Philips 2013 Annual Report Download - page 16

16 Annual Report 2013
In 2013 we continued to drive structural change through our multi-year
transformation program Accelerate! We are seeing the steady
emergence of a growth and performance culture that is making us more
agile, entrepreneurial and innovative.
With our Accelerate! behaviors – Eager to win, Take
ownership and Team up to excel – firmly embedded in
the organization, we are rolling out a wide range of
initiatives designed to harness the talents, viewpoints
and experience of our employees and so build a
winning culture. A culture anchored by our General
Business Principles.
Transformation and change
To date, over 1,350 of our leading executives have taken
part in our Accelerate! Leadership Program (ALP). This
immersive program is designed to strengthen our
leaders’ transformational capabilities so they can drive
change in the organization. Complementing the ALP,
the Accelerate! Team Performance (ATP) is a
transformational session designed to reinforce
behaviors that enhance team eectiveness. By year-
end, more than 200 teams and 3,650 participants had
been through the program, which also touched more
than 2,000 employees via viral events.
The transformation drive is being embraced across the
organization. In Healthcare, to name just one example,
a group of over 160 employee advocates or “Culture
Champions” is now in place, role-modeling and
instilling the new culture from the middle of the
organization outwards. They are providing invaluable
insights and helping to drive changes in day-to-day
activities and behaviors.
Capability building
ALP and ATP are also an integral part of our capability-
building eorts. In 2013 we took the next steps in
becoming a learning organization by completing the
organizational design of Philips University. This
involved a fundamental shift to align our learning
activities with the organizational development
priorities we have set to enable us to deliver on our
business strategy. New flagship learning programs will
be introduced early in 2014, and a move to one single
learning management system is scheduled for the
second half of the year.
Employee engagement
In October 2013 we launched our renewed bi-annual
Employee Engagement Survey (EES), emphasizing the
dimensions of employee behavior that aect
performance, including change agility, alignment, and
engagement. The overall engagement index shows a
positive score of 75% – 3 percentage points above the
chosen global external high-performance benchmark.
Our people, our culture