Annual Report 2013

Social Innovation@Philips

Journey report and look ahead to 2014

“The real voyage of discovery consists not in seeking new landscapes but in having new eyes...” Marcel Proust

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It is some time ago now since we started out on our Social Innovation (SI) journey. Philips HR, the labor union organizations and the Central Works Council began their journey with a focus on four topics. Employees and managers worked together in these four topic areas to explore and identify opportuni-ties for implementing ideas and approaches to promote social innovation within the organization.

These four topics were:• Flexibility;• Employability;• Health & Well-being;• Trust & Engagement (later: Trust & Empowerment).

The fi rst ‘exploration’ in the period 2010-2011 gave rise to:(a) an inventory of people’s needs and requirements in respect of social innovation at Philips; (b) initial ideas about how the desired social innovation could be achieved;(c) covenants, which outlined the parties’ shared vision in respect of the four topic areas.

The exploratory phase was then complete and a start could be made on the actual charting and development of the areas in question. This work commenced in 2012.

At fi rst the approach was fairly ad hoc, driven by the enthusiasm of local HR, the Works Council and groups of employees. There was a particular interest in work/life balance and employability. Gradually, however, there was a need for a defi nite focus. At fi rst this took the form of spearheads that were chosen jointly by the SI Core Team from within the four topics, and later there was a focus on sustainable employability – in particular on the ageing employee – and the topics of ‘health & well-being’ and ‘trust & engagement’.

The initial steps: 2012The fi rst activities took place at Philips CL-Drachten, Philips Nederland/CL-Eindhoven and the Business Center Europe at Healthcare-Eindhoven (current name: Commercial Operations EMEA).

Introduction

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a mini-masterclass on dialog coaching for managers, and a work/life partner evening. All of the programs were very well received. Their aim was to encourage dialog in order to promote a healthy work/life balance. In a dynamic environment in which people are called upon 24/7, it is important to learn to make choices and to set boundaries, amongst other things by entering into dialog about this with managers and colleagues (work-related) and/or with your partner (life-related).

Business Center Europe Healthcare Eindhoven (current name: Commercial Operations EMEA): Trust and EngagementSomething that started off as an idea to organize a meeting to discuss how employees can implement the Philips behaviors has developed into a cultural change towards a modern working relationship between the management and the employees.

Philips NL/CL Eindhoven: Pressure at work and work/life balanceA customized process was developed to encourage discussion and to tackle the issues of pressure at work and work/life balance. This process consisted of (a) information meetings about pressure at work and work/life balance, (b) team dialogs to recognize the signs of pressure at work/work-related stress, and (c) a session to examine and develop further the opportunities and challenges identifi ed in a) and b). A number of employees spoke out about the negative eff ect emails at the weekend have on their work/life balance, for example. A code of conduct has since been drawn up in joint consultation with the parties involved.

The ‘Bridging Career & Private Life’ programUnder the title of ‘Bridging Career & Private Life’ various programs have been developed and tested, both for managers and for employees. These include the ‘Family in Balance’ (‘Gezin in balans’) workshop,

until we retire?’ In a follow-up session, a ‘Challenge Week’ was organized under the guidance of TNO in three specifi c departments: the ABC line, the Compo-nents department and the OTD. During this period four TNO experts carried out an in-depth survey of the situation on site. As part of this project, TNO developed a ‘buttons panel’ – based on the knowledge already available – which incorporated all of these aspects (see Figure 1). This buttons panel served as a guide and was further elaborated by TNO during the ‘Challenge Week’.

As part of this survey, interviews and group meetings were held with representatives of the department: team leaders, employees, managers and APM employees. Meetings were also held with the company medical offi cer, HR, the Works Council and an advisor on working hours from the FNV, and tours were also given round the department. Documents and company data were also studied.

Drachten: Healthy ageing in shift workAt Philips in Drachten two-thirds of the workforce are aged 45 years and above. The majority of these employees work in 3- and 5-shift services. Over the coming fi ve years the workforce will continue to age. This will put pressure on the employability and productivity of (a proportion of) the workforce.

How can we ensure we remain healthy until we retire?

In an eff ort to encourage discussion about this issue, a World Café was organized at which employees and managers worked together in groups to brainstorm and come up with ideas about ‘how to remain healthy

Figure 1: Buttons panel showing factors that play a role in healthy ageing in shift work.

Work-environment pressure • Physical pressure • Psycho-social pressure • Cognitive pressure •

Work/rest balance •

Flex scheme • Staffing requirements •

Initial work-in time • Tasks and functions •

Autonomy • Team structure •

Position internal chain • Process setup •

Healthy ageing in shift work

• Health complaints

• Short-term absence due to illness

Long-term absence due to illness

•

• Match between the individual and their work

• Inspiration

WORK INDIVIDUAL

ROSTER

PROCESS

CIRCUMSTANCES

Night work • Weekend shift •

Evening shift • Early attendance •

Rotation rate • Rotation direction •

Shift series • Shift length

Days off / shifts •

• Duration of contract •

PERSONAL CHARACTERISTICS

• Age • Gender • Chronotype • Natural aptitude

LIFESTYLE

• Exercise • Smoking • Alcohol consumption • Diet • Relaxation • Sleep pattern

HOME SITUATION

• Care tasks • Family situation • Sleeping environment • Travelling time • Financial

EMPLOYABILITY

• Ability to learn and develop • Motivation • Ability to change

Competencies

• • Level of education

Healthy ageing in

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Philips Nederland/CL Eindhoven: Top performer coaching programIn 2012 CL-Eindhoven introduced a program to promote a better work/life balance which consisted of information meetings and team dialogs to help people recognize the signs of pressure at work / work-related stress and there was also a session to develop further the oppor tunities and challenges identifi ed. During this program it was emphasized just how important it is for managers to set a good example.

Together we are strong

In 2013 Lifeguard was hired to run a program in which 11 managers/employees in key positions were coached for a period of 6 months. This was known as the ‘Top performer coaching program’. These individuals are now able to recognize in good time – and to discuss with the individual in question – the early signs of stress /pressure at work and the eff ects of this on the employee’s health, behavior and work, thus helping to prevent absence from work due to illness.

In 2013 further steps were taken towards social innovation. A session was held with the Industrial Council members and site managers to identify oppor-tunities for pilots and activities to promote social innovation. During the course of the year this led to the exploration of various ideas and in a number of cases it also gave rise to actual pilots and activities.

Completed and current pilots and activities

Philips CL Drachten: ‘Healthy ageing in shift work’After an initial investigation carried out by TNO in 2012 through the ‘Challenge Week’, in 2013 three multi-disciplinary workgroups (incorporating representatives from HR, the Works Council, labor union organizations, management and employees) set to work, focusing on (a) rosters, (b) vitality, and (c) employability. The main aim was to fi nd ways to ensure that shift workers remain healthy/full of energy so that they can continue performing their work until they reach a much greater age and to prevent them from being absent from work due to illness. The year 2013 was all about generating support and making employees aware that they themselves have a certain level of responsibility for this, with the company playing a facilitating role.

This is a working relationship in which people are not afraid to hold themselves, each other and the management to account with regard to their responsibilities and actions (i.e. to enter into dialog with one another). There is a more intensive exchange at all levels. One lasting result of this is a ‘Pin-it Wall’ on which employees can pin Post-it notes to express their ideas and opinions about how things are going within the organization. Others (incl. the manage-ment and the special change ambassadors) can then respond to this. The ideas are then discussed in the management team, and the management and employees set to work on them together. This helps to keep the Trust & Engagement topic alive.

Pin-it Wall

The program tied in seamlessly with the ‘Trust & Engagement’ driver. Through this driver Philips is deploying activities, on the one hand to create a work environment in which there is mutual trust and reciprocity between the organization/manager and the employees, and on the other hand to encourage new behavior. This new behavior involves, for example, entering into dialog with one another about work and job-related or personal development, empowering employees, learning from mistakes and celebrating success.

Pin-it Wall

“ Going on a journey is like looking at yourselfagainst a diff erent background...”Jan Brokken

Review of 2013

Together we are strong

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‘improvement areas’ that were identifi ed. The topics included ‘vision & strategy’, ‘leadership communication & consistency’, ‘empowerment’, ‘people management & recognition’, ‘way of working’ and ‘competence management’. The work-groups are multi-disciplinary in nature and employees are actively encouraged to join in and think along.

HR Cluster Eindhoven: Personal and team development by ‘learning from one another’Following the introduction of the new HR Operating Model, HR in the Netherlands has undergone a real transformation. Five clusters were set up, one of which is the HR Cluster Eindhoven. This cluster has been operational for a year and the group wanted to explore a new way of working with the aim of improving the eff ectiveness of the team. By exploring formal and informal ways of learning, the workgroup is in the process of creating a learning culture. For example, employees can develop the necessary competence level by learning from one another, sharing knowledge, encouraging self-refl ection and off ering intervision. The HR cluster is receiving guidance on this from InContext.

have already joined the ‘Philips 2.0 Culture Group’ on Connect Us. This group generates ideas for new events.

PEN/Philips Nederland: Work/life balanceAt the end of 2013 an online ‘Idea Challenge’ (digital suggestions box) was organized via Connect Us, whereby employees were able to put forward ideas about how they can create a better work/life balance together. A total of 210 ideas were submitted. The ideas put forward fall into three main categories: body & mind, fl exibility and support. Early in 2014 three workgroups will to develop and implement these ideas. The Business Leadership Team Benelux has declared its support for this initiative and wants to put work/life balance on the agenda for 2014, not just for the Netherlands’ sales organization but also for Belgium as well.

Philips Healthcare MR/Best: Trust & EngagementAn extra interim EES survey at Healthcare MR/Best gave rise to a project under the banner of Social Innovation (Trust & Engagement driver). It was decided to set up eight workgroups to work on the

information about well-being is also provided. This portal will be ready in early 2014.

Viral Leadership Events (VLE’s)‘Viral Leadership Events’ are being organized in order to promote a ‘growth & performance culture’. These events are organized by and for employees in the Benelux, at their own initiative and with sponsorship from the Social Innovation Program. The events take place in the evening and employees attend on a voluntary basis. Topic areas that have been covered so far include: ‘Trust’, ‘Energy management’, ‘Creating a great place to work’, ‘Follow your heart, live your passion’, and ‘The power of purpose’.

My ideal workplace

The mission of the VLE team is to be a vital part of the cultural change at Philips and to start a movement from the bottom up that will spread throughout the entire organization (viral eff ect). The purpose of these events is to bring together people who recognize that Philips is changing and who want to be actively involved in this change. Positive energy is the key word.

In view of its enormous success, this format will be continued in 2014 as well. On average, some 100-120 employees enroll for each event and over 400 employees

Healthcare IS OPS/Best: ‘Onboarding App’During this pilot an application was developed which incorporates, amongst other things, company information and safety information for newly recruited fl ex employees. At IS OPS an average of 100 new fl ex employees are recruited each year and there was a need for a better and more effi cient way to provide them with an introduction to the company. The interactive nature of the ‘onboarding App’ (using an I-Pad, new employees are all given questions to answer and assign-ments to carry out in the plant so they make contact with people who have already been working there for some time) has led to a much greater awareness of the quality and safety culture, not just among the new recruits but also among the existing employees. This has already given rise to a number of improvement activities. Other Philips sites – including IT and Lighting Winschoten – have now also shown an interest in the application. IT has used the application as an introduction for a Family Day at the site, which was attended by 1,500 guests. Philips Lighting Winschoten is using the application in the same way as Healthcare Best, i.e. as an introduction for new employees. The App can be adapted relatively easily to suit the local situation.

Philips in the Netherlands: Fit Forward Health PortalAn eff ort was made to help develop the ‘Fit Forward Health Portal’, which can be used to help promote a healthy lifestyle. Learning paths relating to life phase, lifestyle and mental health are off ered, sometimes via e-learning modules. There is also an encyclopedia which contains all of the information from the learning paths. Extra information of a medical nature and

My ideal workplace

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this change in tasks and behavior can be implemented, there will be a renewed focus on the employees’ development, both in terms of their functional compe-tencies and their behavioral competencies. And the focus will not only be on the here and now, but also on the future.

The Works Council and HR are in talks with the management about the inclusion of two projects in the Social Innovation Program. The fi rst project focuses on enabling middle management to acquire dialog skills so that employees can be given greater responsibi-lity for organizing and performing their own tasks. The aim of this project is to teach team leaders to coach, facilitate and manage on the basis of results, rather than tasks. The second project aims to off er a number of diff erent activities to enable production workers to discover the power

due to illness. So far no request for follow-up has been submitted, but the Works Council is still in talks locally with the management representative and HR.

Lighting Winterswijk: Trust & EngagementIn Winterswijk the possibilities of working on engagement and trust in the future – after a period of restructuring measures – was discussed. The idea is to set up a multi-disciplinary project team that will be responsible for organizing and implementing small-scale activities to improve employee engagement with the organization’s new direction, the product that is being produced and with one another. The aim is to organize natural activities on a small scale to create an ‘oil droplet eff ect’ to promote the desired behavior in terms of engagement. One option that is being considered is to set up a ‘secret society’ which leaves anonymous gifts for people who have distinguished themselves through certain types of behavior.

Philips Terneuzen: Improving employabilityIn 2014 Philips Starters Terneuzen plans to continue to build an Operations depart-ment that has competent employees, both for now and for the future, who together are able to achieve the operational objectives of the plant. That is why the ‘Building on strengths’ program has been planned for 2014. This consists of various projects that aim not just to bring about a change in behavior but also to promote employee development. This program is necessary because the job content of employees at Operations is going to change in 2014. As a result, they will be expected to take on greater responsibility and ownership. At the same time, they will be given greater freedom to perform their work alongside the operational obligations. In order that

(‘adventure’) in which Philips can do more to promote social innovation in practice (see the ‘Intermezzo’ section for a detailed ‘journey report’).

New Way of Working/WPI

Support for exploration of the possibilitiesIn addition to setting up and completing projects in 2013, a lot of eff ort was also devoted to exploring the possibilities for pilots at various sites. An overview is given below.

IT: InspirationWith support from the Social Innovation Program, the Works Council investigated whether it would be possible to follow up a proposal submitted by the Works Council to tackle the issue of trust and engagement after the implementation of restructuring measures. The purpose of this was to maintain employees’ enthusiasm for work at the desired level and to prevent absence

Management Assistants Benelux (maX BNL)The role of the management assistant has been undergoing considerable change in recent years. As well as diff erent require-ments being made on the assistants, the environment in which they operate is also changing, for example as a result of the New Way of Working and Workplace Innovation (WPI), which is being introduced at an increasing number of Philips sites.

In April 2013, at the request of the ‘Secretary Council’ (internal national consultation platform), a major event was organized in the Evoluon with sponsorship from the Social Innovation Program. A total of 440 management assistants took part in this event. The main theme of the day was ‘Future-proof assistants’. The outcome of this day led to three workgroups being set up: (1) mobility, (2) development, and (3) The New Way of Working/WPI. The workgroups comprise a number of management assistants plus professional experts.

Work is currently in progress to draw up project plans for 2014, in which the various ideas will be worked out in greater detail for each workgroup. The management is also involved in this, because they are an important stakeholder in the entire change process.

HR Interventure teamIn 2013 social innovation was a spearhead on the agenda of HR Benelux. In early 2013 an HR team was set up, called the HR Interventure team. The objective of the HR Interventure team is to turn a group of interested HR professionals into committed social innovation ambassadors. This is being achieved by sharing knowledge and experiences of social innovation with one another during meetings (‘intervention’), and also by thinking about ways

New Way of Working/WPI

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Philips Lighting: Employability 2.0Lastly, an effort has been made to encourage employees to come up with ideas to promote social innovation in respect of employability at Philips Lighting. This is in anticipation of changes in social legislation and a reduction in the number of jobs at Philips Lighting. Philips has a long history of innovative activities relating to employability. We therefore first looked to see what we can learn from these activities and where there are still gaps with regard to employability.

This gave rise to the following insights:• There is a lack of capacity in the line

and at HR, BUT lower skilled workers need support to help them take action and to keep them in action.

• It is essential to start in good time if we are to achieve anything: BUT in the absence of restructuring measures there is not sufficient budget for training on a large scale: AND how would we cope with this in production?

• There is a lot of attention being focused on what the individual wants and what they are able to do, allowing them to attend training courses and in some cases to take voluntary redundancy (where jobs are being cut), BUT there is little focus on support to help them move to a different job in the region. Philips’ contacts in the chain and the regional network are not being used to the full.

• The focus is primarily on employability at Philips and not on sustainable employability, both for employees and for Philips.

of their talents. Through this project employees will learn to discover their own talents. Combined with the freedom in their job and the changing style of management, this will enable employees to use their talents in their work. For this and other production environments this represents a shift in the nature of the work from the traditional ‘button pusher’ to a new role in which the employee is given greater autonomy and freedom, and their talents are used effectively.

Everyone has talents

CL Headquarters/Amsterdam-Eindhoven: Combating obsolescence of qualificationsA meeting was held between the Works Council and HR about starting up a project to help prevent the obsolescence of qualifications. The aim is to achieve this by letting employees be in charge of keeping their competencies up to the required level in order to maintain their market value. Attention will also be devoted to managers’ dialog skills to make sure they are able to discuss this matter with employees. The challenge lies in the dynamics and the sphere of influence in which this business operates and the pressure at work this creates. Recognizing the importance of learning and/or continuing to develop is one thing, but actively doing something about it is another. With the new 10-20-70 learning model it is possible to place greater emphasis on learning on the job (70%), instead of on formal training courses.

“ As long as you are passionate, you will never stop discovering the world...” Cesare Pavese

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From sounding-board group to HR Interventure team: the SI journey of a group of HR professionals

By Cristel van de Ven & Aukje Nauta (Factor

Vijf) and Yvonne van den Berg (HR)

“Implementing social innovation in practice, through HR professionals who act as committed SI ambassadors and organizational developers.” In 2013 a group of HR professionals at Philips set out on a journey together to take social innovation from the planning stage to actual implementation. After all, Philips’ aim is to accelerate growth by operating not only in a technologically innovative but also in a socially innovative way. In this section we tell the story of this group’s journey in 2013, and we look ahead to the next stage of the journey in 2014. We start with a short review of 2012, to outline the context and the events that led up to the creation of the HR Interventure team.

Early in 2013 Philips was working on the Social Innovation Program with an SI Core Team, which was made up of representatives of the social partners, the Works Council and HR, and a sounding-board group made up of HR professionals. SI activities were organized within the business through projects, once the relevant projects had been approved by the SI Core Team. The role of the sounding-board group was primarily to refl ect on these SI activities at periodic intervals and to give advice to the Social Innovation Program manager on how to proceed.

Program (‘Certifi cering Vakmanschap’) has shown in the past that this can be resolved eff ectively with creative solutions. At the same time, there is a growing demand for employees with the VAPRO B qualifi cation. Is it time for the next version of the Vocational Qualifi ca-tion Program 2.0?

The results and suggestions were discussed at the Dutch Lighting Day at the end of October 2013. Two local Works Councils (Maarheeze and Middelburg) have already announced that they intend to start implementing the suggestions.

Based on the results, three suggestions were put forward:• One of the main challenges is deciding

who should have the job of encouraging people to take action. One possibility here would be to work with ‘learning ambassadors’. These are people on the shop fl oor who have themselves experienced the importance of employability and are able to convey this to their colleagues.

• In order to ensure sustainable employ a-bility it is essential for employees todevelop continuously. It is important not to just invest in development on an ad hoc basis when there is an imme-diate need, but to work continuously to ensure that knowledge and skills are always ready for the future. Possible ways of encouraging this include drawing up strategic development plans and having a good knowledge of the labor market within the region and the sector. What skills will be in demand in the future?

• Lastly, the organization of training often represents a challenge in terms of planning. The Vocational Qualifi cation

Intermezzo

In some cases a member of the sounding-board group was also actively involved in an SI project in the business. This setup gave rise to exciting discussions at the meetings of the sounding-board group, but was not suffi ciently eff ective in spreading the knowledge and experience acquired in the SI projects to other Philips units. It is for this reason that in mid 2013 it was decided to turn the SI sounding-board group into the ‘HR Interventure Team’. This involved not only a change in name, but also a change in purpose, in working method and in the expectations of the team.

The direction has been set

The aim of the HR Interventure team is to turn a group of interested HR professionals into committed ambassadors of social inno-vation. We are doing this (working method) by sharing with them our knowledge of and experience with social innovation at the meetings and also by encouraging them to think along with us about ways in which Philips can promote social innovation in practice. At the meetings we expect the members of the HR Interventure team to

The direction has been set

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In conclusion: in 2013 we found a way to encourage the members of the HR Interventure team to become advocates of social innovation. There was a lot of positive energy at the last two meetings.

The aim for 2014 is to use this energy to promote social innovation in between the meetings as well. We aim to do this by asking the members of the HR Interventure team to take an active part in preparing the meetings, and also to share the knowledge, experiences and insights from each meeting with others in their own business unit, on ConnectUs and in other ways too. We are not aiming to start up a lot more official SI projects in the business, but we do want to ensure that social innovation is evident in the words and actions of the HR professionals and the people with whom they work (line, Works Council, employees). In their role as business partner/organiza-tional developer, the members of the HR Interventure team are able to make an active contribution to ensuring that social innovation is – and remains – ‘alive and kicking’.

specific questions from Pieter Keijsers, HR cluster lead HTC and members of the HR Interventure team;

• November 2013: meeting about the SI topic of Dialog and I-deals (sub-topic of the Employability and Trust & Engage-ment drivers): interactive lecture by University of Amsterdam Ph.D. student Cristel van de Ven, followed by a presentation about the ‘Trust & Engage-ment’ project at Commercial Operations EMEA by Ingeborg Hooymayers and three colleagues.

The first thing we did was to try and find a good ‘recipe’ for the meetings of the HR Interventure team. We have now found a formula that works well, as was apparent in the third and fourth meetings.

First of all, the members are given brief and concise information about a specific SI topic via interactive resources. This is scientific information and information about good (and, in some cases, poor) practices from outside Philips. After that, one of the members of the HR Interventure team takes the floor. They explain how they approach this topic in their business unit, and what issues there are surrounding it. The members then put forward suggestions for solutions in response to the questions that arise. In this way we are linking knowledge of social innovation to specific issues that arise within Philips and helping to identify solutions. The minutes are recorded for each meeting. We then send a copy of these minutes to the members of the HR Interventure team and also to the SI Core Team. They can then distribute the minutes – and therefore also the know-ledge / learning experiences – further within the company. The minutes are also published on ConnectUs in the HR Nederland/ Benelux group.

actively come and gather information about social innovation. In addition to that, we expect them to then translate this informa-tion into their own working practice in order to ensure that social innovation spreads throughout Philips like an ‘oil-droplet effect’.

The members of the HR Interventure team can put this knowledge into practice in different ways. First of all, they can do so by running their own official SI project, within their own business unit. This is of course the most effective way of implementing social innovation (oil-droplet effect), but it is not appropriate for every member of the HR Interventure team. This knowledge can also be translated into daily working practice at Philips by giving advice to HR colleagues, line managers and Works Council or other employees, for example, who have specific questions about one or more of the drivers of social innovation. Thirdly, they can translate this knowledge into their own working practice by increasingly incorporating the social innovation principles into the way they perform their own work, for example by starting up a discussion about a social innovation topic on ConnectUs, or by engaging in dialog with a line manager about other methods of organization or management.

In 2013 there were four meetings of the HR Interventure team:• April 2013: kick-off meeting;• June 2013: meeting about the status of

SI at Philips: discussion of a number of specific projects in connection with a visit to all Philips sites;

• August 2013: meeting about the SI topic of Sustainable Employability: interac-tive lecture given by Prof. Dr. Aukje Nauta, followed by a brainstorming session on sustainable employability at Philips Research in response to

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for employees to move to other jobs within the area. Upon request, other Lighting plants can also take part in track 1. The manager of the Social Innovation Program can be contacted to discuss the possibility of this.

Track 2 Active ageingWithin the second track we want to make those employees involved aware of the importance of active ageing and the sustainable employability of older employees. In the current environment change is more the norm than the exception.

Furthermore, with the rise in retirement age to 67 years we are all going to have to continue working for longer. How do we deal with this effectively? Special attention will be devoted here to the role of an effective dialog between the employee and the manager. This means drawing up a list of the wishes/requirements of employees and management and then making tailor-made agreements.

Pilots are going to run at Research, Lighting Terneuzen and Lighting Turnhout. The labor union organization VHP2 is interested in the topic of ‘active ageing’ and is joining in with the Research project.

As part of the maX BNL project (future-proof assistants) an action-oriented investigation will be commenced in close cooperation with TNO, called ‘working effectively for longer’ (‘verrijkt doorwerken’). This also forms part of track 2/Active ageing. Last year, TNO worked together with Philips to develop a diagnostic tool

During the last few months of 2013 a number of steps were also taken in readiness for 2014. With the materialization of the CAO 2013/2014, the focus came to lie primarily on:

• sustainable employability – in particular for ageing employees;

• health & well-being;• trust & empowerment.

Sustainable employabilityThere are three tracks available for sustainable employability (DI).

Track 1 LightingWithin this track we aim to start up two pilots to encourage lower skilled workers to take action (in readiness for a potential termination of activities/change in company focus). The Works Councils for Maarheeze and Middelburg and FNV Bond-genoten are in talks with HR and the management about their ideas. In Middelburg they are considering working with ‘learning ambassadors’ (a tried-and-tested format initiated by the labor union organizations in England), who support colleagues to help them get their employa-bility up to the required level and to maintain it at this level. How effective it is to use learning ambassadors in this way depends to some extent on what training they are given to enable them to fulfill this role effectively. In Maarheeze the Works Council and FNV Bondgenoten want to actively raise awareness of the importance of employability and explore opportunities

A look ahead to 2014“ You already have a past, but it is up to you to create the future.” Marc Andries

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We are also considering running a pilot in the R&D department at Healthcare Best to examine ways to optimize the innovation potential and to determine what underlying conditions are necessary with regard to social and cultural aspects and infra-structure.

Employees who are not healthy are referred to professional bodies.CL-Drachten is also working hard on a vitality program in an eff ort to ensure shift workers remain healthy until they reach retirement age. This includes aspects such as energy management and the importance of a healthy diet, sleep and taking exercise in time. We will look for ways to share the learning experiences from this program with other sites where vitality is also on the agenda.

Trust & EmpowermentIn 2014 once again ‘Trust & empowerment’ will take the form of a number of Viral Leadership Events for the personnel. Input for topics comes bottom up via discussions on Connect Us in the ‘Philips 2.0 Culture Group’. We shall also see which of the topics we can address, as defi ned in the ‘Cultural Plan 2014’, which will be introdu-ced at the Leadership Summit in March 2014. VLE participants could take on the role of ‘cultural champions’ and could help to bring about the desired change from the bottom up.

company, sending employees on temporary loan to a diff erent department/group, etc. In January a World Café is being organized in Drachten and shift workers will be given an opportunity to put forward their ideas for ways to promote sustainable employa-bility. These ideas will then be translated into an actual plan of approach.

Health & Well-beingOThere will also be the necessary interven-tions in the fi eld of health & well-being in 2014. For example, there will be a follow-up to the ‘Idea Challenge Work/Life Balance’ in the form of a concrete plan of action, with the main topics being (a) body & mind, (b) fl exibility, (c) support. The aim is to off er a number of activities to the personnel of Philips Nederland /PEN during the period from April to December 2014.

The Fit Forward Health Portal will be introduced at the start of 2014. The Health Portal provides online learning paths that promote a better lifestyle, better motivation and more enjoyable working. The learning paths are divided up into three topics: (1) life phase, (2) lifestyle and (3) mental health. The Health Portal provides an environment for employees who are healthy and want to work on their health in a preventive way.

and charted a number of interventions in an eff ort to combat ‘mental retirement’ and obsolescence of qualifi cations, and to enable people to work eff ectively for longer. Through its ‘Directus project’ Lighting has already taken the necessary specifi c steps in the transformation process towards creating the ‘future-proof assistant’ and is therefore now ready to embark upon the next step in the process, so it has been decided to let the action-oriented investigation take place at Lighting.

Active ageing is a matter that concerns us all

In addition, a digital book is to be compiled in close cooperation with the HR Interven-ture team and the HR colleagues in the rest of the country. This book will give details of ‘best practices’ and ‘best principles’ that are put forward via the HR sector to help promote sustainable employability. We do, of course, also welcome employees’ interesting personal learning experiences.

Track 3 Sustainable employability coach (DI)In the third track a Sustainable Employability (DI) coach facilitates customized approaches to promote sustainable employability. The focus here is on personal guidance provided by a coach. This approach is being investigated in greater depth and developed further by CL Drachten. The aim of this specifi c track is to investigate whether personal guidance leads to better employability and encourages people to step out of their comfort zone and explore other opportunities. This could also include work placements inside/outside the

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problem, but part of the solution. As the labor unions and employee representation and participation, we fi rmly believe that if we manage to achieve results with this new way of working, in accordance with the principles of social innovation, the employees will have greater confi dence in the future. They will derive greater pleasure from their work and this, in turn, will help to make them feel more valued. They will also develop skills that will help them progress, both inside and outside Philips.

As already mentioned, however, we are only at the start and there is still a long way to go. We would like to ask everyone to join us on this journey. We do not want to turn our backs on the future. Through the Social Innovation Program we want to face up to the changes and the uncertain-ties that lie ahead as eff ectively as we can by empowering employees so that they can create certainty amid all the change for themselves and their colleagues.

We always welcome comments, ideas and especially suggestions for activities. We will then contact you to discuss the possibility of accompanying you on your journey.

show more initiative (and to trust that Philips is giving them greater scope). The latter in particular is also very impor-tant to the labor unions and the employee representation and participation.

There are still too many people complaining at the coff ee machine about what is wrong and we are regularly being made aware of ‘matters’ that we should put right. We understand this, but employees need to realize that we are not doing them any favors by constantly giving in to them. The best way for us to really help them is to discuss problems together, to ascertain what their needs are, to think up solutions, implement activities and discuss these in an open dialog with Philips and to actually devise solutions. The importance of this should not be underestimated. It is easy enough to point out problems, but coming up with solutions, creating the necessary conditions so they can be implemented in practice and negotiating with others about this is not so easy. And this is where the labor unions and the employee representation and participation can play a role in off ering support to help people learn to organize and to help them learn to help themselves. We do, of course, do this in a way that includes Philips, because in accordance with the principles of social innovation the Philips management is not part of the

the Social Innovation Program), we have realized that we would not be helping employees if we were to organize these issues at a central level, far away from daily practice (the work environment). The realization that we would continuously fi nd ourselves lagging behind the times as a result of the constantly changing environ-ment has led us to choose a diff erent approach.

This brings us to the heart of the Social Innovation Program. Social Innovation is based on the idea that empowered employees are able to work together to protect their interests and fulfi ll their needs. It is precisely because they do this in their immediate work environment that they are aware of what is and what is not possible, that they can come up with solutions and are able to convince the management on the basis of sound arguments. The aim is for problem-solving to take place low down in the organization and considerable importance is attached to the process of organizing from the bottom up – whereby ‘man is the measure of all things’.

Admittedly, it may seem a bit idealistic, but for the labor unions and the employee participation and representation it is a serious matter. In the journey report you will read about our initial activities. The good thing about the Social Innovation Program is that it is not a crime to falter. It is, after all, a learning process based on trial and error – both for the employees and for Philips. It is a process in which trust needs to grow. Philips must dare to let go and the employees need to be bolder and

Social Innovation at Philips: Certainty amid Change

By Ron van Baden & Jörg Sauer (on behalf of the labor unions) and Albert Geven and Felix Ernens (on behalf of the Central Works Council).

Three years ago the labor unions and the employee participation and representation together with HR endorsed the Social Innovation Program with confi dence. This confi dence came from the clear realization that we can no longer address the problems and requirements with which our employees confront us via the same routes as we have been following for decades. One very simple example is the desire among many Philips employees to be able to work more fl exible hours. There are dozens of ways to work in a fl exible manner. If we were to work out and defi ne in writing in a Collective Employ-ment Agreement (CAO) all these ways for each and every situation this would create an unworkable and unreadable document. In addition to that, as circumstances change so this Collective Employment Agreement would quickly become outdated. The other option, which would be to state that employees at Philips are able or permitted to work in a fl exible way, is equally unworkable. This would, after all, be a meaningless provision that only gives rise to further questions. Whether it is a question of Flexibility, Employability, Health & Well Being, or Trust & Engagement (the 4 spearheads of

Concluding remarks

with the principles of social innovation the Philips management is not part of the

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Project/topic Contact person Tel.no.

Healthy ageing in shift work: rosters/ vitality/employability (CL-Drachten)

Michel Gort (HR)Jappie Duursma (OR)

06 - 51 51 24 2706 - 50 51 89 41

Pressure at work and work/life balance (CL-Eindhoven)

Charlotte van der Putten (HR) 06 - 12 96 33 45

Top performer program (CL-Eindhoven) Charlotte van der Putten (HR) 06 - 12 96 33 45

Trust & Engagement (Commercial Operations EMEA)

Ingeborg Hooymayers (HR)Remco van Lokven (OR)

06 - 20 39 62 60040 - 274 05 26

Bridging Career & Private Life Yvonne van den Berg (HR) 06 - 22 97 34 87

Onboarding App (Healthcare Best) Joost van Gerven (Operations iXR Engineering) Ans Dielemans (Training Coördinator)

06 - 55 68 02 6306 - 23 91 42 10

Viral Leadership Events Yvonne van den Berg (HR)Florian Stadler (Lighting)

06 - 22 97 34 8706 - 20 41 56 93

Work/Life Balance – Balance is something you create together (Balans maak je samen) (PEN)

Yvonne van den Berg (HR) 06 - 22 97 34 87

Fit Forward Health Portal Hans Schelbergen (HR/SEA) 06 - 51 98 26 05

Trust & Engagement (Healthcare MR Best) Hendrik Jansen (HR)Roel van Es (OR)

06 - 20 60 57 72040 - 276 31 19

Learning from each other (HR Cluster Eindhoven)

Hans Ter-Linde (HR) 040 - 278 23 36

maX BNL (management assistants Benelux)

Yvonne van den Berg (HR)Anique van Waardt (Development)Jorkia Timmerman (Mobility)Jacqueline Le Doux (WPI/HNW)

06 - 22 97 34 87 06 - 21 89 03 4606 - 10 08 33 0506 - 13 49 21 01

Inspiration (IT) Robert Timmerman (HR)Ad van de Sande (OR)

06 - 20 24 68 9006 - 55 11 85 62

Trust & Engagement (Lighting Winterswijk)

Jorrit Rodenhuis (HR)Monique Walhof (OR)

06 - 46 89 79 060543 - 54 24 07

Dialog coaching + the power of your talent (Lighting Terneuzen)

Linda Hoebers (HR) 06 - 11 59 11 05

Combating obsolescence of qualifications (CL Headquarters)

Sabine Verboom (HR)Jan Prinsen (OR)

06 - 31 91 54 5306 - 53 17 17 32

Employability 2.0 (Lighting Maarheeze)

Joyce van Schouwen (HR)Jan Timmermans (OR)Ron van Baden (FNV Bondgenoten)

06 - 50 54 93 3406 - 54 91 43 5706 - 22 52 86 69

Employability 2.0 (Lighting Middelburg)

Linda Hoebers (HR)Cas Brekelmans (OR)Ron van Baden (FNV Bondgenoten)

06 - 11 59 11 0506 - 10 33 82 0906 - 22 52 86 69

Active Ageing (Research) Erik Walschots (HR)Rufus Driessen (Research)Jörg Sauer (VHP2)

06 - 11 59 28 3006 - 11 38 63 0106 - 52 69 85 81

Contact persons per project:

Core Team for Social Innovation

HRYvonne van den Berg Program manager Social Innovation

HR Benelux Yvonne.vanden.Berg@Philips.com

Remco LucassenRemco.Lucassen@Philips.com

Labor union organizationsRon van BadenFNV Bondgenoten R.vanBaden@bg.fnv.nl

Jörg SauerVHP2

Jorg.Sauer@vhp2.nl

Central Works CouncilFelix Ernens Chairman Felix.Ernens@Philips.com

Albert GevenAlbert.Geven@Philips.com

The parties are being supported in this program by:Dr. Lilian Woudstra ITS/University of Nijmegen

Prof.Dr. Aukje Nauta Factor Vijf/University of Amsterdam

Drs. Cristel van de Ven Factor Vijf/Promovenda UvA

Further informationYvonne van den Berg Program manager Social Innovation

HR Benelux

Businesspark Vredeoord VB 12-320Boschdijk 525, 5621 JG EindhovenTel.no. 06 - 22 97 34 87Mail: Yvonne.vanden.Berg@philips.comIntranet: pww.pnl.philips.com / Social Innovation@Philips

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Version 1.1 – 25 October 2013