The document discusses ING's strategic planning process. It provides an overview of ING's business lines and benchmarks other companies' best practices in strategic planning. It then details ING's strategic planning journey, including shifting the focus of planning sessions to be more strategic. A partial planning calendar is outlined with quarterly sessions focused on strategic and tactical planning. Finally, it discusses linking the strategic plan to metrics and management routines to ensure performance and results.

1. Version 1.1
Linking Strategic Planning
Antoine Walthour
Head of Strategic Planning, Lean Six Sigma and PMO

2. Version 1.12
Agenda
ING US Overview and Business Landscape
Our Strategic Planning Journey
Linking the Plan, Measuring Performance, and Delivering
Results
Q&A
1
4
2
3

3. Version 1.13
ING US Overview
q The ING family of companies offer a comprehensive array of financial
services and products to retail and institutional clients, which includes:
§ Annuities
§ Retirement Plans
§ Life Insurance
§ Mutual Funds
§ Managed Accounts
§ Alternative Investments
§ Direct Banking
§ Institutional Investment Management
§ Employee Benefits
§ Financial Planning
q Holds top-tier rankings in our core product areas
q Is a top-3 provider of retirement plans
q Serves over 22 million customers
q Employs approximately 9,000 people

4. Version 1.14
Business Landscape

5. Version 1.15
ING US Insurance
US Insurance
• Individual Life
• Employee Benefits

6. Version 1.16
Policies Sold vs. Households with Children
Potential for Growing Need
Source: LIMRA’s Individual Life Sales Survey and LIMRA Estimates
0
2
4
6
8
10
12
14
16
18
0
10
20
30
40
50
60
70
80Policies Households w/children
1980s 1990s 2000s
43%
40%
29%
20%
74%
52%
50%
Can’t afford life insurance
Difficult to decide how much I need
Have not gotten around to it
Worry about making the wrong decision
Prefer to put money in other financial products
No one has approached me
Unpleasant to think about dying

7. Version 1.17
Opportunity – Needs Are Up
42%
39%
44%
50%
23%
32%
27%
25%
1992 1998 2004 2010 1992 1998 2004 2010
Needs more life insurance Likely to buy in next 12 months*
Source: LIMRA’s Individual Life Sales Survey and LIMRA Estimates
Trends in Need for Life Insurance and Future Purchase Intentions

8. Version 1.18
Agenda
ING US Overview and Business Landscape
Our Strategic Planning Journey
Linking the Plan, Measuring Performance, and Delivering
Results
Q&A
1
4
2
3

9. Version 1.19
Benchmarks
§ The following companies were considered as ‘best in class’ in the area of
strategic planning and their practices will be considered:
§ Ameritech
§ American Society for Quality Control
§ BancOne
§ Chevron
§ City of Phoenix
§ City of Sunnyvale
§ Commonwealth of Virginia
§ Corning
§ Dupont
§ Florida Power & Light
§ GTE
§ IntelJohnson & Johnson
§ Motorola
§ Southern California Gas
§ Wisconsin Electric Power
§ Xerox
(“Best Practices in Customer-driven Strategic Planning” Federal Benchmarking Consortium Study
Report).

10. Version 1.110
What does strategic planning support?
VISION
STRATEGY
STRATEGIC PLANNING
Development Execution Management

11. Version 1.111
Managing Strategy
Leverage
Distribution
scale
§ Grow….
§ Maintain….
§ Improves
§ Drive…
§ Innovate….Effective
Distribution
1
Top tier
competitive
position
§ Develop…..
Competitive
Manufacturing
2
§ Process…..
Invest in
technology
to move to
the next level
3
Efficient
Operations
Strategy Objectives Key Initiatives

12. Version 1.11212
Strategic Planning in US Insurance
Talent Management
Operating Plan
USEM Meetings
Linking activities through effective planning:
USEM
Deep Dives
MTP
Planning
Quarterly
Planning
Sessions
Bi-Weekly
Executive
LBT/EMT
Calls
Talent
Management
Strategy
Development
Strategic
Planning

13. Version 1.113
Shift the Focus of Planning Sessions
Strategic
Tactical
Strategic
Tactical
0%
25%
50%
75%
100%
Current State Future State
• Shift certain
tactical and
operational items
to semi-monthly
phone calls
• Increase use of
face-to-face time
to develop, clarify
and align long-
term and short-
term strategies

14. Version 1.114
Partial Planning Calendar
1st Quarter
February
2nd Quarter
May
3rd Quarter
August
4th Quarter
November
Key
Topics
§ Establish operating
plan targets
§ Review takeaways
from sales meetings
§ Discuss market
conditions and
internal constraints
§ Align short-term and
long-term strategies
§ Clarify and review
vision and long-term
strategy
§ Product Strategy
§ Enabling Functions
§ Talent review &
succession planning
§ Review macro
environment
§ Strategic tactical
planning
§ MTP refinement
§ Review year-end
projections
§ Review PRT
proposals
§ Review WPC results
and build action plan
§ Talent Review
Standing
Items
§ Review Year-End
Results
§ Top 3-5 priorities by
department
§ Review Quarterly
Results
§ Top 3-5 priorities by
department
§ Review Quarterly
Results
§ Top 3-5 priorities by
department
§ Review Quarterly
Results
§ Top 3-5 priorities by
department
Location § Minneapolis § Offsite (Minot?) § Leader’s Council Site § Offsite (near Malvern?)
Participants § LBT & EMT § LBT & EMT § LBT & EMT § LBT & EMT
Length § 1.5 days LBT, .5 day LBT/
EMT, 1.5 days EMT
§ 1.5 LBT, .5 LBT/EMT, 1.5
EMT
§ 1.5 LBT, .5 LBT/EMT, 1.5
EMT
§ 1.5 LBT, .5 LBT/EMT, 1.5
EMT
• Review of Quarterly and YE results should be brief and high level
• More detailed reviews can occur in semi-monthly phone calls

15. Version 1.115
Agenda
ING US Overview and Business Landscape
Our Strategic Planning Journey
Linking the Plan, Measuring Performance, and Delivering
Results
Q&A
1
4
2
3

16. Version 1.116
The Linkage….
VISION
STRATEGY
STRATEGIC PLANNING
Development Execution Management
VISION
STRATEGY
STRATEGIC PLANNING
Development Execution Management
STRATEGIC PLANNING
Development Execution Management
Operating Results (pre-tax)
Distributable Earnings
Underlying Results (pre-tax)
IRR, after tax
Net Administrative Expenses
Sales
Return on Equity, Operating Results
1. 1. 1.
2. 2. 2.
3. 3. 3.
4. 4. 4.
5. 5. 5.
6. 6. 6.
7. 7. 7.
8. 8. 8.
9. 9. 9.
New products completed on time, on target in top
tier in market
Productivity, cycle times, distributor satisfaction,
AdminServer progress
See targets under initiative
See targets under initiative
See targets under initiatives
Strategic Objective: Turn size into scale by becoming a broader market player.
Have efficient operations (Sections 5 and 5.1)
Mission: Provide top tier product, competitive underwriting and strategies that position ING as a leading
provider of protection and accumulation.
Meet our financial targets
See targets under initiativeExpense
KEY METRICS
Core Profit, PBT, VNB, IRR, Expense, EC, Sales
See HR Scorecard
Embed Six Sigma in our culture
Drive culture of compliance and meet ORM objectives
Attract, retain, develop and engage a diverse workforce
ORM score and Compliance Scorecard
HR Metric
See targets under initiative
See ORM and Compliance initiatives
Headcount, value created, customer satisfaction
See targets under initiatives
2011 TARGETS
Reporting capability and accuracy
Drive effective distribution
Have competitive manufacturing
Strategic Projects
Channel sales by premiums and policy count
Distribution expansion
Expense Management
See targets under initiative
HIGH PRIORITY GOALS FOR 2011
Life Business Group
2011 Operating Plan
Vision: Be the provider of choice for independent distribution.
2011 Life Financials
§ Offsite (near Malvern?)§ Leader’s Council Site§ Offsite (Minot?)§ MinneapolisLocation
§ LBT & EMT§ LBT & EMT§ LBT & EMT§ LBT & EMTParticipants
§ 1.5 LBT, .5 LBT/EMT, 1.5
EMT
§ 1.5 LBT, .5 LBT/EMT, 1.5
EMT
§ 1.5 LBT, .5 LBT/EMT, 1.5
EMT
§ 1.5 days LBT, .5 day
LBT/EMT, 1.5 days EMT
Length
§ Review Quarterly
Results
§ Top 3-5 priorities by
department
§ Review Quarterly
Results
§ Top 3-5 priorities by
department
§ Review Quarterly
Results
§ Top 3-5 priorities by
department
§ Review Year-End
Results
§ Top 3-5 priorities by
department
Standing
Items
Key
Topics
§ Review year-end
projections
§ Review PRT
proposals
§ Review WPC results
and build action plan
§ Talent Review
§ Review macro
environment
§ Strategic tactical
planning
§ MTP refinement
§ Clarify and review
vision and long-term
strategy
§ Product Strategy
§ Enabling Functions
§ Talent review &
succession planning
§ Establish operating
plan targets
§ Review takeaways
from sales meetings
§ Discuss market
conditions and
internal constraints
§ Align short-term and
long-term strategies
4th Quarter
November
3rd Quarter
August
2nd Quarter
May
1st Quarter
February
§ Offsite (near Malvern?)§ Leader’s Council Site§ Offsite (Minot?)§ MinneapolisLocation
§ LBT & EMT§ LBT & EMT§ LBT & EMT§ LBT & EMTParticipants
§ 1.5 LBT, .5 LBT/EMT, 1.5
EMT
§ 1.5 LBT, .5 LBT/EMT, 1.5
EMT
§ 1.5 LBT, .5 LBT/EMT, 1.5
EMT
§ 1.5 days LBT, .5 day
LBT/EMT, 1.5 days EMT
Length
§ Review Quarterly
Results
§ Top 3-5 priorities by
department
§ Review Quarterly
Results
§ Top 3-5 priorities by
department
§ Review Quarterly
Results
§ Top 3-5 priorities by
department
§ Review Year-End
Results
§ Top 3-5 priorities by
department
Standing
Items
Key
Topics
§ Review year-end
projections
§ Review PRT
proposals
§ Review WPC results
and build action plan
§ Talent Review
§ Review macro
environment
§ Strategic tactical
planning
§ MTP refinement
§ Clarify and review
vision and long-term
strategy
§ Product Strategy
§ Enabling Functions
§ Talent review &
succession planning
§ Establish operating
plan targets
§ Review takeaways
from sales meetings
§ Discuss market
conditions and
internal constraints
§ Align short-term and
long-term strategies
4th Quarter
November
3rd Quarter
August
2nd Quarter
May
1st Quarter
February
Strategy
Plan and Metrics
Management Routines
1. Business As Usual
2. Just Do it
3. Continuous Improvement
4. Technology
5. People

17. Version 1.117
Agenda
ING US Overview and Business Landscape
Our Strategic Planning Journey
Linking the Plan, Measuring Performance, and Delivering
Results
Q&A
1
4
2
3

18. Version 1.118
Thanks