January 2010

12 Lakshya Thailand

SWADIKA TO THAILANDProduct LaunchFlexi Life & Flexi Life Plus6

In Conversation with Uco Vegter

Q & A18Green Belts & FoCUS Team

In Focus16‘I Believe I Can Fly’

ING Vysya Foundation22

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Dear Colleagues,

The year 2009 was one of the most challenging years in recent times, owing to the economic uncertainties across the globe. After a year of uncertainty, the last quarter of 2009 saw a turn around with an upward revision of the GDP numbers, both actual and forecast. In October, November, December, the insurance industry registered a robust growth over last year with every industry watcher predicting a 15 to 20% top line growth in the rest of the fiscal.

I am glad to share with you that, as a company, we have faced these challenges boldly, taking effective and timely decisions. In 2009, we defined our Lakshya (to breakeven by 2011-12), along with the KPIs (Key Performance Indicators) of total premium income, expense management, value of new business, assets under management & non-financial risk. Given the challenging market environment in the major part of 2009, we are tracking well on most of our KPIs. We will, however, need to rise up to the opportunity that the last quarter of the fiscal provides, to achieve our premium income targets.

Entering into 2010, I am happy that our organisation has come out stronger from the challenging period. With improving economic conditions and a revival in the industry, we need to adopt an approach of ‘controlled aggression’ to capture market share and top line growth.

You are aware that January-February-March is the most critical quarter in the life insurance industry. Your organisation is

well prepared to support the business effort this quarter, with significant investment in a unique and exciting sales contest which favourably rewards performing sales employees, advisors and partners; the launch of 5 new ULIP products that comply with the new Unit Linked guidelines and further strengthens our product portfolio; and an extensive branding and marketing support through innovative collaterals to help our sales force sell better. With the entire organisation backing us, I would like to see each one of us outperform ourselves and work as a determined team to ensure we deliver on our objective for this quarter.

On behalf of the Executive Team, I would like to appreciate your commitment towards your company. We look forward to working with all of you towards achieving our Lakshya in 2010.

I wish you and your families a very Happy New Year!

Best Regards,

Kshitij Jain, MD & CEO

Entering into 2010, I am happy that our organization has come out stronger from the challenging period. With improving economic conditions and a revival in the industry, we need to adopt an approach of ‘controlled aggression’ to capture market share and top line growth.

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The ING StoryIf someone asks you what ING does, how do you reply? Here are a few facts to help you out.

ING is a leading global financial services company and among the world’s top three savings banks. With leading positions in Europe and North America, and strong footprints in the fast growing markets of Asia, Central Europe and Latin America, ING is ranked the 8th largest corporation in the world*.

With 125,000 employees serving more than 85 million customers in over 40 countries, we aim to set the standard in the way we help customers manage their financial future. We offer banking, investments, life insurance and retirement services that serve our customers throughout the course of their lives.

Looking at the combination of consumer trends and our strengths, we see four clear priorities on which we will increasingly focus our energies:

• Retailcustomers(middle-classconsumers)

• Bankdistribution(sellingourproductsincludinginsuranceproducts-throughbankingnetworks)

• Developingmarketsandhigh-growthmarkets

• Offeringadistinctively‘easier’customerexperience

Focusing on these priorities will allow us to achieve real growth - both organically and through add-onacquisitions-whilebenefiting shareholders, customers and employees alike.

An overview: ING Life India

Number of employees including front line sales is 6,000+

62,000+

8,00,000+

234

265

366

Advisors

Customers

Cities

Branches

Sales Teams

*Fortune 500, July 2009

Alternate ChannelsPartners 200+

In a minute

A&Chief Marketing & Strategy Officer, ING Life, India

Uco Vegter

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18

Wpc15Survey 2009 results are now available

product Launch15

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Lakshya Thailand2009

News from ING Group

The future is what we make it

As employees continue to share their reactions to the announcements of 26 October, ING Group CEO Jan Hommen responds to key questions and concerns.

It’s been an intense couple of weeks for everyone at ING, and I’m glad so many of you have taken the time to share your feedback on the announcements of 26 October through e-mailsand the intranet. Thank you.

You didn’t hold back, and if one thing jumps out, it’s that your reactions really depended on which part of the business you’re in, where you’re located and how long you’ve been with ING. In other words, “where you sit is where you stand!” I want to respond to some of the key points you made and share some of my own thoughts.

An end, a beginningLet’s turn to the biggest news first: the decision to split Banking and Insurance. According to a poll we ran, the majority of you say you understand the decision. At the same time, it’s clear that you’re extremely proud to be part of a company that is a global financial services powerhouse, and many of you said you’re disappointed at the idea of losing that.

I understand that feeling. Believe me, it wasn’t an easy decision. What helps keep me motivated now is the same thing that’s motivated me in the past—the pride I feel in our businesses and their people: the strong positions you’ve built up, the commitment you’ve shown in implementing Back to Basics in tough times, the customer relationships you’ve nurtured, the teamwork you’ve demonstrated, and much more.

While it’s true that the size and composition of our company will change over time, these are strong foundations to build on, whichever business you’re in.

Insurance and IIMIn general, those of you in Banking responded differently to those in Insurance or IIM. Some of you said that the news that we’ll separate out

Insurance and IIM over time led you to feel that this business is being pushed aside. That’s not the truth—let me set the story straight.

Both Banking and Insurance are good businesses, and I truly believe they have promising futures ahead. While we made the decision to split for strategic transparency and financial reasons, it is not a reflection on the value or strength of the Insurance and IIM business.

These are more than just words: this week, the Management Board Insurance launched a special project to build on the strengths of our insurance and investment management businesses by sharing best practices and standardising those that can really create competitive advantage globally, whether it’s in common risk management processes, service and process excellence, IT platforms or purchasing. There’s opportunity here.

Looking forward, we’ll be working carefully on several tracks for how we separate the insurer from the bank by 2013. We’ll form a team to start initialpreparationsforanIPO(whetherglobalorregional),whilekeepingtheoptionofdivestmentsopen.

In the meantime, I’d like to stress that ING Group will keep supporting our Insurance and IIM businesses as before and as if it were the indefinite owner. While we’ve decided that Banking and Insurance need to part ways, we want to do what’s right—in fact, what’s best—for both of them.

BankingSo what am I hearing from those of you in Banking? In general, you raised different questions,particularlyregardingthenewstructureand management changes, how this will work in practice, and what it will mean for employees.

My main message here is that the vision for “One Bank” that we announced with Back to Basics hasn’t changed. The new structure is a continuation of our strategy to create a primarily European retail and commercial bank, with selective growth options

elsewhere.

Our guiding principle for the new structure is to balance the benefits of clients, products and geography so that we can work better together and increase our focus on customers. The task now is to define exactly what needs to happen in each Banking area and implement this systematically.

Those of you in the Banking units that will be divested—ING Direct US and Interadvies combined with ING’s existing consumer lending portfolio in the Netherlands—have also voiced your concerns about the decisions.

As I’ve said before, these are two great businesses we would have preferred to keep. Under the terms of our understanding with the European Commission, we need to part ways, but rest assured that we’ll do this with the greatest of care and respect.

Moving forwardA number of your questions still need to beanswered. For instance, how quickly will weseparate the businesses? What does this mean for branding? What will happen with Group staff functions? I must be honest – I simply don’t know all the answers yet. The set of decisions we announced last week were very complex, and it’s going to take more work before we have all the details you want.

I’dliketoquoteoneofyouwhosummedupwhatis perhaps the main issue on employees’ minds. “At the end of the day, each of us is most concerned with how the changes affect us, personally.” This will be different for everyone, and here too, it’s going to be a while before we know exactly what the future holds. But you also have control here—you can help to prepare for the successful future of your business, wherever it’s headed. Don’t lose

confidence in that.

Jan H.M. Hommen Chairman of Supervisory Board and CEO Executive Board

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I will keep you informed every step of the way, to the fullest extent I can, whether it’s throughintranetcolumns,e-mailsortownhallmeetings. That’s my commitment to you.In the meantime, I’m asking for your trust and

patience in helping with the next phase of the journey. Although these changes aren’t easy, we

need to work through them. I firmly believe in the future of both Banking and Insurance, and I invite you

to share that confidence. The future is what we make it.

I can make youa promise

talks have set direction, now the “devil is in the details”G-20

AttheG-20SummitheldintheUSonthe24th—25th September, leaders from the countries that represent 85% of the world’s economy discussed further actions to assure a sound and sustainable recovery from the global economic and financial crisis.

What do the results of the talks mean for ING? Here’s some perspective from Karien van Gennip, Director of ING Group Public and Government Affairs.

What do you think are the most important takeaways of the G-20 talks?One of the most important takeaways is actually

the fact that the world leaders are talking

together to address the crisis, and that they didn’t

only do so once when it started, but now already for the third time. I think it’s very positive that our world leaders are trying to achieve a common understanding and shared direction.

The second thing is that they’re not just talking about the financial industry, but also for example about climate change and jobs. That’s positive as well, because when you have a crisis you have to talkabouttheconsequencesinallareas.It’sgoodthat it’s being addressed.

How important is the G-20 for the financial industry?For the financial industry, it’s essential to approach

this consistently and internationally, because what

we saw in the early stages of the crisis was that

countries were mainly trying to put out their own burning houses. If you say French money is safe in French banks, you make it difficult for other

countries. We have to seek solutions that are at least European, preferably global, and that’s what people are trying to do now.

What was actually agreed upon?Details for the financial services industry include stricter existing capital requirements,new requirements for capital buffers, newrequirements for counter-cyclical measures,and some additional measures for systemically relevant institutions, which are those that are very largeorveryinterconnected(thosethatcanbringdown the financial system, like Lehman, ING or Barclays).

These are things that are really for the institutions themselves; then there was some discussion on crisis intervention on the side of governments.

One disappointing thing for us was the text on

accounting. We want to have a level playing field

on accounting, but the US accounting body went

furtherthantheIASB,whichisthedirection-setter

for European rules. We would have welcomed

the pressure for the IASB to make changes as well

this year, but that didn’t happen.

What will happen now?TheG-20isadiscussionforum—theydon’tmake

the rules, they just set the direction. Then the Basel

Committee, the Financial Stability Board and the

governments have to work out proposals.

The devil is now in the details. It will depend on how the proposals are worked out by the Basel

Committee and the European Commission. That

means that the work for us starts now, by trying

to influence the details and the regulations that

are critical for ING. For example, the way capital

is defined, the way crisis regulations are being

implemented, that makes a huge difference.

We are already working with all those organisations

and there are already many discussions taking

placeoncapitalrequirements,forexample,both

with the Basel Committee and the EC.

What role does ING and your department play?We have experts in working groups, we talk to

people writing proposals, sometimes we write

letters and sometimes Koos [Chief Risk Officer

Koos Timmermans] goes to discussions himself.

There’s a variety of ways in which we try to

influence the discussions.

Sometimes the influence is in communicating

that we’re for or against something specific.

Sometimes it is technical discussions in a very

early stage. Or just a cup of coffee to understand

the political goals. We analyse how certain

choices would put ING’s in position in relation

to competitors—so direction A would mean this

impact, direction B would mean this one, etc.

And sometimes our influence is in trying to help

them understand technical details.

What’s the expected timing?Most decisions need to be made in 2011 and

implemented in 2012. The direction has been set,

now the work begins!

F1 Sponsorship withdrawnING has announced it will terminate its contract with Renault F1 with immediate effect. Thisdecision comes in response to the irresponsible actions by the Renault Formula 1 team at the2008 Singapore Grand Prix and this week’s ruling by the World Motor Sport Council.

“The board and I find the actions of those involved totally unacceptable and in violation of our Business Principle of acting with integrity in everything we do,” says ING CEO Jan Hommen. “ING will not tolerate unethical behaviour among ING employees and leaders, and we cannot accept it among our business partners.”

Thecontractterminationalsohasconsequencesfor our internal and external marketing activities, which are also effective immediately. ING’s global marketing community is working together to manage ING’s exit in an orderly fashion. While ING’s sponsorship contract with Renault isterminated,ourF1track-sideadvertisingcontractwith Allsport Management SA is separate and will continue through to maturation.

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News from ING Group

Message from Hans van der NoordaaFollowing the announcements made

by ING Group, I realise there is a lot of

news, so please let me elaborate on

some important decisions.

First off, I would like to reiterate that

separating the company is not a decision

we took lightly. ING has a proud history

as a global financial services leader

and has been a strong advocate for

combining Banking and Insurance in

one company. The combination provided

us with advantages of scale, capital

efficiency and earnings stability through

a diversified portfolio of businesses.

However, the financial crisis has

diminished these benefits. Now,

the widespread demand for greater

simplicity, reliability and transparency

has made a split the optimal course of

action. Meanwhile, ING’s discussions

with the European Commission

regarding restructuring requirement (a

measure for all the European companies

that receivedstateaid)havealsoacted

as a catalyst to move forward with a

complete separation of our Banking

andInsuranceoperations(subjectto

shareholder approval). I promise

you, that we will work carefully

over the coming months and

years to manage the separation

in a way that will support the

success of our businesses

in the interests of you, our

employees, our customers and

other stakeholders.

I urge you all, to use this

opportunity to help further

build a new Insurer which will

be created in the foreseeable

future, either through IPO or through

divestment. ING Insurance Business Units

enjoy long-term leadership positions in

life insurance and retirement services

across the world. Active both in growth

markets and mature markets, I believe

that the business is well positioned to

capitalise on demographic trends and

the increasing needs of our customers

to save.

The announcements also see me return

to the Bank. With the Group’s change in

direction, I am dedicated to address my

retail banking experience to the Banking

Management Board. Honestly, I deeply

regret leaving the Insurance Management

Board and Insurance Europe and Asia/

Pacific. I believe Asia/Pacific is currently

addressing the right strategy to move

forward and I strongly believe in its

potential. I am confident about your future

since it will be in the hands of Frank Koster,

and ably supported by Tom McInerney.

I know Frank well as a great executive

with significant insurance experience

both in Europe and in Asia, and who is

very excited about the opportunities and

the options to explore over the coming

months and put in place a strong strategy

for the future that will ensure the business

reaches its potential.

Please work with your management and

communication professionals to ensure

you have all the right information you

need to communicate the news to our

business partners, customers and other

stakeholders. In the meantime, please

focus on our single most important task,

which is to help customers plan for their

financial future.

We have made substantive progress across the region in managing our operating costs and capital which shows in our improved bottom line’’Hans van der Noordaa, CEO Insurance Europe and Asia/Pacific

ING Life India’s credit portfolio gets ‘Very Good’ rating from Crisil

Crisil, one of India’s top credit rating agencies has credited ING Life India’s overall credit portfolio as having ‘Very Good’ credit quality, with a portfoliocreditscoreof4.75(onascaleof0-30,the lower the credit score, the better is thecreditqualityoftheportfolio).Theportfolio score is in line with ‘very good creditquality’,onascaleof‘VeryGood’;‘Good’; ‘Average’ & ‘Below Average’.

This achievement is significant, and reflects the effectiveness of our sound investment philosophy that we practice while investing our customer’s money to help them manage their financial future. It reinforces our value of knowledgeable approach to our business.

ING Life India’s investment philosophy is to create positive, above average return on our investments, within the realmof‘optimalrisk-returntrade-off’,with a professional and transparent approach to investing. We benchmark the performance of our investments against industry indexes, including Crisil Bond Fund Index and BSE 100. Our investment decisions are based on our knowledge, backed by fundamental research.

ING Life India launches its Customer Portal

ING Life India launched two critical service delivery elements, which help enhance customer satisfaction. The customer portal is a self-servicechannel for our customers, who can now access their policy details at the click of a button, 24x7, thus making it easier and accessible for them! The launch is a small step towards building amorerobustself-servicecapabilityforour customers, who are increasingly net savvy and expect instant access to their information. With the ING Life Customer Portal, our customers can now view policy details, premium

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due dates, check the latest fund value, update email and mobile details and view and print premium receipts as well as premium paid certificates.

The customer portal is a successful cross-functional project, which sawcollaboration of ING Life IT, Contact Center, Project and Marketing teams. The portal has already registered over 3000 customers within the first month of launch!

ING Life India launches the Interactive VoiceResponseSystem(IVRS)

ING Life India launched an Interactive Voice Response System (IVRS) to helpcustomers with a toll free number to getbasicpolicyrelatedinformation,(likepremium due date, NAV, fund value, proposalstatusetc.)available24x7.

The prototype of the IVRS system wasbuilt on a test platform to ensure rigorous testingtochecktheaccuracyandqualityof information read out through IVRS.Postapositivetest result, the IVRSwaspromoted on all toll free lines supported by ING Life for both customers and advisors. A 30% reduction in call volume isexpectedduetothelaunchofIVRS.

Got an idea? Give it to Idea Box!

It can hit you on

the stairs, over a cup of coffee with friends, or even in the middle of the night. But when it does, share your idea with the ‘IdeaBox’ at ING Life India because we are on the hunt for the best ones!

With the bottom-line objectiveto improve and streamline our businessprocesses,auniqueideanamed the Idea Box has been launched. Standing true to the

philosophy that an idea precedes an idea, The Idea Box encourages ING Life employees to share any suggestion that will lead to process improvement or have a significant implication on streamlining our processes, reducing expenses/cost and increasing revenue. This initiative encourages employees to partner ING Life in the continual improvement of its key business processes.

The Idea Box team is committed to evaluate every idea against the parameters of revenue generation, cost reduction and process improvement withthehelpofanIdeaReviewboard.This board comprises of members from the Senior Management Team and is responsible to ensure that every idea is given the chance it deserves and is evaluated against others on a common ground.

With a strong call for action in its internal campaign titled, “Spark an Idea”, the team expects to receive encouraging response from across functions and hopes to take most of them forward towards successful implementation. The idea generator will be engaged through the process of implementation. What’s more encouraging is the recognition

and reward that will follow, starting with a certificate

of recognition from ING Life India MD & CEO.

News from ING Life

If you have an idea that can make a positive difference and help us change for the better,

we are listening!

Write to us at ideabox@inglife.co.in

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Product Launch

Flexi Life Plus allows our customers flexibility, convenience & value for money. This new generation ULIP with its flexible premium structure offers convenience for customers to manage their financial priorities in tune with ourbrandessence-MERAFARZ.Krishna Ved, RVP-AP

Themarkethasrespondedquiteencouraginglyastheadvisors feel that this is a product which is mutually beneficial to customers and advisors! The flexibility in premium paymentaswellasthein-builtaccidentalinsuranceisagoodselling point and the death benefit, inclusive of Sum Assured and Fund Value is definitely a great differentiator.Syed Sarfaraz Ahmed, RVP-Central & East

The key feature, which appeals more to the field is the flexibility in increase or decrease in premium from the second year onwards. Flexibility in settlement options safeguards customers’ maturity returns from market volatility.Laxmikant Pawar,RSM-West

1Premium Payment option

through cash till Rs. 49,000/-

2In-built Accidental Cover benefits option

Auto option from 18 years

3Death Benefit is Sum Assured of Life Covered

+ Fund Value (Including Holiday period)

5No Surrender Charges after 6 years

Full year’s premium paid and money back at the age of 18 without any charges

4Four free fund switches allowed

in a policy year

5 things you didn’t know about Flexi Life!

“Quote Unquote”

Two revolutionary products from ING Life India were launched recently to offer huge flexibility and convenience to customers. Both unit linked investment products are one of the first products in the industry which meet the ‘new chargingstructure’proposedbyIRDA,thusmakingitbettervalue for money. Additionally, the product offers flexibility to change the premium amount as per the revised guidelines of theregulator,IRDA.

Flexi Life and Flexi Life Plus

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1 toChange thePremium

Flexibility

The product offers the flexibility to vary the regular premium amount (75%to125%offirstyearpremiumamount), from the 2nd Policy year.Furthermore, customers can invest additionalamountsbywayoftop-upto add to their investments, whenever available.

3HolidayoptionPremium

ING Flexi Life Plus offers customers the convenience of premium holidays. This means that if the customer has paid premiums for a minimum of 3 full years, the protection benefit continues, even when they don’t pay their regular premiums, till the end of therevivalperiod(i.e.2years).Incasethey have paid their regular premiums for a minimum of 5 full years, the life insurance cover (risk cover andenhanced accidental protection benefit)continues.

4InvestmentFlexible

optionING Flexi Life Plus offers a choice of four fund options to suit our customer’s investment objectives. These include Debt, Secure, Balanced and Growth options. Customers can review their fund performance and market conditions, and if required, enjoy the flexibility toswitch existing investments amongst the funds.

2 toChooseProtectionFlexibility

The customers have the flexibility to choose their protection cover, ranging from 6.25 to 25 times of the annualised first year premium. In addition, they also get the benefit of an in-built accidentprotection benefit.

cover

What’s Flexi about ING Flexi Life!

The launch of Flexi Life for IVB and Flexi

Life Plus for Tied has clearly proven

to be as one of the most successful

launches from many perspectives.

Firstly, the product itself is a powerful

tool that has been created to suit

the evolving needs of our customers

and in many ways will prove to be a

benchmark product in the industry.

Being one of the first products in

the industry which meets the ‘new

chargingstructureproposedbyIRDA’,

theproduct’suniquefeatureswillbe

a differentiator that will serve as the

perfect ammunition for the sales

force!

From subject matter experts

conceptualising the product as per

market trends, to detailed product

specs designed by Sales, Actuarial

& Marketing; the drawing board

was an exciting stage where the

synergies of the teams came together

to add that extra excitement to the

product building process! The quick

development and testing by the IT &

Operations team helped the product

go ‘Live’ swiftly and helped us cross

the last mile smoothly. The product

has been packaged with some brilliant

collaterals designed by the Marketing

and Training teams, bringing that

extra edge on board!

Excellent project management to

ensure we tie all team efforts most

efficiently and the perfect launch

by way of brilliant media coverage

ensured a smooth end-to-end

successful run of this product launch.

The energies that have gone into

making the product backstage will

now be simulated front stage with

the collective efforts of the sales

teams. The Pride wishes them all

the best!

In conversation with Uco

Uco Vegter joined ING Life India

on 1st Sept ’09 as the Chief

Marketing & Strategy Officer and

is responsible for developing and

implementing Business Strategy

and for overall alignment and

leadership of the Marketing,

Product Management, Quality and

Business Transformation initiatives

of the organisation.

A&Chief Marketing & Strategy Officer, ING Life, India

Uco Vegter

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We extend a very warm welcome to you 1. at ING Life India. Could you give us more insight into the man, Uco Vegter and your first impressions of India?

I am originally a Dutch and an economist by training. Having completed my Masters from London School of Economics, I began my career in Consulting. During my work experience, I have had the opportunity to travel through many countries, with India being the 7th on the list.

I joined the ING family with corporate strategy for ING Group, followed by 2 years in Taiwan for the set up of their wealth management business. I always say this, India has been third time lucky for me and I couldn’t be more delighted! India has given me and my family a very rich flavour of its traditions and culture, which is truly a different experience forus.TheIndianstreets,thefood,theauto-rickshaw rides, the complexities, the religions and the diversity are things that truly appeal to me. I feel a sense of special warmth in the Indian culture.

What are your impressions about the 2. ING Life culture? How do you see the company going forward?

Putting things in perspective, ING Life’s achievement in 8 years is no less than amazing! The excitement of this industry drives a lot of energy and forecasts tremendous changing dynamics in the years to come. While we have achieved some stability in the past, the next step is to grow further and come out winners. We must continue to report profitable growth through a conscious approach towards managing our costs. This does not mean cutting costs, but cleverly and judiciously focusing on fewer coherent deliverables and focus areas.

The encouraging thing is, our fundamentals and processes are in place and the basics are there. Now is the time to take this in our stride and deliver on our results to make a significant impact to our business. With an understanding that there is always room for improvement, I am keen to focus on areas where we can deep-dive and re-look atthings from a fresh perspective.

What are some of the immediate 3. challenges you see for yourself as Head of Marketing and Strategy, ING Life India? What are your priorities?

I believe we have a strong team with great stability and experience. There is an enigmatic diversity in the team, which lends in a healthy mix. I have observed good dynamics in the environment that encourages freedom to express opinion. This of course sets the right platform to encourage innovation and change. My personal interaction with

the Senior Management Team at ING Life India has also been extremely positive. I am not surprised to see where the energy and motivation in the teams come from!

My new role helps me take a lot from my background of setting up new businesses and intensive work in diverse fields like Project Management and consulting. This helps me lend a holistic and strategic approach into the great work that people are already doing here, and build in a more strategic framework around our business. There are clear priorities set for our road map ahead and I look forward to my team’s support to deliver on them, jointly.

The first strategic priority is to shift from a channel focus to a customer focus outlook. The attempt is to re-look our distributionmodel and our communication reach & effectiveness with a whole new perspective. In an industry like insurance, sales by nature plays a very important role and it is therefore critical that we listen to what our customers are saying, understand their needs and match that with our products, most effectively.

As the organisation matures, it becomes increasingly evident that the starting point of every initiative is the customer’s needs. Hence, the focus is clearly on identifying segments that we need to focus on going forward. I have committed to present the first segment of customer identification in the next board meeting due end of December, and the first steps towards this project have already been taken.

The second critical deliverable for me is to set up a new Product Management Team that will take on end-to-end responsibilityof our product portfolio, identify which products to launch, target them to the right customer segment and replace the ones that are not existent. Clearly, understanding the dynamics between our customers, channels and products will be the means to the team’s success. This will be a key strategy change by endofnextquarterandIamgladtoseealotof momentum towards that plan.

The third critical focus area for me is our delivery towards the 3 year breakeven plan. We must ensure that all the initiatives are aligned towards this big picture in order to contribute to the organisation’s goal plan. I am keen to see all the teams coordinating well and coming together to shoulder this responsibility.

Give us an insight into your leadership 4. style and beliefs?

I have an open door inclusive style of working and that is what I would define as my personal leadership style. I like to work with people and come to solutions together. I believe

in giving people the freedom to explore things and bring their ideas to the table in order to bring out the best in them. I am a hands-onmanagerandliketobeinvolvedinthe process of taking initiatives and change management and to be able to contribute to the teams’ efforts. While I would not like to call myself an authoritative leader, I do demand a lot from my team. I like to set ambitious targets and am a strong believer in rewarding success and never punish failure. Yes, failures might come in our way due to many reasons but as long as we learn from them, it is workable. The important thing is to bring a professional and positive attitude to work every single day! Remember, 1 plus 1 has to be more than just 2!

What are your expectations from the 5. employees on delivering on our 3 year business plan?

My expectation is simple - Have a ‘Can doattitude’. The great thing about this plan is that while it is ambitious, it is not unrealistic. It is not based on ambiguous assumptions. With each one of us delivering our 100%, I am sure we will achieve this as a team!

I am a strong believer in team work and bringing a positive attitude to work. Highly motivated employees are the key to delivering results, and that is what I would expect of my team. Each one of us is a brand ambassador of our organisation and it is important that we reflect that positive spirit externally. It goes a long way in creating a strong employer brand image in the marketplace.

What are your hobbies and

interests? What do you do

at leisure?

I enjoy spending time with my

family. I love travelling and taking

adventurous trips. Exploring India is

the next big thing on my personal

travel agenda! I am a complete

sports buff and enjoy everything

from football, cricket, and tennis

to golf. I also enjoy cooking and

would like to believe that Risotto

is one of the best dishes that I can

toss up. I enjoy Indian food and

although I am still exploring, my

favourite remains matar paneer!

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From an exotic location to an exotic evening, from

champagne to celebration, from adventure sports

to breathtaking & spectacular acts; the Lakshya

Thailand Q2 event was an experience of a lifetime

for the ING Lions! Lions we say, for these are the

performers who have exemplified the ING spirit of

high performance, consistent delivery and roaring

courage to go all out and deliver their best!

Lakshya Q2 2009, held at Thailand from

11th to 14th November 2009, was a joint

convention between the Tied Agency and

Alternate Channels. This three day event was

a platform to honor and recognise the finest

and the best at ING Life India. Every effort was

made to make this experience rewarding and

absolutely exquisite! From customised welcome

letters at the hotel to personalised pre-reserved

seating with the Senior Management Team

Members; the winners were made to feel special

at every touch point over their four day visit to

Thailand.

The show stopper was of course the Gala evening

atTheZignHotel,whichhadRahulAgarwal,Chief

Distribution Officer, TK Uthappa, Director Sales-

Tied Agency, and Manoj Kaushik, Director Sales–

Alternate Channels address the audience and set

the context of the evening by acknowledging the

awardees and honouring them with the Lakshya

Thailand memento. The trophy that embodied the

spirit of high performance, the spirit of achieving

“Lakshya”, endowed true honour and pride to the

top 20 advisors, top 3 SMs, top BM in each category,

top AM in agency & top 6 performers in Alternate

Channels. There was a special mention of Deepak

ShahandRahulGorewhowerepleasantlysurprised

with a special recognition award for retaining

their CEO Club membership for 4 consecutive

years! Region and individual awards were

givenoutbyRahulAgarwal,ManojKaushikand

TK Uthappa and were duly cheered by a house

of roaring audience!

Followed by the momentous award ceremony were

the stage performances that took the crescendo

of the evening to an altogether different level!

The ‘1000 hands of Buddha’ was a breathtaking

performance that portrayed precision to the core

and personified true Thailand beauty in its dance

form. While the salsa performance added to the

glitteringglamourquotient, theemceeengaged

the audience with interactive games on the floor

including the whistling competition, interestingly

won by two ladies! An opening act on that high a

notecalledforanequallysoaringclosingact.Aptly

justified by the Timpani drummers, who elevated

the spirits with the enchanting drum beats echoing

in the hall and ING flags flying high!

It is but moments like these that makes one feel an

immense sense of pride in delivering and achieving

the best and receive the finest recognition, in the

league of the finest! While the rest of the evening

was a culmination of a well deserved effort and

had the dance floor asking for more; the event

was certainly etched in the memories of all! The

participants carry back a sense of accomplishment,

honour and most importantly, a sense of pride

for being a part of the ING Life Family! The Pride

congratulates these ING Lions!

LakshyaThailand-09Q2

12

The Pride congratulates all the winners!

Name Rank Category

RanjeetaDash 1

Advisor

M.Radhika 2

Paragi Shah 3

Baikuntha Biswal 4

A. Kamalavalli 5

Deepak Shah 6

Vandana Khanna 7

Davinder Pahwa 8

Sadasiva Vutukri 9

C.K. Mohan 10

R.Gayathri 11

Pawandeep Bajwa 12

R.Sankaraiah 13

Albert Lobo 14

Bhim Singh 15

Kiran Sharma 16

Gurpreet Singh 17

Shaligram More 18

K. Balaji 19

Archana Gupta 20

C. Arunachalam 1

Sales ManagerSugumar S. N. 2

Shyamakrishnan Rammohan

3

RanjitJena 1

Financial Consultant

Gayathri Shivaram 2

Saritha Kumari Yadav 1

Sales Officer

Shivaprasad K. 2

A.V.Karthikeya 1

Territory ManagerDharmesh H Parmar 2

G.K.RajenderKumar Cluster Manager

Prasant P. RegionalManager

Satya Brata Dash Area Manager

Anand J. 1

Top Branch ManagerAbdul Sattar 2

Utkal Mohanty 3

NiharRanjanMohanty 4

AwardeesSpecia

l

13

Deepak Shah

A man who is still young at heart, a management graduate with Masters Degree in International Science & Human Behavioural Science, Deepak likes traveling and is associated with an NGO for the upliftment of the tribals. Deepak joined ING as customer in June, 2002 and as advisor in December, 2002.

Rahul Gore

Aproductionengineerbyqualification,Rahulwasagovernment contractor by profession. He joined ING on 14th August 2003 as full time advisor. 4 times MDRTinarow,5timesGrandSlammeranda4timeCEO club member, Rahul is a consistent performerwhobelievesinretailmodelandneed-basedselling.He has strong networking skills and a big satisfied customer base and has one of the best persistency rates. A passionate individual with high commitment, Rahulisanabsolutegogetter!

14

Showstopping event!Glimpses from the

15

The

Lean Six

Sigma (LSS) was

adopted at ING Life India

to foster a culture of continuous

improvement and eliminate process

inefficiencies. Soon after a successful

launch pad with a Black Belt training

program at ING Life India, led by Joost

van Beveren, Vice President, Business

Transformation, the program is beginning

to see encouraging traction from all

departments.

Leading this program across the region is

Troy Barnes, the Regional LSS Champion

who explains, that the practice cuts

across cultures and language barriers

and identifies the values that are most

important to the region.

Six Sigma methodology challenges the

teams to think of the various opportunities

that arise out of the business and work on

what appeals to them and the impact they

wish to make to the business. The starting

point is to build trust with the team through

an open and honest communication.

An Australian with a business degree

in IT major, a specialisation in Project

Management and more than 10 years of

experience in leading change initiatives,

Troy takes no time to put all the degrees

sound almost inconspicuous and explains

that all Six Sigma demands is 80%

attitude and 20% skills. Beaming on the

recent results of BBs across the region, Troy

confirms participation of 18 BBs across

5 countries and a successful conversion

rate of

3 certified

Black Belts

in Hong Kong,

Korea and the

Regional office. A

project that recently delivered

results to the extent of $ 1.6 billion

in Japan gives him and the organisation

another reason to smile.

Closer home, the impact to business

processes is making ING Life India sit up

and take notice. With the Black Belts having

completed their certification and a project

each in critical function areas, the obvious

next step was to expand the reach and

deep-dive into the business. The answer

came in the Green Belt program.

13 Green Belts across functions were

nominated and trained for a 3 month

Green Belt Program. With an expectation

to directly impact the bottom-line, every

Green Belt trainee is leading a project in

his/her respective function; that has the

potentialtodelivertotheextentofRs.15

lakh each. While the initial training was

led by the regional trainers, Troy Barnes

and Eddie Au, the GBs will be personally

coached by Joost and the Black Belts to

ensure they are guided to the successful

completion of their projects. Says Joost,

“After a week’s training on the Six

Sigma Methodology of Define, Measure,

Analyse, Improve and Control (DMAIC),

the objective is to help the GBs penetrate

into the organisation, apply what they’ve

learned into their respective projects and

be instrumental in making change happen.

I am personally eager to see each of them

complete their projects, make a rapid

change and strategically deliver to bottom-

line increments.”

With 8 million Euros of hard revenue

forecasted from the BBs and GBs

collectively, they are certainly a bunch to

watch out for.

With two key ingredients – right

people and right projects, LSS

will break traditional mindset

and lead to organisational

framework change.” TroyBarnes-RegionalLSSChampion

Go GreenWhat started as a mandate change program in April 2009, has conspicuously

bred into the culture of ING Life India, and is certainly difficult to overlook

when a critical program or initiative is in consideration. The Lean Six Sigma

(LSS)ExecutivetrainingprograminIndiaearlythisyearwasinstrumentalin

making the management get up and take notice of the value and

the potential LSS stands to offer to the business.

The Lean Six Sigma way!

The ING Life India FOCuS Team has been formed with the bottom-line objective ofsupporting the organisation’s three year breakeven plan by spearheading dedicated initiatives to increase productivity.

As a support pillar to the sales team to ensure smooth log-in to issuance of business, thisteam ensures maintaining the highest level of internal and external customer satisfaction by shouldering critical responsibilities like Welcome calling, Advisor administration and People management. From calling our valued customers prior to login of the proposals ensures increased ease of contact for future communication and services, to handling HRrelatedactivities likehelpingnew joinerssettle down, complete their joining process smoothly, managing employee exit process and also ensuring the display of all statutory notices at Branch; the Focus Team ensures they rise up to the call of duty through efficient and effective processes.

While the sales processes remain the most important and decisive points in our business, the Focus Team plays a critical role in advisor administration by supporting the sales team in handling various advisor related activities right from the point of receipting to getting the advisors on board. The team also lends support in receiving their license, ID card and commission payouts, therefore ensuring a smooth and easier process.

One of the most significant roles of the team remains facilitating our existing customers to continue to pay their renewal premiums on time and ensuring that maximum numbers of lapsed policies are followed-up withthe customer for re-instatement. This vitalresponsibility is the most significant point of ensuringahealthyRenewalsandPersistencymodel in the organisation.

While the team is already witnessing

the successful outcome of some of their

preliminary initiatives, some of them that

have brought significant success to them

are outlined below:

Consolidated Field Ops StructureFollowing the re-alignment of the otherfunctions in the field, the entire team structure has been consolidated and this consolidated structure has helped the team in providing better span of control across the organisation. This has resulted in greater visibility and support from the senior management, ensuring guidance and support at all times.

Aligned KRAsThe KRAs of the entire team have beensimplified to provide greater objectivity. This has ensured better alignment and more support to both internal and external customers.

New MISNew MIS reports have been designed and implemented which act as a handy

tool to equip all the team memberswith information on key performance metrics. This helps the team in planning its activities to improve the performance metricsorplananymid-coursecorrectivemeasures to ensure that the deliverables are met.

Plans on the anvilThe team is now developing a comprehensive training framework to achieve greater efficiency and is all set to roll out Branch Operations Governance Manual to track productivity and reduce Audit gaps; if any.

If innovation was the key, the team is already unlocking the power of recognising fast trackers and talented team members to develop a “Best in the Industry” team that is highly receptive, adaptive and efficient in its processes.

With uniform processes being rolled out across all branches in order to comply with the audit and risk compliance, the team is an inspiration for all and is setting a benchmark for the organisation.

In FOCuS-TheFOCuS Team

Plan and ensure the entire team delivers to its optimum level by being both efficient and effective in accordance with the laid

down norms and processes.

Ensure the allotted branches are functioning smoothly.

Supervise the processing done by the team members and also

supporttheteammembersintheirday-to-dayactivities.

Follow the process laid down and ensure maximum productivity in an efficient manner.

The big shift of accountability is on the 13th month persistency, which is now the responsibility of the sales teams and is in line with ING Life India’s focus on improving persistency.

16

Brief Overview

Located in Guntur district of Andhra

Pradesh, 90 kms. east of Vijayawada is

the small town of Narasaraopet.

Famous for commercial crops and

jewellery business, the town derives

itsnamefromthelateZamindarcalled

RajaNarasaraoand is also commonly

known as the ‘Gateway of Palandu’.

Success through

focusing on the BasicsSuccess Mantra

Quick Facts

Population – 1,30,000

Language – Telugu

LiteracyRate–74%

Market Synopsis: With a strong insurance market and presence of most players, the city promises growth and tremendous opportunity for this sector. While a large profile of the population is that of businessmen, NRI professionals andgovernment employees, insurance has a great demand in the area.

Business Focus: The branch commenced its operations in December 2006 and since then has been laying special emphasis on Advisor development. By December 2009, the branch plans to have 50 ADP club members and 10 FCs on board. The team focuses on creating awareness and selling traditional plans. The dream of the branch is to develop a strong advisor force and be No.1 in town.

The Team:Br. Manager: Abdul Sattar.

Br.Co-ordinator–K.VijayaBhaskarReddy

SMs-J.K.M.Shariff(SSM),K.SailajaRani(SSM),N.RangaRao(SSM),S.S.KrishnaPrasad(SSM),A. V. S. Prasad (SM), S.k. Mastan vali (SM),M.Ravikiran(SM),S.K.JaniBasha(SM),B.Suresh(SM),P.Ramesh(SM)

AreaManager-P.V.SivaKumar

RegionalVicePresident–U.KrishnaVed

Training Initiatives:Team Narasaraopet strongly believes in supporting

each other and winning together. The team believesinconstanttrainingtoequiptheirsalesteam in a highly competitive market. There is a clear emphasis on developing the team’s skills, building their career and training them through team development programs to help them increase their productivity.

Unit gatherings with the advisors and their family members have been the key for the camaraderie and bonding that the team shares.

Marketing Initiative: Medical camps in government schools, providing scholarships to underprivileged students in schools, conducting cricket and shuttle tournaments in nearby villages has led to significant brand building in this region.

Milestones Achieved: The branch has been performing consistently since its inception, with its numbers and activations speaking for them. The team already has a lot of laurels in its basket of recognitions and rewards.

1. PlanAchievementAwardQ1-2008

2. INGExcellenceAward2008-09forEnrichpeople 25 ADP club members

3. Achieved targets in all parameters in AMJ-Q12009,onlybranchinAPtomeettheqtr.target.

4. NationalNo.1inJAS-Q22009.Achievement of 158% of target.

5. HighestqualifiersforADPInternational-6

WithanSM,K.SailajaRanideveloping3FCsatone go, highest PFCs qualifiers in the very firstbatch with high productivity and qualificationsfor ADP international trip to Thailand, 25 ADP clubmembers in4Rookiesand10RisingStars,the team is certainly setting a benchmark for the organisation.

TOP ADVISORS OF THE BRANCH

GOLDI.Raja

V.V. Kotaiah

SILVERB.RamBalajiSingh

Y.BrahmaReddy

R.Indira

A. Mohan

G.SrikanthReddy

Saiba Shaik

M. Nagalakshmi

R.SrinivasRao

Chandramouli

G.VenkateswaraRao

BRONzEA.S.S.PrasadRaju

RamKotiReddySaikam

Prakash Babu Pudota

D.V.S.R.Mohan

A. Chandra Sekhar

Jonnalagadda Prasad

Spot

light

17

Spot

light

Team

Brief Overview

Nawanshahristhedistrictheadquarters

of Punjab, which is the center of

the rich NRI belt. Known to be a

conservative town in the centre of rich

Doaba heartland, Nawanshahr has an

agrarian economy with good industrial

pockets because of the dense NRI

settlement. Achievements:For the first time in the history of Nawanshahr, 141 policies were issued in the month of June, 2008. The team also has an amazing track record of achieving 239% FYP for the month of September 2009 and 125% target achievement intheQuarter-2of2009!

With 3 Thailand qualifiers from this branch,Jagdish Pant, Prem Pal & Gurpreet Singh, the team is raring for success with high performers in their stride. Another high performer, Chetan Mehta, GSM-Nawanshahr became LionPerformer for September 2009 by delivering a performanceofFYP-13.17Lacs&NOP-29. Inaddition,theteamalsohas11RisingStars(OnedonebyFC),4Bronze&2Rookiemembers.

Team Initiatives:• FocusonGrandSlam2009-2010.

• Focus on Local contest – Play to Win – Driven by senior management.

• Focus on IPL & Maximum qualifiers frombranchinHATRICK!

• Focus on Club members to achieve the next level of Club by December 2009

• FocusonMDRTbyDecember2009

High Performers: • 2 Grand Slam qualifiers in 2008 (Chetan

Mehta&RajwinderSingh)

• 3 Thailand qualifiers from branch (JagdishPant,PremPal&GurpreetSingh)

• ChetanMehta–GSM-NawanshahrbecameLion Performer for September 2009 (FYP-13.17Lacs&NOP-29)

• Highest recruitment done by Parminder Pal Singh in single batch of December 2008.

• 2 Grand Slam qualifiers in 2008(ChetanMehta&RajwinderSingh)

Rewards & Recognitions: • Mr. Prem Pal, Advisor, Nawanshahr

rewarded as Pride of Ludhiana by the Area Manager.

• All SMs of Nawanshahr rewarded as ‘POWEROFTWO’byRVPduringlocalcontest run in the team.

• 3Thailandqualifiersfrombranch(JagdishPant,PremPal&GurpreetSingh)

• ChetanMehta–GSM-Nawanshahrbecame LION Performer for month September2009(FYP-13.17Lacs&NOP-29)

• 125% Target achievement in Quarter-2of2009

ARM-HemenderKumar

BM -JagdishPant

CSE -MonikaMehta

GSM-ChetanMehta

SM -Chandrashekhar

SM -SitarMohammad

SM -HarminderPalSingh

SM -RanbirSingh

SM -TejwinderSingh

SM -MeenaRawat

SM -NavdeepSingh

FC -RajniBala

Soar for More...!

Success Mantra

It is a professionally managed branch with a dynamic and vibrant culture. Ultimately they work on simple motto of “Soar 4 More.”

Spot

light

18

Achievements: A major achievement was the moment

when an Advisor of this temporary location,

Rajendra Ajmeria, who is also a Rookie

qualifierandanaspiringMDRT,qualified

for the covetous Thailand Contest. The

Branch Manager also qualified for the

contestbyconqueringthetopslotinhis

respective group. The Sambalpur Lion, as

the team likes to call itself, put in their

best efforts and achieved 134% of the

JASquarterplan.

Recent Initiatives:Agency Development has been the prime

focus for Team Sambalpur and more focus

has been given on Rising Star and Club

Members qualifiers. Quality recruitment

drives are held at regular intervals with

the help of the Marketing team to support

the Sales Team for Agency Development.

Best Practices: Regular Training Programs, Sales

Workshops and Motivational Workshops

for the Sales Team as well as the Advisor

Force are arranged to sharpen their skills

and update the team’s industry knowledge.

Regularfamilyget-togethersarearranged

in the Branch with the Branch Head leading

the way and encouraging the teams to

perform to their fullest.

High Performers: Advisors:

RajendraAjmeriawhoachievedhismark

and won the Thailand Trip, is an aspiring

MDRT.

ShaliniAgarwal-SilverClubQualifier.

IpsitaHota-SilverClubQualifier.

Sales Managers:

RanjanKumarSahoo-promotedtoSSM

in his 12 MOB.

MohammedIftekar-promotedtoSSMin

his 18 MOB.

Naresh Kumar Agarwal scored 12 lac of

FYPinlastquarterJAS.

Quality recruitment andintensive training!

Success Mantra

Spot

light

19

20

The West AC team consists of a strong sales force of 295 Sales Officers, 56 Territory Managers & 7 Cluster Managers. This force to reckon with covers the IVB channel, the Cooperative banks and also the recently activated Broker channel.

Amongst others, the team also has other significant achievements such as the recently concluded Lakshya Contest where the team had 47 qualifiers for Thailand, which is thehighest nomination from any one region in AC. The Valued Times activity conducted across 81 branches in the month of September was a successful initiative, topping the results.

In addition to the successful workway implementation, the team incorporates various best practices that keeps them refreshed and energized at all times.

The mission for AC West says it all. “WEST is BEST”. This strong message has a deeper insight than just being a tag line, as the team explains. It talks about the best practices followed, giving the best to the internal as well as external customers, developing the best culture within the team and surely demonstrating best input and output numbers!The team strongly believes in the success of their Channel Partners & Sales Officers which translates into a very strong manufacturer and distributor relation.

Their high performers: Alpesh Mehta, Viren 1. Tarpara & Viveck Patil feature among the Top 10 Cluster Managers in the country.

Rewards & recognitions given out recently:2. The Partner’s Day event saw huge success with upwardsof60qualifiersfromChannelPartnersmaking it to Mount Abu. West also has the highestnominationof47qualifiersforthe2ndPartner’s Day event at Agra.

Successful implementation of workway at 3. all levels, launch of PMS (Balanced ScoreCard method) and the Valued Times is now acontinuous activity which has certainly gained a lot of traction and visibility for the team.

Focus on internal as well as external customers!

Success Mantra

Altern

ate

Chann

els

21

From the compliance desk� ING has launched the refreshed

business principles in the month of September 09. The revised set of ING Business Principles are:

� We act with integrity

� We are open and clear

� We respect each other

� We are socially and environmentally responsible

� The Financial Economic Crime Policy (FECpolicy)hasbeenrevised.Pleasevisitthee-workplace(Documents–Legal & Compliance – Policies – FEC policy)fortherevisedpolicy.

� Compliance department has finalised the FEC Departmental Procedural manual which mentions the detailed roles and responsibilities of every department in complying with the provisions of the FEC policy.Employeesarerequestedtogo through the manual and ensure strict compliance.

� The Whistleblower policy has been revised and is accessible to all staff on e-workplace forinformation and reference of employees. The policy details the scope, the reporting procedures, thedetailsoftheReportingOfficerand the investigation procedures. Please refer Documents – Legal & Compliance – Policies, for more details. Employees are encouraged to go through the policy and get familiarised with the contents.

� The revised ING Life Gifts, Entertainment & Anti-briberypolicy is available on the intranet for information and reference of employees. For details please visit Documents – Legal & Compliance –Policies,onthee-workplace.

In the last edition of Pride, we had communicated the advantages of creating a compliance culture within our organisation. Increased compliance culture shallensureembeddingComplianceRiskManagementineverythingwedo, fostering a culture that will win the trust of customers and support sustainable, profitable growth.

In this article, we share the Compliance Risk Management frameworkmodel which ING Life uses to manage its compliance risks.

ThethreelinesofdefencetomanageComplianceRisk:

ING Life India has adopted the Compliance Charter and framework of ING Group which is essentially a risk management programme consisting of principles, processes and tools to manage compliance risks. ING Life India follows the three lines of defence model to mitigate compliance risks which is applicable to all businesses across ING.

What are the three lines of defence?

1. Business Functions / Departments:

The business functions / departments is the first line of defence and are responsible for managing the compliance risks pertaining to their specific areas of activity and responsibilities. The risk mitigating activities may include new processes, existing process enhancements, tracking mechanisms, monitoring by staff and reporting to Departmental Head. The departments may seek the advice of compliance function to check for the sufficiency of the mitigating activities.

2. Compliance Function / Department:

Compliance department is the second line of defence. Compliance departmentshallserveinanAdvisoryroletothe1stline(business)asthebusiness(1stline)designs,implementsandembedstheprocessesand procedures and tracks the risk mitigation activities, apart from identifying the key compliance risk areas pertaining to the specific departments. Compliance department shall also undertake compliance risk monitoring for specific departments, verify the controls and the tracking activities done by the business (1st line) and recommendfurtheractionifrequired.

3. Corporate Audit Services (CAS):

Corporate Audit Services (CAS) is the third line of defence. Theyprovide an independent assessment of the overall effectiveness of the design and the operation of the internal controls which is the mitigation, tracking and monitoring of activities performed by the first line and second line of defence.

ComplianceStriving to enhance the culture of Trust, Accountability, Transparency and Integrity

22

ING Vysya Foundation

Mr. Jan Hommen, Chairman and CEO, ING Group along with Mr. VaughnRichtor,RegionalCEO,RetailBanking,AsiaandMr.RonvanOjien,RegionalChief ExecutiveOfficer, INGAsia/ Pacific launched the annual fund raising campaign ‘I believe I can fly’ on 9th of September 2009.

Registered on the 8th of October 2004,ING Vysya Foundation aims to promote education of the underprivileged children of India. During the past years, it has rendered support to many not-for-profitorganisations for actualising the right to education for underprivileged children. We have sponsored school infrastructure building programmes in Hyderabad and Bangalore, Balwadi and community library program in Bangalore, residential education program in Mumbai and Lucknow. The Foundation also participates in the Global initiative ‘ING Chances for Children’ by providing financial support, raised from the employees in supporting the global

cause – ‘education for underprivileged children’.

To realise the vision of providing education to children living in difficult circumstances, the Foundation runs a fundraising campaign every year in India. This is a unique campaign that coversall ING businesses in India. This is an opportunity to build awareness, facilitate involvement and engage employees to become responsible corporate citizens by contributing financially towards

this cause.

For the past three years (2006

– 2009), ING Life India has contributed to helping children take

the first step in breaking the cycle of poverty. One lakh children from various disadvantageous situations, such as children living in slums, streets, railway platforms, child labourers, have been put into orphanages and learning centres run by our partner organisations, including UNICEF. Our efforts through ‘Back to School, 2006’, ‘I Love my School, 2007’ and ‘Class of 2008, has planted a dream and instilled confidence in these young minds.Youhavecontributed(throughINGVysyaFoundation’sfundraisingactivity)toplant a dream for their future. It is now time to put wings to those dreams...Contribute to ‘I believe I can fly’.

For more information, log on to

www.ingvysyafoundation.com or write to joyatri@ingvysyabank.com

23

The TalentAcquisition teamat ING Life India is committed toprovidingcontinuous support in building leadership capability within the organisation and attracting top talent. In the last couple of months we have fourteen new members who have joined the management team across functions. We take this opportunity to welcome them aboard.

TalentAcquisition

Mr.HemPant–SeniorManager,InformationRiskManagement

Hem has done his Bachelors in Science from St. Joseph’s College, Bangalore and Masters in Information and Communication Technology from the University of Wollongong, Australia. He is a CISA (Certified Information Security Auditor), CISM(Certified Information Security Manager), BCCP (BusinessContinuity Certified Planner), CISSP (Certified InformationSecuritySystemsProfessional),ISO27001LeadAuditor,CCNA(CiscoCertifiedNetworkAssociate)andalsohasacertificationin PRINCE2 (Projects in Controlled Environment). He comeswith a rich experience in the Information Security, Networking, Project Management and Audit functions within the IT and BFSI

industries. Prior to joining ING Life, Hem was associated with Fidelity Investments, Bangalore.

Mr.AjayKapoor–RegionVicePresident,North

Ajay holds a Bachelor’s Degree in Arts from University of Calcutta and a Diploma in Sales & Marketing Management from Bhartiya Vidya Bhawan, Ludhiana. Ajay comes with significant experience in the sales function and prior to joining ING Life, he was working with ICICI Prudential Life Insurance, Hyderabad. His last assignment was as Vice President – Sales &Distribution,RuralBusinessChannel.

Mr.U.KrishnaVed,RegionVicePresident,AndhraPradesh

Krishna holds a Bachelor’s Degree in Commerce from Osmania University, Hyderabad and an MBA from Symbiosis Institute of Management Studies, Pune. Krishna comes with a broad experience in the sales functions within the financial services industry. Prior to joining ING Life, Krishna was working with ICICI Prudential Life Insurance for over 7 years in various roles. His last assignment was as Vice President – Bancassurance & AlliancesBusiness(Peninsular).

Mr.NarendraN.Gandhi-AreaManager,Warangal(TiedSales)

Narendra holds a Post Graduate Diploma in Business Management specializing in Marketing from R.A.Poddar Institute of Management. He comes with a broad experience in the sales function within industries such as insurance, pharmaceuticals & l ife sciences. Prior to joining ING Life, Narendra was working with ICICI Prudential Life Insurance in the capacityofAssociateRegionalManager.

Mr.YashrajM.Rana-AreaManager,Baroda(TiedSales)

Yashraj holds a Masters Degree in Business Administration from B K School of Management, Ahmedabad. Yashraj has worked earlier with ING Life and prior to rejoining, Yashraj was working with ICICI Prudential Life Insurance in the capacity of RegionalManager.

Mr. Sriram Krishnan – Vice President – Information Technology

Sriram holds a B.Sc. Degree in Physics and has a Post Graduate Diploma in Computer Applications from NITIE, Mumbai. Sriram will be responsible for the Information Technology function including the IT Infrastructure, Systems Delivery & Core Applications functions. He comes with rich experience in consulting, program management & business development functions, across Insurance and IT industries. Prior to joining ING

Life, India he was the Group Head – Global Insurance Practice with Wipro Technologies, Bangalore.

We wish all of them the very best in their assignments and

welcome them to the ING Life India family.

Mr.VinodSharma-AreaManager,Hyderabad(TiedSales)

Vinod holds a Masters Degree in Marketing from Siva Sivani Institute of Management. He comes with a broad experience inthesalesfunctionwithinindustriessuchasFMCG&Retail.Prior to joining ING Life, Vinod was working with ICICI Prudential Life Insurance as Regional Manager in the SalesFunction.

Mr.P.KalyanRam-AreaManager,Anantpur(TiedSales)

Kalyan holds a Degree in Commerce from Nagarjuna University. Kalyan comes with a broad experience in sales function within the financial services and pharma industries. Prior to joining ING Life, Kalyan was working with Max New York Life Insurance, as Managing Partner in the Sales Function.

Mr.PawanMunshi-DeputyGeneralManager,Bangalore(TiedSales)

Pawan holds a Bachelors Degree in Mechanical Engineering from NIT, Kurukshetra and a certification in Executive Program in Business Management (EPBM) from IIM, Kolkata. Pawancomes with a broad experience in sales function within the financial services & oil industries. Prior to joining ING Life, Pawan was working with ICICI Prudential Life Insurance as ZonalManagerforKarnataka,Kerala&Goa.

Mr.RVenkatraman-AreaManager,Chennai(TiedSales)

Venkat holds a Master’s Degree in Business Administration from Chennai University. Venkat comes with a broad experience in sales function within the industries such as Banking and FMCG. Prior to joining ING Life, Venkat was working with Kotak Mahindra Bank in the capacity of Officer in-charge,Special Projects.

Mr.AnuragTyagi-AreaManager,Delhi(TiedSales)

Anurag holds a Masters Degree in Marketing from Jiwaji University, Gwalior. Anurag comes with a broad experience in sales function within the financial services Industry. Prior to joining ING Life, Anurag was working with ICICI Prudential Life Insurance as Associate Regional Manager in the SalesFunction.

Mr.DhruvChandiram-SeniorManager,RenewalsOperations& Partnerships

Dhruv has done his B.Com from Shri Ram College ofCommerce, Delhi and holds a Post Graduate Diploma in Finance & Marketing from International Management Institute, Delhi. Dhruv comes with a broad experience in the Operations & Customer Services functions within the industries such as Insurance, Credit Cards & IT. Prior to joining ING Life, Dhruv was working with IBM, Bangalore.

Mr.GauravPorwal-SeniorManager–Renewals&PersistencyAnalytics

Gaurav has done his B.Tech. from Kanpur University and an MBA in Marketing & Finance from Faculty of Management Studies(FMS),Delhi.GauravcomeswithabroadexperienceintheConsulting,BusinessIntelligence&CreditRiskfunctionswithin the industries such as Banking, Information Technogy & Consulting. Prior to joining ING Life, Gaurav was working with Standard Chartered Bank, Bangalore.

Mr. Manoj Goenka - Deputy General Manager - AlternateChannels(RegionalManager-East)

Manoj is a Chartered Accountant and has done his Diploma in International Business from Ahmedabad Management Association. Manoj comes with a broad experience in sales function within the Banking industry. Prior to joining ING Life, Manoj was working with ICICI Bank, Mumbai.

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“Really a good opportunity to know about the lifeinsurance industry and improving ourselves. It was an innovative five day programme that drew on the concept of life insurance industry for learning and tested the skills of all participants. I am sure the programme has brought about positive changes in all the participants. I have definitely benefited immensely!”

“This was one of the most cherished training programmes initiated by ING life & I am very proud to be one of the 31 participants from across India. The design of the program was very gracefully done & it helped us to enhance the knowledge of the life insurance domain & Industry. All the subjects covered were excellent & highly enriching which included right from basics of insurance to underwriting & capital markets. The faculty members were just outstanding! I would like to extend high sense of gratitude to all my senior colleagues who have initiated this training programme.”

“The NIA programme was very useful and I am sure that I will be able to apply most of the things taught in the training session. We had a good session with all the faculty members and the knowledge bank that is available with NIA is remarkable. I would like to highlight that the sessionsonRelationshipManagement/MarketingandCapitalMarketsandRiskManagementwereveryusefulinparticularasthesameisverymuch relevant to my job. I sincerely thank you for suggesting my name and I look forward to having more such training sessions in the near future.”

“ItwasawonderfulprogrammeorganisedbyNIA(NationalInsuranceAcademy)on InsuranceBusiness, interactingwitheminent scholars in the field of Insurance. One of the key takeaways for me was to understand the importance of insurance business in detail. I am really thankful to ING Life for nominating me to this programme.’

“This course is a perfect exposure to the field of insurance with cases being drawn from real time experiences. Besides providing an overview of the current developments, the course gave us a great opportunity to meet a wide range of people with vast experience who were associated with Insurance and Financial Sectors and were enthusiastic to share their learnings.”

“It was a two day training programme, testing and advising on the real time communication skills. It helped me in identifying the areas of improvement in terms of communicating and influencing people. Moreover there was a lot of fun. I am able to relate the concept of the trainingwiththeday-to-dayactivitiesofmyprofession.Attendingthisprogramme was an enriching experience. Training comprised of theory classes&hands-onpresentation sessions.During theprogramseveralinteresting discussions added to the learning experience”

Name : Vijaya Kumar Aruganti

Designation : Manager – New Initiatives & Planning

Course : Comprehensive Technical programme onLifeInsurance-Residential

Trainers : National Insurance Academy, Pune

Duration : 5 Days

Place : NIA, Pune

Name :S.RamKrishnan

Designation : Manager – Procurement

Course : Comprehensive Technical programme on LifeInsurance-residential

Trainers : National Insurance Academy, Pune

Duration : 5 Days

Place : NIA, Pune

Name : K Harush Shenoy

Designation : Senior Cluster Manager

Course : Comprehensive Technical programme onLifeInsurance-Residential

Trainers : National Insurance Academy, Pune

Duration : 5 Days

Place : NIA, Pune

Name :RaghavendraKanchi

Designation : Manager Customer Services

Course : Comprehensive Technical programme on LifeInsurance-Residential

Trainers : National Insurance Academy, Pune

Duration : 5 Days

Place : NIA, Pune

Name : K Harush Shenoy

Designation : Senior Cluster Manager

Course : Comprehensive Technical programme onLifeInsurance-Residential

Trainers : National Insurance Academy, Pune

Duration : 5 Days

Place : NIA, Pune

Name : Vikram Varma

Designation : Associate Actuarial Analyst

Course : Workshop on High Impact Performance

Trainer : Navgati

Duration : 2 Days

Place :RoyalOrchid,Bangalore

Learning ExperienceIn this section, we turn the spotlight on the “learning experience” of our

colleagues who underwent a training programme in the last few months and

provide a snapshot of their feedback.

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This result has provided us with meaningful and reliable feedback from employees, as it helps us identify our strengths and the most important opportunities for improvement. This also enables us to make the kind of changes that produce a ‘winning’ environment and make ING Life India an even better place to work.

This year, the WPC Survey Employee Engagement Scores have seen a decline across all business lines at ING. The challenges & changes faced this year seem to have had some influence in the employees’ engagement levels. The ING Group Overall engagement score was 65%, and for ING Life India, the engagement score was 69% – which is the highest score amongst other business units in Insurance Asia/Pacific. However, it is 6 percentage points lower than that of 2008.

Overall, these results will give us a view on what matters most to employees and how well we are delivering on it across all verticals.

What will happen after the survey?

Reporting and communication of the results will

commence at the beginning of December 2009 to

all managers and employees across the company.

ThePeopleManagersandHRBusinessPartnerswill

be cascading these results in early December.

OurMD&CEO-Mr.KshitijJain,iscloselyfollowing

thesurveyandhasbeenintouchwithHRandSMT

members to encourage them to carefully review

the survey results and identify the top priorities

forfollow-upin2010.Thekeyactionplanswillbe

drafted after focus discussions with all departments

with an objective to drive higher engagement levels

across the organisation.

Winning Performance Culture

The global response rate has been 74%, with more than 78,000 employees participating in the survey. We are

happytosharethattheresponserateforINGLifeIndiaisatanimpressive94%-whichisahugeincreasewhen

compared to last year.

Survey 2009 results are now available

ING WPC Model Three Dimensions

GOALS

PEOPLEPERFORMANCE

Are we capable of performing our tasks and are we being rewarded for them?

Are we executing our tasks and

do we take responsibility for

our actions?

Are we all moving in the same direction?

SharedDirection

Strategy

Values

Communication

Leadership

PerformanceExecution

Customer Delivery

Business Effectiveness

Accountability

Compliance

HumanCapital

People Management

Teamwork

Recognition

Career Opportunities

Workplace

2009 WPC Survey: 3 dimensions & 13 drivers

Employee Engagement Index (EEI)Satisfaction: Overall, I am extremely satisfied with 1. ING as a place to work

Retention: I rarely think about looking for a new 2. job with another company

Advocacy: I would gladly refer a good friend or 3. family member to ING for employment

Pride: I am proud to work for ING4.

This quarter saw the successful launch of the Core Capability Excellence

- Training Calendar for the half year [October 2009 - March 2010]. This

intervention is a tool to execute the “Core Capability Excellence” dimension

of ING Life India’s Learning & Development framework. These programmes

were selectedon thebasis of the trainingneeds identified consequent to

Performance Appraisal exercise as well as focused discussions with senior

management team.

This half yearly calendar will be updated & released by the Talent Management

team to all senior people managers in January & October of every year

seeking nominations from their respective teams. Other pillars of the

training framework include Functional Excellence and Leadership Excellence;

interventions like e-learning initiatives, function-specific programmes and

Leadership development will follow suit in coming months.

High Impact Performance - Presentation & Communication Skill WorkshopThis programme is for professionals who need to sharpen their presentation & communication skills and master the nuances of giving presentations that influence action. Using the rich medium of theatre to help participants learn and develop presentation skills. Communicating effectively is a skill that helps create an impact even in difficult conversations. Emotional intelligence is the ability to recognise, control, and effectively communicate our own emotions, and to recognise the emotions of others.

Winfluence - Influencing & Persuasion Skills WorkshopIn thisprogramme,participants learncounter-intuitivewaysofnegotiatingwithpeoplewithwhomweneedtosustainlongtermrelationships-teammembers, peers, superiors and customers. Conventional negotiation centres on tactics and games, and the display of power, with both parties lookingtomaximizetheirindividualoutcomes.Whilethismayworkinone-off transactions, it rarely does in relationship negotiations. The focus of the program is on value-based, principled negotiation that seeks mutually

satisfying outcomes.

A Stitch in Time - A programme on Time ManagementWith an ever changing workplace and a fast paced life, time seems to be less available while there are many things to do. The time management programme helps participants with skills in planning and organising themselves

better to achieve the desired results. The programme methodology provides opportunity to learn simple yet powerful ways of managing time.

I am ok, you are ok - Basics of Transactional Analysis and Application WorkshopWhat would it be like to be aware of a world of thoughts and feelings inside you? Must you not know how you are hurt sometimes, what makes you angry or what your fears are? And how these affect your self esteem and your relationships? And even more, how to deal with them? Have you thought about how you respond to the beauty of life around you or how you feel when you see human beings suffer? Would you like to identify what gives you the most joy and peace?

Excel in XL - Advance MS Excel WorkshopTo support professionals working extensively on MS-office platform toupgrade their Microsoft Excel skills.

Comprehensive Technical Programme on Life Insurance - residentialAt the end of the programme, managers would have updated their knowledge on topics like Concepts of Life Insurance, Current Competitive Environment, Information technology Outputs & their application to Life Business, Insight into risk management Principles, Life fund Investment & regulations, Valuation Methods, etc

Training Calendar

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IN THE NEWS

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