Philips 2013 Annual Report Download - page 57

4 Group performance 4.2.6 - 4.2.7
Annual Report 2013 57
The Health & Safety performance of Healthcare
improved significantly in 2013. The Lost Workday Cases
(LWC) decreased from 80 to 70 while the LWC Rate
decreased from 0.22 to 0.19 compared to 2012 figures.
Healthcare targeted Health & Safety performance
improvement actions within their Field Service
Organization (FSO) to include organizational
ownership and program management among other
items. The FSO overall impact on the Sector Health &
Safety performance decreased in 2013 compared to
2012. FSO Lost Workday Cases decreased from 46% to
38% of the Sector total while the number of Lost
Workdays decreased from 49% to 38% of the Sector
total compared to 2012. While the total number of Lost
Workday Cases decreased in 2013, the number of Lost
Workdays increased primarily due to isolated incidents
with extended healing times.
Consumer Lifestyle continued to have low injury case
levels. A new governance structure was launched in the
Consumer Lifestyle organization to embed Health &
Safety performance review and ownership in the
businesses. The acquisitions Preethi and Povos started
reporting their performance in 2013.
4.2.7 General Business Principles
The Philips General Business Principles (GBP) govern
Philips’ business decisions and actions throughout the
world, applying equally to corporate actions and the
behavior of individual employees. They incorporate the
fundamental principles within Philips for doing
business.
The GBP are available in most of the local languages
and are an integral part of the labor contracts in virtually
all countries where Philips has business activities.
Responsibility for compliance with the principles rests
primarily with the management of each business. Every
country organization and each main production site has
a compliance officer. Confirmation of compliance with
the GBP is an integral part of the annual Statement on
Business Controls that has to be issued by the
management of each business unit. The GBP
incorporate a whistleblower policy, standardized
complaint reporting and a formal escalation procedure.
The whistleblower policy is intended to supplement
more specific local grievance or complaint procedures.
If employees wish to raise an issue for which there is a
more specific procedure or grievance channel
available, they are free to use this, e.g. use the
applicable human resources procedures for
employment issues. However, in case of concerns of
suspected violations of applicable laws or regulations
employees are urged to always report these to either
their GBP Compliance Officer or the Philips Ethics Line.
The global implementation of the Philips Ethics hotline
seeks to ensure that alleged violations are registered
and dealt with consistently within one company-wide
system.
To drive the practical deployment of the GBP, a set of
directives has been published, which are applicable to
all employees. There are also separate directives which
apply to specific categories of employees, e.g. the
Supply Management Code of Ethics and Financial
Code of Ethics. Details can be found at
www.philips.com/gbp.
In 2013, we introduced a mandatory sign-o on GBP for
all executives.
Business Integrity Survey
In June 2013, a business integrity survey has been rolled
out to all employees in eight most relevant languages to
get their input on the eectiveness of our GBP program.
The survey provides input on a number of aspects that
are recognized to influence responsible business
conduct. The insights that were derived from this survey
were used to further enhance the eectiveness of the
current compliance activities as well as the compliance
road map.
The overall conclusion that could be drawn from the
survey is that the Philips culture provides a sound basis
to build upon, and that leaders are well positioned to
manage integrity even more actively so as to support an
environment in which employees feel comfortable to
discuss or report potential issues and dilemmas.
Ongoing training
The business integrity survey provided the kicko of a
global GBP communications campaign, culminating in a
global event called the ‘GBP dialogue week’ held in
October 2013, in which managers were invited to hold
sessions with their teams to discuss GBP in relation to
their function or business. In their feedback,
participating managers indicated they experienced this
week as very meaningful and worth repeating.
The mandatory web-based GBP training, which is
designed to reinforce awareness of the need for
compliance with the GBP, is available in 23 languages.
Every quarter, all new hires get an invitation to take this
training in their local language. In addition, targeted