ING Direct 2011 Annual Report Download - page 29

1 Who we are 2 Report of the Executive Board 3 Corporate governance 4 Consolidated annual accounts 5 Parent company annual accounts 6 Other information 7 Additional information
with employees, drafting action plans and improving identified
areas on a continuous basis.
At Insurance EurAsia, an all-time high number of employees (82%
versus 76% in 2010) responded to the WPC survey, showing that
employees are eager to participate in the corporate cultural debate
and willing to share their opinion at a time the business is in transition
and preparing for a stand-alone future. Employee engagement was
up 2% at 68%. At Insurance US, the response was up at 78% (2010:
69%) and the overall engagement score rose from 60% to 64%.
Results show improvement in leadership, strategy, accountability, and
people manager effectiveness, which were significant issues in 2010.
Group HR will organise the overall WPC survey until the company
has been officially split, but the results and implementation of
improvements will be addressed bythe individual business units.
BECOMING A TOP EMPLOYER
Along with Customer Centricity and Operational Excellence, Top
Employer is one of the three global strategic priorities that are key
to becoming One Bank. Being a top employer is a key priority of
ING because banking is a people’s business. Research shows that
top employers have better engaged employees that create strong
relationships with customers. Top employers are more productive
and profitable, have significantly lower employee turnover and a
larger talent pool to draw from. ING Bank firmly believes in this
correlation and aims to be a Top Employer by 2014.
To this end, ING – working with people from all parts of the bank
– developed 22 standards that set the internal benchmark for
becoming a top employer. These standards are based on five
dimensions spanning an employee’s career, from joining the bank
to their work environment, high-performing teamwork, developing
each employee’s talent and becoming proud ING ambassadors.
The 22 standards are global but will be implemented locally. Every
country faces different challenges in becoming a top employer and
has different priorities. Following a number of workshops, every
country has created their own local action plan based on their
strengths, challenges and priorities. Progress will be measured
bothglobally and locally.
CONCLUSIONS AND AMBITIONS
Throughout 2011, Group HR played a significant role in helping the
businesses unravel the responsibilities and systems of the individual
entities. Group HR will continue to reduce its role and shift tasks
and responsibilities to the individual HR functions, both at Bank
andInsurance/IM, but will continue to co-ordinate HR-related
aspects on a global level.
The individual HR functions at Bank and Insurance will assume
more responsibility and will continue to support their organisations.
HR Bank will help drive ING Bank’s strategic priority to create One
Bank. Other priorities for 2012 include becoming a top employer,
talent attraction and retention as well as performance management
and rewards.
At Insurance/IM, the HR functions will continue to assist the
businesses in preparing for the future. Focal areas for EurAsia
include enhancing accountability, talent and engagement, whereas
in the US, HR will help the organisation focus on full separation
from the Group through a base case IPO, staff retention and
talent management.
the business to ensure these organisational changes were
handledseamlessly.
DIVERSITY
A diverse workforce remains a focal point for ING and enhancement
is therefore promoted throughout the organisation. However, goal
setting, implementation and metrics differ for each business unit
and are carried out separately for Bank and Insurance/IM.
The Group’s ambition for women to account for 33% of the
Management Council positions by 2015 is still in place. At year-end,
approximately 16% of the Management Council positions were
filled by females across the Group.
LEADERSHIP DEVELOPMENT AND TRAINING
In 2011, both Bank and Insurance/IM EurAsia developed their
ownspecific leadership profile. This will be used for recruitment,
development, promotion, assessment and performance
appraisalpurposes.
From a policy perspective, International Mobility remains a Group
responsibility. Both Insurance/IM and Bank now have their own
operational HR capability to support the exchange of international
staff (‘expats’) to and from business units and regions. In 2011,
Group HR put much effort into ensuring that expats were assigned
toeither Bank or Insurance/IM, as in the future it will no longer be
possible to assign expats across the Bank and Insurance/IM.
PERFORMANCE AND REMUNERATION
Group HR has centrally governed and coordinated the overall
performance management process (setting objectives, mid-year
review and performance appraisals) for all members in senior
management positions, adhering to the requirements of the
CapitalRequirements Directive III(CRD III) framework. Executing
the performance management process, however, was undertaken
bythe ‘stand-alone’ entities (i.e. Bank, Insurance/IM EurAsia and
Insurance/IM US).
Management remuneration remained a key focal area in 2011,
following the introduction of the CRD III framework and its
impacton compensation for identified staff and control functions.
Implementation of the CRD III framework at Bank and Insurance/IM
was taken care of by the entities themselves. For further information
on remuneration linked to performance within the CRD III
framework, please see the Financial and Regulatory Environment
section, as well as the Remuneration section.
WINNING PERFORMANCE CULTURE SURVEY
Group HR rolled out the annual global engagement WPC survey –
an online survey that measures the level of engagement of ING
employees worldwide. The results are used as a starting point for
dialogue between employees and managers to help improve overall
engagement. Eighty percent of employees worldwide completed
the survey compared with 74% in 2010.
The overall Bank response rate was 80%, while the overall
engagement score was 66% (2010: 69%). The results show that
there is a strong sense of pride in working for ING and that Bank
staff are very satisfied with the company as a place to work. The
results also show that we need to continuously communicate our
strategic direction and work on career development opportunities
and work processes. HR will assist the business in driving dialogue
27ING Group Annual Report 2011
Human resources continued