Aligning Strategy, Execution, and Organization TPE Management Framework® Templates for each...

Aligning Strategy, Execution, and Organization

TPE Management Framework®

Templates for each performance driver

9

… Comprehensive, Complete, Consistent set of Frameworks ….

6 Drivers of Excellence

Portfolio Organizational PerformanceExcellence

Operational

Marketing

Reputation

Financial

Communication /Knowledge Mgmt

VisionMissionStrategy

Adapt, Innovate,Improve

Planning,ObjectivesKPI’s

Audit/ControlIntegrity

Mission and Strategic Direction

Mission

To be the customer’s preferred choice by setting the standard in…………..Align your mission statement with the Group’s mission

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

Mission and Strategy

Proposed Strategic Direction for 2012-2014Illustrative Draft: Please update this slide with Strategic Direction for your Business Unit

[Please highlight the new/modified items from the previous MTP in a different colour]

retail shops

Mass

Department stores

Businees line (soccer)

Business line (hockey)

shoes

Bags

Own shops

Higher middle

Business (Golf)

Women

Distribution

Direct

Shirts

Apparweil

Grow ??

Selectively enter new segments

Products

Increase focus on ??

Increase market presence

More profitable new products

SME

Customer

Reach

Business

Existing Core of our business

- - - -

- - - -

New Cities

Describe which distribution channel to grow?

Mention existing and future lines of

business

Describe which new segments?

Mention existing and future product

offerings

Further explanation of Strategic Direction

REACH

BUSINESS

PRODUCTS

DISTRIBUTION

CUSTOMER

Pleas

e elabor

ate o

n the p

lanned st

rate

gic initi

ative

s for y

our Busin

ess U

nit

highlighte

d in th

e pre

vious s

lide

Strategic Priorities

[Please highlight the new/modified priorities from the previous MTP in a different colour]

8. Expand organisational capabilities, including management development

9. Improve Performance Culture

16. Raise $ capital +debt

17. Expand value-based

management

18. Strengthen risk mgt

19. Improve MIS & Control

Portfolio

4. Introduce profitable new product offerings

5. Increase profitable multi-channel sales

6. Develop strategy for youngsters and women

7. Strengthen Customer Satisfaction

Organisational

Reputation Financial

1. Double digit organic growth

2. Active portfolio management (M&A), including better allocation of capital

2. More and stronger partnerships

13. Increase brand recognition

14. Strengthen compliance

14. Communicate clearly to internal/external stakeholders

• Ensure Integrity, Ethical behavior in all areas

10. Increase efficiency and distributor/customer satisfaction

11. Improve operational risk management

11. Obtain / maintain satisfactory audit rating

Marketing

Operational

PORTFOLIO

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)

Port

Mkt

Org

Ops

FinPerf

Rep

Towards Performance Excellence

Portfolio Excellence

Illustrative: Please update this slide with strategic priorities for your Business Unit

Current and/or Potential M&A Deals / Strategic Partnerships

Strategic Rationale Estimated Cost(€mn)

Estimated timing

Expected profit impact (€mn)

Inorganic Growth

MARKETING

Strategic Priorities• Introduce profitable new product offerings

• Increase profitable multi-channel sales

• Develop strategy for youngsters and women segmentation

• Strengthen Customer Satisfaction

Port

Mkt

Org

Ops

FinPerf

Rep


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


Customer Segments

• Customer Segments • Lower Middle Income (%)• Middle Income (%)• Higher Income (%)• SME (%)• Other (%)

‘11E ‘12F ‘13F ‘14F

Number of Customers (‘000)

Sales/Customer (€)

Cross sell ratio

Customer Satisfaction <Goals>

Any comments• ………..

Port

Mkt

Org

Ops

FinPerf

Rep

Service Improvements• ………..

Driver Objectives & Measures


Present

Customer Excellence

Sales & Distribution Port

Mkt

Org

Ops

FinPerf

Rep

Soccer product line:• Shoes• Socks• Shirts• Training clothes• ballls

Sub Total (a)


Driver Objectives & MeasuresPresent

Sales & Distribution Excellence

‘11E ‘12F ‘13F ‘14F

Hockey product line• Shoes• Shirts• Training clothes• BallsSub Total (b)

Other Products lines• Shoes• OtherSub Total (c)

Total Sales (a+b+c)

Product Mix

Sales & Distribution Port

Mkt

Org

Ops

FinPerf

Rep

Soccer products by retail shops• Shoes• Socks• Shirts• Training clothes• etcSub Total (a)



Sales & Distribution Excellence

‘11E ‘12F ‘13F ‘14F

Hockey products by own shops• Shoes• Socks• Shirts• etcSub Total (b)

Other Products by own shops• Books• Balls• OtherSub Total (c)

Total APE (a+b+c)

Product mix by distribution channel

Port

Mkt

Org

Ops

FinPerf

RepProduct

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

Product Development Process



‘11E ‘12F ‘13F ‘14F

Product Excellence

--- --------- ---

---

--- --------- ---

---

Elaborate on current status and future plans

---------

---------

Elaborate on current status and future plans

ORGANISATIONAL Port

Mkt

Org

Ops

FinPerf

Rep


Organisational Excellence

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

Risk Management

Finance & Control

Marketing

Operations

HR

Compliance & Legal

Organisational Setting

Organisational Chart (Matrix Format)

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.


CEO

Functional Management Line Management

Illustrative matrix org chart

Port

Mkt

Org

Ops

FinPerf

Rep


Etc

Port

Mkt

Org

Ops

FinPerf

Rep


Driver

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

Management Development

Objectives & MeasuresPresent

11E ‘12F ‘13F ‘14F

100%

100%

75%

75%

75%

100%

100%

100%

100%

100%

100%

100%

100%

100%

100%

Port

Mkt

Org

Ops

FinPerf

Rep


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

• 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

Management Development


‘11E ‘12F ‘13F ‘14F

• Complete by July

• 25%• 50%• 50%

• 50%• 75%• 100%• 25%• 100%

• 25%


• 75%• 100%• 100%

• 100%• 100%• 100%• 75%• 100%

• 25%


• 50%• 50%• 75%

• 75%• 100%• 100%• 50%• 100%

• 25%

Performance Management

Pay for Performance

• Base Salary (Fixed Remuneration)

• Performance Bonus

• LEO (Retention for Key Staff/Talents)

Port

Mkt

Org

Ops

FinPerf

Rep


‘12F ‘13F ‘14F

Objective:

All staff Base Salary should reach at least market P50

Measure:

Base Salary % Diff from P50

Objective:

A competitive broad-based bonus plan for all staff (Total Cash at market P50)

Measure:

Total Cash % Diff from P50

Objective:

New leo allocation models (value as % of salary) to be in place in all BU’s

Measure:

All BU leo models are value-based

Objective:

Base Salary of high potentials/ performers should reach at least market P75

Measure:

Base Salary % Diff from P75

Objective:

Total Cash for high potentials/ performers should reach market P75–P90

Measure:

Total Cash % Diff from P75–P90

Objective:

Competitive & meaningful 2007 leo grants for key staff/ talents

Measure:

leo participants turnover rate

Objective:

Maintain market competitivenessP75 – Hi Po P50 – all staff

Measure:

Base Salary % Diff from P50/P75

Objective:

Maintain Total Cash competitiveness P75/P90 – Hi PoP75 – all staff

Measure:

Total Cash % Diff from P75–P90

Objective:Maintain a competitive Total Direct Compensation (Salary+Bonus+leo)

Measure:

leo participants turnover rate


Performance Reward


‘11E

Management by S.M.A.R.T. objectives and the TPE Framework

HR Dashboard

• Implement HR scorecard reporting

Global MIS Reporting

• Status of PeopleSoft (if live)

• If PS not live, contribution to quarterly reporting

• Compensation Surveys

Value Add

• Audit / SOX Compliance

• High level of customer satisfaction

Port

Mkt

Org

Ops

FinPerf

Rep


‘12F ‘13F ‘14F

HR MIS Excellence

HR MIS & Value Add

Driver Objectives & Measures

Objective:

Annual reporting

Measure:

Dashboards with 3-5 key HR drivers

Objective:

Quarterly reporting

Measure:


Objective:

Monthly reporting

Measure:


Present

‘11E

WPC Scan results

Once a year

Satisfactory audit reports and SOX compliance

OPERATIONAL Port

Mkt

Org

Ops

FinPerf

Rep


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

Operations Port

Mkt

Org

Ops

FinPerf

Rep



Operations Excellence

‘11E ‘12F ‘13F‘14F

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

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

Please refer to slide notes

Operations Port

Mkt

Org

Ops

FinPerf

Rep



Operations Excellence

‘010E ‘11F ‘12F ‘13F

Production Optimization Initiatives - 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)

Port

Mkt

Org

Ops

FinPerf

Rep

Applications and Architecture• 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)


‘11E ‘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)

Information Technology

IT Excellence

Port

Mkt

Org

Ops

FinPerf

Rep

Infrastructure• 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

Procurement• Products and Tools• List any planned significant investments in 3rd party tools

planned for 2007. Name the product type and likely

investment.


‘11E ‘12F ‘14F‘15F


• Project 1 (Quarter)• Project 2 (Quarter)

• Details

• Year & Quarter• Year & Quarter

• Product - (estimated investment)• Product - (estimated investment)• Product - (estimated investment)


IT Excellence

Port

Mkt

Org

Ops

FinPerf

Rep

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%)

Projects• Major Project in 2012• List the three largest projects you are likely to undertake

in 2007. Provide name, brief description and estimated cost.


‘11E ’07F ’08F’09F

• Not Compliant/GWAN L1/GWAN L2• Quarter and Year

• XX%• XX%

• Project 1. Description (Cost)• Project 2. Description (Cost)• Project 3. Description (Cost)


IT Excellence


Port

Mkt

Org

Ops

FinPerf

Rep



Operational Excellence

Risk Management Essentials 11E 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 ▪ Show decision support meeting based on risk assess data

- Business Risk Management Plan Detailed departmental plan in place for matured BUs driven by risk

Risk Management Plan ▪ Risk Management Plan at company level 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%

2. Action Tracking (AT)

- Coverage- AO Scan Overdue Rate

Track Int. & Ext. Audit + RCSA itemsWeighted overdue rate < group limit (25%)

Track Int/Ext audit, RCSA, management identified issuesWOR<10% <10%

<10%

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%

100%

3. Incident Response (IR) Coverage of incidents above group threshold Analyze lower threshold ▪ Determine root cause & incidents backtest RCSA / KRI

4. MI Reporting No standard BU management reports. RO publishes monthly stats report for AO Scan.

BU publish monthly management information packInclude ORM bullets in CEO’s monthly TPE update

Managing for Value / Capital Management

1. Scorecard (Quality of Control Adj.) 40% BUs receive capital reduction based on above-the-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.

{Please benchmark current ORM functional and fill in intended structure and resource level}

Operational Risk Management

Port

Mkt

Org

Ops

FinPerf

Rep



Procurement

Procurement Excellence

‘10E ‘11F ‘12F ‘13F

€ mn € mn € mn € mnTotal 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

Strategic Sourcing

• Added value in relation to spend• Savings • % of spend sourced following P&P

Please refer to slide notes for definitions

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

Port

Mkt

Org

Ops

FinPerf

Rep



Procurement Excellence

Fulfilment

• % of spend ‘fulfilled’ following P&P• Total # invoices• % invoices paid in time• % Number of invoices which have pre-

approved Purchase Order

Supplier (Relationship) Management• # of suppliers• % Suppliers accounting for 80% of spend

Technology• % of electronic invoices

People• Total # procurement FTEs • # Procurement FTEs per Euro1mn spend

Procurement

‘11E ‘12F‘13F ‘14F

€ mn € mn € mn € mn

REPUTATION


Port

Mkt

Org

Ops

FinPerf

Rep

Strategic Priorities• Increase brand recognition

• Strengthen compliance

• Communicate clearly with internal/external stakeholders

• Ensure integrity and ethical behavior in all areas


’07F ’08F ’09F

Branding Objectives & MeasuresPresent

Brand Strategy Brand Awareness Aided Unaided

Country Brand Status Introduce Brand Signature

List exceptions to use of ING <Lion> (only) brand Timeline for brand signature implementation

• Calculated from latest review

• Calculated from latest review

In line with Group strategy?

Customer Centricity Customer Satisfaction

Brand Attributes Treats me fairly Easy to deal with Delivers on promises

CCAP actions

(people, products, processes, communication)

Current

Current Current Current

Key project 1 Key project 2 Key project 3

XX% XX% XX%XX% XX% XX%

Advertising SpendProduct Ad (€ ‘000s)Corporate Ad (€ ‘000s)Total as % of New Business

Agreed to increase ad spend by at least 10% per annum

% in

Sponsorship (€ ’000s) Detail local sponsorship projects

XX% XX% XX%

XX% XX% XX%XX% XX% XX%XX% XX% XX%

XXX XXX XXXXXX XXX XXXX% X% X%

XXX XXX XXX

Corporate Communications Port

Mkt

Org

Ops

FinPerf

Rep


Communication Excellence

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

‘11E

Communications Objectives & Measures

Corporate Responsibility Chances for Children Target Environment Ad-hoc Initiatives

Media Relations Media relations support Communications planning Crisis management plan

Marketing Material Corporate spend Product spend Other

Internal Communications Internal publication Production cost (€ ‘000s)

Corporate Events Customer focused Sales force focused

Present

(€ ‘000s) (€ ‘000s) (€ ‘000s)

Name / audience Cost of total production (incl.

headcount)

Agency used Not previously reported

Not previously reported

Not previously reported

‘12F ‘13F ‘14F

XXX XXX XXX Initiatives in place Initiatives in place

Changes to be implemented?

XXX XXX XXX

XXX XXX XXXXXX XXX XXX

XXX XXX XXX

XXX XXX XXXXXX XXX XXX

XXX XXX XXX Initiatives in place? Initiatives in place?

Corporate Communications Port

Mkt

Org

Ops

FinPerf

Rep


Communication Excellence

11E

Drivers Objectives & Measures

Corporate structure Corporate legal structure in place

Governance in place

Brand protection in place

Légal risk management Transaction management

Documentation management / Implementation of email filing policy with support of IT

Dispute resolution

Legal framework Keep informed about legislation

and regulatory environment

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

‘12F ‘13F ‘14F

Legal Port

Mkt

Org

Ops

FinPerf

Rep


Legal Excellence

Present‘11E

Regional Objectives. Please update status of your Business Unit

FINANCIAL Port

Mkt

Org

Ops

FinPerf

Rep


Strategic Priorities• Raise x $ Capital and Debt

• Expand value-based management

• Strengthen risk management

• Improve MIS & Control


Control & Finance

• 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

• Continuous Improvement Projects

Port

Mkt

Org

Ops

FinPerf

Rep



Control& Finance Excellence

‘10E ‘11F ‘12F ‘13F

Pleas

e updat

e st

atus o

f you

r Busin

ess U

nit

Driver

Risk Management Port

Mkt

Org

Ops

FinPerf

Rep


Insurance Risk Excellence

- 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

People• Recruit more specialists• Train for broader risk management

Enhance Performance Culture

• Effective communication• Quality reporting to standards• 360-feedback mechanism

Ensure IRM reporting processes are auditableDevelop & TestTraining & communication No deficiencies

SoP complianceAdd value Efficient product review process

Completely switch to MCEV during 2007MCEV(0) in PARPTo include value in KPI

Recruit 5 risk manager2 analyst.

Train 3 specialist externally

Excellence in our daily jobsValue added analysis360 reviews in place

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%.

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.

Talent assessment of the insurance risk teams in early 2007.

Appropriate training and investment.

Turning actuaries into risk professionals.

Improve / increase bench strength across network & recognition of high performers.

Risk & actuarial reporting,. Focus on value added analysis

and decision Improve interface with

Investment area: ALCO, investment mandates.

360 reviews for the CIRO and top level direct reports of the Insurance Risk team in 2007.


‘10E ‘11F ‘12F ‘13F

PERFORMANCEEUR Million 2010F 2011E 2012F 2013F 2014F

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

Port

Mkt

Org

Ops

FinPerf

Rep


Key Risks to MTP

• ………..….

• ……………

• …………..

• …………….

• ……….

• ………….


Port

Mkt

Org

Ops

FinPerf

Rep

Thank You

Date post:	24-Dec-2015
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Aligning Strategy, Execution, and Organization TPE Management Framework® Templates for each...

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