Aligning Strategy, Execution,
and Organization
TPE Management
Framework®
Templates for each
performance driver
… Comprehensive, Complete, Consistent set of Frameworks ….
Communication /
Knowledge Mgmt
Audit/Control
Integrity
Marketing
Vision
Mission
Strategy
Reputation
Portfolio
Performance
Excellence
Organizational
Financial
Operational
Adapt, Innovate,
Improve
Planning,Objectives
KPI’s
6 Drivers of Excellence
9
Mission and Strategic Direction
Mission
To be the customer’s preferred choice by setting the standard
Mission and Strategy
Align your mission
Group’s mission
in…………..
statement
with
the
Resulting In:
• Gaining market share from ___% to ___%
• Sales growth of ___% p.a.
• Net profit growth of ___% p.a.
• Cost/Income ratio <50%
Through: (Strategic Direction)
• Organic growth (complete slide 3 & 4)
• Inorganic growth (complete table in slide 6)
• Additional partnerships
• Fixing unprofitable business units
Please provide further explanation of strategic
direction in Slide 4 whereby you can refer to the
industry overview, SWOT and competitive analysis
outlined in the attachments
Proposed Strategic Direction for 2012-2014
Illustrative Draft: Please update this slide with
Strategic Direction for your Business Unit
Reach
Increase market
presence
Customer
Selectively enter
new segments
Business
-- New Cities
--
Describe which
new segments?
Increase focus on
??
---
Women
SME
Business (Golf)
Higher middle
Business line (hockey)
Businees line (soccer)
Mass
Existing Core of
our business
Mention existing
and future lines of
business
retail shops
shoes
Department stores
Own shops
Mention existing and
future product
offerings
Shirts
Bags
Direct
Apparweil
Distribution
Grow ??
Products
Describe which distribution
channel to grow?
[Please highlight the new/modified items from the previous MTP in a different colour]
More profitable
new products
Further explanation of Strategic Direction
REACH
BUSINESS
PRODUCTS
DISTRIBUTION
CUSTOMER
Strategic Priorities
Marketing
Portfolio
1.
Double digit organic growth
4.
Introduce profitable new
product offerings
2.
Active portfolio management
(M&A), including better
allocation of capital
5.
Increase profitable multichannel sales
6.
Develop strategy for
youngsters and women
More and stronger
partnerships
7.
Strengthen Customer
Satisfaction
2.
Operational
10.
11.
11.
Increase efficiency and
distributor/customer
satisfaction
Improve operational risk
management
Obtain / maintain satisfactory
audit rating
Organisational
8.
Expand organisational
capabilities, including
management development
9.
Improve Performance Culture
Reputation
13.
Increase brand recognition
14.
Strengthen compliance
14.
Communicate clearly to
internal/external
stakeholders
•
Ensure Integrity, Ethical
behavior in all areas
[Please highlight the new/modified priorities from the previous MTP in a different colour]
Financial
16.
Raise $ capital +debt
17.
Expand value-based
management
18.
Strengthen risk mgt
19.
Improve MIS & Control
Towards Performance Excellence
Mkt
Rep
PORTFOLIO
Port
Org
Perf
Fin
Ops
Illustrative: Please update this slide with strategic priorities for your Business Unit
Strategic Priorities
•
Double digit organic growth
•
Active portfolio management (M&A), including better allocation of
capital (please complete table below)
•
More and stronger partnerships (please list names in slide 16)
Inorganic Growth
Current and/or Potential M&A Deals
/ Strategic Partnerships
Portfolio Excellence
Strategic Rationale
Estimated Cost
(€mn)
Estimated
timing
Expected profit impact
(€mn)
Towards Performance Excellence
MARKETING
Mkt
Rep
Port
Org
Perf
Fin
Ops
Illustrative: Please update this slide with strategic priorities for your Business Unit
Strategic Priorities
•
Introduce profitable new product offerings
•
Increase profitable multi-channel sales
•
Develop strategy for youngsters and women segmentation
•
Strengthen Customer Satisfaction
Please note that marketing is the sum of Customer segments, Products and Distribution channels, including their
interdependencies. In this section, you should be consistent with the strategic direction as captured in the Spider slide (Page 3-4).
If that is self explanatory, reference can be made to these slides and no further explanation is needed.
Marketing Excellence
Towards Performance Excellence
Mkt
Customer Segments
Rep
Port
Org
Perf
Fin
Ops
Driver
Present
‘11E
Objectives & Measures
‘12F
‘13F
• Customer Segments
•
•
•
•
•
Lower Middle Income (%)
Middle Income (%)
Higher Income (%)
SME (%)
Other (%)
Number of Customers (‘000)
Sales/Customer (€)
Cross sell ratio
Customer Satisfaction
Any comments
• ………..
Customer Excellence
<Goals>
Service Improvements
• ………..
‘14F
Towards Performance Excellence
Mkt
Sales & Distribution
Rep
Port
Org
Perf
Fin
Ops
Driver
Product Mix
Soccer product line:
•
•
•
•
•
Shoes
Socks
Shirts
Training clothes
ballls
Sub Total (a)
Hockey product line
• Shoes
• Shirts
• Training clothes
• Balls
Sub Total (b)
Other Products lines
• Shoes
• Other
Sub Total (c)
Total Sales (a+b+c)
Sales & Distribution Excellence
Present
‘11E
Objectives & Measures
‘12F
‘13F
‘14F
Towards Performance Excellence
Mkt
Sales & Distribution
Rep
Port
Org
Perf
Fin
Ops
Driver
Product mix by distribution channel
Soccer products by retail shops
• Shoes
• Socks
• Shirts
• Training clothes
• etc
Sub Total (a)
Hockey products by own shops
• Shoes
• Socks
• Shirts
• etc
Sub Total (b)
Other Products by own shops
• Books
• Balls
• Other
Sub Total (c)
Total APE (a+b+c)
Sales & Distribution Excellence
Present
‘11E
Objectives & Measures
‘12F
‘13F
‘14F
Towards Performance Excellence
Mkt
Product
Rep
Port
Org
Perf
Fin
Ops
Driver
Present
Objectives & Measures
‘11E
‘12F
‘13F
New Products to be launched
• New Product [ 1 ] for [ x ] distribution channel
• New Product [ 2 ] for [ y ] distribution channel
• New Product [ 3 ] for [ z ] distribution channel
-------

---
-----

---

Products to be eliminated / lower sales
• Product [ 1 ] for [ x ] distribution channel
• Product [ 2 ] for [ y ] distribution channel
• Product [ 3 ] for [ z ] distribution channel
-------

---
-----

-----
Product Development Team
Elaborate on current status and future plans
Product Development Process
Product Excellence
---
‘14F
-----

Elaborate on current status and future plans
Towards Performance Excellence
ORGANISATIONAL
Mkt
Rep
Port
Org
Ops
Strategic Priorities
•
Expand organisational and personal capabilities
•
Improve/balance Performance and Ethical Culture
Key HR themes are:
• Building organisational capabilities to outperform competition and gain market share
• Management development has been identified as a key strategic priority
• “Structure follows strategy” - Organisational structure should be well aligned with corporate strategy
Organisational Excellence
Perf
Fin
Towards Performance Excellence
Mkt
Organisational Setting
Rep
Port
Org
Perf
Fin
Ops
Organisational Chart (Matrix Format)
Illustrative matrix org
chart
CEO
Functional Management
Line Management
Risk Management
Finance & Control
Marketing
Operations
HR
Compliance & Legal
Etc
Please provide the organisationsal chart in matrix format with clear distinction between functions which are lines of business (i.e.
having P&L responsibility) and departments which are functional support.
Organisational Excellence
Towards Performance Excellence
Mkt
Management Development
Rep
Port
Org
Perf
Fin
Ops
Driver
Present
11E
Objectives & Measures
‘12F
‘13F
‘14F
Talent Acquisition
• Proactively recruit :
• # of Interns
• # of Graduates
• # of Management trainees
• # of High Value Specialists
•
•
•
Actuaries
Finance
Others
•
Roll out IAP and local induction program for recruits
Talent Development
• Identify and accelerate development of high-potential talent (top 5%):
• Development plans in place (%)
• # of A Potentials (BU Head positions)
• # of B Potentials (Functional Head Potentials)
• # of C Potentials (GMP’s & FMP’s)
•
•
•
•
•
•
•
•
On-going development of talent pool (top 20%):
Development plans in place (%)
Senior Management (Key functions)
Complete development plan (%)
Middle management
Complete Development Plan (%)
Junior talents
Complete development plan (%)
MD Excellence
100%
100%
100%
100%
100%
100%
75%
100%
100%
75%
100%
100%
75%
100%
100%
Towards Performance Excellence
Mkt
Management Development
Rep
Org
Port
Perf
Fin
Ops
Driver
Talent Development (Cont’d)
• Increase development opportunities for people in the talent pool
through regional/global programmes:
• # of regional/global rotations
• Intra-region
• Inter-region
• # of talents trained in IAP-IBS
• # of talents trained in IBS (Amsterdam)
• Graduate trainees attending IIGP
•
Present
Objectives & Measures
‘11E
‘12F
‘13F
‘14F
• Complete by
July
• 25%
• 50%
• 50%
• Complete by
July
• 50%
• 50%
• 75%
• Complete by
July
• 75%
• 100%
• 100%
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Re-profile and increase E-learning usage
(# of active users)
Succession Planning
• Conduct MT MTP process
• Key positions (BU heads & key regional functional heads)
•
•
•
% with at least 1 “ready now” candidates
% with at least 1 “ready in 1 move” candidates
% with at least 1 “ready in 2 moves” candidates
•
Heads of functions
•
•
•
% with at least 1 “ready now” candidates
% with at least 1 “ready in 1 move” candidates
% with at least 1 “ready in 2 moves” candidates
•
•
Key position vacancies filled with internal candidates
Retention of high potential talent (top 5%)
Diversity Initiatives
• % female representation in senior management
• Localize the regional “lioness club” - an initiative for women at ING
MD Excellence
50%
75%
100%
25%
100%
• 25%
75%
100%
100%
50%
100%
• 25%
100%
100%
100%
75%
100%
• 25%
Towards Performance Excellence
Mkt
Performance Reward
Rep
Org
Port
Perf
Fin
Ops
Driver
Present
‘11E
Performance Management
Objectives & Measures
‘12F
•
Base Salary (Fixed Remuneration)
All staff Base Salary
should reach at least
market P50
Measure:
Base Salary % Diff from
P50
•
A competitive broadbased bonus plan for all
staff (Total Cash at
market P50)
LEO (Retention for Key Staff/Talents)
Base Salary of high
potentials/ performers
should reach at least
market P75
Measure:
Base Salary % Diff from
P75
Total Cash for high
potentials/ performers
should reach market
P75–P90
Measure:
Measure:
Total Cash % Diff from
P75–P90
Total Cash % Diff from
P50
Objective:
Objective:
New leo allocation
models (value as % of
salary) to be in place in
all BU’s
Organisational Excellence
Objective:
Objective:
Maintain market
competitiveness
P75 – Hi Po P50 – all
staff
Measure:
Base Salary % Diff from
P50/P75
Objective:
Performance Bonus
Objective:
•
‘14F
Management by S.M.A.R.T. objectives and the TPE Framework
Objective:
Pay for Performance
‘13F
Measure:
All BU leo models are
value-based
Objective:
Maintain Total Cash
competitiveness
P75/P90 – Hi Po
P75 – all staff
Measure:
Total Cash % Diff from
P75–P90
Competitive & meaningful Objective:
Maintain a competitive
2007 leo grants for key
Total Direct
staff/ talents
Compensation
Measure:
(Salary+Bonus+leo)
leo participants turnover
rate
Measure:
leo participants turnover
rate
Towards Performance Excellence
Mkt
HR MIS & Value Add
Rep
Port
Org
Perf
Fin
Ops
Driver
Present
‘11E
Objectives & Measures
‘12F
‘13F
‘14F
HR Dashboard
•
Implement HR scorecard reporting
Objective:
Objective:
Annual reporting
Quarterly reporting
Measure:
Measure:
Objective:
Monthly reporting
Measure:
Dashboards with 7-10 key
Dashboards with 3-5 key Dashboards with 5-7 keyHR drivers
HR drivers
HR drivers
Global MIS Reporting
•
Status of PeopleSoft (if live)
•
If PS not live, contribution to quarterly reporting
•
Compensation Surveys
Once a year
Value Add
•
Audit / SOX Compliance
•
High level of customer satisfaction
HR MIS Excellence
Satisfactory audit reports and SOX compliance
WPC Scan results
Towards Performance Excellence
Mkt
OPERATIONAL
Rep
Port
Org
Ops
Illustrative: Please update this slide with strategic priorities for your Business Unit
Strategic Priorities
•
Increase efficiency and distributor/customer satisfaction
•
Improve operational risk management
•
Obtain / maintain satisfactory audit rating & AO scan results
Key Ops & IT themes for the region are:
• Operations/IT and related functions to be well aligned with overall group’s strategy and strategic priorities
• Increase efficiency and distributor/customer satisfaction through:
• Straight-through-processing
• Customer self-service
• Implementing optimized customer service model
• Growing Lean Six Sigma methodology, based on ISO.. standards
Operational Excellence
Perf
Fin
Towards Performance Excellence
Mkt
Operations
Driver
Please fill in “+” or “–” based on 3Q
Dashboard
NB/UW
• Efficiency
• Responsiveness: Average TAT
• Quality and Satisfaction
• STP for products x/direct channel
Point of sales Efficiency
• Customer friendly shops
• Contact Information Change
Contact Centre
• Efficiency
• Responsiveness
• Quality and Satisfaction
Claims Management
• Efficiency
• Responsiveness
• Quality and Satisfaction
Operations Excellence
Please refer to slide notes
Rep
Port
Org
Perf
Fin
Ops
Present
‘11E
Objectives & Measures
‘12F
‘13F
‘14F
Follow Objectives and measures as
set out in the NB/UW initiative
Please put a “√” when STP will be
implemented
•Follow Objectives and measures as
set out in the POS initiative
Follow Objectives and measures as
set out in the Contact Center
initiative
Follow Objectives and measures as
set out in the claims initiative
Towards Performance Excellence
Mkt
Rep
Operations
Driver
Port
- Innovation, R&D
- Quality improvement
- ISO standards
- Efficiency Improvements
- material cost/unit
- labor hours/unit
POS/CC
• Call Centre Interface*
• Advanced Telephony*
• Workflow/ BPM
SIX SIGMA
•
•
•
•
# Lean Six Sigma Workshops
# Orange Belts
# Black Belts
# Staff for "Train-the-trainers"
Note: Black belt training @approx. €6,000 and Ops network / Work stream
conference @ approx. €3,000 (3-4 conferences/year)
Operations Excellence
Perf
Fin
Ops
Present
‘010E
Production Optimization Initiatives
Org
Objectives & Measures
‘11F
‘12F
‘13F
Towards Performance Excellence
Mkt
Rep
Information Technology
Port
Present
‘11E
• Implementation of IA3
• What projects and activities will further the roll out of IA3 in
your Business Unit in 2007.
• Describe your plans for the IA3 Infohub and Operational Data
Store in 2007
• Reuse of Applications
• Sell side: Applications you have installed or will develop that
you believe will be reusable by other Business Units
• Buy side: Applications you plan to obtain by reusing existing
applications from other Business Units
• Standardisation of Applications
• Indicate when you plan to implement the following
standardised applications:
• PeopleSoft
• Information Hub / Operational Data Store
• BPM (TIBCO or FileNet)
IT Excellence
Perf
Fin
Ops
Driver
Applications and Architecture
Org
Objectives & Measures
‘12F
‘13F
‘14F
• Provide a brief description of your program of work in
this areas.
• Highlight any projects that will either Implement or
extend the Infohub and ODS
• Provide a brief description of the application subject
area
• Provide a brief description of the application subject
area
•
•
•
•
•
Implemented / Year & Quarter / NA (why)
Implemented / Year & Quarter / NA (why)
Implemented / Year & Quarter / NA (why)
Implemented / Year & Quarter / NA (why)
Implemented / Year & Quarter / NA (why)
Towards Performance Excellence
Mkt
Rep
Information Technology
Driver
Port
Present
Objectives & Measures
‘12F
‘14F
Infrastructure
• Project 1 (Quarter)
• Project 2 (Quarter)
• Details
• Year & Quarter
• Year & Quarter
Procurement
• Products and Tools
• List any planned significant investments in 3rd party tools
planned for 2007. Name the product type and likely
investment.
IT Excellence
Perf
Fin
Ops
‘11E
• Lifecycle Management
• Nominate any significant upgrades planned to your
infrastructure during 2007. (Indicate likely quarter)
• Co-existence
• Indicate any plans for migrating to the new global co-existence
environment (GDIL) once it is agreed.
• Compliance to Policies Affecting Infrastructure
• Implementation of email archiving (KVS)
• Implementation of Laptop Encryption
Org
• Product - (estimated investment)
• Product - (estimated investment)
• Product - (estimated investment)
‘15F
Towards Performance Excellence
Mkt
Information Technology
Rep
Org
Port
Perf
Fin
Ops
Driver
Present
‘11E
Objectives & Measures
’07F
’08F
Information Risk Management
• Level of GWAN Compliance
•
• State your current level of GWAN compliance.
•
• If not Level 2, set out the timeframe you plan to reach GWAN
Level2
• Compliance to Policies
•
• Current level of compliance to ING 34 Security Policies.
•
• Ambition for your level of compliance by end 2007. (Recommend
90%)
Not Compliant/GWAN L1/GWAN L2
Quarter and Year
XX%
XX%
Projects
• Major Project in 2012
• Project 1. Description (Cost)
• List the three largest projects you are likely to undertake in • Project 2. Description (Cost)
2007. Provide name, brief description and estimated cost. • Project 3. Description (Cost)
IT Excellence
’09F
Towards Performance Excellence
Mkt
Operational Risk Management
Rep
Org
Port
Perf
Fin
Ops
Driver
Risk Management Essentials
Present
11E
Objectives & Measures
11F
‘12‘
‘13F
1. Governance
{The below is the status for the region. Please
replace each item with the status of your BU}
{Please fill in BU target in line with following regional target.
Variations need to be individually agreed with RO}
- Operational Risk Committee
ING-controlled BUs have ORC monthly meeting to
oversee risk issues & risk process implementation
Monthly ORC
meeting
▪ Show decision support
based on risk assess data
- Business Risk Management Plan
Detailed departmental plan in place for matured BUs
driven by risk
Risk Management Plan
at company level
▪ Risk Management Plan
at function/department level
- Risk Awareness Culture
Systematic E-Learning / Awareness programme in
place for matured BUs
Coverage of Awareness/Comm programme for new joiners:
70%
95%
95%
- Product Risk Review
- Project Risk Review
Product risk checklist included in PARP. OR
identification, monitoring and acceptance to be dev.
Project risk management min standard in draft. OR
identification, monitor & acceptance to be dev.
% new products built in RCSA, KRI & risk acceptance:
30%
60%
90%
% new projects built in RCSA, KRI & risk acceptance:
30%
60%
90%
Track Int. & Ext. Audit + RCSA items
Weighted overdue rate < group limit (25%)
Track Int/Ext audit, RCSA, management identified issues
WOR<10%
<10%
<10%
2. Action Tracking (AT)
- Coverage
- AO Scan Overdue Rate
Risk Management Core Processes
1. Risk Control Self Assessment (RCSA)
30% BUs have bottom up (detailed function) RCSA but
not linked to Hi-Level (first echelon) RCSA.
Yearly Hi-Level RCSA followed by detailed RCSA for:
100% Hi-Risk
100% Hi-Risk
100% Hi-Risk
50% Med Risk
50% Med Risk
50% Med Risk
2. Key Risk Indicators (KRI)
40% BUs have top down (from RCSA or IRM) but few
have KRIs built from bottom up
Bottom Up KRIs covering % of organisation:
80%
90%
3. Incident Response (IR)
Coverage of incidents above group threshold
Analyze lower threshold
incidents
4. MI Reporting
No standard BU management reports. RO publishes
monthly stats report for AO Scan.
BU publish monthly management information pack
Include ORM bullets in CEO’s monthly TPE update
1. Scorecard (Quality of Control Adj.)
40% BUs receive capital reduction based on abovethe-norm scorecard results
{Please indicate targets based on: BUs with ≥10% OR capital
contribution to exceed Group norm target; BUs with <10% OR
capital contribution to reach 500 pts in 2007
2. Quantity and Quality of ORM People
Average 2.2 FTE per BU. No benchmarking of job
function and skill match.
100%
▪ Determine root cause &
backtest RCSA / KRI
Managing for Value / Capital Management
Operational Excellence
{Please benchmark current ORM functional and fill in intended
structure and resource level}
Towards Performance Excellence
Mkt
Rep
Procurement
Driver
Port
Org
Perf
Fin
Ops
Present
‘10E ‘11F
€ mn
Objectives & Measures
‘12F
€ mn
‘13F
€ mn
€ mn
Total spend
•
•
•
••
"% of total spend done through global/regional
contracts
Total controllable spend
% controllable spend where procurement is involved
Total contract spend
%
of contracts co-signed by Procurement and budget
owner
Please refer to slide notes for definitions
Strategic Sourcing
•
•
•
Added value in relation to spend
Savings
% of spend sourced following P&P
Note: If the required systems to produce requested data are not available, please state "data not available" and mention when will the
system be available to report these KPI’s
Procurement Excellence
Towards Performance Excellence
Mkt
Rep
Procurement
Driver
Port
Present
€ mn
•
•
•
•
% of spend ‘fulfilled’ following P&P
Total # invoices
% invoices paid in time
% Number of invoices which have preapproved Purchase Order
Supplier (Relationship) Management
•• #%ofSuppliers
suppliers
accounting for 80% of spend
Technology
• % of electronic invoices
People
• Total # procurement FTEs
• # Procurement FTEs per Euro1mn spend
Procurement Excellence
Perf
Fin
Ops
‘11E ‘12F
Fulfilment
Org
Objectives & Measures
‘13F
€ mn
‘14F
€ mn
€ mn
Towards Performance Excellence
Mkt
REPUTATION
Rep
Port
Org
Ops
Illustrative: Please update this slide with strategic priorities for your Business Unit
Strategic Priorities
•
Increase brand recognition
•
Strengthen compliance
•
Communicate clearly with internal/external stakeholders
•
Ensure integrity and ethical behavior in all areas
Perf
Fin
Towards Performance Excellence
Mkt
Corporate Communications
Rep
Port
Org
Perf
Fin
Ops
Branding
Customer Centricity
 Customer Satisfaction
Present
‘11E
Objectives & Measures
’07F
’08F
’09F

Current
XX%
XX%
XX%



Current
Current
Current
XX%
XX%
XX%
XX%
XX%
XX%
XX%
XX%
XX%
 CCAP actions
(people, products, processes,
communication)



Key project 1
Key project 2
Key project 3
Brand Strategy
 Brand Awareness
 Aided
 Unaided
•
•
Calculated from latest review
Calculated from latest review

In line with Group strategy?

Agreed to increase ad spend by at
least 10% per annum
% in




Brand Attributes
Treats me fairly
Easy to deal with
Delivers on promises
 Country Brand Status
 Introduce Brand Signature
Advertising Spend
Product Ad (€ ‘000s)
Corporate Ad (€ ‘000s)
Total as % of New Business
Sponsorship (€ ’000s)
Communication Excellence

 Detail local sponsorship projects
 Outcome of project in 2007 and means of measurement
 Outcome of project in 2007 and means of measurement
 Outcome of project in 2007 and means of measurement
XX%
XX%
XX%
XX%
XX%
XX%
 List exceptions to use of ING <Lion> (only) brand
 Timeline for brand signature implementation
XXX
XXX
X%
XXX
XXX
XXX
X%
XXX
XXX
XXX
X%
XXX
Towards Performance Excellence
Mkt
Corporate Communications
Rep
Port
Org
Perf
Fin
Ops
Communications
Internal Communications
 Internal publication
 Production cost (€ ‘000s)
Media Relations
 Media relations support
 Communications planning
 Crisis management plan
Marketing Material
 Corporate spend
 Product spend
 Other
Corporate Responsibility
 Chances for Children Target
 Environment
 Ad-hoc Initiatives
Corporate Events
 Customer focused
 Sales force focused
Communication Excellence
Present
11E
Objectives & Measures
‘12F
‘13F
‘14F
XXX


Name / audience
Cost of total production (incl.
headcount)
 Changes to be implemented?
XXX
XXX


Agency used
Not previously reported
XXX
 Initiatives in place?
 Initiatives in place?



(€ ‘000s)
(€ ‘000s)
(€ ‘000s)

Not previously reported

Not previously reported
XXX
XXX
XXX
XXX
 Initiatives in place
 Initiatives in place
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
Towards Performance Excellence
Legal
Regional Objectives. Please update status of your Business
Unit
Mkt
Rep
Port
Org
Perf
Fin
Ops
Drivers
Present
Objectives & Measures
‘11E
Legal framework
 Keep informed about legislation
and regulatory environment
Corporate structure
 Corporate legal structure in place
 Governance in place
 Brand protection in place
‘12F
‘13F
‘14F

attend to new legislation and regulations and increase awareness thereof
within the organization by utilization of intranet

improve regulatory management by early involvement in regulatory matters,
appropriate incident handling and regular communication with regulators

ensure preferred structure for legal entities and joint ventures in compliance
with local and ING standards with accurate registration on intranet/cosmos

promote good corporate governance practices and enforcement of the
Regional Governance Manual

manage reputation risk by monitoring surveillance of the ING brands

ensure timely involvement of Legal (external/internal) in main legal matters,
strategic initiatives and important transactions and improve the quality of legal
services in a cost efficient way

secure filing and appropriate storage of documentation

promote early engagement of Legal to prevent litigation and assist in the
resolution of disputes to protect the interests of the company
Légal risk management
 Transaction management
 Documentation management /
Implementation of email filing policy
with support of IT
 Dispute resolution
Legal Excellence
Towards Performance Excellence
Mkt
FINANCIAL
Rep
Port
Org
Ops
Illustrative: Please update this slide with strategic priorities for your Business Unit
Strategic Priorities
•
Raise x $ Capital and Debt
•
Expand value-based management
•
Strengthen risk management
•
Improve MIS & Control
Perf
Fin
Towards Performance Excellence
Mkt
Control & Finance
Rep
Port
Org
Perf
Fin
Ops
Driver
Present
‘10E
•
Financial control
•
Implement SOX (for SOX units)
•
Documented financial control procedures
•
Financial Reporting and Analysis
•
Detailed source of earnings
•
Business analysis
•
Financial Systems and Database Mgt.
•
Financial database with detail information
•
Capital Management & Tax
•
Tax compliance
•
Expense Management
•
Implement project expense review
•
Finance Spearheads
•
HR
•
Communication
Control&
Finance
Excellence Projects
•
Continuous
Improvement
Objectives & Measures
‘11F
‘12F
‘13F
Towards Performance Excellence
Mkt
Risk Management
Rep
Port
Org
Perf
Fin
Ops
Driver
Present
Objectives & Measures
‘10E
‘11F
‘12F
‘13F
- Implement risk mgt framework
- Control risk categories
1. Counter party risk
2. Country risk
3. Operational risk
Embed EC and Managing for Value
•
Prepare and train management for the
new metrics (MCEV)
•
Application in pricing(MCEV(0))
•
Balance value via returns / volumes
Ensure IRM reporting
processes are auditable
Develop & Test
Training & communication
No deficiencies

Pass audit of cash flow
generation and input into
ECAPS in Q1/Q2 2007,
including auditable MCEV and
EC figures with a Satisfactory
rating or higher. Maintain this
level ongoing, to be audited
annually.

Agree architecture for
automated data feeds to
ECAPS by Q2 2007.

Integration with MIS/decision
making.
Removal all significant and
notable SOX deficiencies
IRisk area needs to become an
integral value added part of the
Product Development process
in 2007. New sales IRR
minimum is WACC+3.5%.
SoP compliance
Add value
Efficient product review process
Completely switch to MCEV
during 2007
MCEV(0) in PARP
To include value in KPI


People
•
Recruit more specialists
•
Train for broader risk management
Recruit 5 risk manager
2 analyst.
Train 3 specialist externally
Effective communication
Quality reporting to standards
360-feedback mechanism
Control/reduce the turn around
time of product review.

MCEV documentation and
methodology, and implement
MCEV.
All products including revisions
must have MCEV(0) calculated
and documented by EOY 2007.
MCEV(0) should be
documented in the PARP for
approval.
To include VNB and EVP in the
KPIs of business unit.

Enhance Performance Culture
•
•
•

Excellence in our daily jobs
Value added analysis
360 reviews in place


Insurance Risk Excellence


Talent assessment of the
insurance risk teams in early
2007.
Appropriate training and
investment.
Turning actuaries into risk
Towards Performance Excellence
Mkt
PERFORMANCE
Rep
Port
Org
Ops
EUR Million
Gross Revenues
Net revenues
Cost of Sales
Profit Contribution
Operational Cost
Purchasing Cost
Staff cost
Depreciation
Value of new business
Cost/Income ratio
Cash flow
Market Value at Risk
Economic Capital
vROEC
Capital , funding needed
Dividends
Audit scores
Performance Excellence
2010F
2011E
2012F
2013F
2014F
Perf
Fin
Towards Performance Excellence
Mkt
Key Risks to MTP
• ………..….
• ……………
• …………..
• …………….
• ……….
• ………….
Rep
Port
Org
Perf
Fin
Ops
Thank You