: net outflows of 20.4 billion).
The annualised revenue impact of these net outflows is
160 million.
Of the net outflows, 16.4 billion relates to equities. This was
principally due to macroeconomic factors and investor sentiment
towards Asia and emerging markets, rather than a fundamental
deterioration across the emerging markets investment
performance. Our global equity strategies also suffered due to
the funds underweight positions to the US, Japan and Eurozone
markets. The reduced demand for these products also impacted
our flows in each of the regions. Finally, equities outflows were
impacted by large withdrawals by a large institutional investor;
this has affected other fund managers.
especially the closed book which is in run-off. We consider these

outflows to be structured and we expect this level of attrition from
the insurance book.
More generally, the SWIP integration phase is now largely
complete and we have exceeded targets set regarding synergies.
The Aberdeen solutions teams manage 119.0 billion and we are
well placed to provide bespoke portfolio allocation, selection and
construction services to a broad range of client and mandate types.
The corporate transactions relate to the acquisition of FLAG, offset
by the transfer of an SVG Capital plc management contract to an
entity wholly owned by SVG Capital plc. This was agreed at the
time that we acquired the remaining 49.9% in Aberdeen Private
Equity Managers Limited (SVGM) and the consideration paid for
this monetary stake was adjusted for this contract.
The combined Aberdeen and ex-SWIP alternatives business
together with the buy-out of the remaining SVG stake, FLAG,
Arden and Advance acquisitions, will result in an alternatives
business managing around 20 billion of AuM. We hope to grow
this figure as part of our goal to create a global, leading alternative
investment provider.
Our fixed income team has also reached significant scale,
managing 65.6 billion. In 2015 we implemented a simplified
structure, building on our regional teams and creating a global
platform pooling the resource of highly experienced investment
professionals across developed and emerging markets.
For property, the focus has been on building a truly global
investment capability which now manages 19.0 billion.
Our new direct property team in Singapore has a remit to grow a
local business organically alongside our equities, fixed income and
alternatives teams in the region.
Beyond the equities outflows, there were also net outflows of

8.3 billion from the SWIP business. Much of these flows
(7.5 billion) were from the assets managed for insurance clients,
Equities
Fixed income
Aberdeen solutions
Property
bn
80.1
65.6
119.0
19.0
AuM movement
30 September 2014
Net flows
Market, performance
Corporate transactions
Exchange
30 September 2015
30
Equities Fixed income

bn
bn
107.6
71.4
(16.4)
(6.4)
(12.1)
0.2
1.0
0.4
80.1
65.6
Aberdeen solutions
bn
125.0
(9.8)
0.5
3.3
119.0
Property
bn
20.4
(1.3)
0.7
(0.8)
19.0
Total
bn
324.4
(33.9)
(10.7)
3.3
0.6
283.7
Equities
Given the macroeconomic environment, this year we have spent considerable time analysing our equity investment process to
determine whether we need to make any fundamental changes. After much input from both senior management and the Board, we
concluded that our expertise lies in the quality of our fundamental research; our disciplined approach; and the active role we play notably that we behave as owners of our investee companies, not just investors. While we will not change our process, we continually
invest in new systems, improve co-ordination across desks, and trial new funds.
Our equity teams are experienced, stable and well resourced; our investment process is clear and has yielded results over the long term;
and we believe that while next year will continue to be difficult, current market drivers will eventually revert to being in our favour.
Fixed income
The focus in 2015 was to complete the rebuilding of fixed income while successfully integrating SWIP and improving our profile with
consultants and clients. In recent years we made great strides in globally aligning the investment process and we have produced a more
consistent message which should aid distribution efforts. This year, we have simplified the team structure, with focus on our global
teams, supported by regional expertise.
Our key initiatives to deliver growth over the next three years are to: enhance our external profile with both consultants and clients;
develop a global fixed income product suite; extend our emerging market debt and high yield capabilities; and support the development
of Aberdeen's insurance offering by delivering better solutions.
Aberdeen solutions
This year, we have actively invested in our capabilities with a number of key hires including new leadership of our flagship diversified
growth strategy (a multi asset product), which has been met with significantly increased interest. We have also strengthened our
product set with the launch of a new global multi asset income strategy and a long term savings multi asset fund range in the UK.
In addition, the infrastructure fund and co-investment vehicles raised capital of over 600 million during the year and Aberdeens
first liquid alternatives UCITS Fund, raised capital of over 350 million in its opening month. The latter product offers hedge fund
strategies in a regulated and transparent format. It adheres to the same regulatory requirements as traditional equity funds on liquidity,
diversification and leverage, although short selling and the use of derivatives are allowed.
Demand for alternative investments and strategies has also continued to grow with external research pointing to considerable increases
in allocations from global investors over the next few years. The acquisitions of FLAG, Arden and Advance will boost credibility and
footprint in key areas across the alternatives business, and allows for the acceleration of the organic initiatives already identified.
Arden and Advance are due to complete in late 2015. FLAG completed in late August and we are delighted that the first fund raising
from that acquisition has closed successfully.
Further, we are developing our approach to equities held by our passive and quantitative operations, ensuring that our stewardship
approach across voting and engagement is as robust as appropriate for active holdings.
Property
We strengthened our residential investments in Europe, especially in Germany, Sweden and the UK. We have boosted our transaction
resources across Europe, including our first team member in Spain and have established a direct property team in Singapore with a remit
to grow a local business organically alongside our other asset classes.
We have a strong pipeline of committed capital. We will invest in a disciplined way. The level of capital values, most particularly in key
gateway cities continues to cause challenges in the pricing of property for long term investors. This in turn is leading to a broadening of
demand, and capital values, for property investments in wider regions and riskier styles of investing. We retain conservative approaches
to our strategies, favouring property with appropriate levels of durable income over capital speculation.
Increasingly clients are demanding visibility on our approach to the management of material environmental risks with the ability to
perform well being a key differentiator. We were therefore pleased that seven of our pooled funds out-performed their peers on the
Global Real Estate Sustainability Benchmark (GRESB) and achieved the highest ranking of green stars for the environmental, social
governance (ESG) performance.
Strategic report
We are also working to enhance our stewardship approach. We have started to extend our long-established model for corporate
governance, which is incorporated into the investment process and owned directly by our fund managers, to the long term risk
management of other aspects of ESG environmental and social matters. Coupled with a centralised resource which operates as a
centre of specialist knowledge, this will involve additional resource being added to our investment teams so that analysis of these
material long term risks is more fully embedded into each regions assessment of specific investment opportunities and our approach as
stewards of our investee companies.
Business review continued
Distribution
Our distribution team is comprised of 480 people covering sales, client support,
relationship management and marketing. As our capabilities broaden to meet the
changing needs of our clients, so too does the requirement for our sales teams to have
expertise in a wider array of disciplines. As such, this year we have formed specialist teams
focused on: products; consultant relations; strategic partnerships; wealth management;
insurance and institutional solutions; and digital.
We now manage over 120 billion for insurance companies, including one stop shop
relationships where we manage a full spectrum of asset classes, together with a number
of specialist mandates for insurance companies.
We also have a long heritage of working with some of the worlds leading financial
institutions in wealth management. They now represent a significant, and one of the
fastest growing, areas of our business, accounting for over 80 billion of AuM globally.
We have several key strategic relationships, which include Mitsubishi UFJ Trust and
Banking Corporation (MUTB) and Lloyds Banking Group (Lloyds).
Assets by client type
Insurance
Open-ended funds
Pension funds
Other institutional
Closed-end funds
Central banks
government agencies
43%
24%
15%
10%
5%
3%
Providing high levels of client service is essential to the success of our business and we
therefore continue to invest in our client facing and specialist distribution teams.
Americas
15%
United Kingdom
60%
Europe ex. UK
16%
Middle East & Africa

2%
Asia Pacific
7%
Assets by client domicile

Product
We have developed a new structure for our product division, which comprises of product opportunities, product development and
product governance. This enables us to be responsive to business priorities and market opportunities, as well as helping us meet the
changing needs of our clients. The product division will build on the capabilities of other divisions to ensure that the suite of products
available, deliver the best results for clients.
Stakeholder engagement
As Aberdeens business has grown, so too has our focus on how we communicate with governments, regulators, trade bodies and
other key stakeholders. As one of Europes largest independent fund managers, we recognise our responsibility to help shape a
policy environment which operates in the long term interests of our clients, our employees, our shareholders and the wider fund
management sector.
Our public affairs team works closely with employees from across the business and is an active participant in relevant consultations
and reviews. For example, in the last year we submitted responses to the UK Governments consultation on pension reforms and, with
a new European Commission in place, we have increased our engagement with officials and members of the European Parliament,
most recently responding with our views on plans to introduce a capital markets union. We are also a signatory of the UK Governments
Prompt Payment Code and the Cyber Essentials scheme and a Living Wage employer.
32
Acquisitions
Aberdeen announced four new acquisitions in the second half of
the year. Three of these enhance the capabilities of our alternatives
business. The fourth strengthens our multi asset business and,
more importantly, adds a digital dimension to how we distribute
our multi asset product.
The other acquisitions are subject to regulatory approval.

Arden is a provider of hedge fund solutions in New York and
London. It has AuM of approximately 6.5 billion. This deal will
give immediate entry into North American liquid alternative
products and is complementary to the alternatives strategy fund
that we successfully launched for European clients.
With Aberdeens support and investment, we believe Parmenion

can build on its success to meet the changing needs of financial
advisers as an increasing number of people turn to them for pre
and post-retirement planning. This acquisition ensures Aberdeen is
at the forefront of the digital revolution within asset management
and augments our strategic aim to grow our solutions business.
Finally, we acquired the remaining 49.9% of SVGM. Aberdeen had
acquired a 50.1% stake in 2013 with the option to acquire the
remaining stake.
We announced the acquisition of Advance Emerging Capital,

which manages 0.4 billion in two London Stock Exchange listed
multi manager vehicles. The funds invest in development and
frontier funds.
FLAG Capital Management
Arden Asset Management
Announced: 27 May 2015
Announced: 4 August 2015; expected to close in

December 2015
Completed: 31 August 2015

Manager of private equity and real asset solutions with offices
in Stamford, Boston and Hong Kong.
AuM of 4.4 billion.
Positions Aberdeen as a leading global private equity
investor with over 50 investment professionals in UK, US and
Hong Kong and roughly 9 billion of AuM.
Provider of hedge fund solutions with offices in New York

and London.
AuM of approximately 6.5 billion.
Complementary to Aberdeen's existing hedge fund
solutions capability.
Over 30 investment professionals and around 8 billion of
AuM for the combined hedge fund solutions team.
Parmenion Capital Partners
Advance Emerging Capital
Announced: 4 September 2015
Announced: 14 September 2015
Subject to regulatory approval from the UK FCA.
Subject to regulatory approval from the UK FCA.
Provides risk graded portfolios to UK financial advisers

through a unique, yet simple, digital platform.
Specialist investment manager in emerging and frontier

markets, which manages two listed funds. This adds to our
existing range of alternative investment capabilities.

Ensures Aberdeen is at the forefront of the digital revolution
within asset management and augments our strategic aim to
grow our multi asset business.

Following the acquisition we will manage 33 closed-end funds
with aggregate assets of approximately 8.5 billion.
Strategic report
The FLAG acquisition completed on 31 August 2015 and added

4.4 billion of AuM. FLAG is a manager of private equity and real
asset solutions and they have offices in Stamford, Boston and
Hong Kong. This acquisition strengthens our private equity team,
adding expertise in the US and Asia.
The Parmenion transaction will be an important step forward

in our digital strategy. Parmenion, which has AuM of around
1.9 billion, provides risk graded portfolios to UK financial
advisers through a simple, digital platform. The platform has been
developed in-house from their base in Bristol (UK) and is highly
rated by the adviser client base.
Our people
Recruiting, developing and retaining talented and motivated
employees who make clear thinking, diverse views and mutual
support the basis for excellence, is a key strategic priority.
The hallmark of Aberdeen
We have experienced, stable and well-resourced teams
Teams have a blend of experience and youth
Approach builds resilience and succession
We aim to share knowledge and enable relationships across
all locations
Retention of talent is a key focus globally
Our approach is to be open, entrepreneurial and inclusive
Recruitment and retention

Our recruitment strategy mirrors our investment philosophy building and developing teams for long term sustainability
and success.
In a competitive market, recruiting talent with the right experience
and fresh insight is necessary to help us evolve and improve
performance and relationships with stakeholders.
However, it is not just at an experienced level that we focus on
recruiting for our future growth and success. We also ensure the
individuals we recruit at an entry level have the ability to take the
company forward. Indeed, a significant element of our graduate
programme is the rotational framework, equipping graduates
with a broad-based knowledge of both Aberdeen and the asset
management industry before they choose a permanent position.
Retention of talent is a key focus globally. We have a number of
initiatives in place including mentoring, reverse mentoring and
maternity coaching. Some programmes are global while others
have been developed in specific countries to meet the needs of
our employees at a local level.
Learning, development and talent management

One of Aberdeens strategic aims is to achieve resilience through
diversification of our expertise, markets, channels and clients.
Two important aspects of this are to provide technical training to
improve skills around the fundamental aspects of our business,
and to work with individual teams to establish more specialist
needs. In 2015, to formalise our approach to learning and
development, we launched the Aberdeen Asset Management
Academy. The Academy is an innovative learning facility which
combines our current wide range of learning and development
initiatives with a new streamlined approach and capability,
34
allowing employees to record, explore and plan career and

personal development.
Our Senior Leadership and Emerging Talent programmes continue
to receive positive feedback and a number of employees from the
first emerging talent programme have now been promoted to
senior positions within the company. Employees selected for these
programmes come from across our global offices and have diverse
backgrounds and skill-sets.
We have also further refined our performance management
assessment so that it is now more focused on, and aligned with
the strategic objectives of the Group. As part of this enhancement,
performance across a spectrum of metrics is more closely
assessed, in terms of not just what was delivered, but how it
was delivered in line with our corporate values.
Diverse teams, when managed well, make better business
decisions and we therefore ensure that diversity and inclusion are
key elements of our training programmes. This year we piloted
unconscious bias training for all managers in the UK and 92%
of attendees fed back that they would recommend this course
to employees. This will now be rolled out globally alongside an
e-learning course for all employees.
We have also sought to raise awareness of what diversity and
inclusion means at Aberdeen. We use many channels to do this
including: monthly global diversity newsletters, the intranet and
through senior management updates to reinforce our top-down
commitment. In addition, we have started to develop networking
groups to enable the business to directly support our diversity and
inclusion objectives. Our networks bring together people with
different backgrounds but a shared interest in ensuring Aberdeen
promotes inclusion.
Culture
One of our values is challenge and the associated action

of bringing a fresh perspective to the way we operate.
Through our innovation platform Ignite, which was launched
last year, employees are able to share ideas on opportunities for
improvement and growth. Global engagement continues to grow.
There is a clear business case to improving

diversity in all its forms: mixed teams make
better decisions and there is a plethora of
supporting research on this topic. Mixed teams
approach challenges from a greater variety of
perspectives and thus can arrive at better
reasoned conclusions. Developing the
understanding that diversity in all its forms,
not just gender, is a source of competitive
advantage is a vital part in creating an
atmosphere that values differences of gender,
culture, ethnicity, background and skills.
Breakdown of staff by gender:
Total workforce
Male
54%
2,800
1,500 in total
Female
46%
1,300 in total
49 in total
Female
35%
26 in total
18 in total
Female
14%
3 in total
10 in total
Female
29%
4 in total
Senior managers
Male
65%

Male
86%
Board of Directors
Male
71%
We have also started to capture and monitor diversity statistics beyond gender. Where we are legally allowed, we now ask all employees
to declare their age, ethnicity and disability status, which so far has allowed us to collate data for the Americas, UK and Asia Pacific.
From this we can determine if there are areas of the business where we need to do more to promote diversity and inclusion.
Charitable foundation
Many factors impact on an individuals decision to work for, and stay with, a company. These factors include competitive compensation,
development opportunities, a culture of inclusion and, for many, the opportunity to use their skills outside of work through volunteering
and being involved in the charitable activities.
In the three years since inception, the Aberdeen Charitable Foundation has had a positive impact in all of the communities in which
employees live and work, through both our local community and emerging markets programme.
At a local level, each of our global offices has the autonomy to select projects they would like to support, within global guidelines.
By providing employees with the opportunity to dedicate two working days to assist with charitable projects, we enhance the value
of our financial contributions and actively help to tackle social challenges. At the same time, these activities further enhance the
interpersonal skills of our people and promote team spirit ultimately strengthening our corporate culture.
In 2015, The Aberdeen Charitable Foundation won the Best Foundation Award at the Corporate Engagement Awards, in recognition of its
unique local and global approach and the commitment of all Aberdeen offices globally.
Human rights
We continue to be an active member of the UN Global Compact. Our operations and policies support and reflect the ten Global
Compact principles and we uphold the Universal Declaration of Human Rights in all our operations. We also uphold employee
rights and respect collective bargaining and freedom of association. In countries where an employee delegate or works council is not
present, employees are encouraged to share their opinions with line managers or human resources representatives.
Strategic report
In 2014 we established a culture committee with representation

from across the Group including corporate, risk, human resources,
distribution and the brand and communications teams.
Our desired culture is articulated in our values, vision and
purpose and, over the course of the year, we have implemented
various processes and procedures to increase awareness amongst
employees of these defining tenets of our business. This work
has involved defining what it is we mean by values and culture;
explaining why they are important for Aberdeen; and outlining
how behaviours will be monitored and measured.
Financial review
Our strategic priority is to generate value for our
shareholders by controlling costs, creating efficient
organisational structures and maintaining a strong
balance sheet.
Income statement
2015
2014
Change
1,169.0m
1,117.6m
+4.6%
Underlying operating profit
498.7m
490.4m
+1.7%
491.6m
490.3m
+0.3%
30.0p
31.1p
-3.5%
353.7m
354.6m
-0.3%
21.8p
22.8p
-4.4%
19.6%
21.3%
19.5p
18.0p
+8.3%
Core operating cash flow
531.7m
543.8m
-2.2%
Net cash at year end
567.7m
653.9m
-13.2%
Net revenue
Underlying results: before amortisation and acquisition-related costs:
Underlying diluted EPS

Statutory results:
Statutory profit before tax
Statutory diluted EPS
Post-tax return on average capital employed
Dividend per share
Balance sheet and cash flow
The Board considers that the Groups results are most

meaningfully considered on a basis which excludes the effects
of acquisition-related items and amortisation of intangible assets;
this shows the recurring revenues and costs which drive the
Groups cash flow. We refer to this as the underlying results and
the Group income statement on page 101 has been presented in
a manner which enables this distinction. The Boards monitoring
of the Groups performance and its financial performance
indicators is founded on the underlying results. As in previous
years, this financial review focuses on the underlying figures.
However, an analysis is also performed on acquisition-related
items shown on page 42.
The Group income statement discloses gross revenue less
commissions payable to arrive at net revenue. Commissions
are paid to intermediaries such as banks, platforms and advisers
who distribute our products. Management reviews financial
information net of such commissions as it gives a fairer basis on
which to compare revenues, regardless of the channel through
which products are sold.
36
Operating margin is calculated as operating profit (before

acquisition-related costs and amortisation of intangibles) as
a percentage of net revenue. We calculate post tax return on
average capital employed by dividing profit after tax (post
acquisition costs, pre-amortisation of intangibles) by the average
of opening and closing net assets.
These financial KPIs are presented on the basis of the

financial results used for management purposes, defined as
the 'underlying' results.
Operating profit and operating margin
Operating cash flow and operating profit
(m)
1200
(m)
500
450
400
350
300
250
200
150
100
50
0
(m)
600
1000
800
600
400
200
0
2011
2012
2013
2014
2015
2011 2012 2013 2014

Operating profit
Operating margin %
2015
(%)
50
45
40
35
30
25
20
15
10
5
0
500
400
300
200
100
0
2011
2012
2013
Operating profit
Conversion of profits to cash to allow for

operational growth, as well as
strengthening the balance sheet and
capital position.
Key profitability metric as we expect

revenues to grow by more than costs
through effective cost management.
Most of our revenues are generated

by management fees rather than
performance or non-recurring fees.
Operating margin is underlying

operating profit as a percentage of
net revenue.
Assets under management and average

management fee margin
Post tax return on capital employed

(ROCE)
Underlying diluted EPS
(bn)
350
(bps)
50
(%)
30
(pence)
35
40
25
30
250
30
200
150
20
10
50
0
25
20
20
15
15
10
100
2011 2012 2013 2014

Management fee margin
2015
AuM forms the basis on which recurring

management fee revenue is generated.
Changes in AuM reflect both net new
business flows and market performance.
Revenue growth can also be driven by
product mix and ability to generate focus
in higher fee margin capabilities.
10
5
0
2015
Operating cashflow
Shows the growth of the business

through an increasing asset base
and/or product margins.
300
2014
5
2011
2012
2013
2014
2015
2011
2012
2013
2014
2015
Shows how much Aberdeen has grown

from the back value of its asset base,
including the impact of acquisitions.
Includes all components of the Groups

performance, based on profitability and
capital structure.
Calculated as profit after tax

(after acquisition costs, but before
amortisation of intangibles) divided
by average net assets.
Investors typically value the Groups

shares as a multiple of underlying EPS.
Strategic report
Net revenue
Financial review continued
Operating margin is 42.7%. The full year of contribution

from SWIP has strengthened the P&L. Average fee margin
remains robust at 36.1bps.
Net revenue
Results
Net revenue
2015
m
2014
m
Change
1,169.0
1,117.6
+4.6%
Staff costs
(404.3)
(388.9)
+4.0%
Non staff costs
(266.0)
(238.3)
+11.6%
Operating costs
(670.3)
(627.2)
+6.9%
+1.7%
Underlying operating profit
498.7
490.4
Net finance income
2.5
0.5
Loss on investments
(9.6)
(0.6)
491.6
490.3
Tax expense
(74.7)
(78.6)
Underlying profit after tax
416.9
411.7
+0.3%
+1.3%
Net revenue for the year increased by 5% to 1,169.0 million,

while operating expenses grew by 7% to 670.3 million.
After net finance income and losses on investments of
9.6 million, underlying profit before tax is 491.6 million,
marginally higher than in 2014.
SWIP contributed to the results for the full year, compared to only
the second half last year. The contribution from SWIP for the
6 months to September 2014 was to increase revenues by
119.8 million and operating costs by 60.0 million. SWIP results
are no longer tracked separately following the integration of teams
and merger of certain funds.
Operating margin for the year was 42.7% (2014: 43.9%) and the
main factors were:
The benefit of an additional six months of revenues from SWIP
was largely offset by the revenue impact from net outflows.
Lower revenue from performance fees, down 38% compared
to 2014. Operating margin would have been 0.4% higher had
performance fees remained at 2014 levels.
Increase in operating costs, mainly costs associated with staff,
third party administration and other operational costs of the
combined Aberdeen and SWIP business.
The balance sheet is strong and closing cash is 567.7 million.
This is 13% lower than last year, due principally to consideration
paid for acquisitions. Operating cash flow remains very healthy,
with a conversion rate of 107% (2014: 111%) of operating profit
to core operating cash flow.
38
2015
m
2014
m
Management fees
1,146.9
1,085.7
Performance fees
13.5
21.7
Transaction fees
8.6
10.2
1,169.0
1,117.6
Recurring management fees were 98% of net revenues

(2014: 97%) and continue to provide a high quality base on
which to build. Performance fees represented 1% of net revenue
(2014: 2%), and are likely to continue at this lower rate.
The impact of outflows is reflected in lower management fees of
549.6 million in the second half year, compared to 597.3 million
in the first half of 2015.
Revenue margins
The average management fee margin for the year was 36.1bps,
which compares to 36.9bps for second half of 2014, being
the most appropriate comparative period following the
SWIP transaction.
This decrease is due to product mix caused by outflows from
higher margin equities products.
Equities fee margins have increased. We continue to win new
business at strong margins. In addition, the losses included some
outflows from large books managed for certain institutional
clients; these assets tend to have lower fee margins.
Fixed income fee margins fell due to product mix. A higher
proportion of closing AuM invested in money markets and there
were outflows from emerging market dept (EMD), which is our
highest margin fixed income product. EMD had a run of AuM
growth for the seven of the last eight years, but in 2015 flows were
hampered by emerging market sentiment.
2015
bps
H2 2014
bps
2014
bps
Equities
66.4
65.8
65.3
Fixed income
21.1
23.3
24.5
Aberdeen solutions
17.4
17.6
19.1
Property
49.4
51.6
52.1
Average
36.1
36.9
41.8
Strong cost discipline: both in achieving cost synergies from

the integration of SWIP and in managing the Aberdeen cost
base.
In the context that SWIP expenses for the 6 months to September

2014 were 60.0 million and 2015 includes a full year of
contribution from the SWIP business, this demonstrates tight
cost control.
Operating costs were 334.6 million in the first half of the year,
rising only marginally to 335.7 million in the second half. Costs
normally rise in the second half due to salary inflation from the
start of January.
The main area of focus was staff costs, with headcount reductions
in areas where there were duplicate roles, with some further
savings in non-staff costs. The compensation ratio, being total
staff costs divided by net revenue, of 34.6% (2014: 34.8%)
remains competitive within our peer group.
2015
m
2014
m
404.3
388.9
Third party administration
61.4
56.2
Accommodation
30.5
22.5
IT
39.9
36.1
Marketing
28.9
35.7
8.6
8.2
Professional fees
20.3
19.8
Travel & entertainment
18.3
18.1
Other
58.1
41.7
Non staff costs
266.0
238.3
Total costs
670.3
627.2
Staff costs
Depreciation
Third party administration costs which cover the outsource of back

office, increased due to the addition of the SWIP business.
We have continued to control discretionary marketing spend,
applying a greater concentration of the spend to priority markets.
In addition, we have increased the level of spend on digital
marketing at the expense of more traditional media.
Loss on investments
Losses on investments are largely unrealised losses on seed capital
investments due to market volatility. 3.6 million of the loss is
realised, with the remainder relating to investments that we
still hold.
The Group has increased the value of seed investments in 2015.
Some of the unrealised losses experienced in the year were
mitigated by hedging new seed investnents. We now have the
internal capability to economically apply hedging to certain seed
investments.
Tax
The effective tax rate on the Groups underlying profit, defined as
the tax charge divided by the underlying profit before taxation,
was 15.2% for 2015 (2014: 16.0%).
The Groups overall tax rate is a blend of the rates which apply
in each of the jurisdictions in which we operate, and reflects the
fact that a large element of the Groups profit is earned in Asia,
principally Singapore, where we have a large and long-established
presence and where local tax rates are generally lower than in
western countries. The effective tax rate has also benefited from a
further reduction in the UK corporation tax rate to 20.5% for the
year under review (2014: 22%).
Refinement of tax provisions made in previous years has resulted
in a net tax credit of 2.4 million in the 2015 charge, which has
reduced the effective rate by 0.5%.
UK tax payable on the Groups underlying profit for the year is
37.6 million (2014: 29.4 million), together with overseas taxes
of 28.9 million (2014: 28.3 million). These taxes are paid in
instalments, some of which have been paid during the current
year with the balance falling due during the coming year.
Our policy is to ensure that profits are earned in the countries in
which economic activities are undertaken and that those profits
are properly subject to tax in accordance with the tax legislation
which applies in each jurisdiction. We aim to comply fully with
the requirements and expectations of each of the relevant tax
authorities and to ensure that we deal with these authorities in
an open and transparent manner.
Changes in other costs reflect the enlarged business for the

full year.
Strategic report
Operating expenses
Operating expenses have grown by 43.1 million (7%). Staff costs
increased by 4%, with non-staff costs growing by 12%.
EPS declined by 3.5% given the increased share count for

the SWIP transaction. Whilst profit is flat, it has benefited
from a full year contribution from SWIP.
Earnings per share
The Board believes that the most appropriate measure of the
Groups profitability is the underlying diluted EPS number,
which excludes from its calculation the amortisation charges on
intangible assets as well as acquisition-related costs.
Cash spent on acquisitions includes the deferred top-up payment

of 38.3 million to Lloyds, plus 4.2 million adjustment on
finalisation of SWIP completion accounts; initial consideration of
52.0 million for FLAG; and 29.0 million for the purchase of the
remaining equity in Aberdeen SVG.
Underlying EPS has decreased by 3.5% to 30.0p per share.

The decrease is mainly due to the full effect of the shares issued as
consideration in the SWIP acquisition which were included for only
part of 2014.
The Groups cash flow performance over the last two years is set
out in the following table.
Dividends
The Group has used the cash generated from operations to pay a
progressive dividend.
An interim dividend of 7.5p per share was paid to ordinary
shareholders in June 2015 and the Board is recommending payment
of a final dividend of 12.0p per share, resulting in a total payment for
2015 of 19.5p, an 8.3% increase on 2014. This dividend is covered
approximately 1.5 times by diluted underlying EPS and is covered
1.1 times by diluted EPS, reported on a statutory basis.
Cash flow
The year to 30 September 2015 has seen strong cash flow, with
operating profit of 498.7 million converted into 531.7 million
of core operating cash flow, a conversion rate of 107%
(2014: 111%).
This ratio will typically exceed 100% due to the non-cash charge
in the income statement for the deferred share element of the
annual variable pay.
The Groups cash position has decreased from 653.9 million
to 567.7 million. This is mainly due to payments in respect of
acquisitions, which totalled 169.4 million in 2015.
Core operating cash flow is operating cash flow, excluding the
effect of short term timing differences on the settlement of open
end fund transactions (which are generally settled within four
working days) and 23.9 million of acquisition-related payments.
The increase in investments is principally due to an increase in
seed capital investments. The 100 million preference share issue
provided additional finance to support our increasing commitment
to seed capital.
We spent 50.3 million to repurchase 13.7 million ordinary shares
for cancellation, and 37.0 million buying shares in the market
to neutralise the effect of deferred share awards. The EBT holds
sufficient shares to satisfy the exercise of all outstanding awards.
In the future, it will aim to purchase sufficient shares to cover the
current periods awards.
40
Cash flow performance
Cash generated from

operations
Short term timing differences
on fund settlements
Net interest & tax paid
Capital expenditure
Free cash flow before
acquisitions
2015
m
2014
m
2015 vs
2014
531.7
543.8
-2.2%
(1.3)
(3.9)
(60.1)
(58.0)
(8.5)
(9.8)
461.8
472.1
Investments in seed capital
(101.4)
17.3
Issue of preference shares
99.5
Other investments
(16.5)
(5.8)
(265.8)
(221.9)
Purchase of own shares by EBT
(37.0)
(64.3)
Redemption of ordinary shares
(50.3)
Dividends & coupons paid
Ordinary shares issued

Acquisition costs paid
Acquisitions & disposals
Dividends to non-controlling
interests (acquisition-related)
Exchange fluctuation
Net change in cash & cash
equivalents
0.2
(23.9)
(26.7)
(133.5)
67.9
(12.0)
(7.1)
(11.5)
(86.2)
227.3
-2.2%
Strategic report
The balance sheet remains strong and closing

cash is 567.7 million. The Group aims to
continue to grow the dividend in future periods.
Amortisation and acquisition-related items
Amortisation of intangible assets
2015
m
2014
m
131.3
99.4
Acquisition costs:
Costs related to migration &
integration of SWIP
Costs related to other acquisitions
Acquisition costs
Reduction in fair value of deferred
consideration (net of discount)
Unwinding of the discount on deferred
consideration
Total amortisation & acquisitionrelated items
19.8
37.7
4.7
(4.6)
24.5
33.1
(24.4)
6.5
3.2
137.9
135.7
The amortisation charge increased due to the full year charge on

the SWIP management contracts.
Acquisition-related costs were 24.5 million for the year
(2014: 33.1 million), including 23.0 million relating to the
ongoing migration and integration of the SWIP business.
Total migration and integration costs in relation to this deal
are 48.5 million in line with the original estimate of 50 million.
The integration is largely complete. SWIP acquisition-related
costs were reduced by 3.2 million following the release of a
surplus accrual.
In addition, costs of 4.7 million arose on the acquisition of FLAG,
and the Parmenion and Arden transactions that are due to close in
late 2015. These mainly relate to advisers fees.
The estimate of the earn-out to be paid to Lloyds for the
investment solutions business has reduced by 24.4 million. This is
a benefit in the income statement. This liability is estimated based
on fair value which is assessed at each reporting date based on the
growth in AuM under the strategic relationship with Lloyds.
AuM growth has been lower than initial expectations and
therefore we have reduced the deferred liability to 35.9 million
at 30 September 2015. The final amount payable will be
determined according to the growth over the five year period
to 31 March 2019.
Net finance costs

The main elements of net finance costs are the unwind of
the discount on the SWIP deferred consideration, less interest
received on cash balances. Excluding the unwind of the discount on
the earn-out, net finance income has increased from 0.5 million
in 2014 to 2.5 million, reflecting the increased cash balances.
Balance sheet
Total equity increased by 82.1 million to 2,158.0 million in the
year to 30 September 2015. The main components of this increase
were as follows:
Changes in equity
m
Profit for the year
99.5
Purchase of own shares by EBT
(37.0)
Share-based payment charge
45.4
Coupon paid on perpetual capital notes
(18.0)
Ordinary dividends paid
(243.2)
(50.3)
Unwinding of put option
(17.9)
Other movements in equity
(5.4)
Increase in total equity
82.1
Total equity has grown mainly due to the issue of preference share
capital, offset by the redemption of share capital of 50.3 million
of ordinary share repurchases.
Balance sheet
Net cash
Other net tangible assets (liabilities)
Sep 2015
m
Sep 2014
m
567.7
653.9
194.2
(23.4)
Intangible assets (net of deferred tax)
1,396.1
1,445.4
Total net assets
2,158.0
2,075.9
Shareholders funds
1,736.5
1,714.2
Non-controlling interest
(0.1)
40.1
Perpetual capital securities
321.6
321.6
Preference shares
100.0
2,158.0
2,075.9
Total equity
42
309.0
Issue of preference share capital
Pension deficit
There is now a net surplus of 18.1 million on the Groups legacy
defined benefit pension schemes, compared to a net deficit of
3.6 million at the previous year end. Assets held by the
schemes have increased by 20.9 million from a combination of
improvements in markets and increased employer contributions.
While the lower discount rate led to an increase in the schemes

liabilities, the increase in the schemes assets from investment
performance and the Groups ongoing contributions, has enabled
a reduction in any net deficit.
Capital and liquidity
The Group aims to maintain a strong balance sheet and the
Board's intention is to create and maintain capital for the Group's
strategic and operational objectives and to maintain comfortable
headroom above regulatory requirements.
In early May, we announced a share buy-back of up to
100 million. The rationale was to return excess capital to our
shareholders, considered in light of the excess over our regulatory
capital requirement. By the end of September, we had bought back
50.3 million of capital and these shares have been cancelled.
In the second half of the year, we identified a series of small
acquisitions to strengthen our alternatives and solutions business.
One of these acquisitions, FLAG, completed before the year end
and we decided to settle the initial consideration of 52.0 million
in cash, rather than completing the full buyback programme.
We also issued 100 million of 5% preference shares as a cost
efficient form of capital to support the provision of additional seed
capital funding, as discussed above.
The corporate planning process includes our budget, strategy cycle

and Internal Capital Adequacy Assessment Process (ICAAP).
The strategy provides long term direction and is reviewed on,
at least, an annual basis, including three year forecasts showing
expected financial impact. The strategy is further tested in a series
of robust downside financial scenarios as part of the annual review
of the ICAAP. The ICAAP, covering a five year period, is prepared to
identify and quantify the Groups risks and level of capital which
should be held to cover those risks.
As part of the ICAAP, a risk assessment is carried out to
identify the principal risks that may adversely impact the Group.
These include operational, business, liquidity, market and credit
risk. Statistical modelling is used to quantify these risks, which
ensures that the Group holds sufficient regulatory capital to
mitigate the impact of these risks.
This approach ensures a robust assessment of the principal risks,
and mitigating actions, for the Group.
The Directors have therefore concluded, based on the extent of
the corporate planning process and strong financial position, that
there is a reasonable expectation that the Company and the Group
have adequate resources and will continue to operate and meet its
liabilities as they fall due over the period of their assessment and
for the foreseeable future.
We use seed capital to launch new products. It can be used

incubate new funds where we expect that there may be future
client demand or it can be used to give scale to funds in order to
make the funds more visible on distribution platforms.
The preference shares qualify as Additional Tier 1 capital and are
recognised in the total capital available to be used to meet the
Groups Pillar 2 requirement.
Headroom over Pillar 2 regulatory capital requirement is over
230 million, although this will reduce following completion of
the remaining acquisitions.
Return on capital employed has reduced from 21.3% in 2014 to
19.6% reflecting the increase in capital due to the issue of
100 million preference shares an increase in equity in 2014
and 2015 following the SWIP acquisition.
Strategic report
In estimating the liabilities, we are required by IAS 19 to use

a discount rate calculated by reference to the yield on high
quality corporate bonds. The discount rate used this year is 3.9%
compared to 4.0% in 2014.
Long term viability

In accordance with provision C.2.2 of the UK Corporate
Governance Code, the Directors have assessed the viability of the
Group over the three years to September 2018. This assessment
has been made taking account of the current position of the
Group, corporate planning process and the Groups principle risks,
as detailed in the strategic report on pages 12 to 13.
Risk management
Risk management is fundamental to our core
objective of delivering sustainable and long term
value to our shareholders.
The Board believes it is of vital importance that there is a Group
wide focus on risk management. The assessment of risks is
conducted using a top down approach that is complemented
by a bottom up assessment process.
The top down approach considers the external environment and
the strategic planning process to identify the most consequential
and significant risks to shareholder value. The bottom up approach
ensures a comprehensive risk assessment process that identifies
and prioritises key risks; analyses data to verify key trends; and
provides management with a view of events that could impact the
achievement of business and process objectives.
Risk management framework
The Group maintains a comprehensive risk management
framework and has clearly defined procedures for identifying
and escalating risk concerns throughout the organisation.
These processes help Aberdeen to safeguard client assets, protect
the interests of all stakeholders and meet our responsibilities as a
UK listed company and parent of a number of regulated entities.
The risk management framework also forms the basis upon which
the Board reaches its conclusions on the effectiveness of the
Groups risk management and internal controls.
Role of the Board
The Board is responsible for maintaining and reviewing the
effectiveness of risk management; the internal control and
assurance framework; and for determining the nature and extent
of the risks it is willing to take to achieve the Groups strategic
objectives, referred to as risk appetite. The risk appetite statement
is reviewed by the Board on an annual basis.
The Board is provided with clear management information as well
as the key indicators which allow them to monitor performance
against set thresholds to ensure the Groups strategic objectives
are consistent with, and can be met, within the boundaries of the
risk appetite.
Risk register
The risk register describes key risks and their owners together with
the causes and effects of each risk. It documents which boards and
committees oversee these risks as well as aligning to the policy
and procedure framework.
The register introduces a standard risk language and methodology
for identifying, evaluating, measuring and reporting risks to ensure
a consistent approach to risk management.
44
Three lines of defence

The overall risk management structure operates under a three
lines of defence model:
1. Business management: responsible for the identification
and mitigation of risks and taking the lead with respect to
implementing and maintaining appropriate controls.
2. The control oversight functions within the Risk Division:
oversee compliance with regulatory and legal requirements
as well as monitoring operational, investment and
counterparty risk.
3. Independent assurance by Internal Audit: recommend
improvements to the control environment.
Risk and control attestation
The Group has in place a risk management system, Sword
ArcLogics, which supports risk identification, assessment, issue
tracking, monitoring, assurance and reporting.
Risk events are captured by the business and assessed and
approved through a workflow by the second line of defence.
Lessons learned from risk events can require specific reports and
periodic updates. Issues can also be raised when there are control
failings and inefficient processes identified or through regular
continuous monitoring or deep dive reviews by the second and
third line of defence teams.
The Risk and Control Self-Assessment (RCSA) process is
an integral part of the Groups risk management and control
framework. The process is designed to integrate and co-ordinate
risk identification and risk management efforts, and improve the
understanding, control and oversight of operational risks.
Managers in the business undertake RCSAs to review the key
operational risks and controls and the impact and likelihood of
these risks arising. These risk assessments are monitored on a
regular basis to ensure the business continually understands the
risks it faces. First and second line assurance is provided through
a quarterly control sign off and annual risk sign off.
Internal Capital Adequacy Assessment ("ICAAP")

ICAAP is a regulatory requirement under which we are required
to prepare an internal assessment of our capital adequacy.
The process represents an opportunity to assess all principle risks
to ensure their sound identification and quantification, allowing
the determination of capital that is consistent with the Groups
risk profile.
Consideration of the ICAAP is integral to significant business

decisions, major changes to risk profile, changes to business
strategy and merger and acquisition activity.
Blue sky thinking
The Board holds periodic sessions to consider 'blue sky' risks by
exploring the potential business challenges, threats, short term
and horizon risks, and how wider industry trends may impact
group strategy in the coming years.
Board assessment of risk management and internal control

Applying the framework described above, the Board is able to
confirm they have carried out a robust assessment of the principal
risks facing the company, including those which would threaten
our business model, future performance, solvency or liquidity.
We have included the viability statement in the finance review
section on page 43 and it draws upon the risks described here to
assess potential vulnerabilities.
The framework allows the Board to carry out an annual review
of the effectiveness of the companys risk management and
internal control systems. The Board is able to confirm that this
is operating effectively.
This year's session was facilitated by external consultants who

used questionnaires to gather views on significance and themes of
risk 'interconnectedness'. The key themes are reflected in the table
below and cover technology, changing investor demands and the
importance of key staff.
Key risks
The risks described in the tables on the following pages are a reflection of those discussed by the risk committee. These risks are
discussed, debated and challenged in the context of what is changing in the business, as well as in the wider investment sector and
economy, the Boards strategy sessions and the blue sky thinking exercise. Together, strategic planning, risk assessment, blue sky
thinking and ICAAP re-inforce each other.
As a result of this assessment, some of the key changes from last year are:
Theme
Impact
Risks affected
Market volatility
Volatility and economic uncertainty has had a clear impact on

performance, flows and client risk appetite, which impact AuM flows.
Investment process
Investment mandate
As investor appetite shifts, there are flows across different types of

products and styles of mandate.
Changing needs of clients
Technology
The pools of wealth managed by fund managers are moving from defined
benefit to defined contribution pension schemes. Along with this, there
is greater focus on the individual to save and plan for retirement and a
greater demand for outcome orientated investment products.
Client management
This has a fundamental impact on our sector across a number of

dimensions: how we understand, communicate with and sell to clients;
how we manage large volumes of data and process large amounts of
transactions; how we make use of information about our investments.
Investment mandate
As well as changing how we operate, it creates new risks, especially

around security.
Technology and
information security
Acquisitions
Brand and marketing

Business continuity
Strategic report
The ICAAP is discussed and challenged by the Board at several

stages throughout the year, from initial planning, to presentation
of the initial findings, and consideration and approval of the
final document.
Risk reporting
The Board is provided with a number of risk reports, which they
use to review the Groups risk management arrangements and
internal controls. The reports enable the Board to develop a
cumulative assessment of the effectiveness with which internal
controls are being managed or mitigated.
Risk management continued
1. Our clients
Risks
Mitigating factors
Changes in 2015
The Board views meeting customers needs and

expectations as integral to Aberdeens corporate
culture. Our client relations teams keep in regular
contact with clients to ensure their needs are
addressed and we now have product specialists in
our distribution teams for key capabilities including
property, money market solutions, alternatives and
quantitative strategies.
Client retention remains a

focus for client service and
investment teams, especially
given lower investor appetite
for Asia and emerging markets.
1a) Distribution and client management

Client relationships are fundamental to
our business and retention of AuM.
Our main source of business originates
through two channels of distribution:
directly from institutions and indirectly
through investment intermediaries.
There is therefore the risk that we mislead
clients or misrepresent products to clients
which could create regulatory censure as
well as loss of clients.
Poor management of client or distributor
relationships is also a risk.
Client needs and expectations continue
to evolve and change in profile, and there
is a risk that we fail to customise and
tailor our service models to suit their
specific requirements.
We also have a global network of offices which allows

us to service local clients and the leading private
banks and wealth managers.
In addition, we have a number of committees focused
on reviewing business conduct from a customer
perspective, including the conduct committee,
investor protection committee, pricing committee
and conflicts of interest committee.
1b) Product
Product risk arises from poor product design
or complexity, resulting in the misleading
or misrepresentation of products to
clients. It can also arise when products
no longer meet the clients objectives
or requirements.
The newly formed product division provides
a clear identifiable focus on product
governance and post fund launch activities.
We have a centralised product development team

which oversees the assessment and launch of all new
products across the Group. There is a Group-wide
approach covering all asset classes as well as product
and competitor reviews.
New fund proposals and strategies are evaluated and
approved by the Product Development Committee,
which considers the risks, potential investor profiles
and distribution channels to ensure suitability and
commercial viability.
We conduct product analysis to confirm products
are performing as expected and meeting the needs
of our clients.
We invest in both organic growth and acquisition
opportunities; and seed capital is deployed to support
the development of new investment strategies.
Shifting investor preferences

and volatile market factors are
increasing the growing appetite
for speciality investments.
Clients willingness to consider
non-traditional investment
alternatives and adopt new
products is increasing, most
notably within defined
contribution and retail.
We strengthened our solutions
capabilities (across distribution,
product, risk, operations), which
will enable us to meet the
growing demand for outcome
orientated propositions.
1c) Brand and marketing

Digital developments are transforming
the way we interact with clients. We risk
damaging our reputation if we do not
keep pace with how an increasing number
of clients and stakeholders want, and
expect, to interact with us, and if brand or
marketing activities are inconsistent with
our culture or operations.
A dedicated marketing team oversees all social media

communications, to ensure regulatory compliance,
and to develop our digital offering to help us
communicate with client audiences in an
engaging way.
We track reputational change through a specialist
company who analyse industry, media and social
commentary to help us to understand what is
influencing our reputation, how we compare to our
peers, and the way our reputation is evolving.
The compliance team works closely with the business
to check marketing materials are consistent with
products and capabilities.
46
The rapid rise in social media is

transforming the way investors
interact with businesses
and digital channels are
becoming more important to
communicate with clients and
raise the profile of the group.
2. Our investment process

Risks
Mitigating factors
Changes in 2015
We develop each of our investment areas,

ensuring each desk has a disciplined investment
process, centred on team based decision making
and original research.
Macroeconomic and political events

may continue to impact markets
significantly over coming months;
they also impact our investment
performance but we remain confident
in the longer term prospects of the
companies and assets we invest in.
2a) Investment process
The interaction of investment process,

the retention of key investment
personnel (4a) and investment
performance are important factors for
the growth and retention of AuM.
Poor investment performance could
lead to the loss of clients and may
cause AuM, revenue and earnings
to decline.
We make investment decisions based on the

long term, which may occasionally lead to
periods of underperformance. We mitigate this
by ensuring clients and investment consultants
fully understand our investment philosophy
and by openly discussing performance drivers,
supported by relevant analysis of the performance
components.
Unsurprisingly, current market volatility

has raised the importance of liquidity
risk management, as well as the severity
and swiftness with which this risk
can materialise.
We have a number of redemption tools

We have a market risk team, which reviews and
challenges investment risks across all asset classes, at our disposal to manage liquidity
issues caused by market volatility,
independently of our fund managers.
including but not limited to; restrictions
Where necessary, we may moderate inflows to
on unlisted securities: an extension
some products to avoid any risk of dilution in the
of settlement period limits on large
quality of the portfolios.
redemptions; redemptions in specie;
and, dilution levy tools.
2b) Investment mandate

The risk of intentional or unintentional
errors (including exceeding client
exposure limits or mandated risk
levels) leading to compensation for
breach of investment mandate.
Client and investment mandate restrictions

are automated as much as possible to reduce
areas where judgement or manual intervention
is required. Timely and accurate monitoring of
restrictions is facilitated through our compliance
monitoring system. If an investment breach is
identified, the factors leading to the breach are
promptly analysed and the position corrected.
There is segregation of duties between all
conflicting roles and there are also overarching
controls in various committees, as well as an
independent review of portfolio data by the
market risk team.
Volatility and economic uncertainty

has subdued investor appetite for
certain asset classes, impacting
performance and increasing flows
across different types of products
and styles of mandate.
This increase in trade activity has the
potential to exacerbate current low
volumes of trade errors. Our control
systems are designed to ensure that all
trades comply with client requirements
and portfolio or fund guidelines
and restrictions.
Strategic report
There is the risk that portfolios

will not meet their investment
objectives or that there is a failure
to deliver consistent and above
average performance due to markets
movements or investment decisions.
3. Our resilience
Risks
Mitigating factors
Changes in 2015
The management of legal and regulatory risk is

the responsibility of the senior management of
all functions, supported by the in-house legal and
compliance teams.
Progress is being made in

implementing MiFID II and
UCITS V regulations and
planning for future changes.
The legal and compliance teams track legal and

regulatory developments to ensure the Group
is prepared for both global and local changes.
In addition to developing policies, delivering
training and performing monitoring checks,
they provide advice to other divisions to ensure
compliance with legal and regulatory requirements.
They also work with project groups to implement
key regulatory changes.
The FCA has announced

a competition review of
the asset management
sector. This will include a
study of business models
and profitability, from
which the FCA may make
recommendations.
3a) Legal and regulatory

The Group is subject to regulatory oversight
and inspection by the FCA and other
international regulators.
Aberdeen operates in a complex and dynamic
regulatory environment. Risks arise from legal
and regulatory obligations and the failure to
correctly interpret law or changes in the law
which may materially and adversely impact the
Group. We may also be subject to regulatory
sanctions or loss of reputation from failure to
comply with regulations. Conduct and culture,
and managing or avoiding conflicts of interest,
are also key themes.
Aberdeens three lines of defence model clarifies

essential roles and duties to ensure effective
communication of risk management and control.
We foster an open and constructive relationship
with our regulators and participate in industry
forums and associations so that we are informed
about, and involved in, potential changes.
The regulatory environment

continues to be challenging,
and we remain focused on
areas such as the senior
management regime, market
abuse, financial crime, capital
liquidity, conduct, governance
and cyber security.
3b) Acquisitions
The Groups strategy for diversification has
increased our acquisition activity. There is a risk
that potential demands on staff and resources
required to integrate a new business and/or
re-organise process, may lead to increased
levels of organisational stress. There is also the
risk that an element of an acquisition produces
unintended results, negatively impacting
operational, effectiveness and cost.
Acquisitions are only considered when they fit with

the Groups strategic goals.
A robust due diligence process is undertaken, which
includes a careful analysis of all strategic, financial,
operational, and technological requirements before
any acquisition is made, including our ability to
integrate successfully the acquired business.
The due diligence process also includes a cultural
assessment to establish areas of similarity and
difference which may impact integration efforts
and the achievement of strategic objectives.
SWIP integration is largely

complete. The acquisitions
announced during the
year strengthen our
solutions capabilities and
the Parmenion acquisition
advances the Groups digital
capabilities. There will not
be a major integration
effort required.
Strong project governance is also in place to

manage the scale, scope and change management
implications of acquisitions.
3c) Business continuity
We have an obligation to ensure the business
can operate at all times. There is a risk that
we do not identify potential impacts and
threats to the Group, and build the resilience
and capability required to ensure an effective
response that safeguards the interests of key
stakeholders, reputation, brand and value
creating activities.
48
We have established business continuity

management policies and recovery plans,
which define the standards and requirements for
business continuity, pandemic preparedness,
crisis management and recovery. Plans are
regularly tested.
Off-site backup facilities are in place for our for
principle offices. Our wide network of offices
globally also provides us with the resilience and
security that key operations can be moved and/
or managed from one location to another at short
notice if necessary.
No change.
Risks
Mitigating factors
Changes in 2015
We use a small number of strategic suppliers. This

ensures a degree of competition, whilst ensuring
that we have significant influence and leverage.
However, it also exposes us to concentration risk
and dependence on strategic providers.
We continue with a dual

administrator policy and have
introduced a new outsourcing
oversight committee.
3d) External service providers

The Group relies on a number of third party
relationships and services to carry out
business functions.
Our operations team oversees these third party

administrators. They monitor agreed service levels
through a suite of key indicators, focusing on
significant aspects such as service quality and risks.
Contingency plans in the event of the withdrawal or
failure of a strategic supplier are reviewed by
the Board.
We also regularly review the business recovery
infrastructure and strategy of these suppliers. This
includes visits by our senior executives to strategic
suppliers during the year and on-going monitoring
and review by our control oversight functions.
3e) Technology and information security

The Groups technological infrastructure is
critical to our operation and the delivery of
products and services to clients.
Technology and information security risk
relates to the risks that our technology systems
are inadequate or that they fail to adapt to
changing requirements. It also covers cyber
related risks where the Group is exposed to
financial loss or damage to reputation as a
result of failure of information technology
systems; a flaw or weakness in hardware,
software or process that exposes a system to
compromise by third parties; and, that data is
held insecurely or breached.
Technology and data innovation are also
transforming many aspects of the investment
process. There is a risk that our systems and
platforms do not have the flexibility to support
a more diverse client base and we fail to utilise
our data to gain a competitive advantage.
The Information Security and Business Continuity

Committee provides the overall strategic direction,
framework and policies for technology and
information security, with a particular focus
this year on cyber-crime prevention. This is
supported by Aberdeens global cyber security
programme which is focussed on the protection
of the confidentiality and integrity of our
information assets.
We employ an external global capability to support
the management and protection of our network,
critical internal assets and data. This includes an
incident response service in real time as they occur
to identify and thwart potential malicious activity.
A periodic risk assurance review of our information
security and cyber risk framework is undertaken by
a professional service firm, to benchmark against
our peers.
Managing, monitoring and

maintaining cyber and
information security risk
remains a critical focus, and
we continue to strengthen
our controls to safeguard
our assets.
The Parmenion acquisition
enhances Aberdeens
strategy to capitalise on
advancements in technology
and develop our digital
offering to meet technology
driven changes in client
demographics, profile
and behaviour.
Strategic report
The risk arises from the inability to effectively

carry out robust evaluations of third parties
prior to Aberdeen engaging in dealings, as well
as having poor ongoing oversight.
4. Our people
Risks
Mitigating factors
Changes in 2015
At Aberdeen we do not have star fund managers;

we have teams with complementary skillsets who
discuss investment decisions and take collective
responsibility. This team based approach seeks to
avoid reliance on any one individual.
We continue to grow our senior

leadership and emerging talent
programmes identifying individuals
with the potential to fill senior roles
in the future. The senior programme
is run by INSEAD business school.
4a) Loss of key investment personnel

Retaining, developing and investing in
talent are fundamental to Aberdeens
stability and long term success.
Our reputation and client retention
could be damaged through significant
changes in investment personnel.
Failure to prevent the departure of
qualified employees dedicated to
oversee and implement current and
future regulatory standards and
initiatives could also negatively impact
on the Groups operations.
There is a strong development programme for fund

managers and we seek to encourage performance
and loyalty through appropriate remuneration
and benefits packages, which includes a significant
deferred element.
Appraisals and remuneration are designed to
develop, attract, motivate and retain staff.
We updated the annual appraisal

process to ensure that there is a
clearer documented link between
objectives setting, performance and
remuneration with strategy and
culture.
We continue to develop ideas

Succession plans are in place to ensure there is cover
put forward by employees on our
for key roles, and these are formally reviewed and
internal innovative platform Ignite.
updated annually.
This platform enables colleagues to
Group strategy is disseminated through all levels of collaborate, discuss, challenge and
help shape the future direction of
the organisation, so each business area can engage
our business.
with our ambitions of growth.
5. Our shareholders
Risks
Mitigating factors
Changes in 2015
The Board reviews the currency profile of the Group,

including cash flows and balance sheet.
No change.
5a) Foreign currency risk

The Groups results are reported in
sterling. Due to the geographically
diverse locations in which Aberdeen
operates, business is conducted in a
number of currencies. These include the
US dollar, Singapore dollar and Euro.
There is a risk that the Groups financial
position is exposed to adverse
movements in exchange rates.
Variations in the sterling value of operating costs and

interest costs will, to an extent, offset any similar
impact of fluctuating exchange rates on revenues.
The treasury function prepares a sensitivity analysis
of the effect of changes in rates. Further details on
sensitivity to changes in currencies are set out in
note 30 of the financial statements.
5b) Liquidity risk

The Group aims to have sufficient
liquidity to meet its liabilities when
due under both normal and stressed
conditions, without incurring
unacceptable losses or risking damage
to the Groups reputation.
The Groups cash position, available facilities and

forecast cash flows are monitored by the Groups
treasury function. The Group's cash position
continues to strengthen.
We prepare long term forecasts and use stress tests
to assess the Groups future liquidity, as well as
compliance with regulatory capital.
The cash and funding position of each subsidiary
is monitored and each entity has access to
appropriate liquidity.
50
The Group has continued to

hold significant cash balances
and there is comfortable headroom
over Aberdeens regulatory
capital requirement.
Risks
Mitigating factors
Changes in 2015
We monitor the value of deposits with our

counterparties against limits in our treasury policy.
As our cash balances have grown, we have increased
the number of counterparties with which we deposit
our cash. The treasury function is supported by the
front office credit team, as well as the market risk
function that perform internal credit reviews.
No change in counterparty risk from

cash deposits or receivables.
5c) Credit risk
The value of seed capital has

increased, although we see no
material change in exposure. We
have however seen volatility in
market value for these investments.
Where appropriate, we extend our assessment of

counterparty risk to include major suppliers.
We set capital aside for seed capital investments in
response to the risk of movements in valuations in
stressed conditions or our ability (whether through
credit or liquidity stresses) to recover the value of
the investments.
Strategic report
We face credit risk as a result of

counterparty exposure. The principal
risks are in respect of deposits placed
with banks.
52
Roger Cornick
Chairman
We believe that effective and transparent

corporate governance is fundamental to
the successful operation of both our own
business and that of the companies and
countries in which we invest.
As a Board, we are accountable for all of the
Groups activities and we seek to follow best
practice in our day to day operations.
Over the course of the year we have
continued to apply the principles of the
Corporate Governance Code, as detailed in
the following report.
Corporate governance overview

In this section
Board composition
Board evaluation
Board of directors
Group Management Board ("GMB")
Audit committee
54
55
56
60
62
65
Risk committee
Remuneration report
Directors report
Directors responsibilities
68
69
70
72
89
91
UK Corporate Governance Code

The FRC published a new edition of the UK Corporate Governance Code in September 2014 that applies to reporting periods beginning
on or after 1 October 2014 ("the Code").
The Group has complied throughout the year with the Code except where noted in the report below. This report describes Aberdeens
corporate governance arrangements, explaining how the Group has applied the principles of the Code.
Corporate governance framework and responsibilities

Board of directors
Set the Groups strategy, goals and objectives.
Review Group and divisional strategy plans and budgets.
Set, with advice from the risk committee, the Groups risk
appetite, ensuring consistency with the Groups strategy.
Review and consider risks within the Group.
Approve budgets and business plan.
Take decisions on the day to day management of the Group

except where matters are reserved for decision by the Board.
See biographies on pages 56 to 59.
See biographies on pages 60 to 61.
Board composition
The Board currently comprises of the Chairman, seven nonexecutive directors and six executive directors. Val Rahmani was
appointed to the Board on 3 February 2015 and there were no
other changes to the Board during the year.
The roles of the Chairman and Chief Executive are separate, clearly
defined and have been approved by the Board. The Chairman,
Roger Cornick, is responsible for the leadership of the Board
and for ensuring its effectiveness in all aspects of its role.
The Chief Executive, Martin Gilbert, is responsible for the day to
day management of the Group. Simon Troughton continues in
his role as the Senior Independent Director providing a sounding
board for the Chairman and serving as an intermediary for the
other directors, where necessary. Further information regarding
the experience of the Board is given in their biographies on
pages 56 to 59.
Independence
In considering director independence, the Board has taken
into consideration the guidance provided by the Code. Of the
non-executive directors, Akira Suzuki has been appointed by
a significant shareholder, Mitsubishi UFJ Trust and Banking
Corporation, and he is therefore not considered to be independent.
The Board, having given thorough consideration to the matter,
considers the other six non-executive directors to be independent.
54
We did not comply during the year, nor do we currently comply

with the code requirements on the number of independent
directors. Whilst not complying, we believe we meet the
underlying principle of having a Board that is well balanced
between executive and independent non-executive directors.
We do not believe it would be beneficial to increase the size of
the Board further, as the number of executive directors adds value.
Further, we have one non-executive director appointed by a long
term shareholder. All directors are subject to annual election
by shareholders.
Split of Directors
Non-executive Chairman
Executive directors
Non-executive directors
(6 independent)
1
6
7
Board evaluation
A formal process has been established, led by the Chairman,
for the annual evaluation of the performance of the Board, its
appointed committees and each director, to ensure that they
continue to act effectively and efficiently and to fulfil their
respective duties, and to identify any training requirements.
The Board undertook an external performance evaluation in 2014.
This year, the performance evaluation of the board, its committees
and its individual directors has been conducted internally, with the
Chairman meeting each director individually in order to discuss
personal performance, training and development needs and to
facilitate discussion on the wider performance of the board and
its committees. The results were discussed by the Board and the
committees. The exercise also focused on the external review
undertaken in 2014 and has noted the importance of ensuring
that Board and committee reporting remained relevant and
complete, being mindful of the continuing growth in the Group
and its activities.
The non-executive directors also met without the Chairman

present to discuss the evaluation of his performance, having
taken into consideration the views of the executive directors.
The results of this meeting were subsequently discussed
between the Senior Independent Director and the Chairman.
Additionally, the Chairman and the non-executive directors held
a meeting without the executive directors present at which the
executive directors performance was discussed.
Committees
Audit committee
Monitor the integrity of annual, interim

and preliminary financial statements of
the Group.
Encourage staff to share their ideas of

where the Group can grow and
provide input to the existing
corporate culture.
Regularly review the structure, size and

composition required of the Board
compared to its current position and in
line with governance requirements.
Agree what aspects of innovation are

important at Aberdeen.
Consider appropriate succession

planning for directors and other
senior executives.
Review and assess the annual

internal audit plan and internal audit
function, and monitor managements
responsiveness to the findings
and recommendations of the
internal auditor.
Assess annually the independence and
objectivity of the external auditor and
oversee quality of audit work.
See pages 65 to 67 for the audit
committee report.
Encourage staff to offer their blue

sky thinking.
Focus on exploring and prioritising
new ideas.
See page 68 for the innovation
committee report.
Keep under review the executive and

non-executive leadership needs of
the organisation.
See page 69 for the nominations
committee report.
Risk committee
Remuneration committee
Support the Board in its consideration of the business

activities that expose the business to current and future
material risks.
Determine the remuneration strategy for the Group to

ensure staff retention and incentivisation, to meet with
current best practice and to align the interests of all
stakeholders, in particular shareholders and employees.
Advise the Board on setting risk appetite.

Ensure that senior management has in place procedures and
mechanisms to identify and control all fundamental
operational, financial, reputational, and regulatory risks.
Oversee the compliance function.
See pages 70 to 71 for the risk committee report.
Determine the remuneration packages for the Chairman,

all executive directors and the senior employees.
Review any performance-related pay schemes and all share
incentive plans for approval by the Board and shareholders.
See pages 72 to 88 for the remuneration committee report.
The Board has set up five committees, to assist in the oversight and control of the Group and its activities.
Board of directors
Roger Cornick
Martin Gilbert
Chairman
Chief Executive
Background and experience

Roger was with Perpetual PLC for over 20 years where, latterly, he
served as deputy chairman. Roger has over 30 years experience of
marketing and distribution in financial services and is currently a
trustee of the River and Rowing Museum.
Date of appointment
Roger was appointed to the Board as an independent nonexecutive director on 23 January 2004 and was appointed
Chairman on 22 January 2009. Roger is also chairman of
the nominations committee.

Martin trained as a chartered accountant prior to moving into
investment management with an Aberdeen firm of solicitors.
He is a founding director and shareholder of the Group. Martin is
also chairman of the PRA Practitioner Panel, and a member of the
Monetary Authority of Singapores International Advisory Panel.
Date of appointment
Martin was appointed to the Board on 1 July 1983.
Other appointments
Sky plc (senior independent non-executive director)
Other appointments
The River and Rowing Museum (trustee)
Simon Troughton
Julie Chakraverty
Senior Independent
Non-Executive Director
Independent Non-Executive
Director

Simon was a partner at Cazenove and Company Limited before
moving to Fauchier Partners in 2003 where he became chief
operating officer. He qualified as a chartered surveyor having
read Land Economy at Cambridge University.
Date of appointment
Simon was appointed to the Board on 29 July 2009 and is
chairman of the remuneration committee.
Other appointments (Europe)
Redburn Limited (non-executive director)

Julie was formerly a board member of UBS Investment Bank
and a non-executive director of Spirit Pub Company and the
insurance company Paternoster. Within UBS, she held a number
of global leadership positions with a specialised background in risk
management and fixed income. She started her financial career
over 20 years ago at JP Morgan, after graduating with first class
honours in Economics from St Johns College, Cambridge.
Date of appointment
Julie was appointed to the Board on 4 May 2011 and is chairman
of the innovation committee.
Other appointments
Amlin plc (non-executive director)
Rungway Limited (director)
Girls Day School Trust (trustee)
56
Andrew Laing
Rod MacRae
Deputy Chief Executive
Group Head of Risk

Andrew joined the Group in 1986 with responsibility for private
equity investment. Andrew was subsequently appointed chief
operating officer. Prior to joining Aberdeen, Andrew practiced
commercial law and was a private equity fund manager
in Edinburgh.
He graduated from the University of Aberdeen with an MA in
Politics and International Relations, and an LLB. Andrew serves
on the board of the Investment Association and is also a director of
a number of Group subsidiary companies.
He graduated with an MA in Economics from the University

of Edinburgh and is a member of the Institute of Chartered
Accountants of Scotland. Rod is a director of a number of
Group subsidiary companies.
Date of appointment
Rod was appointed to the Board on 1 October 2012.
Date of appointment
Andrew was originally appointed to the Board in 1987 and then
again on 23 January 2004 and was appointed Deputy Chief
Executive in 2008.

Rod is responsible for UK and global risk including regulatory
compliance, legal services, business and market risk.
Rod joined Aberdeen in 2003, following the acquisition of
Edinburgh Fund Managers.
Richard Mully
Jim Pettigrew
Director
Director

Richard was formerly the co-founder and managing partner of
Grove International Partners LLP, a major real estate private equity
firm. He spent much of his 30 year career in financial services as an
investment banker. Richard graduated with first class honours in
Economics from University College London and also holds an
MBA in Finance.

Jim was formerly chief executive of CMC Markets plc. Prior to
joining CMC, he was chief operating officer and finance director
at Ashmore Group plc, chief financial officer of ICAP plc from
1999-2006 and group treasurer at Sedgwick Group plc. Jim is
president of the Institute of Chartered Accountants of Scotland
and is an LLB.
Date of appointment
Richard was appointed to the Board on 23 April 2012 and is
chairman of the risk committee.
Date of appointment
Jim was appointed to the Board on 23 April 2010 and is
chairman of the audit committee.
Other appointments
ISG PLC (senior independent non-executive director)
alstria Office REIT-AG (supervisory board member)
St. Modwen Properties PLC (senior independent
non-executive director)
Actis Capital (senior advisor)
Starr Street Limited (director)
Other appointments
The Edinburgh Investment Trust Public Limited Company
(chairman)
Clydesdale Bank plc (chairman)
Crest Nicholson Holdings plc (senior independent
non-executive director)
RBC Europe Limited (deputy chairman)

Board of directors continued
Val Rahmani
Anne Richards
Director
Global Chief
Investment Officer

Val was formerly chief executive officer of US internet security
software firm, Damballa and, prior to that, held a number of
senior management roles with IBM Corporation. She graduated
from Oxford University with a MA and PHD in Chemistry.
Date of appointment
Val was appointed to the Board on 3 February 2015.
Other appointments
Computer Task Group (non-executive director)

Anne is Global Head of Aberdeen Solutions, Global Chief
Investment Officer and Head of the EMEA region. Prior to
Aberdeen, she worked for Merrill Lynch and Edinburgh Fund
Managers, where she was chief investment officer and joint
managing director. Anne graduated with first class honours in
Electronics and Electrical Engineering from the University of
Edinburgh, and has an MBA from Insead. Anne is a member of the
FCA Practitioner Panel. She was appointed a Commander of the
Royal Victorian Order ("CVO") in June 2014.
Date of appointment
Anne was appointed to the Board on 22 March 2011.
Other appointments
The University of Edinburgh (vice convener)
esure Group plc (non-executive director)
CERN and Society Foundation (chair)
The Investor Forum (director)
Bill Rattray
Jutta af Rosenborg
Finance Director
Director

Bill joined the Group in 1985 as company secretary and
subsequently became group financial controller. Prior to
joining the Group, Bill trained as a chartered accountant
with Ernst & Whinney in Aberdeen, qualifying in 1982.
Bill is a director of a number of Group subsidiary companies.
Date of appointment
Bill was appointed to the Board on 31 January 1991.
Other appointments
Curtis Banks Group plc (non-executive director)

Jutta was formerly chief financial officer for ALK-Abello A/S,
a global pharmaceutical company, headquartered in Denmark
and a non-executive director of Carnegie WorldWide Investment
Fund. Jutta has spent most of her career in finance, having
originally qualified as a chartered accountant with Deloitte before
establishing her own auditing and consulting business. Jutta has
a masters degree in business economics and auditing from the
Copenhagen Business School.
Date of appointment
Jutta was appointed to the Board on 18 January 2013.
Other appointments
Det Danske Klasselotteri A/S (chairman)
Auriga Industries A/S (deputy chairman)
JPMorgan European Investment Trust plc (non-executive director)
The PGA European Tour (non-executive director)
NKT Holdings A/S (non-executive director)
58
Akira Suzuki
Hugh Young
Non-Executive Director
Managing Director

Akira joined Aberdeen through the business and capital alliance
with Mitsubishi UFJ Trust and Banking Corporation. Akira has a
Bachelor of Law degree from Keio University. Following graduation
Akira joined Mitsubishi and has undertaken a wide variety of
roles, primarily in asset management and is currently Managing
Executive Officer and is based in Tokyo.
Date of appointment
Akira was appointed to the Board on 29 August 2013.
Other appointments
AMP Capital Holdings Limited (director)

Hugh is Global Head of Property, Fixed Income and Active Equity
and Managing Director of Aberdeen Asset Management Asia
Limited. He founded Singapore based Aberdeen Asia in 1992
and has been managing the Groups Asian equities since 1985.
Hugh graduated with a BA in Politics from Exeter University.
Hugh is a director of a number of Group subsidiary companies
and Aberdeen-managed investment trusts and funds boards.
Date of appointment
Hugh was appointed to the Board on 22 March 2011.
Committees
The responsibilities of the committees continue to grow in scope and complexity in response to increasing regulatory requirements.
Only the members of each committee are entitled to attend its meetings but others, such as senior management and external advisors,
may be invited to attend as appropriate. A full description of their responsibilities and terms of reference are provided on the Groups
website at aberdeen-asset.com/aam.nsf/InvestorRelations/termsofreference
Audit
Nominations
Risk
Remuneration
Innovation
Roger Cornick
Julie Chakraverty
Andrew Laing
Richard Mully
Jim Pettigrew
Val Rahmani
Jutta af Rosenborg
Simon Troughton
= Chairman of committee


The operational management of the Group is delegated by the
Board to the Group Management Board (GMB) which comprises
the six executive directors and other heads of department.
The GMB meet three times each month, has specific terms of
reference which have been approved by the Board, and has
responsibility for implementing the Boards strategy.
Gordon Brough
Devan Kaloo
General Counsel & Deputy Group Head of Risk

Gordon joined Aberdeen in February 2009 to head up the Groups
legal function having previously been the partner responsible
for the Groups affairs at Maclay Murray & Spens LLP. Gordon is
qualified as a lawyer in both Scots and English law.
Head of Global Emerging Markets and Head of Equities

Devan joined Aberdeen in 2000 as part of the Asian equities team
in Singapore, before later transferring to London. Previously,
he worked at Martin Currie in 1994 covering Latin America,
subsequently working with North American equities, global asset
allocation and eventually Asian equities teams. Devan graduated
with an MA (Hons) in Management and International Relations
from the University of St Andrews and a postgraduate diploma in
Investment Analysis from the University of Stirling.
Kerry Christie
Global Head of Human Resources
Kerry is Global Head of Human Resources and was appointed to
the GMB in 2010. She joined Aberdeen in March 2000 and was
appointed Head of Human Resources in October 2003.
Kerry graduated from Robert Gordon University with a
BA in Public Administration and a postgraduate diploma in
Personnel Management.
Brad Crombie
Global Head of Fixed Income
Brad re-joined Aberdeen in 2012 after starting in the Groups
graduate trainee programme twelve years ago. In the interim,
he worked at Bank of America Merrill Lynch as a managing
director, running the banks non-financial corporate and high yield
credit research team for the EMEA region. He graduated from
McGill University with BA and MA degrees and read history at
the University of Cambridge.
Ken Fry
Chief Operating Officer
Ken graduated from the University of Essex with a BA in Computer
Science and joined Aberdeen with the acquisition of Fredericks
Place Holdings in 1989 as Group IT Manager. He was appointed
to the GMB in 2006 as Chief Technology Officer and to his current
role in 2008.
Bev Hendry
Co-Head of Americas and Chief Financial Officer
Bev was appointed Co-Head of Americas and Chief Financial
Officer in July 2014. He first joined Aberdeen in 1987 and helped
establish Aberdeens business in the Americas. Bev re-joined
Aberdeen from Hansberger Global Investors where he has
worked for six years as Chief Operating Officer. Bev is a chartered
accountant and graduated with an MA in Economics from the
University of Aberdeen.
60
Jonathan Loukes
Deputy Finance Director
Jonathan joined Aberdeen in 2010 from Deloitte where he held
senior roles in corporate finance and audit. Jonathan graduated
with an LLM from Glasgow University and an MBA from
Manchester Business School. He is also a chartered accountant.
Gary Marshall
Head of Product
Gary joined Aberdeen as Head of Sales and Marketing through
the acquisition of Prolific Financial Management in 1997.
Since then he has worked in many areas of the business; including
a period as Head of the Americas based in the US for nearly five
years. Gary currently serves as Chief Executive of Aberdeen Fund
Managers Ltd, the Groups primary fund management entity in
the UK. Gary graduated with a BSc (Hons) in Actuarial
Mathematics and Statistics from Heriot Watt University
in Edinburgh and is a qualified actuary.
Andrew McCaffery
Global Head of Alternatives
Andrew is responsible for our alternative capabilities including
hedge funds, private equity, infrastructure and property multi
manager. Andrew joined Aberdeen in 2011 from BlueCrest Capital
Management, where he was a founder member of the Alignment
Investors division. Andrew joined the investment industry in 1983.
Sean Phayre
Andrew Smith
Global Head of Quantitative Investments

Sean joined the Group in 2014 as part of SWIP heritage. He began
his investment career at Edinburgh Fund Managers which was
later acquired by Aberdeen Asset Management. He established
quantitative investment teams at both companies, and latterly
was co-head of quantitative equities and derivative strategies.
Sean holds a PhD in Statistics and Modelling Science, an MSc
in Industrial Mathematics and a BSc (Hons) in Mathematical
Sciences, all from the University of Strathclyde.
Co-Head of Americas and Chief Operating Officer

Andrew is the Co-Head of Americas and Chief Operating Officer.
He held various roles since he joined Aberdeen in December 2000
including Chief Financial Officer for Aberdeen in the Americas.
Andrew attended Glasgow University.
Mandy Pike
Global Head of Dealing
Mandy is the Global Head of Dealing, covering all listed securities,
including equities, fixed interest, cash, FX and derivatives.
Previously, Mandy worked as a trader at F&C Asset Management,
and before that at BNP Capital Markets. Her City career began at
Grieveson Grant in the private client department.
Iain Plunkett
Global Head of Multi asset

Archie joined Aberdeen to lead multi asset in April 2014 having
previously developed SWIPs equivalent business. Prior to SWIP,
Archie developed the multi asset client solutions business at
BlackRock which he joined in 2006 via their acquisition of Merrill
Lynch Investment Managers. He has an MA (Hons) in English
Literature from the University of Edinburgh.
Pertti Vanhanen
Global Head of Property
Pertti has been managing director for property asset management
subsidiaries for both Pension Ilmarinen and Pension Varma in
Finland. Since he joined Aberdeen in 2002, Pertti has headed
the Nordic and European direct property business and has later
become the Head of Fund management Property division.
Pertti holds an MBA and is a Fellow of the Royal Institution of
Chartered Surveyors.
Chief Technology Officer

Iain joined Aberdeen from Barclays in 2015 where he was a
managing director & member of the Senior Leadership Group.
Previously, he worked for 15 years at UBS as Group Managing
Director performing the role of Global Chief Information Officer of
the Investment Bank and Corporate Centre. Iain graduated with a
BEng in Information Engineering from Strathclyde University.
Archie Struthers

Board effectiveness
Summary of Board meetings
The Board met eight times during the year to review financial
performance and strategy and to follow a formal schedule of
matters reserved for its decision, which includes the setting of
Group goals, objectives, budgets and other plans. The Board also
held a separate strategy discussion, at which the members of the
GMB presented their proposals for the 2016 strategy. This was
followed up with regular presentations to the Board throughout
the year.
Comprehensive board papers, comprising an agenda, formal
reports and briefing papers, are sent to directors in advance of
each meeting. Directors are continually updated with written
and oral reports, from senior executives and external advisers.
Topics include the Groups business and the competitive and
regulatory environments in which it operates, as well as on legal,
environmental, social, governance and other relevant matters.
In addition, the Board regularly receives briefings and
presentations from senior executives, local management and
external advisers covering a wide range of topics relevant to the
Groups business.
During the year, the Board has continued to focus on a number
of factors affecting the Group, including the macro-economic
situation with the fall in popularity of the emerging markets, and
our own equity investment performance. The Board has received
a number of presentations on these subjects and has looked to
satisfy itself that, first the process in place is appropriate and,
secondly, that the strategies being followed remain the correct
ones and are appropriate for the long term success of our business
and, ultimately, the client portfolios.
The Board visits the key overseas offices to meet local
management and clients, and to obtain an understanding of the
local business environment. The Board visited the Singapore,
Philadelphia and Frankfurt offices during the year and directors
also visited other overseas offices on an individual basis to meet
with local management and staff. Whilst in Singapore, several
members of the Board took advantage of the location to visit the
Sydney, Jakarta and Tokyo offices.
On each of these overseas visits, the directors have received
presentations from local and regional management on local and
regional business conditions and at desk presentations from the
local business teams.
62
Details of the individual directors attendance at Board meetings

are shown in the table below:
Maximum possible
attendance
Meetings
attended
Roger Cornick
Martin Gilbert
Simon Troughton
Julie Chakraverty
Andrew Laing
Rod MacRae
Richard Mully
Jim Pettigrew
Val Rahmani
Bill Rattray
Anne Richards
Jutta af Rosenborg
Akira Suzuki
Relationships with shareholders

The Group communicates regularly with institutional shareholders,
analysts and the financial press throughout the year. Annual and
interim reports and trading updates are widely distributed to other
parties who may have an interest in the Groups performance and
these documents, together with copies of investor presentations,
are also made available on the website.
The Chief Executive and Finance Director report at each Board
meeting on investor relations and on specific discussions with
major shareholders and the Board receives copies of all research
published on the Group. Investors are encouraged to attend
the Annual General Meeting (AGM) at which they have an
opportunity to ask questions.
The AGM is normally attended by all directors and the chairmen of
each of the Board committees are available to answer questions.
The Group continues to offer major shareholders the opportunity
to meet any or all of the Chairman, the Senior Independent
Director, the chairman of the remuneration committee and any
new directors.
The Group will continue its policy of announcing the number
of proxy votes cast on resolutions at the AGM and any other
general meetings. The Senior Independent Director is available
to shareholders if they have concerns which contact through the
normal channels of Chairman, Chief Executive or Finance Director
has failed to resolve or for which such contact is inappropriate.
Conflicts of interest
The Board confirms that it has considered and authorised any
conflicts or potential conflicts of interest in accordance with
the Groups existing procedures. They have also implemented
specific guidelines to address any potential conflicts that may
arise in the future. The Board has specifically considered the other
appointments held by directors, details of which are contained
in their biographies on pages 56 to 59, and has confirmed that
it believes that each is able to devote sufficient time to fulfil the
duties required of them under the terms of their contracts or
letters of appointment.
Training and induction
During the year under review, Val Rahmani joined the Board as an
independent non-executive director. Following discussions at an
early stage, a tailored induction plan was provided to assist with
her integration into the business. This process enabled Val to gain
a wider understanding of the Groups business, its people, and the
markets in which it operates.
The Board, its committees and each director has access to
independent professional advice, if required, at the Groups
expense, as well as to the advice and services of the
Company Secretary.
Directors are also advised, at the time of their appointment, of
the legal and other duties and obligations arising from the role of a
director of a listed company and are reminded of these duties and
obligations on a regular basis. All directors are obliged to undertake
a minimum of 35 hours of continuing professional development
annually, of which at least 21 hours must be comprised of
structured learning.
The Group maintains appropriate insurance cover in respect of
legal action against its directors.
Risk management
The audit and risk committees support the Board in discharging
its oversight duties with regard to internal control, risk
management and capital adequacy. These committees also have
responsibility for ensuring that the Group strategy is appropriate
and aligned with the Boards risk appetite, as set out in a formal
Board statement.
Internal control
The risk management framework includes a sound system of
internal controls that are designed to:
identify and appraise all risks related to achieving the Groups
objectives including all business, operational, reputational,
financial and regulatory risks;
manage and control risk appropriately rather than eliminate it;
provide reasonable, but not absolute, assurance against material
misstatement or loss;
be embedded within the business processes and form part of the
Groups culture, which emphasises clear management
responsibility and accountabilities;
respond quickly to emerging risks within the Group and the
external business environment; and
include procedures for reporting any control failings or
weaknesses to the appropriate level of management together
with the details of corrective action.
A review of the effectiveness of the Groups risk management and
internal control systems has been carried out through the work
and operations of the audit and risk committees.
The risk management committee oversees the system of controls
within the day to day operations, meets monthly, of the Group and
monitors the Groups culture, and clarity of responsibility of roles
over risk areas. The committee reports on and monitors critical
risks, issues and high priority projects. It serves to reconcile the key
risks and issues identified by the business with those raised by the
Groups monitoring functions. This provides assurance to the Board
that risks and issues are adequately escalated and managed.
Membership of the committee comprises executive directors and
senior management from all business functions. The committee
meetings are also attended by the heads of the primary control
oversight functions. The roles of these functions are as follows:
the compliance team monitors compliance with regulatory
requirements in each jurisdiction in which the Group operates;
the legal team is responsible for ensuring that the Group
complies with statutory requirements globally;
the business risk department is responsible for the management
and oversight of operational risk;
New directors appointed to the Board are provided with a formal

and tailored induction to assist in gaining a detailed understanding
of the Group, its activities and the regulatory and competitive
environment in which it operates. The induction process includes
meeting with the executive directors, the members of the GMB,
other senior executives and external advisers as well as receiving
information from past meetings. The Company Secretary, under
the direction of the Chairman, is responsible for facilitating this
induction programme, ensuring good information flow between
the Board, its committees and management, and assisting with
directors continuing professional development needs.
The attitudes to risk agreed at Board and committee discussions

are fed through to the planning processes for the individual
business units. The Board is also responsible for the Internal
Capital Adequacy Assessment Process (ICAAP), a process
required by the UK regulator, which summarises the risk
management framework and regulatory capital requirements of
the Group. This is closely linked to the Groups strategic planning
and capital management exercises.
Corporate governance report continued
the market risk team covers the risk profiles within the
various investment strategies as well as the credit risk
associated with the counterparties with whom Aberdeen
conducts its business; and
the internal audit function reviews the effectiveness of all
controls, either by reviewing the methods and findings of the
other independent monitoring functions, or by directly auditing
the controls operated by management.
The heads of business risk and market risk each report directly to
the Group Head of Risk while the heads of legal and compliance
report to the General Counsel. The Group Head of Risk who,
while also a director of the Group, reports to the Chief Executive
and also attends and reports at meetings of the risk and the
audit committees.
The Head of Internal Audit reports to the Chief Executive
as well as having unrestricted access to the chairman of the
audit committee.
More information on the risk management framework and specific
risks facing the Group can be found on pages 44 to 51.
64
Audit committee
The oversight of the external
audit tender has been a particular
focus for the committee.
Jim Pettigrew
Composition
The audit committee is chaired by Jim Pettigrew. He is supported
by three independent non-executive directors, Julie Chakraverty,
Richard Mully and Jutta af Rosenborg. All members served on the
committee throughout the year.
The Board is satisfied that all of the committee members have
recent and relevant financial experience to satisfy the provisions
of the Code, by virtue of their holding or having held various
executive and non-executive roles in other financial and asset
management institutions. Additionally, Jim Pettigrew and
Jutta af Rosenborg are qualified accountants.
The committee is also responsible for reviewing the Groups

arrangements on whistle blowing, ensuring that appropriate
arrangements are in place for employees to be able to raise,
in confidence, matters of possible impropriety, with suitable
subsequent follow up action. The committee received regular
reports from internal audit which confirmed the satisfactory
operating of the whistleblowing arrangements.
Report on the committees activities during the year
The committee has a schedule of events which, updated regularly,
details the issues to be discussed at each meeting. The schedule
also allows for new items to be included on the agenda of any of
the meetings.
During the year, the committee discharged its responsibilities,
under its terms of reference, by:
a) reviewing the Groups draft 2014 financial statements and
2015 interim results statement prior to discussion and
approval by the Board, and reviewing the external auditors
reports thereon;
b) reviewing the continuing appropriateness of the Groups
accounting policies;
c) reviewing the external auditors plan for the audit of the
Groups 2015 financial statements, receiving and reviewing
confirmations of auditor independence and approving the
terms of engagement and proposed fees for the 2015 audit;
d) reviewing the reports of the internal audit team and agreeing
action plans, audit schedules and areas for future reviewing,
and review the effectiveness of the internal audit function;
f) reviewing managements annual report on the Groups

system of internal control and its effectiveness, reporting to
the Board on the results of this review and receiving regular
updates on key risks and controls;
g) review and approving external audit reports on CASS;
h) receiving reports from the Group Head of Risk and the risk
committee on relevant matters that also impact internal
controls and financial reporting; and
i) carrying out an annual performance evaluation exercise and
noting the satisfactory operation of the committee.
The audit committee has reviewed the contents of this years
annual report and accounts and advised the Board that, in its
view, the report is fair, balanced and understandable and provides
the information necessary for shareholders to assess the Groups
position and performance, business model and strategy.
The committee received a number of regular reports at each
of its meetings during the year from internal audit, finance and
risk. The Groups external auditor also provided regular reports,
both written and oral, to each of the meetings. The committee
continues to ensure that issues and matters presented to them
are resolved in a timely manner.
As part of its function in discharging its duties to review the
effectiveness of the Groups systems of internal control, the
committee approved, in conjunction with the risk committee,
the 2014/15 Internal Controls Report which is an internally
prepared document which contains an independent opinion from
PricewaterhouseCoopers LLP (PwC). The opinion provided is, as
it was in 2014, an unqualified one. The report is made available to
our clients and consultants and describes the activities and control
procedures operating in the business in the year and is prepared in
accordance with internationally recognised standards.
Significant accounting matters
During the year, the audit committee considered key accounting
matters and judgements in respect of the financial statements
relating to:
Goodwill and intangibles impairment tests
The Group has goodwill of 932.8 million and intangible assets of
553.4 million. The majority of these balances have arisen from
acquisitions.
The goodwill balance is tested annually for impairment.
The intangible assets are reviewed for impairment indicators and
impairment tests are performed if there are indicators (eg client
losses or an expectation that assets will be withdrawn).

Responsibilities
The committees role is to assist the Board in discharging its duties
and responsibilities for financial reporting, internal control and
the appointment and remuneration of an independent external
auditor. The committee is responsible for reviewing the scope
and results of audit work and its cost effectiveness, and the
independence and objectivity of the auditor.
e) directing the audit tender process in light of UK corporate

governance and EU audit directive requirements;
Audit committee continued
There is a level of judgement in assessing future cash flows and

selecting appropriate comparators that form the basis for the
impairment tests.
The audit committee examined these assumptions used in the
impairment tests. They considered the impact of outflows and
market volatility, noting that the majority of the equities business
has grown organically, rather than through acquisitions. The flows
from the former SWIP business are in line with expectations and
the committee noted that the business continues to perform
satisfactory. They noted the reduction in market capitalisation
and sell side analyst valuations, but agreed that there remains a
significant level of headroom over the back value of assets.
The committee, with managements input, also monitors any
areas of the business added through acquisition that may be
performing behind expectations to consider the impact on
impairment testing. The work on impairment is summarised
in note 13.
Acquisition accounting for FLAG acquisition
Aberdeen acquired FLAG on 31 August 2015. Consideration
includes an upfront element of 52.0 million and a potential
earn-out of up to 29.3 million. The earn-out is dependent on
the future revenue growth of the business.
The audit committee reviewed reports prepared by the finance
team on the accounting for the consideration, noting the
consistency in approach with past acquisitions.
The potential liability for the earn-out is measured at fair value
and is dependent on the growth of revenues from the acquired
business over the period to 31 December 2017, discounted to a
present value. The base case estimates were supplemented by
an external valuation. The audit committee received a copy of
this report, as well as an explanation of the approach used by
finance and the rationale for assumptions on launch of new funds.
The audit committee challenged the finance team on the key
assumptions and was satisfied that a balanced approach had been
taken, given the information available and the relative stability of
private equity revenues.
We recognised intangible assets on acquisition in respect of the
management agreements with FLAGs clients. The value of these
intangible assets was determined by the level of forecast cash
flows that they are expected to generate, taking into account
factors such as market growth and attrition. A valuation report
was prepared by an independent accounting firm and this
was reviewed by the audit committee to be satisfied that an
appropriate approach was taken.
They also discussed with management the determination of useful
lives over which the intangibles are amortised. Where relevant, the
term period of the agreement is used as a starting point, but this
can be adjusted for other relevant factors.
Finally, the audit committee reviewed with finance the
classification of acquisition-related expenses in the income
statement. They were content that the approach is consistent with
other acquisitions. Further details on the nature of these costs are
disclosed in note 4.
66
Re-measurement of SWIP earn-out

The consideration for the SWIP transaction includes a potential
earn-out. The potential liability for the earn-out is measured at fair
value at each reporting period. This measurement is subjective.
The range of payments for the earn-out is between nil and
100 million and is dependent on the growth of revenues from
the acquired investment solutions business over the period
from 1 April 2014 to March 2019. This, in turn, relies on the
future performance of the Lloyds wealth business. This value
is determined based on expected cash flows over five years,
discounted to a present value. The base case estimates were
supplemented by an external valuation.
Management prepared a revised valuation of the earn-out at
30 September 2015 based on growth to date, expectations of
market growth and knowledge of client plans and product ideas.
The audit committee challenged the finance team on the key
assumptions and was satisfied that a balanced approach had been
taken, given the information available and the uncertainty of how
the multi asset business may grow.
Oversight of external auditors
The committee carried out a review of the effectiveness of
the external audit process performed by KPMG Audit Plc
(KPMG). The review covered all aspects of the global audit
service including, amongst other factors, the quality of the staff,
the expertise, the resources, and the independence of KPMG.
In practice, this was covered as part of the audit tender process.
The committee reviews the audit plan for the year carefully and
subsequently considers how the auditor performed to the plan.
They consider the quality of written and oral presentations and
the strength and depth of the lead partners at key locations.
The committee took into consideration the levels of fees paid
for the global services provided by the auditor. The committee
monitors its policy on the use of KPMG for non-audit services to
ensure complete clarity on the detail of services permitted and
not permitted and those which might require the explicit prior
approval of the committee.
The external auditor will only be appointed to a non-audit
engagement when they are best suited to perform the work and
there is no threat of a conflict of interest. Permitted non-audit
services include the provision of tax compliance services and
acting as reporting accountant in appropriate circumstances,
provided there is no element of valuation work involved.
The provision of tax advisory services, due diligence /transaction
services and litigation services may be permitted with the
committees prior approval.
The provision of internal audit services, valuation work and any
other activity that may give rise to any possibility of self-review
are not permitted under any circumstance. The auditor cannot act
in a capacity as management or design a system or process that it
subsequently is required to test.
Finally, consideration was also given to the likelihood of a

withdrawal of the auditor from the market and, it was noted that
there were no contractual obligations which would restrict the
choice of an alternative auditor. The audit committee is mindful
of the services provided by each of the Big Four to Aberdeen.
This was also considered as part of the assessment of the three
firms participating in the tender.
Audit tender
In line with the timetable disclosed last year, the Group conducted
a tender for the audit services in 2015. The tender was for the
2016 (and subsequent) audits. The committee took into account
the recommendations of the UK Corporate Governance Code, that
the external audit contract should be put out to tender at least
every ten years and, KPMGs length of tenure in the role.
The committee agreed the process to be followed, asking each
participant to tender for the provision of external audit, controls
assurance reporting and related regulatory reporting, including
CASS reporting.
Following the receipt of feedback after the meetings, the field was
narrowed to two firms who were each invited to meet with the
members of the audit committee. The committee recommended
to the Board, and it was agreed, that PwC be appointed as auditors
for the 2016 financial year.
As a result KPMG will not be seeking reappointment as auditor
for the financial year commencing 1 October 2015. A resolution
proposing the appointment of PwC as auditor of Aberdeen
Asset Management PLC and giving authority to the directors to
determine its remuneration will be submitted to the forthcoming
annual general meeting in January 2016.
Oversight of internal audit
The Head of Internal Audit provided both a written and oral report
at each meeting of the audit committee during the year. The
committee also approved the full operations of the internal audit
team, including audit plans, budgets and staffing levels. Typically,
the committee receives a detailed written report in advance of the
meeting and this is followed by an oral presentation detailing the
issues identified and the remedial action taken.
During the year the present Head of Internal Audit tendered
his resignation after serving as head of the division for 13 years.
The committee, in discussion with the Board of directors, initiated
a candidate search using an external search consultant, with the
current deputy stepping into the role in the interim.
The committee has also been looking at the effectiveness of

internal audit reporting and a number of improvements were
actioned including refreshed risk categorisation for audit issues,
and enhanced reporting to the audit committee. It was also agreed
that there should be a greater link between audit planning and the
Groups strategic objectives. Following PwC effectiveness review
of internal audit in 2014, all of the recommendations have been
implemented ensuring that Internal Audit continues to provide a
high level of service and complies with relevant standards.
Meetings and attendance
The committee operates under formal terms of reference which
are reviewed annually and held five meetings during the year,
with representatives of KPMG in attendance at each meeting.
Other regular attendees at the meetings of the committee
included the Chairman of the Board, the Chief Executive, the
Finance Director and the other members of the Board, the Group
Head of Risk, the Head of Internal Audit, the Compliance Officer,
the General Counsel and the Deputy Finance Director.
There is close liaison between the audit and risk committees and
this facilitates an integrated approach to risk assurance. The risk
committee is scheduled to hold four meetings per annum, each of
which is to be held on the same days as the meetings of the audit
committee, in order to allow appropriate interaction between the
two committees. To assist in this interaction, there is a standing
agenda item for the meetings of the audit committee to receive an
oral report from the chairman of the risk committee, providing an
update on matters relevant to the audit committee of those issues
considered by the risk committee.
There was full attendance at all meetings by members, as shown
in the table below:
Maximum possible
attendance
Meetings
attended
Jim Pettigrew
Julie Chakraverty
Richard Mully
Jutta af Rosenborg
The members of the committee also met, individually, with the

executive throughout the year, and this provided a forum for
discussion outwith the formality of the five meetings held during
the year.
Each firm was invited to a number of meetings with key members

of the management team and were asked to provide a written
submission against which the Group would evaluate a number of
selection criteria including the ability to understand our business
and demonstrate that the audit approach is tailored accordingly;
the ability to build a working relationship; the provision of a
capable audit team with the right mix of skills and experience; a
proven ability to engage and support management at an early
stage in the audit process and to provide robust challenge where
necessary; the provision of a clear audit approach and an ability to
deliver insight and be proactive in key accounting areas.
The committee has been closely involved in monitoring the

internal audit plan, looking to ensure that the audit scope
continued to focus on all relevant areas of activity, including the
IT project activity and the continuing integration exercise for the
SWIP business. There have been a small number of areas where
the committee has requested additional information in respect of
matters reported, including looking to ensure that matters raised
were resolved in a timely manner.
Successful implementation of our
innovation strategy is key to the
future development of the Group.
Julie Chakraverty
Composition
The innovation committee is chaired by Julie Chakraverty and
she is supported by three other standing members, Val Rahmani,
Andrew Laing and Kerry Christie the Global Head of Human
Resources as well as a further nine members of staff from our
regional offices, the majority of which are on our emerging talent
programme. The committee will look to rotate those non standing
members after an appropriate period.
Responsibilities
The committee is responsible for creating a framework for
Aberdeen to best respond to innovation opportunities. It seeks to
do this in two ways. First, to provide a platform for all Aberdeen
colleagues to share their innovation ideas and shape our future
business and culture, focusing on the four priorities of customers,
talent, productivity, and brand. Secondly, through inviting external
innovation experts to help drive committee debate so that key
opportunities or investment areas may be communicated to
the Board.
The committee was formed in 2014 to assist in harnessing ideas
from across the business. One of its first activities was to launch
a new global idea-sharing platform called Ignite. This platform
helps facilitate collaboration between colleagues, regardless of
location or role, by posing business challenges and sharing ideas
and solutions. The first three challenges sought ideas on how best
to keep pace with the evolving digital world, how to capitalise on
the changing global retirement market and then looked to identify
the greatest opportunity or disruptor facing Aberdeen and how,
in terms of technology, service or operations, to best respond.
There has been significant take up from the business to these
challenges and following a review it was agreed to take six
suggestions forward to develop further. The committee has also
set a number of challenges to gain ideas as to how we can recruit
and retain the very best talent in our industry. Again there was
a significant response on Ignite from staff and the committee
is currently looking at how to implement a number of the ideas
suggested. One of the aims of the committee going forward
was to look to embed an innovation culture into the business
in all decisions being made across the Group by ensuring that
innovation is reflected in the Group Strategy.
68
The committee recognised the importance of understanding

the clients needs and their behaviours and, with this in mind,
members of the committee, along with the Groups Chief
Executive and Head of Marketing, visited a number of digital
businesses based in Silicon Valley in the USA. The purpose of
the trip was to see how digital businesses were innovating and
to gain an understanding of the potential threats and benefits
to Aberdeen. The team were also keen to understand the culture
of these new businesses and to understand how they managed
to attract top talent, noting the link with further education
establishments. Several learnings from the trip are being actioned.
are reviewed annually. The committee held nine meetings during
the year. Details of attendance from the Board members are
shown in the table below. Other regular attendees at the
meetings of the committee included the Group Head of HR,
Head of Marketing, Chief Operating Officer and the Chief
Technology Officer.
Maximum possible
attendance
Meetings
attended
Julie Chakraverty
Andrew Laing
Val Rahmani
The committee has focused on Board and
committee membership and ensuring
executive succession plans are fit for purpose.
Roger Cornick
Composition
The nominations committee is chaired by Roger Cornick and
he is supported by two independent non-executive directors,
Jim Pettigrew and Simon Troughton, all of whom served
throughout the year.
Responsibilities
The committee is responsible for reviewing the structure, size and
composition of the Board and for recommending new directors for
appointment to the Board. The committee carries out an annual
review of the membership of each of the Boards committees and
makes recommendations to the Board.
The committee is also responsible for considering and making

recommendations to the Board on succession planning for
directors and other senior executives.
under its terms of reference, by:
a) reviewing the proposals for rotation and re-election of
directors at the Annual General Meeting;
b) considering and making recommendations to the Board for
the appointment of a new director and for changes to the
membership of the committees;
c) reviewing the succession plans for the executive directors and
the other members of the GMB;
d) reviewing senior management training and development;
e) reviewing the external appointments and time commitments
of the directors;
f) discussing the results of the annual performance evaluation
exercise; and
g) examining the operations of the committee and reviewing its
terms of reference.
As previously reported in 2014, the committee had appointed
an external search consultant, Odgers Berndtson, in order to
identify a new non-executive director. The committee provided
a full specification of the skill set required and, following a
detailed interview process, we identified Val Rahmani as the most
appropriate candidate. Ms Rahmani was subsequently appointed
to the Board on 3 February 2015 and will stand for election at the
Companys annual general meeting on 27 January 2016.
Odgers Berndtson has no other connection with the Group.
The committee were also provided with a worked example of

the succession plan for the head of US equities, following the
retirement of the incumbent, during the year. Kerry Christie
provided the committee with the details of the potential
successors, their current suitabilities for the role and the training
necessary to enable them to accept the role within reasonable
timeframes. Following this review, the committee satisfied
themselves with the appropriateness of Ralph Bassett to be
updated to the role.
The Board, as a whole, has responsibility for the appointment

of new directors and for nominating them for election by
shareholders at the first opportunity following their appointment.
In the year under review, the committee received updates from

Kerry Christie, the Global Head of Human Resources, on the talent
management programme. The committee were updated on the
progress of the senior leadership and emerging talent programmes
and it was noted that both continued to be developed in order
to ensure that those individuals included within the programmes
were provided with the appropriate training in order to allow them
to develop and to be able accept senior management positions
within the Group within certain timeframes. The committee
also received and undertook a review of the succession plans for
the members of the group management board and other senior
employees. Following this review the Chairman was able to
report to the Board that the succession plans in place were fit
for purpose.
Board diversity
We are long-standing supporters of diversity in the boardroom
throughout the group and we are supportive of the Financial
Reporting Councils aims to encourage diversity in the boardroom.
Our current Board is made up of fourteen directors of whom four
(29%) are women. We remain of the opinion that appointments
to the Board should be made relative to a number of different
criteria, including diversity of gender, background and personal
attributes, alongside the appropriate skill set, experience and
expertise. We will continue to insist that long lists and short lists
of possible appointments to the Board reflect that position.
are reviewed annually and held five meetings during the year.
The Chief Executive was also a regular attendee at the meetings of
the committee. The attendance at meetings by the members is as
shown in the table below:
Maximum possible
attendance
Meetings
attended
Roger Cornick
Jim Pettigrew
Simon Troughton
Risk committee
The committee is key to
the continuing effective
oversight of risk.
Richard Mully
Composition
The risk committee is chaired by Richard Mully, who is supported
by four independent non-executive directors, Julie Chakraverty,
Jim Pettigrew, Val Rahmani and Simon Troughton. All members of
the committee served throughout the year except Val Rahmani
who was appointed to the committee in February 2015, following
her appointment to the Board of Directors.
Responsibilities
The committee has oversight of the risk management framework
and, more specifically, the effectiveness of risk management and
compliance activity within the Group. The committee advises the
Board on considerations and processes relevant to setting the
risk appetite and related tolerances. Oversight of the work of the
compliance division, including compliance monitoring, is one of
the key functions of the risk committee. Matters of a compliance
nature that are relevant to the audit committee remit continue to
be reported under the business of the audit committee as well as
the risk committee. In addition, the committee has a responsibility
to review the implementation of appropriate procedures to
identify and control all fundamental operational, financial,
reputational and regulatory risks within the Group.
under its terms of reference and, in particular by:
a) reviewing the effectiveness of risk management, governance
and compliance activity within the Group;
b) advising the Board on considerations and processes for setting
the Groups risk appetite and related tolerances;
c) seeking to ensure that senior management has in place
procedures and mechanisms to identify and control all
fundamental operational, financial, reputational, and
regulatory risks;
d) reviewing and recommending the approval of the Internal
Capital Adequacy Assessment Process (ICAAP) to the Board;
e) seeking to ensure that all risks were being addressed by
management in line with the Groups risk appetite;
f) meeting with the heads of compliance and risk without other
executives present;
g) reviewing the compliance departments terms of reference,
their work programmes and receiving regular reports on their
work during the year; and
h) reviewing the committees terms of reference, carrying out
an annual performance evaluation exercise and noting the
satisfactory operation of the committee.
70
The committee received a number of regular reports at each of its

four meetings during the year. The Group Head of Risk provided
updates to the committee on each area of the risk divisions
functions, including business, investment and market risk, as well
as reporting on legal and compliance issues. In addition, other
members of the risk division, including the Heads of Market and
Business Risk and Compliance and Internal Audit and the General
Counsel also attended during the year to present on their own
areas of responsibility.
Members of the committee continue to meet independently
with the executive and staff from different business divisions
throughout the year in order to further their knowledge of the risks
facing the business. In addition, the chairman of the committee,
Richard Mully, has been a regular attendee at the meetings of the
conflicts committee.
The committee has a standard agenda covering all areas of its
responsibility and also continued to focus on specific issues during
the year, including liquidity and concentration risks, divisional
restructuring, SWIP integration updates, information security and
cyber crime. As reported in prior years the committee continues
to undertake and monitor its blue sky risk concerns and has
been able to identify and assess the current risks, assessing
considered severity, likelihood and velocity and the considered
interconnections of each risk. With this additional focus and detail,
the committee has been able to consider the impact of these
on the Groups strategic priorities, MI and monitoring and also
consider the impact of this on the Groups regulatory capital and
ICAAP. The results showed that while there were no risks identified
in the very high likelihood / severity quadrants, there were some,
such as investment performance and succession that were in the
next category. In addition, the work undertaken was also able to
identify a number of risks that were interconnected, thus providing
further detail for consideration in the Risk Appetite statement.
The addition of Val Rahmani to the committee has assisted with
the committees ability to review and question the business in
respect of IT, operations and cyber issues. This year the committee
has overseen progress on ensuring that appropriate controls were
in place to manage cyber crime prevention, has received updates
on the restructuring of the IT and operations divisions and has also
received updates on information security controls. As part of the
review on cyber issues, the business employed PwC to undertake
a review of the current business practices and controls in place to
mitigate any cyber issues. The results of the review were discussed
by the committee and they were pleased to see progress to ensure
that our practices were appropriate. During the year, the company
recruited an experienced Chief Technology Officer and he has been
in attendance and will be asked to present to a future meeting of
the committee.
Compliance monitoring remains a key focus for the committee

and at each meeting of the committee, the Head of Compliance
has presented the results of the compliance monitoring work and
has provided regulatory updates. The committee has approved the
annual monitoring plan. He has also presented the results from
each of the external regulatory visits that the Group has received
during the year and the committee has ensured that all matters
raised with the committee have been addressed appropriately.
The committee continues to receive independent data on the
reputational risks to which the Group is exposed through an
assessment against peers gathered from all relevant press releases,
analyst reviews and social media monitoring. The scoring derived
from this assessment is tracked by a key indicator with any
trends identified.
are reviewed annually and held four formal meetings during the
year, all of which were held on the same day as the meetings of
the audit committee, in order to facilitate appropriate interaction
between the two committees.
In addition to the members of the committee, other regular

attendees at the meetings included other members of the
Board, both executive and non-executive, as well as the General
Counsel and Heads of Business risk, Compliance and Internal
Audit. Representatives of KPMG were specifically invited to
certain meetings of the committee, dependent on the matters
being discussed.
Maximum possible
attendance
Meetings
attended
Richard Mully
Julie Chakraverty
Jim Pettigrew
Val Rahmani
Simon Troughton
Remuneration report
Our people are our strength and ensuring
we can retain and motivate is at the heart
of the committees work.
Simon Troughton
Remuneration committee
Chairmans summary statement
Introduction
I am pleased to present the remuneration report for the year to
30 September 2015. There are two parts to the report:
Annual report on remuneration, and
Directors remuneration policy.
The annual report on remuneration explains how the policy
has been applied during the year, and, together with this
introductory statement, will be subject to an advisory
shareholder vote at the AGM.
The directors' remuneration policy was approved by
shareholders at the AGM in January 2014, and has been
applied consistently thereafter. No changes to the policy are
proposed and so there will be no resolution at the 2016 AGM.
However, for convenience, we have included the approved
policy on page 82 of this report.
Pay principles
We continue to focus on pay for performance and alignment
with shareholder interests. The remuneration committee works
closely with the risk committee to ensure that remuneration
takes account of the need to manage risk exposure within the
Boards risk appetite.
Our policy for directors has the following key features:
Pay is simple and clear;
We reward the delivery of long term financial results;
There is a cap on total variable remuneration;
75% of individual variable pay is deferred into
Company shares;
Deferred pay vests over a period of 5 years, and is subject
to clawback;
Executives build up a substantial personal stake in the shares
of the Group.
The same principles are applied in considering the remuneration
of other employees of the Group. The Committee pays particular
attention to the relative value of total remuneration and the
growth in dividends paid to shareholders is again considerably
higher than pay growth.
72
Deferred shares which have attained their earliest exercise dates

represent prior years compensation and performance. Directors
may choose to sell shares from time to time following the expiry
of vesting and clawback restrictions. Such sales should not be
interpreted as conveying a view on the Groups performance
or its outlook. Any such sales are permitted only in accordance
with regulatory requirements, and directors continue to be
bound by the Groups requirement that they build and maintain
a meaningful shareholding of no less than 300% of base salary.
Cap on the variable pay pool
The committee is aware of the desire expressed by some
shareholders to apply a cap on the maximum variable pay
that any individual can earn. Our continuing policy is to set
a maximum value of aggregate variable pay pool from which
awards are made to all employees in the Group, with awards
to executive directors representing a small proportion of the
overall pool. We believe that this policy is consistent with the
team-based ethos and practice which operates throughout our
business, and ensures that Aberdeen is not placed at a market
disadvantage when competing for talent, as the majority of our
global competitors do not have individual caps on variable pay.
Individual variable pay caps could place upward pressure on
fixed remuneration, which we do not consider to be in the best
interests of shareholders.
Shareholder engagement
During the year I have continued to engage proactively with
shareholders and representative groups, and the committee
has considered the comments and feedback generated from
these meetings.
Pay regulation
We continue to monitor regulatory developments on
remuneration and we are aware that the review of remuneration
guidelines for financial services firms continues. Should the
eventual outcome of this review require changes to our policy in
future, the committee will consult with major shareholders on
how it proposes to implement the new regulatory guidelines,
prior to any vote on the policy.
Base salaries 2016
The committee has decided to increase the base salaries of the
executive directors by approximately 1.4% with effect from
1 January 2016, whilst the average increase awarded to other
staff is 3.4%.
Variable remuneration for 2015

The Groups financial achievements are the result of strong
operational disciplines, and profit performance is a significant
factor in setting the appropriate level of variable pay pool.
Our primary imperative is to look after our clients and provide
superior long term investment performance.
Variable pay awards for executive directors are paid from
the same Group pool as other employees. Awards have been
determined based on a rounded assessment of Group and
personal performance. A range of key indicators has been
considered including: long term investment performance for
clients; new business flows and client retention, service and
conduct; underlying EPS; operating margin; cash conversion;
ROCE; corporate governance and risk management; operational
objectives and progress towards strategic goals. The committee
considers what has been achieved for each KPI, both for the year
and over the longer term. Levels of variable pay award therefore
reflect actual performance relative to both annual and longer
term expectations. The financial results achieved in any one year
are a reflection of the delivery of our long term strategy.
The aggregate variable pay pool in any year is normally no

higher than 25% of pre-variable pay operating profit; for 2015
awards, the aggregate pool has been set at approximately 20%.
As a consequence, the overall staff cost, incorporating both fixed
and variable remuneration, has been approximately 35% of the
Groups revenue over a number of years. For 2015 this ratio
is 34.6%.
As ever, I welcome any comments from investors and will be
available to answer any questions you may have at the AGM.
Simon Troughton
Chairman of the Remuneration Committee
Remuneration report continued
Annual report on remuneration

This part of the report has been prepared in accordance with Part 4 of The Large and Medium-sized Companies and Groups (Accounts
and Reports) (Amendment) Regulations 2013 and relevant sections of the Listing Rules. The Annual Report on Remuneration will be put
to an advisory shareholder vote at the 2016 AGM. Where indicated, information has been audited as required under the regulations.
Directors' remuneration as a single figure (audited information)
The remuneration of the directors for 2014 and 2015 was as follows:
Year to 30 September 2015

Executive Directors
Martin Gilbert
Andrew Laing
Rod MacRae
Bill Rattray
Anne Richards
Hugh Young
Total
Non-Executive Directors
Roger Cornick
Julie Chakraverty
Richard Mully
Jim Pettigrew
Val Rahmani
Jutta af Rosenborg
Simon Troughton
Total
Executive Directors
Martin Gilbert
Andrew Laing
Rod MacRae
Bill Rattray
Anne Richards
Hugh Young
Non-Executive Directors
Roger Cornick
Julie Chakraverty
Anita Frew
Richard Mully
Jim Pettigrew
Jutta af Rosenborg
Simon Troughton
74
Salary
& fees
000
Taxable
benefits
000
Variable
pay
000
Pension
000
Total
000
513
359
359
359
359
365
2,314
2
2
2
2
2
192
202
3,825
750
575
750
1,487
3,400
10,787
63
63
63
63
252
4,340
1,174
999
1,174
1,911
3,957
13,555
325
114
121
113
61
91
133
958
3,272
202
10,787
252
325
114
121
113
61
91
133
958
14,513
505
354
354
354
354
337
2,258
2
2
2
2
2
157
167
4,250
800
600
800
1,750
4,000
12,200
63
64
62
64
253
4,757
1,219
1,020
1,218
2,170
4,494
14,878
300
84
121
102
102
72
107
888
3,146
167
12,200
253
300
84
121
102
102
72
107
888
15,766
Annual variable pay for the year to 30 September 2015

Variable awards for the year under review were based on performance against a range of criteria. The relevant performance indicators
and the committees assessment of performance are shown in the table.
Remuneration
Committee's
assessment
Key points in 2014 - 15

financial year
Key
Key performance indicators
Above target
Financial:
Around target
Change in underlying diluted EPS
-3.5%
Between threshold and target
Operating margin
42.7%
Below threshold
ROCE
19.6%
Cost control
-1.5%1
Cash conversion
107%
Qualitative:
Difficult period for equity
performance
Distribution
Continuing to expand global

distribution
Talent management
Senior leadership and emerging

talent programmes formalised
Risk management, compliance

and conduct
Ongoing Group-wide focus on

all aspects of risk, compliance
and conduct
Investment performance and

client retention
Based on second half of 2014, which included the SWIP business
Overall assessment of performance

The committee makes an overall assessment of performance, taking account of the scorecard detailed above, and progress made during
the year relative to the longer term strategic goals. Variable pay awards to executive directors are, on average, 12% lower than in 2014.
This overall assessment recognises strong performance in financial and operational management of the business, continuing Aberdeens
consistent, long term track record in these areas, albeit diluted EPS was lower than targeted and there was a reduction in assets under
management. Despite difficult market conditions, strong cost control enabled a healthy operating margin and return on capital, while
good cash conversion and robust financial discipline enabled the Board to increase the dividend by 8.3%. Good progress was achieved in
talent management and development, and risk management processes, compliance and conduct were strengthened further.
The following chart shows the year-on-year growth in underlying PBT, diluted underlying EPS and ordinary dividends paid, relative to the
CEOs total remuneration. Each metric has been rebased to an index of 100 for the year to 30 September 2011.
Performance history and CEO remuneration
250
200
150
100
50
2011
2012
Change in underlying PBT
2013
Change in underlying EPS (diluted)
2014
Change in dividends paid
2015
Total CEO remuneration
The table below shows the longer term history of performance of Aberdeen over the past five years.
KPI (% change v prior year)
2015
2014
2013
2012
2011
Change in underlying PBT
+0.3%
+1.6%
+38.8%
+15.2%
+43.8%
Change in diluted underlying EPS
-3.5%
-4.1%
+43.6%
+20.9%
+40.6%
Operating margin
42.7%
43.9%
45.4%
40.6%
39.5%
Conversion of operating profit to cash flow
107%
111%
108%
119%
129%
-33.9bn
-20.4bn
-2.5bn
0.0bn
-1.7bn
ROCE
19.6%
21.3%
27.5%
22.5%
20.0%
Change in ordinary dividends paid
+9.3%
+25.5%
+58.3%
+15.2%
+28.4%
Net new business
The variable pay awards for year ending 30 September 2015 were as follows:
Cash
000
Deferred
0001
Total
000
Martin Gilbert
956
2,869
3,825
Hugh Young
850
2,550
3,400
Anne Richards
372
1,115
1,487
Andrew Laing
188
562
750
Bill Rattray
188
562
750
Rod MacRae
144
431
575
Individual
The deferred component vests in five equal tranches in December 2016, 2017, 2018, 2019 and 2020.
25% of variable pay is paid in cash on the award date and 75% is deferred and settled in shares. These deferred share awards vest in
equal annual instalments over a five year period, subject to the executives continued employment with the Company. Both the cash and
share elements of variable pay are subject to clawback.
Consideration of clawback in 2014 - 15
A clawback principle applies to variable pay. This enables the committee to seek to recoup variable pay in the exceptional event of:
misstatement or misleading representation of performance; a significant failure of risk management and control; or serious misconduct
of an individual. It allows both the equity and cash portions of variable awards to be clawed back via the reduction or cancellation of any
outstanding unvested deferred variable pay awards regardless of the year to which they relate. As 75% of each years variable pay award
is deferred, there is an ongoing substantial amount of accumulated, unvested deferred remuneration that can be recouped.
The committee considered there were no events or circumstances during 2014-15 that required the application of clawback.
Outstanding share awards
The table below sets out details of executive Directors outstanding share awards (which will vest in future years subject to continued
service).
Martin Gilbert
76
Interest at
1 October
2014
603,722
545,112
1,382,682
1,506,783
449,912
449,912
176,909
530,727
Awarded
during
year
701,785
Exercised
in year
(603,722)
(272,556)
(460,894)
Issue
price
84.2p
139.9p
179.0p
199.1p
333.4p
333.4p
487.5p
487.5p
454.2p
Interest at
30 September
2015
272,556
921,788
1,506,783
449,912
449,912
176,909
530,727
701,785
Earliest vesting dates1

Vested
Vested
Vested
Vested
Vested
Dec 2015 & 2016
Vested
Dec 2015, 2016 & 2017
Dec 2015, 2016, 2017, 2018 & 2019
Andrew Laing
Bill Rattray
Hugh Young
Rod MacRae
Awarded
during
year
132,105
132,105
288,970
660,505
99,080
Exercised
in year
(97,313)
(43,586)
(32,690)
(83,740)
(158,354)
(213,461)
(95,606)
(73,071)
(502,261)
(224,956)
(176,909)
Issue
price
139.9p
179.0p
199.1p
333.4p
333.4p
487.5p
487.5p
454.2p
164.2p
84.2p
139.9p
179.0p
199.1p
333.4p
333.4p
487.5p
487.5p
454.2p
199.1p
333.4p
333.4p
487.5p
487.5p
454.2p
199.1p
333.4p
333.4p
487.5p
487.5p
454.2p
179.0p
199.1p
333.4p
333.4p
487.5p
487.5p
454.2p
Interest at
30 September
2015
38,128
94,274
97,313
43,586
87,172
98,070
132,105
107,235
272,347
282,522
84,360
84,360
31,729
95,187
132,105
191,212
219,213
288,970
449,912
530,727
660,505
69,833
113,846
67,488
67,488
24,998
74,994
99,080
Earliest vesting dates1

Vested
Vested
Vested
Vested
Dec 2015 & 2016
Vested
Dec 2015, 2016 & 2017
Dec 2015, 2016, 2017, 2018 & 2019
Vested
Vested
Vested
Vested
Vested
Vested
Dec 2015 & 2016
Vested
Dec 2015, 2016 & 2017
Dec 2015, 2016, 2017, 2018 & 2019
Vested
Vested
Dec 2015 & 2016
Vested
Dec 2015, 2016 & 2017
Dec 2015, 2016, 2017, 2018 & 2019
Vested
Vested
Dec 2015 & 2016
Vested
Dec 2015, 2016 & 2017
Dec 2015, 2016, 2017, 2018 & 2019
Vested
Vested
Vested
Dec 2015 & 2016
Vested
Dec 2015, 2016 & 2017
Dec 2015, 2016, 2017, 2018 & 2019
Awards stated as having vested have reached the earliest exercise dates set at the date of award; as such, the participant can exercise his or her right to require formal vesting at any time without restriction.
These interests represent ordinary shares which will vest on the dates stated.
Directors interests in share options (audited information)
Rod MacRae
Date of
grant
2014
17.6.08
116,666
Exercised Market price

in year
exercise
2015
Exercise
Earliest
Latest
Status of
price
116,666
130.25p
Jun 2013
Jun 2018
Achieved
The market price of the Companys ordinary shares at 30 September 2015 was 296.5p and the range during the year was 293.0p to 507.5p.
Anne Richards
Interest at
1 October
2014
38,128
94,274
194,626
87,172
87,172
32,690
98,070
83,740
158,354
107,235
272,347
282,522
84,360
84,360
31,729
95,187
213,461
95,606
191,212
73,071
219,213
502,261
224,956
449,912
176,909
530,727
69,833
113,846
67,488
67,488
24,998
74,994
Directors share interests (audited information)

Details of the directors interests in shares are shown in the table below. As set out in the policy report, the executive directors are
required to build up a shareholding equivalent to 300% of salary, including vested deferred variable pay shares. The Board Chairman and
non-executive directors are encouraged to hold shares in the Company but are not subject to a formal shareholding guideline.
2015
Held on
Main
register
Deferred awards
vested
Total
unrestricted
Deferred awards
- unvested
Share
Options
Total
Martin Gilbert
183,865
3,327,948
3,511,813
1,682,424
5,194,237
2,022%
Andrew Laing
42,680
273,301
315,981
317,347
633,328
260%
Rod MacRae
32,028
276,165
308,193
241,562
116,666
666,421
254%
2,298,792
778,193
3,076,985
311,652
3,388,637
2,534%
Anne Richards
554,095
554,095
699,395
1,253,490
456%
Hugh Young
450,000
450,000
1,641,144
2,091,144
400%
Roger Cornick
111,000
111,000
111,000
Simon Troughton
60,000
60,000
60,000
Jim Pettigrew
25,000
25,000
25,000
Director
Bill Rattray
Julie Chakraverty
Richard Mully
Unrestricted as
percentage of
base salary
50,000
50,000
50,000
Jutta af Rosenborg
Akira Suzuki
Val Rahmani
Director
Held on
main
register
Deferred awards
- vested
Total
unrestricted
Deferred awards
unvested
Share
options
Total
Unrestricted as
percentage of
base salary
Martin Gilbert
183,865
3,760,994
3,944,859
1,884,765
5,829,624
3,122%
Andrew Laing
42,680
273,301
315,981
358,831
674,812
356%
Rod MacRae
32,028
160,500
192,528
258,147
116,666
567,341
217%
2,298,792
852,204
3,150,996
347,630
3,498,626
3,555%
Anne Richards
554,095
554,095
792,563
1,346,658
625%
Hugh Young
450,000
450,000
1,884,765
2,334,765
529%
Roger Cornick
111,000
111,000
111,000
2014
Bill Rattray
Anita Frew
Julie Chakraverty
37,500
37,500
37,500
Richard Mully
15,000
15,000
15,000
Jim Pettigrew
25,000
25,000
25,000
Jutta af Rosenborg
Akira Suzuki
40,000
40,000
40,000
Simon Troughton
Roger Cornick holds US$460,000 nominal value of the 7% perpetual cumulative capital notes, which he held throughout the year.
The directors are not permitted to hold their shares in hedging arrangements or as collateral for loans without the express permission of
the Board. No director currently holds their shares in such an arrangement.
There have been no other changes to the directors holdings between 30 September 2015 and 27 November 2015.
78
Percentage increase in the remuneration of the Chief Executive Officer

The following table shows the percentage change in the base salary, benefits and variable pay of the Chief Executive between the current
and previous financial year compared to average for all employees of the Group.
Chief Executive
Average for all employees
+1.4%
+3.4%
No change
No change
-10.0%
-4.0%
Base salary
Benefits
Total variable pay
Review of base salaries

The executive directors salaries were reviewed by the committee and a salary increase of 1.4% will take effect from 1 January 2016.
The average rate of salary increase awarded to all staff, other than directors, is 3.4%.
Base salary changes for the executive directors
Salary as at
1 January 2016
Change
Martin Gilbert
515,000
522,000
+1.4%
Andrew Laing
360,000
365,000
+1.4%
Rod MacRae
360,000
365,000
+1.4%
Bill Rattray
360,000
365,000
+1.4%
Anne Richards
360,000
365,000
+1.4%
S$718,000
S$728,000
+1.4%
Hugh Young
The following fee levels for non-executive directors were introduced on 1 October 2014.
Current fee
Board Chairman
325,000
Non-executive director base fee
65,000
Senior Independent Director
20,000
Committee chairman supplement (Audit, Innovation, Remuneration, Risk)
30,000
Committee membership supplement (Audit, Innovation, Remuneration, Risk)
13,000
Committee membership supplement (Nominations)
5,000
Salary as at
1 January 2015
Total shareholder return

The graph below shows the Companys TSR performance (with dividends re-invested) against the performance of the FTSE All Share and
the FTSE All Share General Financial Sector indices for the last 7 years. As the chart indicates, Aberdeens TSR of 214% was substantially
above the two comparator indices.
(%)
400
350
300
250
200
150
100
50
0
-50
Sep 08
Sep 09
Aberdeen Asset Management
Sep 10
Sep 11
Sep 12
FTSE All Share General Financial Sector
Sep 13
Sep 14
Sep 15
FTSE All Share
Source: Thomson Reuters
Total remuneration for Chief Executive

The total remuneration of the Chief Executive for each of the financial years shown in the TSR graph is shown in the following table.
The total remuneration figure includes the variable pay awarded, and LTIP awards which vested, based on performance in each year.
The LTIP percentages show the payout for each year as a percentage of the maximum, for those years in which there was an LTIP
vesting event. As there is no cap on the maximum individual annual variable pay award, a percentage of maximum annual variable pay
is not shown.
Total remuneration (000)

LTIP vesting (%)
2010
2011
2012
2013
2014
2015
3,751
4,501
4,728
5,102
4,757
4,340
85%
100%
100%
N/A
N/A
N/A
Relative importance of the spend on pay

The chart below shows the year-on-year movement in total remuneration of all employees, compared to the change in dividends paid
and declared on ordinary shares.
(m)
400
350
300
250
200
150
100
50
0
404.3
388.9
231.0
Total employee pay

2014
251.4
Dividends
2015
Over the 5 year period to 30 September 2015, the compound annual growth rate (CAGR) of total employee pay was 12.1%, while the
CAGR of ordinary dividend payments was 26.3%.
Implementation of remuneration policy in the year commencing 1 October 2015
The committee intends to continue to apply broadly the same performance metrics and weightings to variable remuneration as in the
previous year and to take account of strategic and annual expectations for the Group.
80

The remuneration committee is chaired by Simon Troughton and, during the year, he was supported by two independent non-executive
directors, Jutta af Rosenborg and Richard Mully. All members served on the committee throughout the year.
The committee operates under formal terms of reference, which are reviewed annually and held seven meetings during the year.
There was full attendance at all meetings by members, as shown in the table:
The members of the committee during the year and their attendance at the meetings of the committee were:
Maximum possible
attendance
Meetings
attended
Simon Troughton
Jutta af Rosenborg
Richard Mully
The Chief Executive attends the meeting by invitation and assists the committee in its deliberations, except when his personal
remuneration is discussed. No directors are involved in deciding their own remuneration. The committee also received advice from the
Global Head of Human Resources. The Company Secretary acts as Secretary to the committee.
External advisers
The remuneration committee receives independent advice from New Bridge Street (NBS) consultants. NBS abides by the
Remuneration Consultants Code of Conduct, which requires it to provide objective and impartial advice. NBS was appointed by the
committee and does not provide other services to the Group. Total fees charged by NBS for the year were 43,000.
The table below sets out details of the external directorships held by the executive directors and any fees that they received in respect of
their services during the year.
Position
2015
2014
139,695
104,000
67,500
60,000
4,250
17,000
10,607
February 2015
AGM
Votes cast in favour
906.4m
92.5
Votes cast against
73.4m
7.5
979.8m
100.0
7.8m
Martin Gilbert
Senior Independent director, Sky plc
Anne Richards
Non-executive director, esure Group plc

Member of the Council of the Duchy of Lancaster
Bill Rattray
Non-executive director, Curtis Banks Group plc
Statement of shareholder voting

At the 2015 AGM, shareholder voting on remuneration was as follows:
Approve the Directors' Remuneration Report
Total votes cast

Abstentions
External Directorships
The Group earned fees of 23,000 for Martin Gilberts services as a non-executive director of one Aberdeen managed company and
68,750 for Hugh Youngs services as a non-executive director of three Aberdeen managed companies.
Directors remuneration policy

This part of the Directors' Remuneration Report sets out the
remuneration policy for directors of the Company, which was
approved by shareholders at the AGM in January 2014.
Policy overview
The remuneration committee determines, on behalf of the Board,
the Group's policy on the remuneration of the chairman, executive
directors and other senior executives. The committee's terms of
reference are available on the Group's website.
In setting the remuneration policy for the executive directors,
the committee takes into account the following:
the need to attract, retain and motivate talented executive
directors and senior management;
pay and benefits practice and employment conditions both
within the Group as a whole and within the particular
geographic regions in which the Group operates;
external comparisons to examine current market trends and
practices and equivalent roles in similar companies taking into
account their size, business complexity, international scope and
relative performance; and
alignment of remuneration policy with the interests
of shareholders.
How the views of shareholders are taken into account
The remuneration committee chairman engages pro-actively and
regularly with major shareholders and shareholder representatives.
The committee considers shareholder feedback received, as part of
its annual review of remuneration policy.
If any material changes to the remuneration policy are
contemplated, the remuneration committee chairman consults
with major shareholders about these in advance.
Details of votes cast for and against the resolution to approve last
years remuneration report are provided in the annual report on
remuneration section of this report.
Considerations elsewhere in the Group
The Group applies a consistent remuneration philosophy for staff
at all levels. Base salaries are targeted around the median of the
relevant markets in which the Group competes for talent. All
employees are eligible to be considered for performance-related
variable pay, and the principle of deferral applies to all variable pay
above a minimum threshold. Rates of pension contribution and
fringe benefit provisions are consistent between executives and
other employees within each country where the Group operates.
The committee considers the base salary increases for the Group's
broader employee population when determining any annual salary
increases for the executive directors.
82
The committee has not conducted a specific employee

consultation exercise on the directors' remuneration policy.
However, the Group consults with its employees on general
employment policies in a range of ways, including formal
consultation forums in some countries where it operates.
Members of staff are encouraged to provide feedback directly
to their line managers or to the human resources team.
The remuneration committee monitors the effectiveness of the
Group's remuneration policy in recruiting, retaining, engaging
and motivating staff, and receives regular feedback from
the Global Head of Human Resources on how the Group's
remuneration policies are perceived and whether they are
meeting business needs.
The committee does not seek to apply fixed ratios between
pay levels of different roles in the Group, as this would restrict
flexibility in aligning reward and achievement, and potentially
create barriers to recruiting and retaining the necessary talent
in a highly competitive employment market.
Policy table
The table summarises the key aspects of the Companys
remuneration policy for executive directors.
Key aspects of the remuneration policy for executive directors

Element, purpose and link to strategy
Operation, performance measures, deferral and clawback
Base salary
(Fixed pay)
Reviewed annually, taking account of market salary levels, Group performance, individual
performance, changes in responsibility and levels of increase for the broader employee population.
To pay a fair salary, commensurate with

the individual's role, responsibilities
and experience, and having regard to
the market rates for similar roles in the
asset management sector and other
comparable companies.
Reference is made to mid-market levels within relevant FTSE and industry comparators.
Benefits
(Fixed pay)
The Group currently provides a range of fringe benefits such as: medical insurance; disability
insurance; life insurance; paid holiday; and international benefits assistance where appropriate.
The committee considers the impact of any base salary increase on the total remuneration package.
Specific benefits provision may be subject to minor change from time to time, within this policy.
Pension
(Fixed pay)
Employee contributions are made to appropriate defined contribution pension arrangements, or

equivalent cash allowances are paid, subject to normal practice in the relevant country.
To provide market competitive defined

contributions, to assist with recruitment
and retention.
Where there are legacy defined benefit plans from corporate acquisitions, these are closed to all
future accrual at the earliest reasonable opportunity.
Variable pay
Variable pay awards to executive directors are made from the Group's aggregate variable pay pool
in which all staff participate and which is approved by the remuneration committee each year.
The aggregate pool is normally capped at no more than 25% of the pre-variable pay operating
profit, unless exceptional circumstances justify a higher cap. Executive variable pay awards paid
from this pool take account of the Group's key financial performance indicators for the relevant
financial year such as underlying profit before tax, underlying earnings per share, operating margin,
cash conversion, ROCE, corporate governance and risk management. Details of the performance
indicators for the most recent financial year and performance against them are provided in the
annual report on remuneration. Similar indicators have been applied for the forthcoming year and
we will report on the outcomes against these measures in the 2016 report.
To reward performance and

align executives' interests to those
of shareholders.
75% of variable pay is awarded in Company shares which are released to executive directors in
equal tranches over not less than four years. An amount equivalent to the dividends due on the
shares is paid to participants only after the earliest vesting date has passed.
Clawback
To ensure that variable pay awards do not
encourage excessive risk.
A clawback principle applies to the variable pay plan. This enables the committee to seek to
recoup variable pay in the exceptional event of: misstatement or misleading representation of
performance; a significant failure of risk management and control; or serious misconduct of
an individual.
Share ownership
Executive directors are required to build up a substantial interest in Company shares. The current
requirements are set out in the annual report on remuneration.
Employment contracts, and loss

of office
Notice periods from the company are normally limited to 12 months, unless there are exceptional
reasons for a longer period of notice during a temporary transition period.
To facilitate recruitment and retention,

and support pay for performance, by
providing fair but not excessive contract
features.
Deferred variable pay awards normally lapse on cessation of employment unless 'good leaver'
status applies under the relevant plan rules.
New executive director appointments
Remuneration for new appointments will be set in accordance with the policy detailed in this table.
Where necessary, the committee may offer additional remuneration, such as shares or cash-based
awards, to replace remuneration the individual has foregone in order to be able to join the Group.
To facilitate recruitment of
necessary talent.
84
Maximum opportunity
There is no prescribed maximum salary or maximum rate of increase. The committee is guided by the general increase for the broader
employee population but on occasions may need to recognise, for example, development in role, change in responsibility, specific retention
issues, market practice or changes in regulatory requirements.
Details of the outcome of the most recent salary review are provided in the annual report on remuneration.
Fringe benefits are not subject to a specific cap, but represent only a small percentage of total remuneration. The costs associated with
benefits provision are closely monitored and controlled.
Company contribution of up to 20% of base salary, or equivalent cash allowance in lieu.
The high proportion of variable pay deferral (75%), clawback arrangements, and risk controls incorporated in the Group's team-based
investment process, ensure that the uncapped individual incentive opportunity encourages both excellent performance and prudent
management of risk.
The committee will consider, where appropriate, the use of tax-approved share plans, to be applied to all employees on similar terms, where
these are consistent with the Group's overall remuneration policy.
The committee has discretion to determine the amount of any award which it seeks to clawback.
Any severance payment in lieu of notice is capped at an amount equivalent to the remuneration the executive director would otherwise
have been eligible to receive had they been permitted to work the notice period.
(See further detail after this table regarding any new executive director contracts.)
The aggregate variable pay pool for all employees including executives is capped. The policy is not to cap individual variable pay awards
(other than indirectly through the impact of the aggregate pool cap) as this is not market practice for most of the Group's peers and would
risk placing the Group at a competitive disadvantage.
Choice of performance measures and how performance

expectations are set
Variable pay is based on a range of key performance
indicators (KPIs) linked directly to the Groups strategy,
which provides a rounded assessment of the Groups performance.
The remuneration committee reviews the KPIs each year, and
varies them, if appropriate, to ensure that they continue to reflect
the priorities for the business.
The main emphasis is on financial metrics such as underlying profit
before tax, underlying earnings per share, operating margin, cash
conversion, and ROCE. These KPIs are used because: they support
value creation for shareholders; are a good indication of the strong
operational disciplines in place; and, most importantly, reflect the
Groups imperative to look after our clients.
The committee considers what has been achieved for each KPI,
relative to both the annual business plan and the longer term
strategy. Levels of variable pay award therefore reflect actual
performance relative to both annual and longer term expectations.
The financial results achieved in any one year are a reflection of
the delivery of our long term strategy.
Differences in remuneration policy for executive directors
compared to other employees
The remuneration approach for the executive directors is broadly
consistent with that for employees across the Group as a whole.
However, there are some differences which the committee
believes are necessary to reflect the different responsibilities of
employees across the Group:
Below executive director level, whilst the same 75% variable
pay deferral policy applies, participants may elect to receive up
to half the deferred amount in the form of an investment in
funds managed by Aberdeen; the balance of the deferred
amount is delivered in Aberdeen shares.
For executive directors and the other members of the Group
management board the 75% deferred portion of variable pay vests
over not less than four years in equal tranches. For awards made
for 2014 and for 2015, the vesting period is 5 years. For employees
below this level, the 75% deferred portion currently vests in equal
tranches over three year period following the award.
External non-executive director positions
Executive directors are permitted to accept a limited number of
directorships outside the Group, recognising that this can assist
in their personal development. All such appointments are subject
to approval in advance by the Board. Where the appointment is
accepted in furtherance of the Groups business, any fees received
are remitted to the Group. If the appointment is not connected to
the Groups business, the director is permitted to retain any fees
received. Details of outside directorships held by the executive
directors and any fees that they received are provided in the
annual report on remuneration.
86
Approach to remuneration for new executive

director appointments
The remuneration package for a newly appointed executive
director is set in accordance with the terms of the Groups
approved remuneration policy in force at the time of appointment.
The variable remuneration for a new executive director would be
determined in the same way as for existing executive directors,
and would be subject to the maximum limit on aggregate variable
pay referred to in the policy table above.
The committee may also offer additional cash and/or share-based
elements when it considers these to be in the best interests of the
Group and shareholders, to replace variable remuneration awards
or arrangements that an individual has foregone in order to join
the Group. Any such payments would take account of the details
of the remuneration foregone and would take account of the
nature, vesting dates and any performance requirements attached
to that remuneration.
For external and internal appointments, the Group may meet
certain relocation expenses as appropriate.
Service contracts and loss of office payment policy
The remuneration committee periodically reviews the contractual
terms for new executive directors to ensure that these reflect
best practice.
Service contracts normally continue until the directors agreed
retirement date or such other date as the parties agree. The service
contracts contain provision for early termination. Notice periods
are limited to 12 months.
Executive directors appointed up to 31 December 2013
For existing executive directors, if the employing company
terminates the employment without giving the period of notice
required under the contract, then the executive director is
entitled to receive up to 1 years remuneration in recompense.
Compensation is limited to: base salary due for any unexpired
notice period; any amount assessed by the committee as
representing the value of contractual benefits and pension which
would have been received during the notice period; and any
variable pay which the director might otherwise have been eligible
to receive had they been permitted to serve their notice, subject to
the committees assessment of Group and personal performance.
Any executive directors who are appointed after
31 December 2013
In the case of any new executive director appointment since
January 2014, if the individuals contract were terminated by the
employing company and payment in lieu of notice were to be
made, the committee would normally seek to limit this to base
salary, pension and benefits for up to 12 months. An amount in
respect of loss of variable pay for the period of notice would only
be included in exceptional circumstances such as ill health, and
would not apply in circumstances of poor performance. For the
avoidance of doubt, note that the individual would be eligible to
be considered in the normal way for an variable pay for any period
they have served as an executive director, subject to the normal
assessment of Group and personal performance.
The directors contracts also provide for termination on three

months notice if, in the opinion of the Board and having given the
director adequate opportunity to improve, the director has failed
to perform at a satisfactory standard. In such a case, the directors
contracts do not provide for any liquidated damages to be paid.
In summary, the contractual provisions are as follows:
Provision
Detailed terms for

existing executive
directors
Detailed
terms any new
executive director
appointments post
31 December 2013
Notice period
12 months
12 months
Termination
payment in
the event of
termination by the
Company without
due notice.
Base salary plus

value of benefits
including pension.
Also eligible for
annual variable pay
which the director
would otherwise
have received.
Normally limited
to base salary, plus
value of benefits
including pension.
Legacy arrangements
For the avoidance of doubt, in approving this directors
remuneration policy, authority is given to the Group to honour
any commitments entered into with current or former directors
(such as the payment of a pension or the unwind of legacy share
schemes) that have been disclosed to shareholders in previous
remuneration reports. Details of any payments to directors will be
set out in the annual report on remuneration as they arise.
The Groups policy results in the majority of the remuneration
received by executive directors being dependent on Group
performance.
The chart below illustrates the minimum (fixed) remuneration,
and provides an indication of the total remuneration for a year
of good performance using the variable pay figures for the year
ending September 2015 and the base salary effective 1 January
2016. As the Groups policy is not to cap individual variable pay,
a maximum total remuneration figure is not shown in the chart.
It also shows the weighting of the main remuneration components
for executive directors. As the chart indicates, performance-related
remuneration represents between 57% to 88% of the total,
and three-quarters of the performance-related remuneration is
delivered in Aberdeen shares.
Relative sizes of remuneration components

000
5000
4,349
4500
3,928
4000
3500
66%
3000
65%
2500
1,917
2000
1500
1,180
22%
1000
500
0
524
48%
430
16%
430
100%
12%
100%
36%
100%
Minimum
(Fixed)
Actual
Minimum
(Fixed)
Actual
Minimum
(Fixed)
Martin Gilbert
Andrew Laing
Fixed remuneration
Variable pay - cash
43%
14%
43%
Actual
Rod MacRae
59%
1,180
1,005
22%
48%
430
16%
430
19%
100%
36%
100%
22%
100%
13%
Minimum
(Fixed)
Actual
Minimum
(Fixed)
Actual
Minimum
(Fixed)
Actual
Bill Rattray
Anne Richards
528
Hugh Young
Variable pay - deferred
Any share-based entitlements an executive director holds under

the Groups share plans will be determined based on the relevant
plan rules. The default treatment is that any outstanding awards
will lapse. However, in certain prescribed circumstances, such as
death, disability, redundancy, retirement or other circumstances
at the discretion of the committee (taking into account the
Individuals performance and the reasons for their departure)
good leaver status can be applied.
A directors service contract may be terminated without notice

and without any further payment or compensation, except for
sums accrued up to the date of termination, on the occurrence of
certain events such as gross misconduct.
Fees policy for the Board Chairman and other non-executive directors
Element
Board
Chairman
fee
Purpose and link

to strategy
To attract and retain
a high-calibre Board
Chairman by offering
a market competitive
fee level.
NonTo attract and retain

executive
high-calibre nondirector fees executive directors
by offering a market
competitive fee level.
Operation
Maximum
The Chairman is paid a single fee for all his

responsibilities. The level of the fee is reviewed
periodically by the remuneration committee, with
reference to market levels in comparably sized FTSE
companies, and a recommendation is then made to
the Board (without the Chairman being present).
The current fee for the Chairman

is 325,000. The Directors'
Remuneration Policy allows the fee
to be changed periodically by the
committee.
The current basic fee is 65,000

with a supplement of 30,000 for
each of the Chairman of the audit,
innovation, remuneration, and risk
committees and a supplement of
20,000 for the senior independent
Director. The current supplement
is 13,000 for other members of
the audit, innovation, remuneration
The fee levels are reviewed periodically by the
and risk committees, and 5,000
Chairman and executive directors, with reference to
for members of the nominations
market levels in comparably sized FTSE companies
committee. The fee levels are
and a recommendation is then made to the Board.
subject to change periodically
under the policy.
The non-executives are paid a basic fee.
Fee supplements may be paid for additional
responsibilities and activities, such as for the
committee chairmen and other members of the
main Board committees (eg audit, remuneration,
risk, innovation and nominations) and the Senior
Independent Director, to reflect the additional
responsibilities.
There is no maximum fee level.

Non-executive directors are engaged under letters of appointment and they do not have contracts of service. The appointment will
normally terminate on:
i)
a director choosing to resign voluntarily; or
ii) a director being prohibited from serving by law, bankruptcy or illness; or

iii) annually, if the nominations committee does not approve the extension of the appointment; or
iv) a director being found guilty of misconduct; or
v) a director not being re-elected by the shareholders following retirement by rotation at an Annual General Meeting.
No fee is paid to non-executive directors appointed to represent a major shareholder.
Compliance with FCA Remuneration Codes
The committee regularly reviews its remuneration policy to ensure compliance with the principles of the Remuneration Code of the
UK financial services regulator, as applicable to Aberdeen. The remuneration policy is designed to be consistent with the prudent
management of risk, and the sustained, long term performance of the Group. The Group Head of Risk is involved in reviewing the
remuneration policy and practice to ensure that it is aligned with sound risk management, and keeps the committee informed of
Aberdeen's risk profile so that this can be taken into account in remuneration decisions.
Approval
This Directors Remuneration Report has been approved by the Board of Directors.
Signed on behalf of the Board of Directors.
Simon Troughton
Chairman of the Remuneration Committee
27 November 2015
88
Directors report
The directors have pleasure in submitting their annual report
and financial statements for the year to 30 September 2015.
Principal activity and business review
The principal activity of the Group is the provision of asset
management services. Further information on the Groups
business, which is required by section 414c of the Companies
Act 2006, can be found in the following sections of the annual
report, which are incorporated by reference into this report:
Chairmans statement on pages 6 to 8
Strategic report on pages 12 to 51
Financial
The results for the year are shown in the Group income statement
on page 101.
An interim ordinary dividend of 7.5p per share was paid on
18 June 2015. The directors recommend a final ordinary dividend
of 12.0p per share, making a total of 19.5p per share for the year
to 30 September 2015.
Directors
The names and biographical details of the present directors of
the Company are given on pages 56 to 59. Val Rahmani, who
was appointed to the Board during the year, will retire and being
eligible, offer herself for election at the forthcoming annual
general meeting. All other directors, who served throughout the
year, will retire and, being eligible, offer themselves for re-election.
Directors interests in the share capital and equity of the Company
at the year end are contained in the remuneration report on
page 78.
Substantial interests
At 27 November 2015, the Company has been notified of the
following interests, other than the directors, of 3% or more in
the ordinary shares:
Number
% of class
Mitsubishi UFJ Trust &

Banking Corporation
226,150,969
17.16
Lloyds Banking Group plc
129,033,779
9.79
Capital Research & Management
93,212,624
7.07
BlackRock
58,429,086
4.43
M&G Investment Management
51,918,324
3.94
The authority for the Company to purchase, in the market, up to

133,161,465 of its ordinary shares, representing approximately
10% of its issued ordinary share capital at 28 November 2014,
expires at the forthcoming Annual General Meeting. Pursuant
to that authority, between 23 July 2015 and 4 August 2015, the
Company carried out a buy-back programme to return surplus
capital to shareholders, which saw 13,700,217 ordinary shares
of 10p each in the Company (representing approximately 1% of
its issued ordinary share capital at 4 August 2015, bought back
for an average consideration paid by the Company of 3.65 per
ordinary share. The shares so purchased were all cancelled. At the
forthcoming Annual General Meeting, shareholder will be asked to
renew the Companys buy-back authority for a further year.
Going concern
The strategic review discusses the Groups business activities,
together with the factors likely to affect its future development,
performance and position and sets out the financial position of
the Group, its cash flows and liquidity. Note 30 of the financial
statements sets out the Groups objectives, policies and processes
for managing capital and its financial risk management objectives,
together with details of financial instruments and exposure to
credit risk and liquidity risk.
The Group has considerable financial resources and a strong cash
position. The Board has prepared forecasts, including rigorous
sensitivity analysis, which demonstrate that the Group will
continue to operate within its available resources.
After making these enquiries, the Board considers that the
Group has adequate resources to meet its business needs and
it is therefore appropriate to adopt the going concern basis in
preparing these financial statements.
Acquisition of shares by the employee benefit trust
During the year, the Employee Benefit Trust, funded by the
Company, purchased a net 13,993,517 ordinary shares in the
Company, which have an aggregate nominal value of 10p each, for
a net consideration of 37.0 million. The shares were purchased in
order to hedge the Groups future commitment in relation to the
vesting of awards under the Groups deferred share scheme.
At the date of this report, the Employee Benefit Trust holds
33,691,043 shares in the Company. The shares held by the
Employee Benefit Trust are registered in the nominee name
Wealth Nominees Limited and a dividend waiver has been
signed by Wealth Trustees Limited to cover all of the shares
held by the Trust.
Directors indemnities
The Company maintains directors and officers liability insurance
which provides appropriate cover for any legal action brought
against its directors.

The proposed final dividend, if approved, will be paid on

3 February 2016 to shareholders on the register at the close of
business on 8 January 2016. A dividend of 2.5 million will also
be paid to holders of the 2015 non-voting preference shares on
3 February 2016. Coupon payments of 18 million in total have
been paid on the 7.0% perpetual cumulative capital notes.
Share capital
The Company announced on 7 July 2015 the issuance of
200,000,000 non-voting, perpetual, non-cumulative, redeemable
preference shares to Mitsubishi UFJ Trust & Banking Corporation.
Details of the Companys share capital and changes to that share
capital are set out in note 22 of the financial statements.
Directors report continued
Responsible business practices

We are committed to embedding the ten UN Global Compact
principles throughout our organisation and this year have further
developed the way in which we integrate ESG considerations into
our investment processes across all asset classes, in line with the
requirements of the Principles for Responsible Investment (PRI).
On an annual basis we refine our approach and continue to make
progress in embedding responsible business practices throughout
the organisation. This process is led by Andrew Laing, the Deputy
Chief Executive, who in turn is responsible for reporting to the
Board on developments, risks and opportunities.
This year, rather than have a separate section entitled corporate
responsibility, we have sought to integrate the assessment
of our material ESG factors throughout the annual report.
Further information on our approach to responsible business
can be found in our annual corporate responsibility report.
This year, comparison on a like for like basis of our carbon

emissions shows that we have had a 2% reduction in our global
emissions intensity. We continue to recycle over 65% of our total
waste in the UK and, in an effort to reduce our business travel,
have increased use of videoconferencing by 70%. During the year,
we undertook a comprehensive review of our Environmental
Management System (EMS) to determine how we could further
embed a culture of environmental performance improvement and
we will launch this new programme in 2016. We also maintained
our ISO 14001 and Carbon Trust accreditation in the UK.
Total global emissions for carbon reporting
CO2e emissions (tonnes)
1
2014
Natural gas
414
179
Group owned vehicles
118
132
28
28
560
343
4,885
4,205
5,445
4,548
1.86
1.72
Diesel
Refrigerant gas loss
2
2015
Electricity and district heating
Total
Intensity ratio: Emissions per FTE for
Scope 1 and Scope 2
A report on corporate governance which forms part of this
Directors report, is set out on pages 62 to 64.
Political donations
It is the Groups policy not to make donations for
political purposes.
Environmental disclosure
Our greatest environmental impact is indirect, through the
investments that we hold. We do however work hard to reduce our
direct impacts, recognising this is not only the right thing to do, it
also has business benefits which include reducing business costs.
Energy consumption and associated emissions, waste and business
travel, remain our key areas of focus.
Scope Emissions source
Audit information
The directors who held office at the date of approval of this
Directors report confirm that, so far as they are each aware,
there is no relevant audit information of which the Companys
auditor is unaware; and each director has taken all the steps
that they ought to have taken as a director to make themselves
aware of any relevant audit information and to establish that
the Companys auditor is aware of that information.
We have used the GHG Protocol Corporate Accounting and Reporting Standard (revised edition) for our
methodology and have used operational control as our boundary for reporting. We have gathered data
from invoices on energy consumption, register of refrigerants and service logs of owned vehicles. The UK
emissions factors Defra/DECC (2014) have been used in all instances where country specific emissions
factors are unavailable.
2015 Annual General Meeting

A separate document, the Notice of Annual General Meeting
2016, covering the Annual General Meeting of the Company to
be held on 27 January 2016 at noon, will be sent or made available
to all shareholders and will contain an explanation of the business
before that meeting.
Electronic proxy voting
Registered shareholders have the opportunity to submit their
votes (or abstain) on all resolutions proposed at the Annual
General Meeting by means of an electronic voting facility
operated by the Companys registrar, Equiniti Limited.
This facility can be accessed by visiting www.sharevote.co.uk.
CREST members may appoint a proxy or proxies by using
the CREST electronic appointment service.
Electronic copies of the annual report and financial statements
and other publications
Copies of the 2015 annual report and financial statements, the
notice of Annual General Meeting, other corporate publications,
press releases and announcements are available on the Groups
website at aberdeen-asset.com. Shareholders are encouraged
to take advantage of the provisions allowing the Group to deliver
notices of meetings and associated documentation electronically
by email, or via the Groups investor relations webpages
at aberdeen-asset.com/investorrelations.
Company Information
The Company is registered in Scotland (No. 82015) and
its Registered Office is located at 10 Queens Terrace,
Aberdeen, AB10 1YG.
By order of the Board
Scott E Massie
Secretary
10 Queens Terrace
Aberdeen AB10 1YG
27 November 2015
90
Directors responsibilities
The directors are responsible for preparing the annual report and
the Group and Company financial statements in accordance with
applicable law and regulations.
Company law requires the directors to prepare Group and
Company financial statements for each financial year. Under that
law they are required to prepare the Group financial statements
in accordance with IFRSs as adopted by the EU and applicable law
and have elected to prepare the Company financial statements on
the same basis.
Under company law the directors must not approve the financial
statements unless they are satisfied that they give a true and fair
view of the state of affairs of the Group and Company and of their
profit and loss for that period. In preparing each of the Group and
Company financial statements, the directors are required to:
select suitable accounting policies and then apply
them consistently;
The directors are responsible for keeping adequate accounting

records that are sufficient to show and explain the Companys
transactions and disclose with reasonable accuracy at any time
the financial position of the Company and enable them to ensure
that its financial statements comply with the Companies Act
2006. They have general responsibility for taking such steps as are
reasonably open to them to safeguard the assets of the Group and
to prevent and detect fraud and other irregularities.
Under applicable law and regulations, the directors are also
responsible for preparing a strategic report, directors report,
directors remuneration report and corporate governance
statement that complies with that law and those regulations.
The directors are responsible for the maintenance and integrity
of the corporate and financial information included on the
Companys website. Legislation in the UK governing the
preparation and dissemination of financial statements may
differ from legislation in other jurisdictions.
make judgements and estimates that are reasonable

and prudent;
prepare the financial statements on the going concern basis

unless it is inappropriate to presume that the Group and the
Company will continue in business.
state whether they have been prepared in accordance with

IFRSs as adopted by the EU; and
R C Cornick
Chairman
27 November 2015
92
Net revenue for the year of
1,169.0 million was 5% higher
than in 2014.
Underlying profit before tax increased
by 0.3% to 491.6 million and statutory
profit before tax decreased by 0.3% to
353.7 million.
Total equity at 30 September was
2,158.0 million (2014: 2,075.9 million)
and closing cash was 567.7 million
(2014: 653.9 million).
+8.3%
Dividend per share increased by
8.3% to 19.5p. We aim to grow our
revenues while maintaining an
efficient capital structure for the
benefit of our shareholders.
Accounting policies
Basis of preparation
The financial statements have been prepared and approved by
the directors in accordance with International Financial Reporting
Standards (IFRS) endorsed by the EU.
The financial statements have been prepared on the historical
cost basis, except that certain of the Groups financial instruments
are stated at their fair values and the measurement of long term
employee benefits at present value of the obligation less fair value
of any assets held to settle the obligation. The principal accounting
policies, which have been consistently applied unless otherwise
stated, are set out below.
New and amended standards and interpretations

adopted during the year
The following new and amended Standards and Interpretations
have been adopted in the current year. Their adoption has not
had any significant impact on amounts reported in these
financial statements.
In publishing these financial statements, the Company is taking

advantage of the exemption provided by section 408 of the
Companies Act 2006 not to present its individual income
statement and related notes that form part of the approved
IFRS 10 (May 2011)
Going concern
Amendments to
IFRS 10, 11, 12
(December 2011)
Amendments to IAS
32 (December 2011)
The directors have, at the time of approving the financial

statements, a reasonable expectation that the Company and
the Group have adequate resources to continue in operational
existence for the foreseeable future. Thus they continue to adopt
the going concern basis of accounting in preparing the financial
statements. Further detail is included in the Directors report on
pages 89 to 90.
Accounting estimates and judgements

Preparation of the financial statements necessitates the use
of estimates, assumptions and judgements, which affect the
reported values of assets, liabilities and contingent liabilities
at the balance sheet date as well as affecting the reported
income and expenses for the year. Although the estimates
are based on managements knowledge and judgement of
information and financial data, the actual outcome may differ
from these estimates. The key assumptions which affect the
results for the year and the balances as at the year end are
specifically identified, where appropriate, in the following
notes to the Group financial statements:
a) impairment testing of goodwill and intangible assets
note 13;
b) assessment of estimated useful lives of intangible assets
notes 13;
c) business combinations and measurement of assets and
liabilities at time of acquisition notes 14 and 29;
d) valuation and determination of fair value of deferred
contingent consideration note 29;
e) provisions note 27.
94
IFRS 11 (May 2011)

IFRS 12 (May 2011)
Consolidated
financial statements
Joint arrangements
Disclosure of Interest
in Other Entities
Transition guidance
Offsetting financial
assets and financial
liabilities
Amendments to IAS 36 Impairment of assets
Effective
date (periods
commencing
on or after
1 January 2014)
1 January 2014
1 January 2014
1 January 2014
1 January 2014
1 January 2014
1 January 2014
The adoption of IFRS 10 has not resulted in the consolidation

of additional funds where the Group is now deemed to have a
controlling interest under the definition in this standard.
No restatement has been performed at 30 September 2014 as
management determine there to be no material difference to the
previously reported financial statements. There is no impact on net
assets, operating profit or profit before tax.
IFRS 11 has not resulted in any changes to the consolidated
financial statements for the current or previously reported periods.
IFRS 12 requires certain disclosures to be made in respect of the
Groups interests in the funds it manages. These are shown in
note 32.
The Group has also adopted any revisions to the standards that are
effective for the first time in the current year. This has no material
impact on the Groups results.
New standards and interpretations not applied
Basis of consolidation
Endorsed by the EU and available for early adoption:
The consolidated financial information contained within these

financial statements incorporates the results, cash flows and
financial position of the Company and its subsidiaries for the
period to 30 September 2015.
EU Effective
date (periods
commencing
on or after
1 January 2015)
1 February 2015
Annual
improvements 2012
(December 2013)
Improvements to
IFRS 2, IFRS 3, IFRS 8,
IFRS 13, IAS 16, IFRS
9, IAS 37, IAS 39
Annual improvements IFRS 1, IFRS 3,
1 January 2015
2013 (Dec 2013)
IFRS 13
None of the standards and interpretations issued and not
yet effective are expected to have a material impact on the
Groups results.
Standards and interpretations not endorsed:
Amendment to
IFRS 11 (May 2014)
Amendment to
IAS 16 and IAS 38
(May 2014)
Amendments to IFRS
10, 12 and IAS 28
(December 2014)
IFRS 15 (May 2014)
IFRS 9 (Jul 2014)
1 January 2016
1 January 2016
1 January 2016
1 January 2016
1 January 2018
1 January 2018
The Group is assessing the impact of the above standards on the

Groups future financial statements but does not expect any to
have a material impact on results or financial position.
Non-controlling interests in the results and equity of subsidiaries

are shown separately in the consolidated statement of profit or
loss, statement of comprehensive income, statement of changes
in equity and balance sheet respectively.
Non-controlling interests are measured at either their
proportionate share of their identifiable net assets or their
proportionate share of the fair value of identifiable net assets at
the date of acquisition. The choice of measurement is made on a
case by case basis.
Subsequent to acquisition, the carrying amount of non-controlling
interests is the amount of those interests at initial recognition
plus the non-controlling interests share of subsequent changes
in equity. Total comprehensive income is attributed to noncontrolling interests even if this results in the non-controlling
interests having a negative balance.
All intercompany transactions, balances, income and expenses
between Group entities are eliminated on consolidation.
Unrealised losses are eliminated in the same way as unrealised gains,
but only to the extent that there is no evidence of impairment.
Business combinations
Purchases of subsidiaries and businesses are accounted for using
the acquisition method. The consideration for each acquisition
is measured at the aggregate of the fair values at the acquisition
date of assets given, liabilities incurred or assumed, and equity
instruments issued by the Group in exchange for control of the
acquiree. Costs relating to acquisitions are recognised in the
income statement as incurred, and, where sufficiently material are
disclosed separately in the income statement.
Where applicable, consideration for an acquisition includes
any asset or liability resulting from a contingent consideration
arrangement, measured at its fair value at acquisition date.
Subsequent changes in such fair values are adjusted against the
cost of acquisition where they qualify as measurement period
adjustments (see below). Subsequent changes in the fair value
of contingent consideration classified as an asset or liability are
reflected in the income statement and, when sufficiently material,
are disclosed separately. Changes in the fair value of contingent
consideration classified as equity are not remeasured and its
subsequent settlement is accounted for within equity.
Annual
improvements 2014
(September 2014)
Amendments to IAS
1 (December 2014)
Accounting for
Acquisitions of
Interests in Joint
Operations
Clarification of
Acceptable Methods
of Depreciation and
Amortisation
Clarification of
the accounting
treatment for sales or
contribution of assets
between an investor
and its associates or
joint ventures
Improvements to:
IFRS 5, IFRS 7, IAS 19
and IAS 34
Part of the disclosure
initiative aimed
at improving
financial statement
presentation and
disclosures
Revenue from
contracts with
customers
Financial Instruments
Effective
date (periods
commencing on
or after
1 January 2015)
1 January 2016
Subsidiaries are entities controlled by the Company and are

included from the date that control commences until the date that
control ceases. The Company controls an entity when it is exposed
to, or has rights to, variable returns from its involvement with the
entity and has the ability to affect those returns through its power
over the entity.
Accounting policies continued
The acquirees identifiable assets, liabilities and contingent

liabilities that meet the conditions for recognition under IFRS 3
(Revised 2008) are recognised at their fair values at the acquisition
date, except that: deferred tax assets or liabilities and liabilities or
assets related to employee benefit arrangements are recognised
and measured in accordance with IAS 12 Income Taxes and IAS 19
Employee Benefits respectively.
If the initial accounting for a business combination is incomplete
by the end of the reporting period in which the combination
occurs, the Group reports provisional amounts for the items for
which the accounting is incomplete. Those provisional amounts
are adjusted during the measurement period, or additional assets
or liabilities are recognised, to reflect new information obtained
about facts and circumstances that existed at the acquisition date
that, if known, would have affected the amounts recognised at
that date.
The measurement period is the period from the date of acquisition
to the date the Group obtains complete information about facts
and circumstances that existed at the acquisition date, and is
subject to a maximum of one year.
Revenue
Revenue is recognised to the extent that it is probable that
economic benefits will flow to the Group and such revenue
can be reliably measured. Revenue is recognised as services are
provided and includes management fees, transaction fees and
performance fees.
Commissions and similar expenses payable to intermediaries are
recognised when services are provided.
Acquisition-related items
Where the Group incurs significant expenditure or earns
significant income arising from an acquisition and which are
sufficiently material to warrant separate disclosure then the
expenditure incurred is separately recognised on the face of the
income statement in order to provide more helpful information
to investors.
These costs are disclosed in a separate column of the income
statement. Changes in the fair value of deferred contingent
consideration in respect of acquisitions, included within operating
profit, as well as finance costs such as interest on borrowings to
execute an acquisition and including the unwinding of the discount
on deferred consideration in respect of acquisitions are considered
acquisition-related items where they are necessarily incurred in
the course of an acquisition.
Leases
All Group leases are operating leases, being leases where the lessor
retains substantially all the risks and rewards of ownership of the
leased asset.
Rental payments made under operating leases are charged to the
income statement on a straight line basis over the term of the
lease. Lease incentives received by the Group are recognised as a
reduction in the rental expense, recognised on a straight line basis
over the term of the lease.
Rental income from sub-leases is recognised on a straight-line
basis over the term of the relevant sub-lease.
Pension costs
The Group is entitled to earn performance fees from a number of

clients where the actual performance of the clients assets exceeds
defined benchmarks by an agreed level of outperformance over
a set time period. Performance fees are recognised when the
quantum of the fee can be reliably estimated and it is probable
that the fee will be received.
The principal pension scheme operated by the Group is a group

personal pension scheme. In addition, overseas subsidiaries make
contributions to various trade and state defined contribution
schemes. Contributions to these defined contribution pension
schemes are recognised as an expense in the income statement
as they become payable under the rules of the schemes.
Finance revenue
The Group also operates a number of legacy defined benefit

pension schemes which arose on acquisitions. All schemes are
closed to new membership and to future service accruals.
The Groups net obligation in respect of these schemes is
calculated separately for each scheme by estimating the amount
of future benefit that members have earned in return for their
service in prior periods; that benefit is discounted to determine
its present value, and the fair value of any scheme assets is
deducted. The benefits are discounted at a rate equal to the
yield on high credit rated corporate bonds that have maturity
dates approximating to the terms of the Groups obligations.
The calculation is performed by a qualified actuary using the
projected unit credit method.
Finance revenue comprises interest and dividends. Interest income

is recognised using the effective interest rate method as it accrues.
Dividend income is recognised when the Groups right to receive
payment is established which, in the case of listed securities, is the
ex-dividend date.
Finance costs
Finance costs comprise interest payable on borrowings recognised
using the effective interest rate method. They also include nonutilisation fees charged on the undrawn portion of the revolving
credit facility.
The unwinding of the discount on the deferred contingent
consideration is classified within finance costs.
96
The surplus or deficit in respect of defined benefit schemes is

expressed as the excess or shortfall of the fair value of the assets of
the scheme compared to the present value of the scheme liabilities
and is recognised as an asset or liability of the Group or Company.
Deferred tax is provided using the balance sheet liability method

and is calculated at the tax rates enacted or substantively enacted
that are expected to apply when the asset is realised or the
liability settled.
Net interest on the liability/asset and the costs of curtailments,

settlements and administration are recognised in the
income statement.
Deferred tax liabilities are generally recognised for all taxable

temporary differences and deferred tax assets are recognised
to the extent that it is probable that taxable profits will be
available against which deductible temporary differences can
be utilised, except:
Remeasurements are recognised directly in other comprehensive

income in the period in which they occur. When the calculation
results in a benefit to the Group or Company, the recognised asset
is limited to the present value of any future refunds from the plan
or reductions in future contributions to the plan.
Other employee benefits

Share-based payments and deferred fund awards
The Group grants equity-settled share-based awards and
cash-settled awards (for awards in Aberdeen funds) to
certain employees.
Equity-settled share-based payments to employees are measured
at the fair value of the equity instruments at the grant date.
The fair value determined at the grant date of equity-settled
share-based payments is expensed on a straight-line basis over
the service period to vesting, based on the Groups estimate of
equity instruments that will eventually vest. At each balance
sheet date, the Group revises its estimate of the number of equity
instruments expected to vest as a result of the effect of non
market-based vesting conditions. The impact of the revision of
the original estimates, if any, is recognised in profit or loss such
that the cumulative expense reflects the revised estimate, with a
corresponding adjustment to equity reserves.
Taxation
Tax on the profit or loss for the year comprises current and
deferred tax. Tax is recognised in the income statement except
to the extent that it relates to items recognised in other
comprehensive income.
Current tax is the expected tax payable on the taxable profit for
the year, using tax rates enacted or substantively enacted at the
balance sheet date, and any adjustment to tax payable in respect
of previous years.
where the deferred tax asset or liability arises from the initial
recognition of goodwill; and
where the deferred tax asset or liability arises from
the initial recognition of an asset or liability in a transaction that:
is not a business combination; and
at the time of the transaction, affects neither accounting
profit nor loss.
Property, plant & equipment

Property, plant & equipment is stated at cost less accumulated
depreciation and accumulated impairment losses.
Expenditure on property, plant & equipment is capitalised on
initial recognition. Subsequent expenditure is only capitalised
when it is probable that there will be future economic benefits
attributable to the item and the cost of the item can be measured
reliably. All other expenditure is recognised as an expense in the
income statement as incurred.
Property, plant & equipment is depreciated so as to write off the
cost of assets, on a straight line basis, over their estimated useful
lives as follows:
Heritable property: 50 years;
Leasehold property: over the period of the lease;
Property improvements: shorter of five years or the period
of the lease; and
Computers, fixtures and fittings: three to ten years.
Depreciation is recognised as an expense in the income statement.
Deferred tax is the tax expected to be payable or recoverable on

differences between the carrying amount of assets and liabilities
in the financial statements and the corresponding basis used for
tax purposes.
For cash-settled deferred fund awards, a liability is recognised for

the goods or services acquired, measured initially at the fair value
of the liability. At each balance sheet date until the liability is
settled, and at the date of settlement, the fair value of the liability
is remeasured, with any changes in fair value recognised in profit or
loss for the year.
in respect of taxable or deductible temporary differences

associated with investments in subsidiaries, where the
timing of the reversal of the temporary differences can be
controlled and it is probable that they will not reverse in
the foreseeable future;
Intangible assets
Impairment
Goodwill
Goodwill, representing the excess of the cost of acquisition over
the fair value of the Groups share of the identifiable assets,
liabilities and contingent liabilities acquired, is capitalised in
the balance sheet. Following initial recognition, goodwill is
stated at cost less any accumulated impairment losses.
The Group performs annual impairment reviews in respect

of goodwill and intangible fixed assets with indefinite lives.
The Group carries out impairment reviews in respect of other fixed
assets, whenever events or changes in circumstances indicate that
the carrying amount may not be recoverable.
Management contracts and distribution agreements

Intangible assets, such as management contracts and distribution
agreements acquired as part of a business combination, are
capitalised where it is probable that future economic benefits
attributable to the assets will flow to the Group and the fair
value of the assets can be measured reliably.
They are recorded initially at fair value and then amortised, if
appropriate, over their useful lives. The fair value at the date of
acquisition is calculated using discounted cash flow methodology
and represents the valuation of the net residual income stream
arising from the management contracts or distribution agreements
in place at the date of acquisition. The contracts are included in the
balance sheet as an intangible asset.
The useful lives of management contracts in respect of certain
open end funds, which have no limit of time or termination
provisions, are considered to be indefinite and are therefore not
subject to amortisation. The indefinite nature of these contracts
is reassessed on an annual basis to ensure that the policy
remains appropriate.
Certain management contracts are considered to have a definite
life and are therefore amortised, generally, on a straight line basis
over the lower of their estimated useful lives or average contract
term of between two and ten years, with amortisation charged
to the income statement reflecting the pattern of consumption
of economic benefits. In limited situations, where a higher value
of outflows is expected in earlier years we may apply a reducing
balance basis, under which the amortisation charge is higher
in early periods. The useful lives of distribution agreements are
determined by reference to the expiry date of the agreement.
Amortisation methods, useful lives and residual values are
reviewed at each reporting date and adjusted if appropriate.
Software
Purchased software assets have a finite life and are stated at
cost less accumulated amortisation and impairment losses.
Amortisation is charged to the income statement on a straight
line basis over the useful economic life of the asset which,
for software, is estimated at between three and five years.
Subsequent expenditure on software is capitalised only when it
increases the future economic benefits embodied in the specific
asset to which it relates.
98
An impairment loss is recognised in the income statement

whenever the carrying amount of an asset or its cash-generating
unit exceeds its recoverable amount. The recoverable amount is
the higher of its value in use and its fair value less costs to sell.
Impairment losses in respect of goodwill are not reversed.
In respect of other assets, an impairment loss is reversed if
there has been a change in the estimates used to determine
the recoverable amount. An impairment loss is reversed only
to the extent that the assets carrying amount does not exceed
the carrying amount that would have been determined, net of
depreciation or amortisation, if no impairment loss had
been recognised.
Financial instruments
Financial instruments are recognised initially at fair value.
Transaction costs that are directly attributable to the acquisition
or issue of a financial instrument (other than financial instruments
at fair value through profit or loss) are added to or deducted
from the fair value of the financial instrument, as appropriate, on
initial recognition. Transaction costs directly attributable to the
acquisition of financial instruments at fair value through profit
or loss are recognised immediately in profit or loss. They are
categorised as described below.
The fair value of financial instruments that are actively traded
on organised financial markets is determined by reference to
market bid prices at the close of business on the balance sheet
date. For investments where there is no active market, the fair
value is determined using valuation techniques. These techniques
include recent arms length market transactions, reference to the
current market value of another financial instrument which is
substantially the same and discounted cash flow analysis.
Financial investments held for trading include investments

acquired principally for the purpose of selling in the short term
or if so designated by management. They are carried at fair value
in the balance sheet and gains or losses are taken to the income
statement in the period in which they arise. The following
assets and liabilities are classified as financial instruments
held for trading:
Current assets
Assets backing investment contract liabilities
Stock of units and shares
Seed capital
Other investments
Current liabilities
Investment contract liabilities
Available for sale financial assets are also carried at fair value in
the balance sheet. Movements in fair value are taken to the fair
value reserve until derecognition of the asset, at which time the
cumulative amount dealt with through this reserve is recognised
in the income statement.
Where there is objective evidence that an available for sale
financial asset is impaired, the cumulative impairment loss is
reclassified from equity to the income statement with subsequent
movements recognised in the income statement.
Cash and cash equivalents

Cash and cash equivalents comprise cash balances, call deposits
and investments in money market instruments with an original
maturity of three months or less. Bank overdrafts that are
repayable on demand are included as a component of cash
and cash equivalents for the purposes of the statement of
cash flows.
Investment contracts
The Group sells unit linked life and pension contracts through
its insurance subsidiary, Aberdeen Asset Management Life and
Pensions Limited (L&P). Management fees earned from these
contracts are accounted for as described in the accounting
policy for revenue.
L&P is consolidated in the Group financial statements on a lineby-line basis. Unit linked policyholder assets (described as assets
backing investment contract liabilities) held by L&P and related
policyholder liabilities are carried at fair value through profit
or loss.
Amounts received from and paid to investors under these
contracts are treated as deposits received or paid and therefore
not recorded in the income statement. Charges to investors due
under these contracts are recognised in the income statement.
At the balance sheet date the value of these contracts is stated at
an amount equal to the fair value of the net assets held to match
the contractual obligations.
Non-current assets includes

Other investments available for sale
Other investments held at amortised cost
Loans and receivables and other financial liabilities are recognised
at amortised cost using the effective interest rate method.
The Group has adopted trade date accounting. Accordingly, a

financial investment is recognised on the date the Group commits
to its purchase and derecognised on the date on which the Group
commits to its sale.
Derivative financial instruments
In limited circumstances, the Group may use derivative financial
instruments to hedge against market and foreign exchange risk in
relation to certain seed capital investments. These are classified
as financial assets or liabilities according to the fair value at
reporting date. All changes in the fair value of derivative financial
instruments are taken to profit or loss. It is not the Groups policy
to trade in derivative instruments.
Investments in subsidiaries
Foreign currencies
In the Company balance sheet, investments in subsidiaries are

carried at cost less any provision for impairment.
The consolidated financial statements are presented in sterling,

the Companys functional and presentational currency. Each entity
in the Group determines its own functional currency and items
included in the financial statements of each entity are measured
in that functional currency.
Interests in structured entities

A structured entity is an entity that has been designed so that
voting or similar rights are not the dominant factor in deciding
control, such as when any voting rights relate to administrative
tasks only, or when the relevant activities are directed by means of
contractual arrangements. The Groups interests in consolidated
and unconsolidated structured entities are described in note 32.
Equity instruments
Perpetual subordinated capital securities
The 7.0% perpetual cumulative capital notes are classified as an
element of equity as the securities are irredeemable, except at
the Companys option, and coupon payments are discretionary.
Coupon payments, net of attributable tax, are recognised as
distributions within equity.
Preference shares
The 5.0% non-voting, perpetual, non-cumulative, redeemable
preference shares are classified as an element of equity as the
securities are irredeemable, except at the Companys discretion
and dividends are discretionary and non-cumulative.
Dividends
Dividends on ordinary shares and preference shares are recognised
on the date of payment or, if subject to approval, the date
approved by shareholders.
Provisions
A provision is recognised in the balance sheet when the Group has
a present legal or constructive obligation as a result of a past event
and it is probable that an outflow of economic benefits will be
required to settle the obligation. If the effect is material, provisions
are determined by discounting the expected future cash flows at a
pre-tax rate that reflects current market assessments of the time
value of money and, where appropriate, the risks specific to the
liability. Where discounting is used, the increase in the provision
due to the passage of time is recognised in finance costs.
No provision is established where a reliable estimate of the
obligation cannot be made.
100
Transactions in foreign currencies are translated to the functional

currency at the exchange rate ruling at the date of the transaction.
At each balance sheet date, monetary assets and liabilities
denominated in foreign currencies are translated at the exchange
rate ruling at the balance sheet date and any exchange differences
arising are taken to the income statement. Non-monetary assets
and liabilities measured at historical cost in a foreign currency are
translated to the functional currency using the exchange rate at
the date of the transaction and so no exchange differences arise.
Non-monetary assets and liabilities stated at fair value in a foreign
currency are translated at the exchange rate ruling at the balance
sheet date.
Where fair value movements in assets and liabilities are reflected
in the income statement, the corresponding exchange movements
are also recognised in the income statement. Where fair value
movements in assets and liabilities are reflected directly in other
comprehensive income, the corresponding exchange movements
are also recognised directly in other comprehensive income.
The assets and liabilities of foreign operations are translated to
sterling at the exchange rates ruling at the balance sheet date.
The revenues and expenses of foreign operations are translated
to sterling at rates approximating to the exchange rates ruling
at the dates of the transactions. Exchange differences arising are
recognised in other comprehensive income and accumulated in
equity. On disposal of a foreign operation, all of the accumulated
foreign exchange differences in respect of that operation are
recycled to the profit and loss account.
Group income statement

For the year to 30 September 2015
2015
Notes
Gross revenue
Net revenue
(149.9)
2
Operating costs
Amortisation of
intangible assets
Acquisition-related costs
Before
amortisation
Amortisation
and acquisition- and acquisitionrelated items
related items
m
m
1,318.9
Commissions payable
1,169.0
(670.3)
Total
m
1,318.9
(149.9)
1,169.0
(670.3)
Before
amortisation
Amortisation
and acquisition- and acquisitionrelated items
related items
m
m
1,288.7
(171.1)
1,117.6
(627.2)
Total
m
1,288.7
(171.1)
1,117.6
(627.2)
13
(131.3)
(131.3)
(99.4)
(99.4)
(0.1)
(0.1)
(33.1)
(33.1)
(670.3)
(131.4)
(801.7)
(627.2)
(132.5)
(759.7)
498.7
(131.4)
367.3
490.4
(132.5)
357.9
(6.5)
(4.0)
0.5
(3.2)
(9.6)
(0.6)
Operating expenses
Operating profit
Net finance (costs) income
2.5
Net losses on investments
(9.6)
Profit before taxation

Tax expense
2014
Profit for the year
(2.7)
(0.6)
491.6
(137.9)
353.7
490.3
(135.7)
354.6
(74.7)
30.0
(44.7)
(78.6)
31.1
(47.5)
416.9
(107.9)
309.0
411.7
(104.6)
307.1
Attributable to:
Equity shareholders
of the Company
288.2
285.5
Other equity holders
18.0
16.2
2.8
5.4
309.0
307.1
Non-controlling interests
Basic
12
22.28p
23.54p
Diluted
12
21.79p
22.79p
Earnings per share
Statements of comprehensive income

Group
Profit for the year
Company
2015
m
2014
m
2015
m
2014
m
309.0
307.1
338.6
415.5
Items that will not be reclassified subsequently to profit or loss

Remeasurement gain (loss) on defined benefit pension schemes
10.7
(6.9)
Tax on net remeasurement of defined benefit pension schemes
(2.1)
1.7
8.6
(5.2)
(8.5)
(15.8)
0.1
1.3
(0.1)
0.9
(0.3)
0.2
(0.2)
(7.5)
(15.7)
0.8
1.1
(20.9)
0.8
Items that may be reclassified subsequently to profit or loss

Translation of foreign currency net investments
Available for sale assets:
gains (losses) during the period
Tax on items that may be recycled to profit or loss
Other comprehensive income (expense), net of tax

Total comprehensive income for the year
310.1
286.2
339.4
415.5
289.3
264.4
321.4
399.3
18.0
16.2
18.0
16.2
2.8
5.6
Attributable to:
Equity shareholders of the Company
Other equity holders
Non-controlling interests
102
Balance sheets
30 September 2015
Notes
2014
m
Company
2015
2014
m
m
13
15
16
17
33
18
1,486.2
21.3
52.1
19.9
30.1
3.7
1,613.3
1,552.2
21.1
54.6
28.4
16.6
3.2
1,676.1
49.8
12.7
2,546.0
8.5
109.9
2,726.9
55.1
11.9
2,485.9
8.5
62.9
2,624.3
19
18
20
29
21
1,926.1
557.9
192.6
29.6
567.7
3,273.9
4,887.2
2,472.9
490.2
85.8
653.9
3,702.8
5,378.9
112.0
146.3
29.6
252.3
540.2
3,267.1
101.8
53.5
334.1
489.4
3,113.7
22
24
24
24
131.8
898.7
675.7
30.3
1,736.5
(0.1)
321.6
100.0
2,158.0
131.4
898.7
656.1
28.0
1,714.2
40.1
321.6
2,075.9
131.8
898.7
715.2
399.9
2,145.6
321.6
100.0
2,567.2
131.4
898.7
714.8
362.0
2,106.9
321.6
2,428.5
25
25
29
33
27
17
46.8
12.0
5.0
92.7
156.5
53.9
20.2
5.0
109.7
188.8
35.9
0.7
36.6
53.9
0.5
54.4
19
21
26
29
14
1,926.1
582.0
34.9
29.7
2,572.7
2,729.2
4,887.2
2,472.9
526.7
38.3
30.5
45.8
3,114.2
3,303.0
5,378.9
466.4
158.8
8.4
29.7
663.3
699.9
3,267.1
364.0
197.5
38.3
30.5
0.5
630.8
685.2
3,113.7
29
The financial statements were approved by the Board of Directors on 27 November 2015, and signed on its behalf by:
R C Cornick
Chairman
W J Rattray
Finance Director

Assets
Non-current assets
Intangible assets
Investments
Deferred tax assets
Pension surplus
Trade and other receivables
Total non-current assets
Current assets
Investments
Derivative financial assets
Total current assets
Total assets
Equity
Called up share capital
Share premium account
Other reserves
Retained earnings
Total equity attributable to shareholders of the parent
7.0% Perpetual cumulative capital notes
5.0% Preference shares
Total equity
Liabilities
Non-current liabilities
Deferred contingent consideration
Pension deficit
Provisions
Deferred tax liabilities
Total non-current liabilities
Current liabilities
Investment contract liabilities
Interest bearing loans and borrowings
Trade and other payables
Deferred consideration
Other liabilities
Current tax payable
Derivative financial liabilities
Total current liabilities
Total liabilities
Total equity and liabilities
Group
2015
m
Statements of changes in equity

Share
capital
m
Share premium Capital redemption

account
reserve
m
m
Merger
reserve
m
Group
Balance at 30 September 2013
Profit for the period
Other comprehensive (expense) income
Total comprehensive income (expense)
Arising on the issue of shares
Deferred share issue on acquisition (note 14)
Share-based payments
Purchase of own shares
Dividends paid to shareholders
Other comprehensive income (expense)
Total comprehensive income (expense)
Arising on the issue of ordinary shares
Redemption of shares
Acquisition of non-controlling interest (note 14)
119.9
11.5
131.4
1.8
(1.4)
131.8
898.5
0.2
898.7
898.7
31.1
31.1
1.4
32.5
172.7
438.6
611.3
65.8
677.1
Company
Other comprehensive income
Total comprehensive income
Arising on the issue of shares
Other comprehensive income
Total comprehensive income
Arising on the issue of ordinary shares
Redemption of shares
Acquisition of non-controlling interest (note 14)
119.9
11.5
131.4
1.8
(1.4)
131.8
898.5
0.2
898.7
898.7
31.1
31.1
1.4
32.5
172.7
438.6
611.3
65.8
677.1
104
Foreign currency
translation reserve
m
Fair
value reserve
m
Other
non-distributable
reserves
m
Retained
earnings
m
(3.7)
(0.1)
(0.1)
(3.8)
1.0
1.0
(2.8)
(24.5)
67.6
43.1
(67.6)
27.5
3.0
(49.1)
285.5
(5.2)
280.3
65.0
(64.3)
(200.9)
(3.0)
28.0
288.2
8.6
296.8
45.4
(50.3)
(0.5)
(37.0)
(243.2)
(8.9)
30.3
1.0
1.0
0.1
0.1
1.1
0.8
0.8
0.7
0.7
1.5
3.0
67.6
70.6
(67.6)
3.0
173.4
399.3
399.3
57.5
(64.3)
(200.9)
(3.0)
362.0
320.6
320.6
46.8
(50.3)
(0.5)
(37.0)
(243.2)
1.5
399.9
47.3
5.4
0.2
5.6
(1.4)
(11.4)
40.1
2.8
2.8
(6.5)
(36.5)
(0.1)
Other
equity
m
Total
equity
m
321.6
16.2
16.2
(16.2)
321.6
18.0
18.0
100.0
(18.0)
421.6
1,504.0
307.1
(20.9)
286.2
450.3
67.6
65.0
(64.3)
(218.5)
(11.4)
(3.0)
2,075.9
309.0
1.1
310.1
45.4
(67.6)
67.6
(50.3)
99.5
(37.0)
(261.2)
(6.5)
(17.9)
2,158.0
321.6
16.2
16.2
(16.2)
321.6
18.0
18.0
100.0
(18.0)
421.6
1,722.0
415.5
415.5
450.3
67.6
57.5
(64.3)
(217.1)
(3.0)
2,428.5
338.6
0.8
339.4
46.8
(67.6)
67.6
(50.3)
99.5
(37.0)
(261.2)
1.5
2,567.2
(9.8)
(15.8)
(15.8)
(25.6)
(8.5)
(8.5)
(34.1)
Non-controlling
interest
m
Statements of cash flows

Group
Notes
Core cash generated from operating activities
Short term timing differences on open end
fund settlements
2015
m
2014
m
2015
m
2014
m
531.7
543.8
347.3
522.1
522.1
(1.3)
Cash generated from operations
Company
(3.9)
530.4
539.9
347.3
2.1
0.5
1.4
(0.3)
Tax paid
(62.2)
(58.5)
(22.6)
(21.6)
Net cash generated from operations
470.3
481.9
326.1
500.2
Acquisition-related costs paid
(23.9)
(26.7)
(14.8)
(15.7)
446.4
455.2
311.3
484.5
36.6
51.1
18.3
41.2
Purchase of investments
(154.5)
(39.6)
(119.3)
(21.5)
Acquisition of businesses, net of cash acquired
(126.2)
71.1
(71.5)
(57.6)
Net interest received (paid)
Net cash generated from operating activities
Cash flows from investing activities

Proceeds from sale of investments
Investment in existing subsidiary undertakings
Liquidation of subsidiary undertakings
(8.5)
8.8
Purchase of intangible assets
(7.3)
(3.2)
(6.9)
(2.8)
Purchase of property, plant & equipment
(8.5)
(9.8)
(4.9)
(5.5)
Net cash (used in) generated from investing activities
(259.9)
69.6
(241.9)
11.7
Cash flows from financing activities

Issue of ordinary shares
(50.3)
(37.0)
Issue of preference shares (net of expenses paid)

Dividends paid and coupon payments
Dividends paid to non-controlling interests
Net cash used in financing activities
99.5
(265.8)
(12.0)
0.2
(64.3)
(221.9)
(50.3)
(37.0)
99.5
(265.8)
0.2
(64.3)
(221.9)
(265.6)
(286.0)
(253.6)
(286.0)
Net (decrease) increase in cash and cash equivalents
(79.1)
238.8
(184.2)
210.2
Cash and cash equivalents at 1 October
653.9
426.6
(29.9)
(240.1)
Exchange rate fluctuations on cash and cash equivalents

Cash and cash equivalents at 30 September
106
(7.1)
567.7
(11.5)
653.9
(214.1)
(29.9)
Notes to the financial statements

1 Segmental disclosures

The Group operates a single business segment of asset management for reporting and control purposes.
IFRS 8 Operating Segments requires disclosures to reflect the information which the Group management board (GMB), being the
body that is the Groups chief operating decision maker, uses for evaluating performance and the allocation of resources. The Group
is managed as a single asset management business, with multiple investment strategies of equities, fixed income and property,
complemented by a solutions business which provides multi asset, alternatives and quantitative investment capabilities.
These strategies are managed across a range of products, distribution channels and geographic regions. Reporting provided to
the GMB is on an aggregated basis.
Under IFRS 8, the Group is required to disclose by geographical location revenue and amounts of non-current assets other than
financial instruments, deferred tax assets and retirement benefit assets. Revenue below is allocated by geographical location based
on where the assets are managed and the location of client service teams.
Net revenue
Non-current assets

Net revenue
Non-current assets

UK
m
Europe
m
Singapore
m
Rest of Asia
m
US
m
Total
m
604.5
138.4
257.2
65.2
103.7
1,169.0
1,191.2
44.1
5.8
131.2
138.9
1,511.2
UK
m
Europe
m
Singapore
m
Rest of Asia
m
US
m
Total
m
514.3
139.4
245.1
115.2
103.6
1,117.6
1,302.9
47.2
6.2
140.5
79.7
1,576.5
Included in revenues arising from the UK are revenues of 147.6 million (2014: 73.3 million) which were earned from the Groups
largest client. No other single client contributed 10% or more to the Groups revenue in either 2015 or 2014.
2 Revenue
2015
m
2014
m
1,296.8
1,256.8
Revenue comprises:
Commissions payable to intermediaries
(149.9)
Net management fees
(171.1)
1,146.9
1,085.7
Performance fees
13.5
21.7
Transaction fees
8.6
10.2
1,169.0
1,117.6
Net revenue
Gross management fees
Notes to the financial statements continued
3 Operating expenses
2015
m
2014
m
0.2
0.2
audit of the Companys subsidiaries pursuant to legislation
1.2
1.1
audit-related assurance services
0.2
0.2
Total audit fees
1.6
1.5
tax compliance services
0.3
0.2
other non-audit services
0.4
0.4
Total non-audit fees
0.7
0.6
21.9
18.5
8.6
8.2
131.3
99.4
Operating profit is stated after charging (crediting):

Fees payable to the Companys auditor for the audit of the Companys accounts
Fees payable to the Companys auditor and its associates for other services
Operating lease payments

Depreciation
Exchange (gain) loss

(0.7)
1.1
Details of directors remuneration are given in the remuneration report on pages 72 to 88.
4 Acquisition-related items

Acquisition-related items includes a gain of 24.4 million related to the reduction in the fair value of the deferred contingent
consideration payable to Lloyds Banking Group at 30 September 2015 (see note 29).
Acquisition-related costs
Costs in 2014 and 2015 largely relate to the acquisition of SWIP and the migration and integration of this business into the Group,
as well as deal costs related to acquisitions due to complete in the next financial year (see note 14). Transaction costs include
advisers fees and stamp duty. Integration costs include charges in respect of a transitional services agreement with the vendor
to ensure transfer in a controlled manner; set up costs in respect of migration of the back office; and costs of retaining duplicate
staffing for the transitional period.
Transaction and deal costs on other acquisitions in 2015 relate to advisers fees on the FLAG Capital Management LLC acquisition
which completed during the year (see note 14), as well as Parmenion Capital Partners LLP and Arden acquisitions due to complete in
late 2015.
2015
m
2014
m
3.8
11.6
16.4
10.5
2.8
3.4
Migration & integration costs
23.0
25.5
Transaction & deal costs
(3.2)
12.2
(24.4)
(4.6)
37.7
Arising on SWIP acquisition:

Redundancy and other severance costs
Costs of separation, migration & integration
Transitional service costs
Reduction in fair value of deferred consideration

Arising on other acquisitions:
Transaction & deal costs
108
4.7
Release of surplus provision arising on Artio acquisition

Total acquisition-related costs

2015
m
2014
m
(4.6)
0.1
33.1
5.3 million has been recognised as a tax credit in the income statement in respect of acquisition costs that are deductible for tax
purposes (2014: 5.6 million).
5 Analysis of cash flows

Group
Company
2015
m
2014
m
2015
m
2014
m
309.0
307.1
338.6
415.5
8.6
8.2
4.1
4.0
131.3
99.4
12.0
7.4
(1.9)
1.0
(23.1)
(23.1)
0.1
0.1
Reconciliation of profit after tax to operating cash flow

Profit after tax
Depreciation
Unrealised foreign currency (gains) losses
Other gains
Loss on disposal of property, plant & equipment
Losses (gains) on investments
0.6
(0.6)
(1.7)
51.4
7.8
8.3
4.0
2.7
5.1
4.4
44.7
47.5
(5.2)
(1.5)
529.9
517.9
338.8
436.4
24.5
40.1
(54.6)
(29.7)
(101.8)
(89.7)
(Decrease) increase in trade and other payables
(46.6)
(40.5)
48.3
99.7
Increase in open end fund payables
100.5
85.8
(0.4)
Net finance costs

Income tax expense (income)
Decrease (increase) in trade and other receivables
Increase in open end fund receivables
Decrease in provisions
Net cash inflow from operating activities
Interest received
Interest paid
506.5
513.2
332.5
506.4
5.6
3.8
1.4
2.4
(3.5)
(3.3)
(2.7)
Income tax paid
(62.2)
(58.5)
(22.6)
(21.6)
Net cash generated from operating activities
446.4
455.2
311.3
484.5
9.6
47.6
Equity settled share-based element of remuneration
6 Employees
Group
Company
2015
m
2014
m
2015
m
2014
m
264.2
249.3
55.8
40.8
Share-based payments and deferred fund awards (note 23)
63.9
65.3
9.3
9.4
Other benefits
11.1
9.5
1.7
1.5
Social security costs
31.4
35.9
7.5
8.3
Pension costs
33.7
28.9
8.5
5.2
404.3
388.9
82.8
65.2
2015
Number
2014
Number
2015
Number
2014
Number
2,731
2,485
613
452
2015
m
2014
m
Aggregate employee costs, including directors:

Salaries and cash element of variable pay
Average number of employees during the year
7 Net finance costs
Finance revenue - interest income
(5.7)
(4.4)
Unwinding of discount on deferred consideration
6.5
3.2
Interest on overdrafts, revolving credit facilities and other interest bearing accounts
3.2
3.9
Net finance costs
4.0
2.7
2015
m
2014
m
8 Gains and losses on investments
(Losses) gains on held for trading investments

Gains on derivative instruments
Losses on available for sale investments

110
(12.7)
3.3
(0.2)
(2.1)
(9.6)
(0.6)
Gains on derivative instruments relate to realised gains on future contracts used to hedge market risk on certain seed capital
investments classified as held for trading (see note 29).
1.5
9 Tax expense
2015
m
2014
m
UK corporation tax on profit for the year
37.6
29.4
Adjustments in respect of prior periods
(1.0)
(0.5)
36.6
28.9
Foreign tax on profit in the year
28.9
28.3
(1.7)
(0.5)
Total current tax
63.8
56.7
(19.4)
(11.7)
0.3
2.5
Total tax expense in income statement
44.7
47.5
2015
m
2014
m
353.7
354.6
72.5
78.0
(22.1)
(26.9)
Utilisation of previously unrecognised losses
(1.3)
(1.0)
Movement in unrecognised deferred tax asset
5.2
0.3
Current tax expense
Deferred tax credit

Origination and reversal of temporary differences
The deferred tax credit is analysed in note 17.
Reconciliation of effective tax rate

Profit before tax
Income tax calculated at the UK corporation tax rate 20.5% (2014: 22%)
Effect of lower tax rates applicable in foreign jurisdictions
Change in UK tax rates on deferred tax balances
(0.3)
(4.4)
(2.4)
Timing difference on deferred shares
(0.7)
0.6
Other differences
(2.1)
(2.3)
Adjustments in respect of prior years
(2.4)
1.5
Total tax expense in income statement
44.7
47.5
Domestic tax rate

The UK tax rate for the year is 20.5% (2014: 22%). The tax rate was reduced from 21% to 20% (effective from 1 April 2015) and a
further reduction to 19% (effective from 1 April 2017) and then to 18% (effective from 1 April 2020) was substantively enacted on
26 October 2015.
The effective tax charge borne by the Company and its UK subsidiaries will reduce accordingly in future years.
All UK deferred tax assets and liabilities that will unwind in the future have been recognised at an average rate of 20%, which has
been calculated based on the future rates which will apply at the estimated dates of unwinding.
Expenses not deductible / (non-taxable income)
9 Tax expense (continued)

Factors affecting future tax charge

The Groups overseas profits are subject to the tax rates which apply in relevant jurisdictions, some of which are lower than the
standard rate of UK corporation tax.
Non-UK deferred tax assets and liabilities at 30 September 2015 have also been calculated based on the rates that are expected to
apply when the asset is realised or the liability settled.
10 Profit for the financial year

The profit dealt with in the accounts of the Company was 338.6 million (2014: 415.5 million).
11 Dividends and coupons payable

2015
m
2014
m
22.6
21.0
22.6
21.0
Final dividend for 2014 11.25p (2013: 10.0p)
145.9
114.6
Interim dividend for 2015 7.5p (2014: 6.75p)
97.3
85.1
243.2
199.7
265.8
220.7
154.1
145.0
2.5
Coupon payments on perpetual capital securities

7.0% Perpetual cumulative capital notes
Dividends on ordinary shares
Declared and paid during the year:
Total dividends and coupon payments paid during the year

Proposed for approval at the Annual General Meeting
(not recognised as a liability at 30 September)
Dividends on ordinary shares:
Final dividend for 2015 12.0p (2014: 11.25p)
Dividend on 2015 preference shares

The total ordinary dividend for the year is 19.5p per share including the proposed final dividend for 2015 of 12.0p per share.
The proposed dividend on the 2015 preference shares is 2.5 million (see note 25) and will be paid at the same time as the final
ordinary dividend for 2015.
The coupon payments on perpetual capital securities are tax deductible. The deduction for 2015 is 4.6 million (2014: 4.8 million),
resulting in a net cost of 18.0 million (2014: 16.2 million).
112
12 Earnings per share

Basic earnings per share figures are calculated by dividing profit for the year attributable to ordinary shareholders by the weighted
average number of ordinary shares outstanding during the year, excluding shares held by the Employee Benefits Trust.
Diluted earnings per share figures are calculated by dividing the profit for the year attributable to ordinary shareholders by the
weighted average number of ordinary shares outstanding during the year, plus the weighted average number of ordinary shares
that would be issued on the conversion of all the potentially dilutive shares into ordinary shares.
Underlying earnings per share figures are calculated by adjusting the profit to exclude amortisation of intangible assets and
acquisition-related items. The purpose of providing the underlying earnings per share is to allow readers of the accounts to clearly
consider trends without the impact of these non-cash or one-off items.
IAS 33
Underlying
2015
m
2014
m
2015
m
2014
m
288.2
285.5
288.2
285.5
106.6
73.9
1.3
30.7
396.1
390.1
1,293.6
1,212.8
Basic earnings per share

Profit for the financial year attributable to equity shareholders of
the Company
Amortisation of intangible assets, net of attributable taxation
Acquisition-related costs, net of attributable taxation
Underlying profit for the financial year
Weighted average number of shares (millions)
Basic earnings per share
1,293.6
1,212.8
22.28p
23.54p
30.62p
32.17p
288.2
285.5
396.1
390.1
1,293.6
1,212.8
1,293.6
1,212.8
28.8
35.2
28.8
35.2
4.8
4.8
1,322.4
1,252.8
1,322.4
1,252.8

Profit for calculation of diluted earnings per share
Weighted average number of shares (millions)
For basic earnings per share
Dilutive effect of exercisable share options and deferred shares
Dilutive effect of potential ordinary shares for deferred top-up payment
21.79p
22.79p
29.95p
31.14p
Profit for the financial year used in calculating earnings per share is based on profit after tax after deducting non-controlling
interests of 2.8 million (2014: 5.4 million) and coupon payments in respect of perpetual capital securities (net of tax) of
18.0 million (2014: 16.2 million).
13 Intangible assets
Group
Goodwill
m
Management contracts
m
Distribution contracts
m
Software
m
Total
m
690.2
624.3
45.2
29.6
1,389.3
3.4
3.4
228.6
389.2
7.0
624.8
Cost
At 30 September 2013
Additions
Arising on acquisitions
Exchange movement
(5.5)
(0.2)
(5.7)
913.3
1,013.3
45.2
40.0
2,011.8
Arising on acquisitions
24.1
39.5
63.6
Additions
7.3
7.3
Disposals
(9.0)
(2.0)
(11.0)
4.2
(0.2)
(0.6)
932.8
1,048.0
45.2
45.1
2,071.1
312.2
33.0
15.0
360.2
Amortisation for year
84.6
9.2
5.6
99.4
396.8
42.2
20.6
459.6
120.3
3.0
8.0
131.3
On disposal
512.9
45.2
26.8
584.9
932.8
535.1
18.3
1,486.2
913.3
616.5
3.0
19.4
1,552.2
Exchange movement
(4.6)
Amortisation and impairment
(4.2)
(1.8)
(6.0)
Net book value
114
Goodwill
m
Management contracts
m
Software
m
Total
m
34.8
25.7
25.2
85.7
2.8
2.8
34.8
25.7
28.0
88.5
Additions
6.9
6.9
Disposals
(2.0)
(2.0)
34.8
25.7
32.9
93.4
3.7
9.9
12.4
26.0
4.2
3.2
7.4
3.7
14.1
15.6
33.4
8.2
3.8
12.0
On disposal
(1.8)
(1.8)
3.7
22.3
17.6
43.6
31.1
3.4
15.3
49.8
31.1
11.6
12.4
55.1
Company
Cost
Additions
Amortisation and impairment
Net book value
Impairment testing of goodwill and intangibles
Goodwill and intangibles

The Group has one cash generating unit (CGU) for the purpose of assessing the carrying value of goodwill and intangible assets
reflecting the fact that the Group is managed as a single asset management business.
Goodwill and indefinite life intangibles are reviewed for impairment annually or more frequently if there are indicators that the
carrying value may be impaired. Definite life intangibles are reviewed annually for indicators of impairment. If any indication exists,
further assessment is made of whether the carrying value may be impaired.
Impairment testing is an area involving management judgement requiring assessment as to whether (i) there is an impairment
indicator and, if so, (ii) the carrying amount exceeds the estimated recoverable amount. There are a number of assumptions
to determine the estimated recoverable amount. For goodwill, we assess the recoverable amount by considering the Group's
market capitalisation, external valuations prepared by analysts and our internal models. We use internal models for other
intangibles. Assumptions include the selection of market growth rates, discount rates, assets under management flow
assumptions, expected revenue growth and operating costs. Further detail on these assumptions is shown on page 116.
13 Intangible assets (continued)

The recoverable amount of the CGU is determined by value-in-use calculations which use five year cash flow projections based on
the Groups approved budget for the year to 30 September 2016. The 2016 budget reflects the impact of outflows from this year,
as well as any mitigating actions. It is prepared on a bottom up basis and the growth rates below are average rates applied to the
forecasts in later years.
A long term growth rate is used to extrapolate the cash flows within the value-in-use calculations beyond the initial five year
projections. The long term growth rate assumption of 2% is in line with the long term nature of the Groups business and in line
with the Boards view that the Group will operate as a going concern in the long term.
The other principal assumptions in the forecasts for the periods beyond these covered by the budget:
2015
%
2014
%
Average annual increase in assets under management
3.8
5.0
Average annual increase in operating costs
3.0
4.0
The assumed annual increases in operating costs include provision for inflation of salaries and other operating costs, as well as
provision for the additional costs associated with the assumed increased levels of business.
The following discount rates have been used in the impairment analysis. They are based on the Groups weighted average cost of
capital using a risk free interest rate to estimate a market rate relevant to the sector and associated risks.
Discount rate
2015
Post tax
%
2015
Pre tax
%
2014
Post tax
%
2014
Pre tax
%
11.22
12.91
9.94
11.53
The impairment review included a sensitivity analysis of the key assumptions underpinning the cash flow projections and the rate
at which the projections were discounted to arrive at the final value-in-use. The assumptions are derived from past experience and
consideration of current market inputs.
The absolute levels, on a standalone basis and without the effect of that change on other variables, of the key assumptions which
most closely resulted in a match in the value-in-use to the carrying value of goodwill were as follows:
2015
%
2014
%
Discount rate pre tax
19.7
26.5
Revenue growth rate
(2.7)
(5.9)
Operating cost growth rate
12.6
25.5
116
The value-in-use, calculated in accordance with the process described above, was compared with the carrying values of
goodwill, intangible assets and property, plant & equipment. The comparison resulted in a surplus of value-in-use of 1,414 million
(2014: 4,307 million) over the carrying value of these assets and therefore no impairment of goodwill has been recognised in
the year.
Management contracts and distribution agreements

The Group reviewed the management contracts and distribution agreements held at 30 September 2015 including 79.3 million
(2014: 79.3 million) of management contracts which are considered to have an indefinite life. These indefinite life assets comprise
contracts for the management of open end funds which have no limit of time or termination provisions. The Group also reviewed
definite life assets for impairment indicators and performed impairment tests where required. No impairment was identified.
Impairment tests were performed using either value-in-use calculations (using methods and assumptions described above in
relation to goodwill) or estimates of fair value less costs to sell, as considered appropriate, and the measures of value compared
with the carrying value of the contracts.
The categories of management contracts and distribution agreements, their carrying amounts at the year end, remaining
amortisation periods and estimated useful lives are as follows:
30 September 2015
Net book
Remaining
values amortisation
m period (years)
Definite life management contracts
Definite life distribution contracts
Indefinite life open end fund contracts
30 September 2014
Estimated
useful life
(years)
Net book
Remaining
values amortisation
m period (years)
Estimated
useful life
(years)
455.8
1-7
5-9
537.1
1-8
4-10
3.0
79.3
N/A
Indefinite
79.3
N/A
Indefinite
535.1
619.4
The definite life management contracts include those acquired in the previous year as part of the SWIP acquisition, which have a net
book value of 291.4 million at 30 September 2015 (2014: 355.2 million), together with the contracts acquired from Credit Suisse
in 2009 which have a net book value of 80.6 million (2014: 100.1 million).
Intangibles are amortised over their useful economic lives. This shall not exceed the period of the contractual rights but may be
shorter depending on the period over which the entity expects to use the asset.
There is a judgement in assessing these lives including assessment of client retention. We have typically assessed these to
be between 5 and 10 years - looking at each acquisition on a case by case basis. Factors considered include size of book of
business, market and growth prospects and nature of investments managed under the contracts.
Company impairment review

A review of goodwill and management contracts held by the Company was carried out on the same basis as the Group review
described above. There were no indicators of impairment in respect of the management contracts held by the Company.
No impairment of goodwill or management contracts has been recognised in the year.
At 30 September 2015, the Company held indefinite life open end fund contracts with a value of 3.4 million (2014: 3.4 million).
14 Acquisitions
Acquisitions 2015
a. On 31 August 2015, the Group completed the purchase of FLAG Capital Management, LLC (FLAG), a manager of private equity
and real asset solutions with offices in Stamford (USA), Boston (USA), and Hong Kong. Total consideration for the transaction was
62.6 million ($96.2 million) comprising cash consideration of 52.0 million ($80 million) and contingent deferred consideration of
10.6 million under an earn-out agreement.

The fair value of the earn-out at completion was 10.6 million, determined by the probability weighted expected return and
growth over the period from acquisition to 31 December 2017, subject to a maximum of 29.3 million ($45 million), and
discounted to a present value. The undiscounted fair values identified in this analysis range from 1.3 million to 29.3 million.
After the impact of foreign exchange and unwinding the discount, totalling 0.3 million, the deferred liability is 10.9 million at
30 September 2015.
This acquisition is in line with the Groups strategy to strengthen and grow its global alternatives platform and solutions capabilities
and FLAGs well-established private equity teams in the U.S. and Asia help broaden the Groups existing solutions business.
The acquired business added approximately 39.5 million of intangible assets and goodwill of 22.4 million arose on completion of
an independent valuation (see below).
In the one month to September 2015, FLAG added revenue of 1.6 million and profit before tax of 0.6 million. However, if the
acquisition had occurred on 1 October 2014, we estimate that consolidated revenues would have been increased by a further
21.5 million, and consolidated profit before tax for the period would have been increased by 4.9 million. In determining these
amounts, we have assumed that the fair value adjustments that arose on acquisition date would have been the same if the
acquisition had occurred on 1 October 2014. Acquisition-related costs of 2.3 million were incurred and have been included in
acquisition costs (see note 4).
b. Independent valuation specialists were engaged to carry out a valuation of the acquired goodwill and intangible assets acquired
in this transaction. The fair value adjustments from this allocation process are reflected in the table on the following page. Goodwill
is mainly attributable to the skills of the workforce acquired and the synergies expected to be achieved from the acquisition.
The valuation of intangibles and the determination of useful economic lives determined at the point of acquisitions are
significant accounting estimates. Intangible assets are valued based on forecast income streams from the management
contracts. This includes assumptions on client attrition and markets.

Valuation of the earn-out agreements and recognition over the term are also significant accounting estimates. This is discussed
further in note 29.
The determination of useful economic lives is discussed in note 13.
118
c. The fair value of the intangible assets has been based on the present value of expected cash flows of the underlying management
contracts. The amounts recognised in respect of the identifiable assets acquired and liabilities assumed are as set out in the
table below.
Businesses acquired from FLAG Capital Management, LLC
At date of
acquisition
m
Fair value
adjustments
m
Fair value
m
39.5
39.5
0.4
0.4
1.2
1.2
Cash
2.1
2.1
(3.0)
(3.0)
Total identifiable net assets acquired
0.7
Group
Intangible assets
39.5
Goodwill
40.2
22.4
62.6
Discharged by:
Cash
52.0
Fair value of the earn-out payment (non-current liabilities)
10.6
Total consideration
62.6
d. On 30 June 2015, the Group completed its purchase of the remaining 49.9% stake in the UK joint venture, Aberdeen Private Equity
Managers Limited (SVGM), from SVG Capital plc (SVGC) for cash consideration of 29 million. The Group originally acquired a
50.1% stake in May 2013 with the option of acquiring the remaining 49.9% stake for which a deferred liability of 35 million was
recognised at acquisition, discounted to 27.5 million. SVGM generated revenues of 17.9 million (2014: 28.8 million) and profit
after tax of 6.6 million (2014: 10.7 million), of which 3.3 million (2014: 5.4 million) was allocated to non-controlling interest
prior to acquisition of the remaining stake.

At acquisition, the Group recognised a decrease in non-controlling interest of 36.5 million, a decrease in retained earnings of
8.9 million and a reduction of 27.5 million in the put option reserve.
14 Acquisitions (continued)
Acquisitions 2014
a. The Group completed the purchase from Lloyds Banking Group (Lloyds) of Scottish Widows Investment Partnership Group Limited
(SWIP) and its related private equity businesses on 31 March 2014 and the purchase of SWIPs infrastructure fund management
business was completed on 1 May 2014. Total consideration for the transaction was 606.6 million, comprising three elements:
(i) 131.8 million new ordinary Aberdeen shares issued at an average price of 392.7p; (ii) a deferred top-up payment of 38.3 million
payable on 31 March 2015; and (iii) contingent deferred consideration of up to 100 million under an earn-out agreement with
Lloyds. The fair value attributed to the earn-out payment at completion was 50.7 million.

108.5 million new shares were issued on 31 March 2014 at a share price of 390.3p and a further 5.95 million shares were issued
on 1 May 2014 at a price of 443.4p. The remaining 17.3 million shares were issued on 3 December 2014, Lloyds having received its
necessary regulatory consents. This element of consideration has been recognised in equity as a deferred share issue (67.6 million).
Total equity consideration recognised was 517.6 million.
The deferred top-up payment of 38.3 million was determined as the difference between the weighted average share price for
the 5 days before the acquisition date and a floor price of 420p, the difference multiplied by the number of consideration shares.
The Group is entitled, at its sole option, to settle this item in cash or by the issue of further shares and, accordingly this payment
was recognised as a current liability. The Group settled in cash the deferred top-up payment of 38.3 million in cash on
31 March 2015.
The contingent deferred consideration of up to 100 million is payable in cash and the actual amount payable will be determined
according to the growth over the five year period to 31 March 2019 of recurring revenue generated from the strategic relationship
with Lloyds.
The fair value at completion of 50.7 million was determined based on a probability weighted expected return analysis of cash flow
assumptions and calculated by reference to the expected performance and growth over 5 years, discounted to a present value.
The undiscounted fair values identified in this analysis range from 39.1 million to 100 million.
The fair value of the earn-out has been subsequently measured: after unwinding the year to date discount of 6.5 million
(2014: 3.2 million) and a reduction in fair value of 24.4 million (see note 29), the deferred liability is 35.9 million
(2014: 53.9 million) at 30 September 2015. The first annual instalment is due on 31 March 2016.
The acquisition of the SWIP businesses adds scale to the business across a range of asset classes, strengthens investment capabilities
and adds new distribution channels in addition to the strategic relationship with Lloyds. The acquired business added approximately
60 million of net tangible assets to the combined business, intangible assets of 394.5 million and goodwill of 227.6 million arose
on completion of an independent valuation (see below).
In the six month period to 30 September 2014, SWIP contributed revenue of 119.8 million and profit before tax of 59.8 million.
However, if the acquisitions had occurred on 1 October 2013, we estimate that consolidated revenues would have been increased
by a further 120.0 million, and consolidated profit before taxation for the period would have been increased by a further
60.0 million. In determining these amounts, we have assumed that the fair value adjustments that arose on the acquisition
date would have been the same if the acquisition had occurred on 1 October 2013. Acquisition and integration related costs of
37.7 million were incurred and have been included in acquisition costs.
b. Independent valuation specialists were engaged to carry out a valuation of the acquired goodwill and intangible assets acquired
in both transactions. The fair value adjustments from this allocation process are reflected in the table on the following page.
Goodwill is mainly attributable to the skills of the workforce acquired and the synergies expected to be achieved from the
acquisition. None of the goodwill is expected to be deductible for income tax purposes.
120
The fair value of the intangible assets has been based on the present value of expected cash flows of the underlying management
contracts, with the exception of 7 million internally developed software which is based on managements best estimate of
replacement cost. The amounts recognised in respect of the identifiable assets acquired and liabilities assumed are as set out in the
table below.
Businesses acquired from Lloyds Banking Group plc
Group
Intangible assets
Deferred tax assets
Other investments
Cash
Current tax payable
Total identifiable net assets acquired
At date of
acquisition
m
Fair value
adjustments
m
Fair value
m
394.5
394.5
3.8
(1.2)
2.6
147.0
147.0
0.5
0.5
72.0
72.0
(156.0)
3.2
(152.8)
(7.3)
(7.3)
60.0
Goodwill
(77.5)
(77.5)
319.0
379.0
227.6
606.6
Discharged by:
Equity
517.6
Deferred top-up payment (current liabilities)
38.3
Fair value of the earn-out payment (non current liabilities)
50.7
Total consideration
606.6
15 Property, plant & equipment

Heritable
property
m
Short
leasehold
property
m
Computers,
fixtures and
fittings
m
Motor
vehicles
m
Total
m
2.4
12.6
17.1
0.6
32.7
Additions
2.2
7.6
0.4
10.2
Disposals
Exchange movement
Group
Cost
At 1 October 2013
(0.6)
(0.6)
(0.2)
(0.5)
(0.7)
2.4
14.6
23.6
1.0
41.6
Additions
2.5
5.9
0.1
8.5
On acquisition of subsidiaries
0.3
0.3
Disposals
(0.2)
(2.2)
(0.1)
(2.5)
2.4
16.9
27.6
1.0
47.9
At 1 October 2013
0.5
5.8
6.3
0.4
13.0
Charge for year
0.2
3.2
4.7
0.1
8.2
On disposals
(0.4)
(0.4)
Exchange movement
(0.4)
0.1
(0.3)
0.7
9.0
10.2
0.6
20.5
Charge for year
0.1
2.6
5.8
0.1
8.6
(0.2)
(2.2)
(2.4)
(0.1)
(0.1)
Depreciation
On disposals
Exchange movement
0.8
11.4
13.7
0.7
26.6
1.6
5.5
13.9
0.3
21.3
1.7
5.6
13.4
0.4
21.1
Net book value
122
Heritable
property
m
Short
leasehold
property
m
Computers,
fixtures and
fittings
m
Total
m
2.4
8.9
11.1
22.4
0.9
4.6
5.5
2.4
9.8
15.7
27.9
Additions
1.4
3.5
4.9
Disposals
(1.8)
(1.8)
2.4
11.2
17.4
31.0
At 1 October 2013
0.5
6.6
4.9
12.0
Charge for year
0.2
1.3
2.5
4.0
0.7
7.9
7.4
16.0
Charge for year
0.1
0.6
3.4
4.1
(1.8)
(1.8)
0.8
8.5
9.0
18.3
1.6
2.7
8.4
12.7
1.7
1.9
8.3
11.9
Company
Cost
At 1 October 2013
Additions
Depreciation
Disposals
Net book value
16 Investments non-current
Group
At 1 October 2013
54.5
Additions
10.7
Fair value losses on impaired assets income statement
(1.5)
Disposals
(7.2)
Exchange movement
(1.9)
54.6
Additions
9.2
Fair value losses on impaired assets income statement
(2.4)
Realised gains income statement
2.8
Fair value gains reserves
1.6
Disposals
(11.9)
Exchange movement
(1.8)
52.1
Company
At 1 October 2013
Additions: increase in existing subsidiary undertakings
other investments
acquisitions
Disposals: decrease in other investments
Liquidation of subsidiary undertaking
Additions: increase in existing subsidiary undertakings
other investments
acquisitions
Total
m
1,876.4
21.5
1,897.9
8.5
8.5
5.1
5.1
584.4
584.4
(8.8)
(1.2)
(1.2)
(8.8)
2,460.5
25.4
2,485.9
56.1
56.1
5.5
5.5
1.5
1.5
(0.6)
(0.6)
Realised gains - income statement
1.9
1.9
Fair value gains - reserves
1.0
1.0
Disposals
(4.1)
(4.1)
Exchange movement
(0.2)
(0.2)
(1.0)
2,517.1
28.9
(1.0)
2,546.0
The Companys investments in subsidiary undertakings are measured at cost less provision for impairment. Further details of
subsidiary undertakings are provided in note 34.
124
Other
investments
m
Fair value loss on impaired assets - income statement
Liquidation of subsidiary undertaking

Subsidiary
undertakings
m
Other investments are designated in the following categories.

Group
Company
2015
m
2014
m
2015
m
2014
m
Available for sale
34.6
36.6
13.0
9.5
Amortised cost
17.5
18.0
15.9
15.9
52.1
54.6
28.9
25.4
17 Deferred tax assets and liabilities

Deferred tax assets and liabilities recognised are as follows:
Group
Balance
Recognised
Balance Recognised
Balance
in profit Recognised at 30 Sep
at 1 Oct
2013 Acquired
and loss
in equity
2014
and loss
in equity
2015
m
m
m
m
m
m
m
m
Defined benefit pension

schemes
3.9
(0.3)
(0.8)
2.8
1.7
(4.2)
0.3
19.5
2.6
(4.0)
7.5
25.6
(0.5)
(5.5)
19.6
Deferred tax assets
23.4
2.6
(4.3)
6.7
28.4
1.2
(9.7)
19.9
Available for sale financial

assets
(0.2)
(0.2)
(0.4)
Other items
(1.9)
(0.8)
(0.2)
(2.7)
0.3
0.2
(2.2)
Intangible assets
(42.9)
(77.5)
14.3
(0.7)
(106.8)
17.6
(0.9)
(90.1)
(45.0)
(77.5)
13.5
(0.7)
(109.7)
17.9
(0.9)
(92.7)
(21.6)
(74.9)
9.2
6.0
(81.3)
19.1
(10.6)
(72.8)
Company
Balance Recognised
Balance Recognised
Balance
at 1 Oct
in profit Recognised
Group at 30 Sep
2013
and loss
in equity
2014
and loss
in equity transfer
2015
m
m
m
m
m
m
m
m
2.4
1.1
3.5
7.0
1.4
Other items
1.3
0.2
1.5
Deferred tax assets
3.7
1.3
3.5
8.5
1.4
Available for sale

financial assets
(0.5)
(0.5)
(0.5)
(0.5)
1.3
3.5
3.2
8.0
1.2
7.0
1.5
(2.6)
1.2
8.5
(0.2)
(0.7)
(0.2)
(0.7)
1.4
(2.8)
1.2
(2.6)
7.8
The Group has tax losses which arose in the UK of 76.6 million (2014: 76.6 million) and overseas of 166.4 million
(2014: 141.0 million). Deferred tax assets of nil (2014: nil) have been recognised in respect of these losses, reflecting
the inability to use these losses to offset taxable profits forecast in future years.
18 Trade and other receivables

Group
Company
2015
m
2014
m
2015
m
2014
m
Due from trustees for open end fund redemptions
174.3
155.7
Due from investors for open end fund sales
134.9
51.8
309.2
207.5
42.6
55.5
0.2
0.1
89.5
88.4
Other receivables
12.3
16.8
6.8
4.6
Accrued income
158.3
185.8
5.6
5.6
29.9
24.6
9.9
8.7
557.9
490.2
112.0
101.8
3.7
3.2
109.9
62.9
3.7
3.2
109.9
62.9
2015
m
2014
m
1,662.2
2,180.2
220.2
211.7
34.8
80.4
8.9
0.6
1,926.1
2,472.9
Current assets
Other trade receivables

Amounts due by subsidiary undertakings
Deposits receivable from brokers on derivative contracts

Prepayments
Non-current assets
Other receivables and prepayments
Amounts due by subsidiary undertakings
19 Assets backing investment contract liabilities

The following assets are held by the Groups life and pensions subsidiary to meet its contracted liabilities:
Group
Listed investments
Unit trusts and OEICs
Cash, deposits and liquidity funds
Other net assets
126
The risks and rewards of these assets fall to the benefit of, or are borne by, the underlying policyholders. Therefore, the
investment contract liabilities shown in the Groups balance sheet are equal and opposite in value to the assets held on
behalf of the policyholders. The Group has no direct exposure to fluctuations in the value of assets which are held on behalf of
policyholders, nor to fluctuations in the value of the assets arising from changes in market prices or credit default. The Groups
exposure to these assets is limited to the revenue earned, which varies according to movements in the value of the assets.
20 Other investments current

Group
Seed capital investments

Investments in funds to hedge deferred fund awards
Other investments
Company
2015
m
2014
m
2015
m
2014
m
148.9
58.1
102.9
26.6
43.4
26.9
43.4
26.9
0.3
0.8
192.6
85.8
146.3
53.5
Seed capital investments consist of amounts invested to enable the launch or development of funds where the intention is to
withdraw the investment once the fund has achieved a sustainable scale of third party investment.
Investments in certain Aberdeen-managed funds are held to hedge against liabilities from variable pay awards that are deferred and
settled in cash by reference to the share price of those funds.
21 Cash and cash equivalents

Group
Cash at bank and in hand

Short term money market funds
Bank overdraft
Cash and cash equivalents in the statements of cash flows
Company
2015
m
2014
m
2015
m
2014
m
555.4
627.3
252.3
334.1
12.3
26.6
(466.4)
(364.0)
567.7
653.9
(214.1)
(29.9)
The Companys bank overdraft is part of a Group working capital facility in support of which cross guarantees are provided by certain
subsidiary undertakings. At 30 September 2015 the net amount guaranteed under this arrangement was nil (2014: nil).
Cash and cash equivalents are subject to floating rates of interest. Bank deposits earn interest at floating rates based on daily bank
deposit rates. Short term money market funds generate income based on underlying investments, principally in cash deposits and
money market instruments with a weighted average maturity of less than 60 days.
The denomination and carrying amounts of the Groups cash and cash equivalents are disclosed in note 30.
22 Share capital
2015
m
2014
m
131.8
131.4
2015
No. of
ordinary
shares
millions
2014
No. of
ordinary
shares
millions
1,314.3
1,199.2
0.6
17.3
114.5
Allotted, called up and fully paid:

1,317,914,440 (2014: 1,314,303,666) ordinary shares of 10p
At 1 October
Shares issued in respect of options exercised
Shares issued in respect of acquisition
Shares purchased
(13.7)
At 30 September
1,317.9
1,314.3
17,310,991 shares of 10p each were issued on 3 December 2014 in respect of the acquisition of the SWIP business from Lloyds
further to regulatory consents (note 14) being approved.
In the year ended 30 September 2014, 621,500 ordinary shares of 10p each were issued at an average price of 57.3p pursuant to the
exercise of options granted to employees under the 1994 Executive Share Option Scheme. No options were issued in the year ended
30 September 2015.
During the year, 13,700,217 (2014: nil) ordinary shares of 10p each were repurchased and cancelled. The market value of the share
buyback was 50.3 million.
23 Share-based payments and deferred fund awards

Group
Company
2015
m
2014
m
2015
m
2014
m
Deferred fund awards - cash settled
16.3
16.3
1.5
1.1
Deferred share awards - equity settled
47.6
49.0
7.8
8.3
Total expense recognised as employee costs
63.9
65.3
9.3
9.4
Employee expense
Deferred fund awards - cash settled

An element of variable pay awards will be settled in cash by reference to the share prices of certain Aberdeen managed funds.
These are accounted for as cash settled awards and are revalued to market price at the end of each reporting period.
At 30 September 2015, the value of liabilities recognised from cash settled deferred awards was 33.5 million (2014: 28.3 million).
The fair value movement of the awards from grant date to 30 September 2015 was a credit of 1.2 million (2014 charge:
2.2 million). The total intrinsic value at 30 September 2015 and 2014 was 42.0 million and 36.3 million respectively.
128
Deferred share awards - equity settled

The Group has made the following deferred share awards, which are equity settled, do not have ongoing performance conditions,
but have a time vesting condition:
Number
Share price
on date of
grant
Original
award total
Leavers/
forfeited
awards
Exercised
awards
Balance at
30 Sep Earliest vesting
2015 dates
1 December 2007
167.5p
8,879,284
(41,180)
(8,832,318)
5,786 Dec 2010
17 June 2008
135.2p
245,358
(15,000)
(227,858)
1 December 2008
88.0p
40,171,397
(54,103)
(40,022,075)
95,219 Dec 2009 - Dec 2011
1 December 2009
138.6p
24,410,288
(1,929,777)
(21,716,960)
763,551 Dec 2010 - Dec 2012
1 December 2010
184.9p
27,354,664
(1,657,495)
(23,754,330)
1,942,839 Dec 2011 - Dec 2013
25 March 2011
208.4p
893,199
(884,321)
8,878 Dec 2011 - Dec 2013
31 December 2011
199.1p
24,454,611
(20,488,918)
3,041,075 Dec 2012 - Dec 2014
24 April 2012
191.1p
450,400
(387,919)
62,481 Dec 2012 - Dec 2014
31 December 2012
333.4p
12,603,474
(6,578,613)
5,604,324 Dec 2013 - Dec 2015
2 May 2013
448.1p
89,006
1 June 2013
475.9p
291,249
(14,449)
25 July 2013
482.3p
4,106
(2,054)
30 August 2013
475.9p
27,126
2 December 2013
487.5p
10,861,916
1 March 2014
445.7p
7,452
1 April 2014
388.6p
1,120,164
2 May 2014
438.4p
93,747
3 November 2014
487.5p
38,142
1 December 2014
454.2p
10,897,186
22 June 2015
474.8p
53,074
Date of award
162,945,843
(924,618)
(420,537)
(328,020)
(24,488)
(37,711)
51,295 May 2013 - May 2023
(167,580)
109,220 Dec 2013 - Dec 2015
2,052 May 2013 - Jul 2023
(18,085)
9,041 Dec 2013 - Dec 2015
(2,852,802)
7,681,094 Dec 2014 - Dec 2017
7,452 Mar 2015 - Mar 2017
(317,183)
778,493 Dec 2014 - Dec 2016
(23,117)
70,630 Dec 2014 - Dec 2016
(12,714)
25,428 Dec 2014 - Dec 2016
(9,303)
10,737,001 Dec 2018 - Dec 2019
(150,882)
(5,562,603) (126,331,807)
53,074 Mar 2018

Total
2,500 Jun 2011 - Jun 2013
31,051,433
Awards made in 2009 to 2015 reach their earliest vesting dates in equal tranches over a three, four or five year period, subject to
the continued employment of the participant. On reaching the earliest vesting date, participants may require immediate exercise
or may choose to defer exercise until a later date; if deferred, participants may thereafter require exercise, without condition, at any
time until the end of the exercise period.
Weighted
average
share price
2015
Outstanding 1 October
36,717,405
2014
Number
46,688,663
Granted during the year
454.42p
10,988,402
477.96p
12,083,279
Exercised during the year
451.88p
(16,150,939)
477.61p
(21,502,401)
Forfeited during the year
2015
Number
Weighted
average
share price
2014
(503,435)
(552,136)
Outstanding 30 September
31,051,433
36,717,405
Exercisable at 30 September
7,650,810
8,286,020
The awards outstanding at 30 September 2015 had a weighted average remaining contractual life of 8 years (2014: 8 years).
24 Reserves

Nature and purpose of reserves
Share premium account

The share premium account is used to record the issue of share capital at a premium to nominal value. This reserve is not
distributable and can only be reduced with court approval.
Capital redemption reserve

The capital redemption reserve is created on the cancellation of share capital and the balance reflects the value of preference share
capital redeemed by the Company. This reserve is not distributable.
Merger reserve
The merger reserve is used to record share premium on shares issued by way of consideration for acquisitions. The realised element
of the merger reserve can be used to offset amortisation and impairment of intangible assets charged to the income statement.
This reserve is not distributable.
Other non-distributable reserves

These comprise:
put option reserve created on the initial recognition of the SVG put option liability (note 14). This was settled on acquisition of
the remaining 49.9% in the year to 30 September 2015 (note 14);
deferred share issue on acquisition of SWIP (note 14). The shares were issued in the year to 30 September 2015.
Foreign currency translation reserve

The foreign currency translation reserve is used to record exchange differences arising from the translation of the financial
statements of foreign subsidiaries.
Fair value reserve

This reserve records fair value changes on available for sale investments until the investments are derecognised or impaired, when
fair value movement is transferred to retained profit.
130
Retained earnings
Retained earnings comprise:
all realised gains and losses through the income statement less dividend distributions;
actuarial gains and losses recognised in the pension liability, and related deferred tax;
gains and losses on available for sale assets and deferred tax on these movements;
transactions relating to equity-settled share-based payments, and related deferred tax movements;
the purchase and sale of own shares in respect of share-based payments;
unwinding of the discount on the SVG put option liability (note 14); and
The Company reserve is distributable. Dividends to shareholders of the Company are paid from retained earnings.
Employee Benefits Trust

The Group has an Employee Benefits Trust (EBT) which owns shares in the Company for the purposes of administering the Groups
deferred share scheme. The EBT is consolidated into the Group and Companys financial statements, with any shares held by the
EBT deducted from equity. Any consideration received for such shares is recognised within retained earnings. No gain or loss is
recognised in the income statement on the purchase, sale, issue or cancellation of equity shares.
The shares held by the Groups EBT for the purpose of satisfying deferred share variable pay awards that will vest in future periods
are as follows:
2015
Group and Company

Own shares
2014
Number
of shares
% of
issued
shares
Cost
m
Market
value
m
Number
of shares
% of
issued
shares
Cost
m
Market
value
m
33,691,043
2.6
90.8
99.8
42,350,842
3.2
123.7
169.6
The maximum number of shares held by the EBT during the year was 42,350,842 (3.2% of issued shares); (2014: 53,912,583, 4.5%).
Movements during the year were as follows:

2014
millions
At 1 October
42.4
50.8
Own shares purchased
14.0
23.7
(22.7)
(32.1)
33.7
42.4
Own shares sold and disposed through exercise of awards

At 30 September

The Company is authorised pursuant to section 701 of the Companies Act 2006 to make market purchases of ordinary shares.
2015
millions
25 Other equity
2015
m
2014
m
US $500 million 7.0% Perpetual cumulative capital notes
321.6
321.6
5% 2015 Non-voting perpetual non-cumulative redeemable preference shares
100.0
421.6
321.6
The perpetual capital notes bear interest on their principal amount at 7.0% per annum, payable quarterly in arrears on 1 March,
1 June, 1 September and 1 December in each year. Net proceeds after deduction of issue expenses were 321.6 million.
On 7 July 2015, the Group issued 200 million fully paid up non-voting, perpetual, non-cumulative, redeemable preference shares
to Mitsubishi UFJ Trust and Banking Corporation (MUTB) for consideration of 100 million. Issue costs of 0.5 million have been
deducted from retained earnings.
There is no fixed redemption date, except at the sole discretion of the Group after the fifth anniversary from issue, and dividends
are discretionary. Where preference share dividends are declared, they are paid in arrears in two tranches at a rate of 5% per annum
and are non-cumulative. No interest accrues on any cancelled or unpaid dividends.
The preference shares can be converted irrevocably into a fixed number of ordinary shares in the event of the conversion trigger.
The conversion trigger occurs if the Companys Common Equity Tier 1 (CET1) capital ratio falls below 5.125%. This is a regulatory
requirement to enable the preference shares to be treated as Additional Tier 1 capital. The CET1 ratio at 30 September 2015
was 16.9%.
26 Trade and other payables

Group
Company
2015
m
2014
m
2015
m
2014
m
Due to trustees for open end fund creations
120.2
145.8
Due to investors for open end fund redemptions
189.4
63.3
309.6
209.1
19.1
7.7
14.8
4.2
199.1
239.1
25.9
24.3
24.0
31.1
9.9
12.5
98.9
143.9
Deferred income
2.7
2.3
Other creditors
27.5
37.4
9.3
12.6
582.0
526.7
158.8
197.5
Current liabilities
Other trade creditors

Accruals
Other taxes and social security
Amounts due to subsidiary undertakings
132
27 Provisions and contingent liabilities

Group
Legal
m
Group
At 1 October 2014 and 30 September 2015
5.0
The Group is, from time to time and in the normal course of business, subject to a variety of legal claims, actions or proceedings.
When such circumstances arise, the Board considers the likelihood of a material outflow of economic resources and provides for its
best estimate of costs where an outflow of economic resources is considered probable.
By their nature, provisions often reflect significant levels of judgement or estimate. While there can be no assurances, the
directors believe, based on information currently available to them, that the likelihood of other material outflows is remote.
The Company had no provisions or contingent liabilities at 30 September 2015 (2014: nil).
28 Operating leases

The Group and Company have obligations under non-cancellable operating lease rentals which are payable as follows:
Group
Land and buildings
Company
Motor vehicles, and
plant and equipment
Land and buildings
2015
m
2014
m
2015
m
2014
m
2015
m
2014
m
Within one year
20.1
19.0
0.6
0.6
7.3
7.3
Between two and five years
52.8
60.6
0.8
0.4
27.9
30.1
After five years
27.8
34.9
18.5
28.4
100.7
114.5
1.4
1.0
53.7
65.8
During the year ended 30 September 2015, 21.9 million was recognised as an expense in the income statement in respect of
operating leases (2014: 18.5 million).
Sub-lease receivables
At the year end, future minimum rentals receivable under non-cancellable operating leases were as follows:
Group
Company
Land and buildings
Land and buildings
2015
m
2014
m
2015
m
2014
m
Within one year
0.8
1.3
0.3
0.4
Between two and five years
1.9
3.8
0.8
1.0
After five years
0.7
0.8
0.6
0.7
3.4
5.9
1.7
2.1
29 Fair value of financial instruments

Set out below are the carrying amounts of all the Group and Companys financial instruments that are carried in the financial
statements. There were no differences between any of the carrying amounts and their respective fair values.
Group
Company
2015
m
2014
m
2015
m
2014
m
1,926.1
2,472.9
148.9
58.1
102.9
26.6
43.7
27.7
43.4
26.9
29.2
29.2
0.4
0.4
34.6
36.6
13.0
9.5
2,517.1
2,460.5
17.5
18.0
15.9
15.9
567.7
653.9
252.3
334.1
557.9
490.2
112.0
101.8
29.7
29.7
46.8
92.2
35.9
92.2
466.4
364.0
1,926.1
2,472.9
582.0
526.7
158.8
197.5
30.5
30.5
Financial assets
Held for trading carried at fair value:
Other investments
Forward foreign exchange contracts
Equity futures
Available for sale carried at fair value:
Other investments
Other financial assets:
Investments in subsidiaries
Other investment held at amortised cost
Financial liabilities
Held for trading carried at fair value:
Designated at fair value through profit or loss:
Other financial liabilities:
Bank overdraft
Insurance contract liabilities
Fair value of the written put option

The principal methods and assumptions used in estimating the fair values of financial instruments reflected in the above table are:
Investments

The fair value of listed investments is based on market bid prices at the balance sheet date without any deduction for
transaction costs.

Where investments are not listed, fair value is determined in accordance with independent professional valuers or International
Private Equity and Venture Capital Valuation Guidelines where relevant.
The fair value of unlisted investments in infrastructure funds is based on the phase of individual projects forming the overall
investment and discounted cash flow techniques based on project earnings.
134
Derivative financial instruments

The Group has entered into short term forward foreign exchange and equity futures contracts to hedge its exposure to associated
risks in relation to certain seed capital investments.
Open forward foreign exchange contracts are valued using forward rates of exchange applicable at the balance sheet date for the
remaining period until maturity, and are settled on a gross basis.
Open futures contracts are valued at the exchange quoted price at close of business on the balance sheet date.
Trade receivables and payables

Trade receivables and payables are typically settled in a short time frame and are carried at the amount due to be settled. As a
result, the fair value of these balances is considered to be materially equal to the carrying value, after taking into account potential
impairment losses.
Fair value of the written put option

The Group purchased the remaining 49.9% stake in SVGM during the year from SVGC. Further details of the acquisition and
treatment of the written put option are provided in note 14.
Fair value of deferred consideration

As described in note 14, there is a performance related earn-out payment of up to 29.3 million ($45 million) in connection with
the FLAG acquisition dependent on the growth of the business in the period from acquisition to 31 December 2017. This can be
settled in cash or by issue of ordinary shares at the discretion of the Group. The fair value is determined based on a probability
weighted expected return analysis of expected revenues over the period of the earn-out, discounted to present value. The fair value
of the deferred liability is 10.9 million at 30 September 2015.
As part of the consideration for the SWIP acquisition (see note 14), there is a performance related earn-out payment of up to
100 million in cash dependent on the growth delivered by the investment solutions business acquired from Lloyds over the
5 years following completion of the acquisition. The fair value of the earn-out agreement is determined on a probability weighted
expected return analysis of expected cash flows under a number of scenarios, including both internal and external forecasts of the
performance of the investment solutions business over the 5 year term, discounted to present value.
The valuation of deferred consideration involves significant accounting judgement around assessing the fair value of that
liability. Deferred consideration is valued based on forecast revenues appropriate to each earn-out agreement. This includes
assumptions based on revenue growth to date, market performance, the probability of returns and the appropriate
discount rate.
On 31 March 2015, the Group settled in cash the deferred top up payment of 38.3 million with Lloyds in relation to the
SWIP acquisition.
Financial instruments relating to unit linked contracts

The Groups life and pensions subsidiary provides unit linked wrappers which allow clients to benefit from investing in pooled funds.
As explained in note 19, the risks and rewards of managing these assets are the same as other assets under management as the
financial risks and rewards attributable to these assets also fall to be borne by, or to the benefit of, clients. Hence, while a number
of significant financial instruments are recognised in the balance sheet in respect of the subsidiary, the key risk to the Group is
the impact of the level of the fees which are earned from this entity which are directly impacted by the underlying value of the
policyholder assets. The Company bears no insurance risk. Investment and credit risk in respect of assets and liabilities held within
unit linked funds is borne by the policyholders. Accordingly, these assets are not included in fair value measurements disclosure on
page 136.
Changes in fair value and the unwind of the discount are recognised in the income statement. The fair value is reviewed at each
reporting period against the performance of the underlying assets under management and associated revenue. The fair value of the
deferred consideration payable to Lloyds at 30 September 2015 is 35.9 million (2014: 53.9 million). Growth in flows into Lloyds
wealth portfolios managed by Aberdeens investment solutions business has been lower than originally anticipated and therefore
the fair value has been reduced by 24.4 million to 35.9 million at 30 September 2015. However, the actual amount payable will
be determined by the performance and growth over the 5 year period to 31 March 2019.
29 Fair value of financial instruments (continued)

Fair value measurements recognised in the balance sheet

The following table provides an analysis of financial instruments that are measured subsequent to initial recognition at fair value,
grouped into levels 1 to 3 based on the degree to which fair value is observable:
Level 1 measurements are derived from quoted prices (unadjusted) in active markets for identical assets and liabilities;
Level 2 measurements are derived from inputs other than quoted prices included within level 1 that are observable for the asset
or liability, either directly (i.e. as prices) or indirectly (i.e. derived from prices); and
Level 3 measurements are derived from valuation techniques that include inputs for the asset or liability that are not based on
observable market data (unobservable inputs).
2015
2014
Level 1
m
Level 2
m
Level 3
m
Total
m
Level 1
m
Level 2
m
Level 3
m
Total
m
148.9
148.9
58.1
58.1
43.7
43.7
27.7
27.7
Held for trading

Other investments
29.2
29.2
0.4
0.4
3.2
31.4
34.6
1.0
35.6
36.6
Written put option
(30.5)
(30.5)
(53.9)
(53.9)
86.8
Equity futures
Available for sale financial assets
Other investments
(46.8)
(46.8)

136
(29.7)
196.2
(0.5)
(15.4)
(29.7)
180.3
(48.8)
38.0
Reconciliation of Level 3 fair value measurements of financial assets and financial liabilities
Balance at 1 October 2014

Assumed on acquisition of FLAG
Available for sale

financial assets
m
Deferred
consideration
m
Written
put option
m
Total
m
35.6
(53.9)
(30.5)
(48.8)
(10.6)
(10.6)
Total gains or losses:

in income statement
0.6
28.5
29.1
in other comprehensive income
(0.3)
(0.2)
(0.5)
(10.6)
(10.6)
Unwinding of discount through profit or loss
Unwinding of discount in equity
3.0
3.0
Acquisition of non-controlling interest
27.5
27.5
Purchases
6.0
6.0
Disposals
(10.5)
(10.5)
31.4
(15.4)
(46.8)
Where applicable, transfer between levels are assumed to take place at the beginning of the year. There were no transfers between
Level 1, Level 2 or Level 3 investments during the year.
Investments classified as level 3 principally comprise investments in property and infrastructure funds. While the Group is not aware
of significant differences between valuations received and reasonable possible alternatives for the property funds, the value of these
investments would be directly impacted by changes in the European and Asian property markets. The fair value of the infrastructure
funds would be impacted by a number of factors described above.
The Group estimates that a 10% increase/decrease in the fair value of the investments will have a favourable/unfavourable impact
on equity of 3.1 million, of which 0.8 million relates to investments in infrastructure funds.
As discussed above, the fair value of the earn-out agreements included in Level 3 is determined based on a number of unobservable
inputs. A change in one or more of these inputs could result in a significant increase or decrease in the fair value. On a standalone
basis, without the impact of those changes on other variables, changes in the discount rate by +/- 1% would have an impact of
approximately 0.8 million and a change in revenue growth of +/- 10% would have an impact of approximately 5.6 million on the
fair value of the earn-outs respectively.
30 Financial risk management

Overview

This note describes the Groups objectives, policies and processes for measuring and managing risk, and the Groups management
of capital.
i)

Risk management
The Group is exposed to the following risks from its use of financial instruments:
credit risk;
liquidity risk;
market price risk;
foreign exchange risk; and
interest rate risk.
The Board has overall responsibility for the establishment and ongoing management of the Groups risk management framework
and the implementation and operation of the Boards policies are handled by the risk management committee.
The Board risk committee oversees how management monitors compliance with the Groups risk management policies and
procedures and reviews the adequacy of the risk management framework in relation to the risks faced by the Group. The Board has
approved the risk appetite statement, which sets out the quantum and types of risk that the Group is prepared to accept in pursuing
its objectives. The risk appetite statement is a top-down framework against which policies, systems and limits can be set. The risk
committee monitors compliance with the risk appetite statement through a series of key performance indicators.
The audit committee is responsible for overseeing financial reports and internal control. Internal audit assist the Group audit
committee in its oversight role by undertaking both regular and ad hoc reviews of risk management controls and procedures and
report the results of these reviews directly to the audit committee.
The Groups risk management policies are established to identify and analyse the risks faced by the Group, to set appropriate risk
limits and controls, and to monitor risks and adherence to limits. Risk management policies and systems are reviewed regularly to
reflect changes in market conditions and the Groups activities. The Group, through its training and management standards and
procedures, aims to develop a disciplined and constructive control environment in which all employees are involved and understand
their roles and obligations.
ii) Credit risk

Credit risk is the risk of financial loss to the Group if a client or counterparty to a financial instrument is unable to pay in full
amounts when due, and arises principally from the Groups cash and cash equivalents, trade receivables and accrued income and
derivative financial instruments.

As detailed in note 29, the carrying value of financial instruments approximate their fair value. The Groups maximum exposure to
credit risk is represented by the carrying amount of its financial assets.
A breakdown of the Groups relevant financial assets by credit rating is set out below.
As at 30 September 2015
Not
A BBB BB rated
m m m
m
Group
AAA
m
AA
m
12.3 252.6 290.0 9.6 0.5
Total
m
2.7 567.7
AAA
m
AA
m
Not
A BBB rated Total
m m
m
m
26.6 303.3 318.6 4.6
0.8 653.9
29.2
0.4
29.6
Deposits receivable from brokers

on derivative contracts
5.6
5.6
Company

138
252.3
154.0 180.1
334.1
29.2
252.2 0.1
0.4
29.6
Deposits receivable from brokers

on derivative contracts
5.6
5.6
No other relevant financial assets are rated.

The Group adopts a low risk strategy in respect of its treasury management, at all times ensuring, as far as possible, that its capital is
preserved and financial risks are managed in line with the Groups treasury policy as approved by the audit committee. The treasury
function manages the cash resources on a daily basis in accordance with the treasury policy, which includes continuously monitoring
the credit ratings of all institutions with whom we place deposits.
Similarly, the Group adopts a conservative approach to managing the credit risk from derivatives through the use of exchange
traded futures which are fully collateralised in cash, and forward foreign exchange contracts, which typically have a maturity of
three months.
Trade receivables and accrued income represent amounts recognised in revenue in the Group income statement which have not
been settled by clients. Outstanding balances are monitored locally by senior management and historically the level of default
has not been significant and in the majority of cases there is an ongoing relationship with the client. As such, no significant level of
default is expected.
An analysis of ageing of financial assets is shown below:
Group
Past due and not impaired
Past due and not impaired
Total
m
Neither
past
due nor
impaired
m
Between
30 and
90 days
m
Between
90 days
and 1 year
m
Total
m
5.1
42.6
34.4
18.0
3.3
55.7
0.2
0.1
0.1
Neither
past
due nor
impaired
m
Between
30 and
90 days
m
Between
90 days
and 1 year
m
26.5
11.0
0.1
0.1
Trade
receivables
Company
Trade
receivables

All other financial assets are neither past due nor impaired.
Details of provisions against trade receivables at 30 September are as follows:

Group
2014
m
0.2
0.7
(0.2)
(0.5)
Trade receivables provision:

Balance at 1 October
Bad debt release in the year
Balance at 30 September
0.2
Fees are billed to clients as soon as values are available and settlement is due within agreed contractual terms. The average level of
debtors and accrued income outstanding, at any point in time, represents approximately 2 months revenue.
At 30 September 2015 the Group had four (2014: four) individual clients with greater than 1 million outstanding. The total
outstanding was 19.0 million (2014: 24.1 million).
The Group, in some situations, may be exposed to a concentration of credit risk, particularly from some of its larger clients or
groups of connected clients. This may arise during the period from recognition of management fees in the income statement and
settlement of fees by clients. Very few clients have external credit ratings.
The Group operates and manages a number of open end funds and in doing so it seeks to match client redemptions with
liquidations. Where these positions are not matched the Group may be required to fund any shortfall, although due to the short
settlement period for these transactions the risk relating to unsettled transactions is considered to be small. In addition should any
investor default on any payment due the Group would be entitled to recover any costs from the investor.
2015
m
30 Financial risk management (continued)

iii) Liquidity risk

Liquidity risk is the risk that the Group will not be able to meet its financial obligations as they fall due or can only do so at a
significantly increased cost.

The Groups approach to managing liquidity is to ensure, as far as possible, that it will always have sufficient liquidity to meet its
liabilities when due, under both normal and stressed conditions, without incurring unacceptable losses or risking damage to the
Groups reputation. Further details on liquidity risks are set out in the discussion of principal risks on pages 44 to 51.
The Group has cash balances of 567.7 million at 30 September 2015. These cash balances provide the Group with adequate liquidity.
The Group and Company financial liabilities, including the Companys overdraft of 466.4 million (2014: 364.0 million), are
repayable within one year or on demand, with the exception of the earn-out agreements (note 14). The maximum earn-out
payment relating to the SWIP acquisition is 100 million based on the growth delivered by the investment solutions business
through its strategic relationship with Lloyds over 5 years. If targets are achieved, the earn-out is payable between two and five
years after completion. A deferred liability of 35.9 million has been recognised at 30 September 2015 in respect of the earn-out.
The maximum earn-out payment relating to the FLAG acquisition is 29.3 million based on growth of the business over the next
2 years and is payable at the end of that period. A deferred liability of 10.9 million has been recognised at 30 September 2015 in
respect of the earn-out.
The Group has made a commitment to invest up to 28.8 million (2014: 31.2 million) in infrastructure funds, denominated in
several currencies. 20.4 million of this amount remains committed but not yet drawn (2014: 26.7 million). Investment calls can
be made on demand primarily over the investment periods of the partnerships. These periods are due to expire in one to four years
time. Once drawn, committed capital remains invested for the life of the funds.
The Group also has undrawn commitments of 18.2 million (2014: 5.0 million) in respect of investments in property and private
equity funds, which can be called on demand.
iv) Market price risk

Market price risk is the risk that the fair value or future cash flows of financial instruments will change due to movements in market
prices, other than foreign exchange rates or interest rates. These financial instruments include the Groups investments in seed
capital which are invested to support the launch of new funds. Seed capital is typically invested in quoted funds for less than one
year. These investments have been measured at fair value through profit or loss.

Investments in property and infrastructure funds are usually for longer term and are measured as available for sale. This can range
from five to seven years for property and over ten years for infrastructure.
Investments are managed on an individual basis and all material buy and sell decisions are approved by the GMB. The objective of
market price risk management is to manage and control market risk exposures within acceptable parameters, while optimising the
return on risk. The Board sets the limits for investing seed capital and longer term investments and regularly monitors the exposure.
The following financial assets are exposed to market risk:

Group
Company
2015
m
2014
m
2015
m
2014
m
148.9
58.1
102.9
26.6
43.7
27.7
43.4
26.9
34.6
36.6
13.0
9.5
227.2
122.4
159.3
63.0
Held for trading

Seed capital
Financial investments
Available for sale financial assets
Financial investments

The Group will consider hedging its exposure to market price risk in respect of seed capital investments, where there is a risk of
material price movements and the risk can be hedged effectively. 25.3m of seed capital was hedged against movements in market
prices at 30 September 2015 (2014: nil).
The Groups defined benefit pension schemes also hold assets which are exposed to market price risk. Details of these assets are
shown in note 33.
140
Sensitivity analysis is disclosed on page 144, in section vii.
v) Foreign currency risk

The Group is exposed to foreign currency risk at a transactional and translational level. Transaction risk is the risk that the domestic
value of a foreign currency denominated cash flow will vary adversely. Translation risk arises from translating the balances of
overseas subsidiaries which report their results in a currency other than sterling and therefore the sterling value of those balances
could vary adversely.

Foreign currency transaction risk

The Group undertakes transactions in a number of currencies and foreign currency risk arises through fluctuations in foreign
currency rates changing the fair value or future cash flows of financial instruments.
Revenues are earned principally from fees which are calculated on the basis of the value of AuM managed for clients and many
mandates include investments valued in currencies other than sterling. The fact that we operate on a global basis, with offices in a
number of countries worldwide, means that a proportion of operating costs is also incurred in foreign currencies. Further, coupons
on the 7.0% perpetual cumulative capital notes are paid in US dollars. Variations in the sterling value of these operating costs and
dividends will, to an extent, offset any similar impact of fluctuating exchange rates on revenues. The Board has therefore decided
that it is not appropriate to undertake any specific hedging of the Groups revenues or costs.
The Groups financial assets and liabilities are denominated in the following currencies:
Group
Total
m
Sterling
m
US$
m
Euro
m
Nordic
currencies
m
Singapore
dollar
m
Other
currencies
m
52.1
23.5
4.2
22.5
1.6
0.1
0.2
557.9
405.9
81.6
31.6
7.5
3.9
27.4
567.7
227.0
128.0
44.4
15.0
106.2
47.1
Current asset investments
43.7
36.6
3.5
3.6
123.6
50.3
45.7
18.5
9.1
Financial assets
Non-current asset investments
Seed capital
unhedged
hedged
25.3
743.3
288.3
120.6
24.1
110.2
83.8
582.0
482.2
55.7
15.4
9.8
6.5
12.4
54.6
24.4
6.1
21.9
2.1
0.1
490.2
317.4
103.2
26.4
9.1
5.1
29.0
653.9
326.6
110.1
49.8
24.1
96.4
46.9
27.7
24.4
0.9
2.4
Financial assets
Seed capital
unhedged
58.1
4.5
37.2
9.8
6.6
1,284.5
697.3
257.5
110.3
35.3
101.6
82.5
526.7
402.0
66.3
20.3
12.7
12.7
12.7

25.3
1,370.3

Company
Total
m
Sterling
m
US$
m
Euro
m
Other
currencies
m
28.9
23.5
0.4
5.0
112.0
112.0
252.3
252.3
43.4
36.4
3.4
3.6
102.9
50.1
33.9
17.3
1.6
539.5
474.3
37.7
25.9
1.6
158.8
151.5
0.1
7.0
0.2
25.4
20.6
0.6
4.2
101.8
101.8
334.1
334.1
26.9
23.6
0.9
2.4
26.6
4.5
12.4
9.0
0.7
514.8
484.6
13.9
15.6
0.7
197.5
189.5
0.2
7.4
0.4
Financial assets
Seed capital
unhedged
Financial assets
Seed capital
unhedged
Foreign currency translation risk

The foreign currency net financial assets and liabilities of subsidiaries which adopt a different reporting currency are as follows:
US dollar
Euro
Nordic currencies
Singapore dollar
Other
142
2015
m
2014
m
198.1
155.9
45.3
43.0
9.3
19.2
119.0
96.7
56.5
41.5
vi) Interest rate risk

The Group has no debt and therefore is not materially exposed to interest rate risk. The Group receives variable rate interest on
cash deposits.

The Company has a variable rate overdraft, which is part of the Groups working capital facility.
The interest rate profiles of the Groups and Companys financial assets excluding the assets backing the liabilities relating to the life
and pensions subsidiary at 30 September were as follows:
2015
2014
Fixed
rate
m
Floating
rate
m
No
interest
m
Total
m
Fixed
rate
m
Floating
rate
m
No
interest
m
Total
m
1.6
15.9
34.6
52.1
2.1
15.9
36.6
54.6
557.9
557.9
490.2
490.2
170.0
397.7
567.7
653.9
653.9
43.7
43.7
27.7
27.7
Seed capital
148.9
148.9
58.1
58.1
29.6
29.6
171.6
413.6
814.7
1,399.9
2.1
669.8
612.6
1,284.5
15.9
13.0
28.9
15.9
9.5
25.4
112.0
112.0
101.8
101.8
170.0
82.3
252.3
334.1
334.1
43.4
43.4
26.9
26.9
Seed capital
102.9
102.9
26.6
26.6
29.6
29.6
170.0
98.2
300.9
569.1
350.0
164.8
514.8
Group
Total
Company
Total

The non interest bearing financial assets do not have maturity dates. They principally comprise available for sale investments, seed
capital investments and other debtors.
The floating rate financial assets principally comprise cash and deposit balances which earn interest at rates which fluctuate
according to money market rates.

The carrying value and maturity profile of the Groups and Companys financial instruments that are exposed to interest rate risk
are shown in the following table:
Total
m
Within
1 year
m
Within
1 - 5 years
m
More
than
5 years
m
Total
m
397.7
653.9
653.9
6.0
9.9
15.9
3.5
12.4
15.9
170.0
170.0
1.6
1.6
2.1
2.1
567.7
6.0
11.5
585.2
653.9
3.5
14.5
671.9
Cash and cash

equivalents
82.3
82.3
334.1
334.1
Bank overdraft
(466.4)
(466.4)
(364.0)
(364.0)
6.0
9.9
15.9
3.5
12.4
15.9
170.0
170.0
6.0
9.9
3.5
12.4
Group
Within
1 year
m
Within
1 - 5 years
m
More
than
5 years
m
397.7
Floating rates
Cash and cash
equivalents
Other investments held
at amortised cost
Fixed rate
Cash and cash
equivalents
at amortised cost
Company
Floating rates

at amortised cost
Fixed rate
Cash and cash
equivalents
(214.1)
(198.2)
(29.9)
(14.0)
vii) Sensitivity analysis

The following analysis provides an indication of the impact of changes in the significant market risk variables on the fair value and
cash flows of the Groups financial instruments.

The sensitivity analysis covers the financial instruments at each of the balance sheet dates and assumes changes in market variables.
It should however be noted that due to the inherent uncertainty in world financial markets the assumptions made may differ
significantly from the actual outcome particularly as market risks tend to be interdependent and are therefore unlikely to move
in isolation.
The following assumptions have been made in respect of the market risks:
sterling exchange rates are assumed to increase or decrease by 10%;
market prices are assumed to increase or decrease by 10%; and
market interest rates are assumed to increase or decrease by 1% at each reporting date.
144
The impact of the assumptions on profit or loss and equity, net of tax, are as follows:
Group
Impact on
profit or
loss
m
Impact
on profit
or loss
m
Impact on
equity
m
Impact on
equity
m
Exchange rate movement
+10%
-10%
+10%
-10%
Currency
Sterling/US dollar
17.4
(17.4)
19.8
(19.8)
Sterling/Euro
8.8
(8.8)
4.5
(4.5)
Sterling/Nordic currencies
1.2
(1.2)
0.9
(0.9)
Sterling/Singapore dollar
8.7
(8.7)
11.9
(11.9)
Market price movement
+10%
Financial investments held for trading

Financial investments available for sale
Interest rate movement
Market interest rates
-10%
10.7
(10.7)
+10%
-10%
2.6
+1%
-1%
+1%
-1%
+10%
-10%
5.1
(5.1)
(2.6)
+10%
-10%
Currency
Sterling/US dollar
15.9
(15.9)
15.6
(15.6)
Sterling/Euro
7.5
(7.5)
4.3
(4.3)
Sterling/Nordic currencies
1.9
(1.9)
1.9
(1.9)
Sterling/Singapore dollar
7.4
(7.4)
9.7
(9.7)
+10%

4.8
(4.8)
+10%
-10%
3.0
+1%
-1%
+1%
-1%
3.6
(3.6)
(3.0)
The market price movement sensitivity excludes investments in funds to hedge deferred variable pay liabilities, as described in note
20. Changes in the market price of these investments are offset by movements in deferred variable pay liabilities, therefore there is
no impact on profit or loss. This also applies to the Company.
The Group and Company interest rate movement sensitivity has been calculated based on average cash balances held during the year.
-10%

The sensitivity for market and exchange rate movements for the Group excludes the derivative financial instruments and related seed
capital, as described in note 29. The change in the derivative financial instruments is offset by movements in the related seed capital
investments and therefore there is no material impact on profit or loss. This does not apply to the Company as the seed capital is held
in another Group subsidiary. The effect of the derivative financial instruments is reflected in the Company sensitivity analysis in the
following table:
Company
Impact on
profit or
loss
m
Impact on
profit or
loss
m
Impact on
equity
m
Impact on
equity
m
+10%
-10%
+10%
-10%
Currency
Sterling/US dollar1
0.9
(0.9)
Sterling/Euro
1.6
(1.6)
+10%
-10%
+10%

6.5
-10%
(6.5)
0.9
+1%
-1%
+1%
-1%
1.6
-10%
+10%
-10%
(1.6)
(0.9)
+10%
Currency
Sterling/US dollar
1.1
(1.1)
Sterling/Euro
0.7
(0.7)
+10%
-10%

Excluding forward foreign exchange contracts, the profit or loss impact would be +/-3.2m
2
Excluding equity futures, the profit or loss impact would be +/-8.6m
1
146
+10%
2.2
-10%
(2.2)
0.5
+1%
-1%
+1%
-1%
2.4
(2.4)
(0.5)
viii) Capital management

The Boards policy with respect to capital is to maintain a strong capital base in order to maintain investor, creditor and market
confidence and to provide a sufficient base to sustain the future development of the business while at the same time ensuring
compliance with all regulatory capital requirements. The Board receives regular updates on headroom over regulatory capital and
supervises key decisions that may impact the future capital position of the Group. Further information on the Groups regulatory
capital position is given below.

The Groups capital structure consists of equity (share capital and share premium) of 1,030.5 million, retained earnings,
500 million perpetual capital notes and 100 million preference shares. The perpetual capital notes and preference shares satisfy
the requirements of financial reporting standards for treatment as equity and the perpetual capital notes are treated as an element
of Tier 2 capital for regulatory purposes. The preference shares are treated as Additional Tier 1 capital.
The Group uses cash generated from its operations to pay a progressive dividend. The Board seeks to avoid further dilutive issuance
of new shares and has, since 2010, satisfied vesting of deferred variable pay awards by purchasing shares in the market through the
EBT. The EBT now holds sufficient shares to cover all outstanding awards as at 30 September 2015.
Regulatory capital requirements

In accordance with the Capital Requirements Directive (CRD IV), as implemented in the UK by the Financial Conduct Authority
(FCA), the Group is required to maintain a minimum level of capital. In common with many other independent asset managers,
the Group had operated under the terms of a waiver from the requirement to meet the full consolidated supervision rules of the
CRD. The waiver was granted by the FCA with effect from January 2007 and remained in place until August 2014. The Group
achieved its objective of eliminating reliance on this waiver and chose not to apply for a renewal of the waiver.
The Group is required to undertake an Internal Capital Adequacy Assessment Process (ICAAP), under which the Board quantifies
the level of capital required to meet operational risks; this is referred to as the Pillar 2 capital requirement. The objective of this
process is to ensure that firms have adequate capital to enable them to manage their risks which may not be adequately covered
under the Pillar 1 requirements. This is a forward looking exercise which includes stress testing for the effects of major risks, such
as those discussed on pages 44 to 51. These tests consider how the Group would cope with a significant market downturn, for
example, and include an assessment of the Groups ability to mitigate the risks.
31 Related party transactions

In the ordinary course of business, the Company and its subsidiary undertakings carry out transactions with related parties, as
defined by IAS 24 Related Party Disclosures. Material transactions for the year are set out below.
The principal subsidiary undertakings of the Company are shown in note 34. During the year, the Group entered into the following
transactions with related parties:
2015
m
2014
m
Short term employee benefits
14.2
11.2
16.4
14.9
Pension contributions
0.5
0.7
31.1
26.8
Total

More detailed information concerning directors remuneration is provided in the audited part of the remuneration report on pages
72 to 88.
a) Compensation of key management personnel of the Group
31 Related party transactions (continued)

b) Transactions with subsidiaries and shareholders

Details of transactions between the Company and its subsidiaries, which are related parties of the Company are shown below:
2015
m
2014
m
1.9
0.8
0.1
Management fees
190.8
145.8
Dividends
334.8
440.0
Amounts due from subsidiaries
199.4
151.3
98.9
143.9
Interest receivable
Interest payable
Amounts due to subsidiaries

Included within amounts due from subsidiaries are long term loans of 109.9 million (2014: 62.9 million); comprising of
62.9 million Aberdeen Investments Limited and 47.0 million to Aberdeen Asset Management Inc. The interest on these loans
are included within amounts due from subsidiaries due within one year.
Included in cash & cash equivalents are balances with material shareholders: MUTB 40 million (2014: 50.0 million) and Lloyds
6.7 million (2014: 83.0 million).
c) Post employment benefit plans

The Group operates and participates in several post employment benefit plans as detailed in note 33.

The Group contributed the following amounts to defined benefit and defined contribution plans and had amounts outstanding at
30 September each year as follows:
Employer
contributions
Outstanding at
30 September
2015
m
2014
m
2015
m
2014
m
Murray Johnstone Limited Retirement Benefits Plan
6.7
4.1
Edinburgh Fund Managers Group plc Retirement & Death Benefits Plan
3.3
3.3
DEGI Pension Plan
0.6
0.3
Other defined benefit plans
1.3
0.8
31.6
27.3
Defined contribution schemes

d) Asset management vehicles

The Group provides investment management services for a number of collective investment schemes where Group companies
directly sponsor or are investment advisers of underlying funds, which meet the criteria of related parties. In return the Group
receives management fees for provision of these services. Details of the fees received and outstanding at 30 September are provided
in note 32.
148
32 Interests in structured entities

A structured entity is an entity that has been designed so that voting or similar rights are not the dominant factor in deciding who
controls the entity, such as when any voting rights relate to administrative tasks only, or when the relevant activities are directed by
means of contractual arrangements.
The Group has assessed whether the funds it manages are structured entities, through review of the above factors. The Group
considers the following as structured entities Open Ended Investment Companies (OEICs), Socits dInvestissement Capital
Variable (SICAVs), Unit Trusts, Fonds Communs de Placement (FCPs), and certain mutual funds, limited partnerships and other
pooled funds. Segregated mandates managed on behalf of clients and investment trusts are not considered structured entities.
The structured entities are generally financed by the purchase of units or shares by investors, although certain funds, mainly
property, infrastructure and private equity funds, are also permitted to raise finance through loans from third parties. The Group
does not provide a guarantee for the repayment of any borrowings held by these entities.
The structured entities allow clients to invest in a portfolio of assets in order to provide a return through capital appreciation and/or
investment income. Accordingly, they are susceptible to market price risk arising from uncertainties about future values of the assets
they hold. Market risks are discussed further in note 30.
In certain cases, the Group will also purchase units or shares for the purpose of providing seed capital or to hedge against liabilities
from deferred variable pay awards. There are no differences in the rights attached to the equity held by the Group from those held
by other investors. As described in note 30, the Group may also commit to invest capital in certain property, infrastructure and
private equity funds.
AuM within consolidated and unconsolidated structured entities is shown below:

2015 AuM
bn
Type of entity
Consolidated structured entities1
0.1
1.9
Unconsolidated structured entities:
Open-ended funds
71.7
Closed-end funds
3.2
Outside of structured entities
206.8
Total
283.7
Includes AuM in relation to funds the Group is deemed to control through seed capital investments which are consolidated in accordance with IFRS 10, and the assets held by the Groups life and pensions
subsidiary to meet its contracted liabilities. The exposure to the risks and rewards of the assets held by the Groups life and pensions subsidiary is borne by the underlying policyholders (see note 19)
The Group has an interest in the structured entities listed above through the receipt of management fees based on a percentage of
the net asset value and, in certain funds, contractually agreed performance fees, as well as investment returns where the Group has
an equity holding in the entity.
Gross revenue includes 655.3m of fees received from structured entities managed by the Group, of which 573.5m (2014: 358.4m)
relates to related parties. In addition, the Group recognised a net loss on seed capital and other investments held in structured entities
of 9.4m during the year.
The table below summarises the carrying values in the balance sheet, representing the Groups interests in unconsolidated
structured entities, as at 30 September 2015:
2015
Total
m
Open-ended funds
m
Closed-end funds
m
Trade and other receivables2,3
387.0
383.7
3.3
Trade and other payables2
317.2
317.2
Other investments current
101.1
101.1
23.8
9.8
14.0
Investments non-current
2
Includes 309.2m receivable and 309.6m payable in connection with the creation and redemption of units in open ended funds, which are settled within a short time frame. Associated risks are discussed in
note 30
Includes 55.0m (2014:41.8m) outstanding from funds also deemed related parties
32 Interests in structured entities (continued)

Maximum exposure to loss

The Group does not have a direct exposure to the AuM it manages, with the associated risks and rewards residing with external
investors, except where the Group holds an equity interest. The Groups maximum exposure to loss is therefore limited to future fee
income and the carrying value of assets relating to structured entities at each reporting date, as highlighted above, where the net
asset value of the entities is reduced through withdrawals by investors and/or adverse performance.
In addition, 24.3m of the Groups unfunded capital commitments described in note 30 (iii) relates to unconsolidated structured
entities invested in property and infrastructure projects.
Financial support
The Group has not provided financial support to any consolidated or unconsolidated structured entity through guarantees over
the repayment of borrowings, or otherwise, and has no contractual obligations or current intention of providing financial support
in the future.
The Group did however invest an additional 123.5m in seed capital during the year to 30 September 2015, in order to support the
launch of new funds classified as structured entities.
33 Retirement benefits

The Groups principal form of pension provision is by way of defined contribution schemes operated worldwide. The Group also
operates a small number of legacy defined benefit schemes including: the Murray Johnstone Limited Retirement Benefits Plan,
the Edinburgh Fund Managers Group plc Retirement & Death Benefits Scheme and the DEGI Pension Plan. These defined benefit
schemes are closed to new membership and to future service accrual.
The main defined benefit schemes in the UK are based on final salary payments with benefits being adjusted in line with the
schemes rules once in payment after retirement. The level of benefits paid is dependent on a members length of service and salary
prior to retirement. A funding plan, which aims to eliminate any shortfall in funding, has been agreed between the Trustees of the
schemes and the employer. Annual contributions to the UK schemes under these funding plans are currently 11.1 million.
The defined benefit schemes operated by the Group expose the Group to actuarial risks, including longevity risk, interest rate risk
and market (investment risk). Where appropriate, the investment strategy takes the make up of the schemes membership into
account (for example investing in assets that broadly aim to partially match some of the liability outflows), which reduces the
effect of market movements on funding levels. Risk in relation to gilt yields has also been mitigated by investing a proportion of the
schemes assets in gilts/bonds/LDI assets.
The total contributions charged to the income statement in respect of the schemes operated by the Group were as follows:
Defined contribution schemes

Defined benefit schemes
Total pension expense

150
2015
m
2014
m
31.6
27.3
1.7
1.6
33.3
28.9
The pension deficits are recognised as non-current liabilities in the balance sheet and are stated before deduction of the related
deferred tax asset. The pension surplus is recognised as a non-current asset in the balance sheet and is stated before deduction of
the deferred tax liability.
The pension surplus and deficits of the Group are summarised as follows:
2015
m
2014
m
Edinburgh Fund Managers Retirement & Death Benefits Plan
30.1
16.6
Murray Johnstone Limited Retirement Benefits Plan
(3.2)
(9.8)
DEGI Pension Plan
(6.0)
(7.1)
Net surplus (deficit) in main schemes (see (4) below)
20.9
(0.3)
Deficits in other defined benefit pension schemes
(2.8)
(3.3)
Net surplus (deficit) for all Group schemes
18.1
(3.6)
Pension surplus (deficits)
Disclosure relating to the Groups defined benefit obligations

The information given in (1) and (4) below reflects the aggregate disclosures in respect of the Groups two UK defined benefit
pension arrangements and the DEGI scheme in Germany. The information given in (2) reflects the two UK schemes only.
The information provided in (3) relates to the DEGI pension scheme.
1) Plan assets
2015
2014
Equities and alternatives
60.7
29.0
72.4
37.7
Debt instruments
62.4
29.8
6.9
3.6
Liability Driven Investment (LDI) funds
58.3
27.8
105.1
54.7
Real estate
16.5
7.9
Other
5.5
2.6
6.0
3.1
Cash
6.1
2.9
1.6
0.9
209.5
100.0
192.0
100.0
Plan assets
Basis used to determine the expected rate of return on plan assets

To develop the expected long term rate of return on assets assumption, the Group considered the current level of expected returns
on risk-free investments (primarily government bonds), the historical level of risk premium associated with the other asset classes
in which the portfolio is invested, and the expectations for the future returns of each asset class. The expected return for each
asset class was then weighted, based on the target asset allocation, to develop the expected long term rate of return on assets
assumptions for the portfolio.
33 Retirement benefits (continued)

2) Principal assumptions used by UK schemes actuaries
2015
%
2014
%
Discount rate
3.9
4.0
Pension increases (Edinburgh 3%)
3.1
3.2
Contributory salary increases (applies to Murray Johnstone only)
5.1
5.2
Rate of price inflation (RPI)
3.1
3.2
Rate of price inflation (CPI)
2.1
2.4
2015
%
2014
%
Discount rate
4.0
4.5
Rate of compensation increase (applies to Murray Johnstone only)
5.2
5.4
Rate of price inflation (RPI)
3.2
3.4
Rate of price inflation (CPI)
2.4
2.9
The weighted average assumptions used to determine the net pension cost are as follows:
Mortality assumptions
The mortality assumptions for the UK defined benefit schemes at 30 September 2015 follow the S1NA LIGHT CMI 2014 1.25%
(YOB) tables. The impact of these assumptions on life expectancies is shown in the table below:
2015
Years
2014
Years
Expected age at death for a male currently aged 40 retiring in the future at age 60
90.5
90.5
Expected age at death for a female currently aged 40 retiring in the future at age 60
92.0
92.0
Expected age at death for a current male pensioner aged 60
88.7
88.6
Expected age at death for a current female pensioner aged 60
90.1
90.0
2015
%
2014
%
Discount rate
2.5
3.6
Rate of pension increase
2.0
2.0
Rate of price inflation
2.0
2.0
Assumed retirement age
63
63
Impact of mortality assumptions
3) Principal assumptions used by the DEGI scheme actuaries
152
The mortality tables used for the DEGI scheme were Heubeck 2005 G.
4) Aggregate disclosure obligations

The following disclosure relates to the Groups two UK schemes plus the DEGI scheme in Germany:
2015
m
2014
m
192.3
178.0
Interest expense
7.3
7.5
Effect of changes in demographic assumptions
0.6
3.7
Change in benefit obligation

Benefit obligation at beginning of year
Effect of changes in financial assumptions

Effect of experience adjustments
Benefits paid from scheme
Benefit obligations transferred out
0.8
13.2
(3.1)
3.3
(8.7)
(6.0)
Effect of changes in foreign exchange rates
(0.7)
Benefit obligation at end of year
(6.6)
(0.8)
188.5
192.3
192.0
176.4
Interest income
7.5
7.1
Remeasurement gains
9.0
13.8
Employer contributions
10.6
7.7
Benefits paid from scheme
(8.7)
(6.0)
Administrative expenses
(0.7)
Change in scheme assets

Fair value of plan assets at beginning of year
Assets transferred out
(0.3)
Fair value of scheme assets at end of year
209.4
Surplus (deficit) recognised at end of year
20.9
(6.6)
(0.4)
192.0
(0.3)
Benefit obligations and assets transferred out follows the buy out of the CGA Staff Pension Fund and formal wind-up of that scheme
33 Retirement benefits (continued)

2015
m
2014
m
(0.3)
(1.6)
Employer contributions
10.6
7.7
Pension expense recognised in income statement
(0.5)
(0.4)
Amounts recognised in the statement of comprehensive income
10.7
(6.4)
0.4
0.4
Net surplus (deficit) in schemes at end of year
20.9
(0.3)
Surplus in scheme at end of year
30.1
16.6
Deficits in schemes at end of year
(9.2)
(16.9)
20.9
(0.3)
Movement in deficit during the year

Deficit in schemes at beginning of year
Movement in year:
The Group expects to pay approximately 11.1 million to the UK defined benefit schemes in the next financial year.
2015
m
2014
m
7.3
7.5
(7.5)
(7.1)
Expense recognised in the income statement

Interest expense on defined benefit obligations
Interest income on plan assets
Administrative expenses
0.7
0.5
0.4
9.0
13.8
Actuarial losses due to change in demographic assumptions
(0.6)
(3.7)
Actuarial losses due to change in financial assumptions
(0.8)
(13.2)
3.1
(3.3)
10.7
(6.4)
Amounts recognised in the statement of comprehensive income

Return on plan assets
Actuarial gains (losses) due to experience

154
Significant actuarial assumptions for the determination of the defined benefit obligation are discount rate, inflation rate, expected
pension increase and mortality. The sensitivity analysis below has been determined based on reasonably possible changes of the
respective assumptions occurring at the end of the reporting period, while holding all other assumptions constant.
2015
Estimated impact on
scheme liabilities
%
2014
Estimated impact on
scheme liabilities
%
Assumption
Assumption change
Discount rate
Increase/decrease by 0.1% per annum
Decrease/increase by 2.0
Decrease/increase by 2.0
Inflation rate
Increase/decrease by 1.4
Expected rate of pension

increases in payment
Life expectancy
Increase/decrease by 1 year
Relationships between Aberdeen Asset Management and the trustees of the defined benefit schemes
The schemes assets are held in separate trustee-administered funds to meet long term pension liabilities to past employees.
The trustees of the funds are required to act in the best interests of the funds beneficiaries.
34 Interests in subsidiaries and related undertakings

The principal subsidiaries at 30 September 2015 were as follows:

Subsidiary undertaking
Principal activity
Country of registration
Ownership
Aberdeen Asset Investments Limited
Fund management
UK
Indirect
Aberdeen Asset Management Asia Limited
Fund management
Singapore
Direct
Aberdeen Asset Management Inc.
Fund management
USA
Direct
Aberdeen Asset Management Life and Pensions Limited
Life and pensions
UK
Direct
Aberdeen Asset Managers Limited
Fund management
UK
Direct
Aberdeen Fund Managers Limited
Fund administration
UK
Direct
Aberdeen Global Services S.A.
Management company
Luxembourg
Direct
Aberdeen International Fund Managers Limited
Fund distribution
Hong Kong
Direct
Aberdeen Private Equity Managers Limited
Fund management
UK
Direct
The Company directly or indirectly held 100% of the ordinary share capital of the principal subsidiaries at 30 September 2015
and 30 September 2014, except for Aberdeen Private Equity Managers Limited (formerly Aberdeen SVG Private Equity Managers
Limited), where the remaining 49.9% stake was acquired on 30 June 2015. The effect of this acquisition on the equity of the Group
is discussed in note 14.
In addition, funds are consolidated where the Group has determined that a controlling interest exists through an investment
holding in the fund, in accordance with IFRS 10 Consolidated Financial Statements. This typically relates to seed capital investments
(note 20), which do not have a material impact on the profits or net assets of the Group. These entities have various investment
objectives and policies and are subject to the terms and conditions of their offering documentation. The principal activity of each
is to invest capital from investors in a portfolio of assets in order to provide a return for those investors from capital appreciation,
investment income, or both.
A full list of the Groups other subsidiaries and related undertakings is included in the appendix which forms part of the financial
statements.
There are no material non-controlling interests in subsidiaries or funds at 30 September 2015.
Significant restrictions
As described in note 30, the Group has a number of regulated entities, each subject to regulatory capital requirements, which could
lead to the requirement to inject further capital and restrict their ability to remit funds within the Group.
A small number of subsidiaries are also subject to statutory requirements to maintain a certain level of capital, however these have
no material impact to the Group.
The ability of individual subsidiaries to distribute profits and return capital by way of dividends within the Group is restricted to the
level of distributable reserves. As of 30 September 2015, Aberdeen Asset Management Inc. was restricted in its ability to make a
distribution due to accumulated losses, however this subsidiary is fully supported by the Company.
Aberdeen Asset Management Life and Pensions Limited is further restricted in its ability to make dividend distributions under the
terms of its dividend policy, which specifies minimum reserves to be maintained, over and above the capital resources requirements
of the regulator. Dividend payments are also subject to review by the regulator.
Independent auditors report to the members of

Aberdeen Asset Management PLC only
Opinions and conclusions arising from our audit
1

Our response: Our procedures included critically

assessing the appropriateness of the assumptions used to
value the earn-out payment, including the expected
growth rates, forecast cash flows and discount rate
applied. We evaluated, where possible, the assumptions
used by comparing these to externally derived data,
compared revenue growth rates to AAMs peer group via
Bloomberg and performed a retrospective review
comparing the Groups previous assessments to the
actual results. We compared revenue growth assumptions
to growth expectations for market participants that are
comparable to the business and benchmarked the
discount rate against those of comparable quoted
companies. We compared wider publicly available data on
other variables such as the risk free rate element of the
discount rate to that used by the Group.
Our opinion on the financial statements is unmodified

We have audited the financial statements of Aberdeen Asset
Management PLC for the year ended 30 September 2015 set
out on pages 94 to 155 and the appendix on pages 164 to
166. In our opinion:
the financial statements give a true and fair view of the
state of the Groups and of the parent companys affairs as
at 30 September 2015 and of the Groups profit for the
year then ended;
the Group financial statements have been properly
prepared in accordance with International Financial
Reporting Standards as adopted by the European Union
(IFRSs as adopted by the EU);
the parent company financial statements have been
properly prepared in accordance with IFRSs as adopted
by the EU as applied in accordance with the Companies
Act 2006; and
Our findings: We found the assumptions used in the

earn-out models and the resulting estimates to be mildly
cautious and that note 29 is proportionate in disclosing
the sensitivity.
the financial statements have been prepared in

accordance with the requirements of the Companies Act
2006 and, as regards the Group financial statements,
Article 4 of the IAS Regulation.
2

Our assessment of risks of material misstatement

We summarise below the risks of material misstatement
that had the greatest effect on our audit, our key audit
procedures to address those risks and our findings from those
procedures in order that the Companys members as a body
may better understand the process by which we arrived at
our audit opinion. Our findings are the result of procedures
undertaken in the context of and solely for the purpose of our
statutory audit opinion on the financial statements as a whole
and consequently are incidental to that opinion, and we do
not express discrete opinions on separate elements of the
Valuation of the Earn-Out Liability (46.8m)

Refer to page 66 (Audit Committee Report), page 96
(accounting policy) and notes 14 and 29 (financial
disclosures).
Valuation of earn-out liability

The risk: The Earn-out liability is stated at fair value,
being based on expected future cash flows as determined
by the Group. The assumptions include the expected
performance and growth of relevant operations, and the
discount rate used to obtain the present value. Given the
level of judgement involved in deriving these assumptions
and the sensitivity of the fair value, this is an area
considered to be at risk of material misstatement.
156
We also considered the adequacy of the Groups

disclosures about the degree of estimation involved in
arriving at the fair value of the liability.
Assessment of impairment of Intangible Assets (1,486.2m)

Refer to page 65 to 66 (Audit Committee Report), page 98
(accounting policy) and note 13 (financial disclosures).
The risk: We view intangible assets in relation to goodwill,
management contracts and distribution agreements to be
a significant risk of misstatement as a result of a
combination of factors. (1) There is significant judgement
included when assessing these balances for impairment
triggers and when selecting the appropriate assumptions
for impairment assessment model (2) The key judgements
are impacted by the level of outflows of business, which
has been higher in the current year than in previous years.
The outcome of the assessments could vary significantly
and, due to the size of the intangibles recognised, have a
material impact if different assumptions and judgements
were applied.
Our response to goodwill: Our procedures included
critically assessing the assumptions and methodology
used by the Group in their value-in-use impairment
assessment. We compared the Groups assumptions to
externally derived data and our own assessments of key
inputs such as projected economic growth, client
retention, cost inflation and discount rates and assessed
sensitivities, as well as performing break-even analysis on
key assumptions. We tested the Groups procedures
around the preparation of the budget, upon which the
value-in-use model is based, as well as comparing the sum
of projected discounted cash flows to the market
capitalisation of the Group to assess whether the
projected cash flows appear reasonable. We used our
own valuation specialists to support our procedures.
Our response to indefinite life intangibles:

Our procedures included critically assessing the
assumptions and methodology used by the Group in their
fair value less costs to sell model, by comparing the key
assumptions fee rates, projected assets under
management (AuM) and revenue multipliers on
projected cash flows against data derived from internal
sources, such as the Groups own implied fee rates and
reported AuM, and external sources, including recent
transactions, which were used to derive an appropriate
revenue multiple. We performed a sensitivity analysis
based on the key assumptions of the models. We used
our own valuation specialists to support our procedures.
Our response to definite life intangibles: We critically
assessed the Groups assessment of definite life intangibles
for indicators of impairment by considering the potential
impact of business performance, such as fund outflows on
the intangible. Where indicators of impairment were
identified, we critically assessed the Groups impairment
assessment for those adopting a similar audit approach to
the goodwill model described above. We assessed the
useful lives of each definite life asset by reviewing their
performance in the period, such as outflows, and assessing
the impact of any changes to the contracts in the context
of the expected future period of economic consumption.

We considered the adequacy of the Groups disclosures

in respect of impairment testing and whether disclosures
about sensitivity to the outcome to changes in key
assumptions properly reflected the risks inherent in
the key assumptions and the requirements of
accounting standards.
Materiality for the Group Financial Statements
Profit before tax

(including amortisation,
excluding acquisition costs)
353.8m
Our application of materiality and an overview of the scope

of our audit
The materiality for the Group financial statements as a
whole was set at 17.5 million, determined with reference
to a benchmark of Group profit before tax, normalised to
exclude one-off acquisition costs as disclosed in note 4, of
353.8 million, of which it represents 4.9%. We report to the
Audit Committee any corrected or uncorrected identified
misstatements exceeding 0.9 million, in addition to other
identified misstatements that warranted reporting on
qualitative grounds.
17.5m
0.9m
Whole financial
statements
materiality
Misstatements
reported to the
Audit Committee
Audit coverage of the Group Financial Statements

Profit before tax
Revenue
6%
10%
90%
94%
Group coverage
Total assets
6%
94%
Not covered
The group has over 100 reporting components.

We subjected 21 to audits for group reporting purposes.
These 21 components account for the portion of the groups
results, revenues and assets shown in the graphs above.
Four of these 21 audits were performed by component
auditors and 17 by the Group audit team. The Group audit
team instructed component auditors as to the significant
areas to be covered including the relevant risks detailed
above, and the information to be reported back. The Group
audit team approved the component materialities which
ranged from 9.2 to 13.9 million based on the mix of size
and risk profile of the components within the Group.
The Group audit team reviewed reporting component

audit files in the USA, Singapore and Luxembourg during
planning and fieldwork to assess the audit strategy and
findings. Telephone meetings were also held with the auditors
of these components.
At these meetings, the findings reported to the Group audit

team were discussed in more detail, and any further work
required by the Group audit team was then performed by the
component auditor.
Our findings: We have found the assumptions and

resulting estimates used in each of the impairment
assessments to be balanced. Note 13 proportionately
discloses the key assumptions and sensitivities.
3
Materiality
Our opinion on other matters prescribed by the Companies

Act 2006 is unmodified
In our opinion:
the parent company financial statements and the part of

the Directors Remuneration Report to be audited are not
in agreement with the accounting records and returns; or
the part of the Directors Remuneration Report to be

audited has been properly prepared in accordance with the
Companies Act 2006; and
certain disclosures of directors remuneration specified by

law are not made; or
the information given in the Strategic Report and

Directors Report for the financial year for which the
financial statements are prepared is consistent with the
5

the disclosures in the directors report set out on

page 89, concerning the use of the going concern basis
of accounting.
We have nothing to report in respect of the matters in

which we are required to report by exception
Under ISAs (UK and Ireland) we are required to report to you
if, based on the knowledge we acquired during our audit, we
have identified other information in the annual report that
contains a material inconsistency with either that knowledge
or the financial statements, a material misstatement of fact,
or that is otherwise misleading.
In particular, we are required to report to you if:
Under the Listing Rules we are required to review:

the directors statement in relation to going concern set
out on page 89, and long term viability on page 43; and
We have nothing to report on the disclosures of

principal risks
Based on the knowledge we acquired during our audit,
we have nothing material to add or draw attention to in
relation to:
the directors statement of long term viability on page 43,
concerning the principal risks, their management, and,
based on that, the directors assessment and expectations
of the groups continuing in operation over the 3 years to
30 September 2018; or
we have not received all the information and explanations

we require for our audit.
the part of the Corporate Governance Statement on

page 54 in the Corporate Governance Report relating to
the companys compliance with the eleven provisions of
the 2014 UK Corporate Governance Code specified for
our review.

We have nothing to report in respect of the

above responsibilities.
Scope of report and responsibilities

As explained more fully in the Directors Responsibilities
Statement set out on page 91, the directors are responsible
for the preparation of the financial statements and for being
satisfied that they give a true and fair view. A description of
the scope of an audit of financial statements is provided on
the Financial Reporting Councils website at
www.frc.org.uk/auditscopeukprivate. This report is made
solely to the Companys members as a body and subject
to important explanations and disclaimers regarding our
responsibilities, published on our website at
www.kpmg.com/uk/auditscopeukco2014b, which are
incorporated into this report as if set out in full and should be
read to provide an understanding of the purpose of this report,
the work we have undertaken and the basis of our opinions.
we have identified material inconsistencies between the

knowledge we acquired during our audit and the directors
statement that they consider that the annual report and
financial statements taken as a whole is fair, balanced and
understandable and provides the information necessary
for shareholders to assess the Groups position and
performance, business model and strategy; or
the Audit Committee section of the Corporate Governance
report does not appropriately address matters
communicated by us to the Audit Committee.

Under the Companies Act 2006 we are required to report to

you if, in our opinion:
adequate accounting records have not been kept by the
parent company, or returns adequate for our audit have
not been received from branches not visited by us; or
158
Catherine Burnet (Senior Statutory Auditor)

for and on behalf of KPMG Audit Plc, Statutory Auditor
Chartered Accountants
37 Albyn Place
AB10 1JB
27 November 2015
Responsibility statement
We confirm that to the best of our knowledge:
the financial statements, prepared in accordance with the
applicable set of accounting standards give a true and fair view
of the assets, liabilities, financial position and profit or loss of
the Company and the undertakings included in the
consolidation taken as a whole; and
the annual report and financial statements, taken as a whole,
provides the information necessary to assess the Companys
position and performance, business model and strategy and is
fair, balanced and understandable; and
the Strategic report includes a fair review of the development
and performance of the business and the position of the issuer
and the undertakings included in the consolidation taken as a
whole, together with a description of the principal risks and
uncertainties that they face.
For and on behalf of the Board

R C Cornick
Chairman
W J Rattray
Finance Director
27 November 2015
Five year summary
Net revenue
2015
m
2014
m
2013
m
2012
m
2011
m
1,169.0
1,117.6
1,078.5
869.2
784.0
(516.5)
(474.7)
Operating expenses
Operating costs
(670.3)
(627.2)
(589.3)
(0.1)
(33.1)
(19.2)
Amortisation and impairment of intangible assets
(131.3)
(99.4)
(73.2)
(78.1)
(77.8)
Total operating expenses
(801.7)
(759.7)
(681.7)
(594.6)
(552.5)
Operating profit before amortisation, impairment,

acquisition costs and exceptional items
498.7
490.4
489.2
352.7
309.3
Amortisation and impairment of intangible assets
(131.3)
(99.4)
(73.2)
(78.1)
(77.8)
(0.1)
(33.1)
(19.2)
357.9
396.8
Acquisition-related items
Acquisition and integration costs

Operating profit
367.3
274.6
231.5
Net finance costs
(4.0)
(2.7)
(3.5)
(5.1)
(7.4)
(Losses) gains on investments
(9.6)
(0.6)
(3.0)
0.2
Profit before taxation
353.7
354.6
390.3
269.7
224.1
Tax on profit on ordinary activities
(44.7)
(47.5)
(61.5)
(46.1)
(40.2)
Profit for the year
309.0
307.1
328.8
223.6
183.9
Basic
22.28p
23.54p
27.16p
18.88p
15.01p
Diluted
21.79p
22.79p
26.22p
17.55p
14.06p
491.6m
490.3m
482.7m
347.8m
301.9m
Basic
30.62p
32.17p
33.71p
24.45p
20.13p
Diluted
29.95p
31.14p
32.48p
22.62p
18.73p
19.5p
18.0p
16.0p
11.5p
9.0p
283.7bn
324.4bn
200.4bn
187.2bn
169.9bn
Earnings per share IAS 33 basis
Underlying profit before taxation

Underlying earnings per share
Dividend per share

Assets under management at year end
160
Principal offices
United Kingdom and Channel Islands
10 Queens Terrace, Aberdeen AB10 1YG
Tel: +44 (0) 1224 631999
Fax: +44 (0) 1224 647010

Bow Bells House, 1 Bread Street, London EC4M 9HH
Tel: +44 (0) 20 7463 6000
Fax: +44 (0) 20 7463 6001

40 Princes Street, Edinburgh EH2 2BY
Tel: +44 (0) 131 528 4000
Fax: +44 (0) 131 528 4400
Aberdeen Private Wealth Management Limited

1st Floor, Sir Walter Raleigh House,
48-50 Esplanade, St Helier, Jersey JE2 3QA
Tel: +44 (0) 1534 758 847
Fax: +44 (0) 1534 705 052
Asia Pacific
Aberdeen Asset Management Company Limited
Bangkok City Tower, 28th Floor, 179 South Sathorn Road,
Thungmahamek, Sathorn, Bangkok 10120, Thailand
Tel: +66 2 352 3333
Fax: +66 2 352 3339
Aberdeen International Fund Managers Limited
Suites 1601 and 1609-1610, Chater House,
8 Connaught Road Central, Hong Kong
Tel: +852 2103 4700
Fax: +852 2103 4788
Aberdeen Asset Management Sdn Bhd
Suite 26.3 Level 26, Menara IMC, Letter Box No. 66,
No. 8 Jalan Sultan Ismail, 50250 Kuala Lumpur, Malaysia
Tel: +60 3 2053 3800
Fax: +60 3 2031 1868
Aberdeen Asset Management Asia Limited
21 Church Street, #01-01 Capital Square Two,
Singapore 049480
Tel: +65 6395 2700
Fax: +65 6535 7159
Aberdeen Asset Management Limited
Level 6, 201 Kent Street, Sydney, NSW 2000, Australia
Tel: +61 2 9950 2888
Fax: +61 2 9950 2800
Aberdeen International Securities
Investment Consulting Company Limited
Exchange Square No. 2
8F, No.101 Songren Road
Taipei City, Taiwan
11073
Tel: +886 2 8722 4500
Fax: +886 2 8722 4501
Aberdeen Investment Management K. K.

Toranomon Seiwa Building 11F,
1-2-3 Toranomon, Minato-ku,
Tokyo, 105-0001 Japan
Tel: +81 3 4578 2211
Fax: +81 3 4578 2299
PT Aberdeen Asset Management
16th floor, Menara DEA Tower 2,
Kawasan Mega Kuningan,
JI. Mega Kuningan Barat Kav. E4.3 No1.
Jakarta Selatan, Indonesia 12950
Tel: +62 21 2981 2800
Fax: +62 21 2981 2836/37
Aberdeen Asset Management (Shanghai) Co., Ltd
3rd Floor, Block 1,
No.1287 Shangcheng Road,
China (Shanghai) Pilot Free Trade Zone,
Shanghai
Tel: +86 21 51525600
Fax: +86 21 51525601
Aberdeen Korea Co., Ltd
13th Fl., B Tower (Seocho-dong, Kyobo Tower Building),
465, Gangnam-daero,
Seocho-gu,
Seoul,
Korea
Tel: +82 2 2046 6100
Fax: +82 2 2046 6181
Principal offices continued
Continental Europe
WTC, A-Tower, 3rd Floor, Strawinskylaan 303
PO Box 79074, 1070 NC Amsterdam, The Netherlands
Tel: +31 20 6870 500
Fax: +31 20 6844 291
Aberdeen Asset Management Hungary Alapkezel Zrt.
6th Floor, B torony, Vci t 1-3, 1062 Budapest, Hungary
Tel: +36 1 413 2950
Fax: +36 1 413 2980
Aberdeen Asset Management Deutschland AG
Bettinastrae 53-55, D-60325 Frankfurt, Germany
Tel: +49 69 768 0720
Fax: +49 69 768 072 256
Aberdeen Global Services S.A.
2b, rue Albert Borschette, L- 1246 Luxembourg
Tel: +352 2 643 3000
Fax: +352 2 643 3097
Aberdeen Asset Management France SA
Washington Plaza, 29 Rue de Berri, 75408,
Paris Cedex 08, France
Tel: +33 1 7309 0300
Fax: +33 1 7309 0328
Aberdeen Asset Management Sweden AB
Sveavgen 25, Box 3039, SE-103 63 Stockholm, Sweden
Tel: +46 (0)8 412 80 00
Fax: +46 (0)8 412 80 04
Aberdeen Asset Managers Switzerland AG

Schweizergasse 14, 8001 Zrich, Switzerland
Tel: +41 44 208 2626
Fax: +41 44 208 2680
Aberdeen Asset Management Denmark A/S
Strandvejen 58, 2nd floor, DK-2900 Hellerup, Denmark
Tel: +45 33 44 40 00
Fax: +45 33 44 40 01
Aberdeen Asset Management Finland Oy
Kaivokatu 6, FI-00100 Helsinki, Finland
Tel: +358 103 040 100
Fax: +358 103 040 900
Aberdeen Asset Management Norway AS
Henrik Ibsens gt. 100
0230 Oslo, Norway
Tel: +47 22 01 27 00
Fax: +47 22 01 27 01
C/Brbara de Braganza 2, 3B
Madrid 28004, Spain
Tel: +34 91 310 39 81
Via Dante 16, 6th floor, 20121 Milan, Italy
Tel: +39 02 8821 081
Fax: +39 02 8821 0811
Americas
1735 Market Street, 32nd Floor
Philadelphia, PA 19103
USA
Tel: +1 215 405 5700
Fax: +1 215 405 5780

712 Fifth Avenue, 49th Floor
New York, NY 10019
USA
Tel: +1 212 776 1170
Fax: +1 212 776 1171
Aberdeen do Brasil Gesto de Recursos Ltda.

Rua Joaquim Floriano, 913 - 7 andar CJ 71 Itaim Bibi
CEP: 04534-013 So Paulo / So Paulo Brasil
Tel: + 55 11 3956 1104
Aberdeen Capital Management LLC

1266 East Main Street
5th Floor
Stamford, CT 06902
USA
Tel: +1 203 352 0440
Fax:+1 203 352 0441
Aberdeen Asset Management Canada Limited

161 Bay Street, 44th Floor
TD Canada Trust Tower
Toronto, Ontario
Canada M5J 2S1
Tel: +1 416 777 5570
Fax: +1 866 290 9322

One Beacon Street
23rd Floor
Boston
MA 02108
Tel: +(1) 617 557 0028
Fax: +(1) 617 557 0029
Details of other office locations can be found on the Groups website at aberdeen-asset.com
162
Company Secretary
Auditor
Scott E Massie
KPMG Audit Plc

Chartered Accountants
37 Albyn Place
Aberdeen AB10 1JB
Registered Office
10 Queens Terrace
Aberdeen AB10 1YG
Registered Number
82015
Registrar
Equiniti Limited
Aspect House
Spencer Road
Lancing
West Sussex BN99 6DA
Brokers
J.P.Morgan Cazenove
25 Bank Street
Canary Wharf
London E14 5JP
Credit Suisse Securities (Europe) Limited
17 Columbus Courtyard
London E14 4DA
Financial Calendar
Annual General Meeting
27 January 2016
Payment of final dividend

3 February 2016
Announcement of interim results
May 2016
Payment of interim dividend
June 2016

Appendix - Related undertakings

Other related undertakings
In addition to the principal subsidiaries listed in note 34, the Company also owned, directly or indirectly, the following related
undertakings as at 30 September 2015 (100% of the ordinary share capital), unless otherwise stated:
Related undertaking
Aberdeen ACP, LLP
Aberdeen Alternatives (Holdings) Limited
Aberdeen Asia Holdings Pte Limited
Aberdeen Asset Fund Management Limited
Aberdeen Asset Investment Group Limited
Aberdeen Asset Management (Shanghai) Co., Ltd.
Aberdeen Asset Management Canada Limited
Aberdeen Asset Management Cayman Limited
Aberdeen Asset Management Company Limited
Aberdeen Asset Management Corporate AS
Aberdeen Asset Management Denmark A/S
Aberdeen Asset Management Deutschland AG
Aberdeen Asset Management Finland Oy
Aberdeen Asset Management Gestion SNC
Aberdeen Asset Management Hungary Alapkezelo Zrt
Aberdeen Asset Management Investment Funds Limited
Aberdeen Asset Management Limited
Aberdeen Asset Management Nominees Limited
Aberdeen Asset Management Norway AS
Aberdeen Asset Management Norway Holding AS
Aberdeen Asset Management Operations AS
Aberdeen Asset Management Sdn. Bhd.
Aberdeen Asset Management Services Limited
Aberdeen Asset Management Sweden AB
Aberdeen Asset Managers (Luxembourg) SARL
Aberdeen Asset Managers Switzerland AG
Aberdeen Claims Administration, Inc.
Aberdeen Direct Property (Holding) Limited
Aberdeen do Brasil Gestao de Recursos Ltda
Aberdeen Dormant 01 Limited
Aberdeen Dormant 02 Limited
Aberdeen European Infrastructure Carry GP Limited
Aberdeen European Infrastructure Carry Limited
Aberdeen European Infrastructure GP II Limited
Aberdeen European Infrastructure GP Limited
Aberdeen Finance Jersey (II) Limited
Aberdeen Finance Jersey (III) Limited
Aberdeen France S.A.
Aberdeen Fund Distributors, LLC
Aberdeen Fund Management Denmark A/S
Aberdeen Fund Management II Oy
Aberdeen Fund Management Ireland Limited
Aberdeen Fund Management Norway AS
Aberdeen Fund Management Oy
Aberdeen General Partner 1 Limited
Aberdeen General Partner 2 Limited
Aberdeen General Partner CAPELP Limited
Aberdeen General Partner CGPLP Limited
Aberdeen General Partner CMENAPELP Limited
164
Principal activity
General partner
Holding company
Investment holding company
Fund management
Holding company
Not yet operating
Fund management
Fund management
Fund management
Fund management
Property asset management
Property fund management
Fund management
Fund management
Dormant
Fund management
Dormant
Holding company
Fund administration
Fund management
Integration services
Management company
Fund distribution
Investment advisory
Corporate trust administration
Holding company
Fund management
Dormant
Dormant
General partner
General partner
General partner
Dormant
Dormant
Holding company
Broker-dealer
General partner
Management company
General partner
General partner
General partner
General partner
General partner
General partner
UK
UK
Singapore
UK
UK
China
Canada
Cayman Islands
Thailand
Norway
Denmark
Germany
Finland
France
Hungary
UK
Australia
UK
Norway
Norway
Norway
Malaysia
UK
Sweden
Luxembourg
Switzerland
USA
USA
UK
Brazil
UK
UK
UK
UK
UK
UK
Jersey
Jersey
France
USA
Denmark
Finland
Ireland
Norway
Finland
UK
UK
Cayman Islands
Cayman Islands
Cayman Islands
Ownership
Indirect
Indirect
Indirect
Indirect
Direct
Direct
Indirect
Direct
Indirect
Indirect
Indirect
Indirect
Indirect
Indirect
Direct
Direct
Indirect
Indirect
Indirect
Indirect
Indirect
Direct
Direct
Indirect
Indirect
Direct
Indirect1
Indirect
Indirect
Direct
Direct
Direct
Indirect
Indirect
Indirect
Indirect
Direct
Direct
Direct
Indirect
Indirect
Indirect
Direct
Indirect
Indirect
Indirect
Indirect
Direct
Direct
Direct
Principal activity
General partner
General partner
Not yet operating
General partner
General partner
General partner
General partner
General partner
Fund management
General partner
General partner
General partner
Bid vehicle
Fund distribution
Dormant
Fund management
Investment advisory
Holding company
Nominee company
Fund management
Client support and liaison
Management company
Fund management
Nominee company
Dormant
Investment advisory
Fund management
Dormant
Management company
Dormant
General partner
Fund management
Dormant
Dormant
Dormant
General partner
General partner
Dormant
Cayman Islands
Cayman Islands
Canada
UK
Guernsey
Guernsey
UK
UK
UK
UK
Guernsey
UK
Guernsey
Taiwan
UK
Japan
UK
Jersey
UK
UK
Malaysia
South Korea
Luxembourg
UK
Hong Kong
Singapore
UK
UK
Jersey
UK
Finland
Jersey
Sweden
Estonia
Luxembourg
Estonia
The Netherlands
France
Sweden
Finland
Sweden
The Netherlands
UK
France
UK
UK
Finland
Denmark
UK
UK
UK
UK
UK
Ownership
Direct
Direct
Indirect
Indirect
Indirect
Indirect
Indirect
Indirect
Indirect
Indirect
Indirect
Indirect
Indirect
Direct
Direct/Indirect2
Direct
Indirect
Direct
Direct
Indirect
Indirect
Direct
Direct
Indirect
Indirect
Direct
Indirect
Indirect
Direct
Indirect
Indirect
Indirect
Indirect
Indirect
Indirect
Indirect3
Indirect
Indirect
Indirect
Indirect
Indirect
Indirect
Indirect
Indirect
Indirect
Indirect
Indirect
Indirect
Direct/Indirect4
Indirect
Indirect
Indirect
Direct
Related undertaking
Aberdeen General Partner CPELP II Limited
Aberdeen General Partner CPELP Limited
Aberdeen Global ex-Canada Core GP Inc.
Aberdeen Global Infrastructure Carry GP Limited
Aberdeen Global Infrastructure GP II Limited
Aberdeen Global Infrastructure GP Limited
Aberdeen GP 1 LLP
Aberdeen GP 2 LLP
Aberdeen Infrastructure Asset Managers Limited
Aberdeen Infrastructure Feeder GP Limited
Aberdeen Infrastructure Finance GP Limited
Aberdeen Infrastructure GP II Limited
Aberdeen Infrastructure Investments (No.4) Limited
Aberdeen International Securities Investment Consulting Company Ltd
Aberdeen Investment Company Limited
Aberdeen Investment Management K.K.
Aberdeen Investment Solutions Limited
Aberdeen Investments Jersey Limited
Aberdeen Investments Limited
Aberdeen ISAF Nominee Limited
Aberdeen Islamic Asset Management Sdn. Bhd.
Aberdeen Korea Co, Ltd
Aberdeen Management Services S.A.
Aberdeen Multi-Manager Limited
Aberdeen Nominees Services Limited
Aberdeen Pacific Holdings Pte Limited
Aberdeen Pension Trustees Limited
Aberdeen Private Equity Advisers Limited
Aberdeen Private Wealth Management Limited
Aberdeen Property Asset Managers Limited
Aberdeen Property Fund Limited Partner Oy
Aberdeen Property Fund Management (Jersey) Limited
Aberdeen Property Fund Management AB
Aberdeen Property Fund Management Estonia Ou
Aberdeen Property Investors (General Partner) SARL
Aberdeen Property Investors Estonia Ou
Aberdeen Property Investors Europe BV
Aberdeen Property Investors France SAS
Aberdeen Property Investors Indirect Investment Management AB
Aberdeen Property Investors Limited Partner Oy
Aberdeen Property Investors Sweden AB
Aberdeen Property Investors The Netherlands BV
Aberdeen Property Managers Limited
Aberdeen Real Estate France SAS
Aberdeen Real Estate Investors Operations (UK) Limited
Aberdeen Real Estate Operations Limited
Aberdeen Residential JV Feeder Limited Partner Oy
Aberdeen SP 2013 A/S
Aberdeen Trust Limited
Aberdeen UK Infrastructure Carry GP Limited
Aberdeen UK Infrastructure Carry Limited
Aberdeen UK Infrastructure GP Limited
Aberdeen Unit Trust Managers Limited
Appendix continued
Related undertaking
AFM Nominees Limited
AIPP Pooling I S.A.
Airport Industrial GP Limited
Amberia General Partner Oy
Arthur House (No.6) Limited
Arthur House (No.9) Limited
Artio Global Holdings LLC
Artio Global Investors (UK) Limited
Artio Global Investors Inc.
Artio Global Management LLC
Bedfont Lakes Business Park (GP1) Limited
Bedfont Lakes Business Park (GP2) Limited
Cockspur Property (General Partner) Limited
Cockspur Property (Nominee No.1) Limited
DEGI Beteiligungs GmbH
DEGI Prag Park 2 GmbH
Drummond Fund Management Limited
Dunedin Fund Managers Limited
Edinburgh Fund Managers Group Limited
Edinburgh Fund Managers PLC
Edinburgh Unit Trust Managers Limited
FLAG Squadron Asia Limited
FLAG Squadron Asia Pacific III GP, LP
Glasgow Investment Managers Limited
Griffin Nominees Limited
Komplementarselskabet af 2004 (I) A/S
M J Founders Limited
Murray Johnstone Asset Management Limited
Murray Johnstone Holdings Limited
Murray Johnstone Limited
Platin 230. GmbH & Co. Verwaltungs KG
Property Group A/S
PT Aberdeen Asset Management
PURetail Luxembourg Management Company SARL
Regent Property Partners (Retail Parks) Limited
Residential Zoning Club General Partner Oy
Squadron Capital Asia Pacific GP, LP
Squadron Capital Asia Pacific II GP, LP
Squadron Capital Management Limited
Squadron Capital Partners Limited
Sundberg AREFF Holding Oy
Tenon Nominees Limited
Two Rivers One Limited
Two Rivers Two Limited
Waverley General Private Equity Limited
Waverley Healthcare Private Equity Limited
Principal activity
Dormant
Management company
General partner
General partner
Dormant
Dormant
Dormant
Dormant
Dormant
Investment advisory
General partner
General partner
General partner
Dormant
Dormant
Dormant
Holding company
Dormant
Dormant
Investment advisory
General partner
Dormant
Dormant
General partner
Dormant
Dormant
Holding company
Dormant
Fund management
Management company
General partner
General partner
General partner
General partner
Holding company
General partner
Dormant
Property holding company
Property holding company
General partner
General partner
UK
Luxembourg
UK
Finland
UK
UK
USA
UK
USA
USA
UK
UK
UK
UK
Germany
Germany
Germany
Germany
UK
UK
UK
UK
UK
Hong Kong
Cayman Islands
UK
UK
Denmark
UK
UK
UK
UK
Germany
Denmark
Indonesia
Luxembourg
UK
Finland
Cayman Islands
Cayman Islands
Cayman Islands
Cayman Islands
Finland
UK
Jersey
Jersey
UK
UK
Ownership
Indirect
Indirect
Indirect
Indirect
Indirect
Direct
Indirect
Indirect
Indirect
Indirect
Indirect
Indirect
Direct
Direct
Indirect
Indirect
Indirect
Indirect
Direct
Indirect
Direct
Direct
Direct
Indirect1
Indirect1
Direct
Indirect
Indirect
Indirect5
Indirect
Direct
Direct
Indirect6
Indirect
Indirect7
Indirect8
Indirect
Indirect
Indirect1
Indirect1
Direct1
Indirect1
Indirect
Direct
Indirect
Indirect
Indirect
Indirect
Acquired as part of the purchase of FLAG on 31 August 2015

The Company directly holds 90.0% of the ordinary share capital, with the remaining 10.0% held by another Group subsidiary
3
11.0% non-controlling interest
4
The Company directly holds 50.0% of the ordinary share capital, with the remaining 50.0% held by another Group subsidiary
5
The Company indirectly holds 33.3% of the ordinary share capital. It is classified as an associate and accounted for using the equity method, however it is not considered material to the Group
6
7
8
This entity is a 50.0% owned joint venture and is accounted for using the equity method. It is not considered material to the Group
1
2
166

10 Queen's Terrace, Aberdeen AB10 1YG
Telephone: +44 (0)1224 631999 Fax: +44 (0)1224 647010
aberdeen-asset.com
121020497

Aberdeen Asset Management PLC - Ar - 09!30!2015

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Disciplined and objective,

long term focus.

Operating margin 42.7%

Underlying diluted EPS1 30.0p

Assets under management ("AuM") 283.7 billion

Statutory pre-tax profit

1,169.0m +4.6% 353.7m -0.3%

Underlying pre-tax profit1

Dividend per share

Our focus, your advantage

Aberdeen Asset Management PLC Annual Report and Accounts 2015

Overview of strategic report

Corporate governance overview

Annual report online

This report is also available in digital format on the investor

We are delighted to announce the launch of the Aberdeen Asset

Looking beyond the short term

Dividend per share

Aberdeen Asset Management PLC Annual Report and Accounts 2015

There has, again, been strong conversion of operating profit

Dividend and capital management

Diluted earnings per share

Total dividend per share

Net new business

Assets under management at the year end

Gross new business

Underlying operating profit, which is stated before amortisation

Chairmans statement continued

Aberdeen Asset Management PLC Annual Report and Accounts 2015

capabilities with a number of key hires, including new leadership of

Aberdeen Asset Management PLC Annual Report and Accounts 2015

2015 has been a challenging year, but we

We remain focused on growing AuM by

Overview of strategic report

Our Investment process

A review of our people practices.

Aberdeen Asset Management PLC Annual Report and Accounts 2015

Underlying profit before tax

We provide a review of progress against these priorities on pages 22 to 26.

The market context

The shift to solutions

US monetary policy still a question of when?

Evolving expectations for Federal Reserve

Developed markets vs emerging markets 10 Years

Implied Fed Funds rate

Source: Bloomberg, 7 October 2015.

Aberdeen Asset Management PLC Annual Report and Accounts 2015

Source: Bloomberg, 30 September 2015.

Sep Sep Sep Sep Sep

The consequences of making the wrong asset allocation call

The rise of solutions, as these multi asset approaches are

EM capital outflows intensified

Defined contribution plans (DC) have replaced them and in some

Distribution models continue to evolve

One distributor constant is the need to provide product and market

In light of these developments, investors increasingly want a

Our changing clients

The market context continued

Alongside thinking about what products the customers of the

Overview of strategic report

Corporate governance overview