Philips 2014 Annual Report Download - page 193

Sustainability statements 14.2.1
Annual Report 2014 193
Whilst the MAS results are not directly comparable to
our historical matrix of Employee Engagement, we see
that 83% of our (targeted) employees provided a
favorable answer to the transformation journey
question: “In my team we role model the Philips
behaviors”. There was also an increase in areas
concerning “Speed of decision making“, resulting in an
overall score of 77% favorable answers across the
Philips population.
In terms of results, the MAS indicates very high
favorable scores within the set of questions referring to
Alignment (“How clear are we about customer needs
and business priorities?”) and Execution (“How good
are we at getting things done?”).
There are also some improvement areas, particularly
within the questions categorized under Renewal (“How
do we stay eective and adapt”). These improvement
areas are structurally addressed by our leadership
teams.
The MAS is proving to be a very lean and eective
diagnostic in increasing eectiveness and the team’s
capacity to solve challenges as and when they occur.
14.2.2 People development
The creation of the Philips University in itself is a great
example of raising quality and user friendliness through
a central approach of standardization, simplication
and innovation, oering world-class learning
interventions, supported by one central Learning
Management System and accessible through the
personalized University Portal.
Over 400 new courses are available including 24
agship programs on the new Learning Management
System. By year-end, all Philips employees with an e-
mail account had access to the Philips University, there
were close to 2,000 active courses, and some 280,000
enrolments.
As part of our Accelerate! transformation, we are
developing our Philips Excellence capabilities globally
to deliver faster and better to our customers. Embracing
continuous improvement and learning is a fundamental
element of our Philips Business System. Philips
University underpins our ambition to become
operationally excellent by supporting learning and
building of Lean capabilities including Continuous
Improvement, Change Management, Process
Management, Project Management and Performance
Management.
The Leadership Academy delivered a simplied and
comprehensive system of leadership development
initiatives specically structured to develop a long term
leadership pipeline at all levels and across all parts of
Philips and to help deliver the business transformation.
It signicantly boosted the focus on women in
leadership, diversity and inclusion via the ‘Next
Generation Women’s Leadership’ and ‘Leading Across
Cultures’ programs.
The award winning Harvard Manage Mentor leadership
suite was also introduced, with more than 9,000
learners registered and more than 17,000 management
learning experiences completed.
Transformation and change
In 2014, we continued our commitment to strengthening
our leaders’ and our teams’ transformational
capabilities to drive change in the organization. As part
of this commitment, over 1,400 leading executives have
participated in our Accelerate! Leadership Program
(ALP) since the start of the program in 2011. In addition
to the ALP, the Accelerate! Team Performance (ATP) is
a key team eectiveness session designed to
accelerate the adoption of new ways of working by
addressing behavioral shifts. In 2014 alone, more than
230 teams and 4,000 participants took part in an ATP
session, which also reached more than 4,000
employees via viral sessions.
To further enhance team performance, we have
continued to build the capability of internal facilitators
from the business to deliver our ATP programs. To date,
we have trained and certied a total of 80 facilitators,
30 of whom were certied in 2014. We have begun
developing a Team Performance Toolkit of simple,
accessible tools from the ATP, which managers and
team members can apply themselves. This Toolkit will
be introduced in 2015.
Other programs
In The Netherlands a special employment progeram
called Werkgelegenheidsplan (WGP) is running. Via this
WGP, we oer vulnerable groups of external jobseekers
a work experience placement, usually combined with
some kind of training. The program started in 1983 and
over 12,500 people have participated since. After
participating in the program, about 70% nd a job. In
2014, Philips employed some 185 persons via the WGP
program, including young people with autism who are
training to become a test engineer. Of the current group
of 8 autistic persons, 6 found a job, and 2 are still
working as WGP candidate within Philips.
14.2.3 Global talent acquisition
Top sources of talent
Philips’ talent management approach is to
continuously build and develop its existing employees,
while strategically buying talent where competency
areas can be strengthened. In 2014, we recruited talent
both internally and externally into over 10,000
vacancies. With an increasing trend, nearly one third of
those vacancies were lled with internal candidates,
and the remainder lled with qualied talent from the
external labor market.