永續採購分享我在飛利浦學到的事 范仕穎飛利浦優質生活 1
透過有意義的創新改善人們的生活品質希望建立 健康舒適與優質生活 的領導品牌 目前飛利浦三大核心事業部 醫療保健優質生活照明 有意義的創新 適時推出有意義的科技改善生活品質 健康舒適與優質生活 對我們的社會及世界承諾更健康 滿足的生活 2
台灣優質生活事業部 優質生活事業部 健康生活 個人護理 居家生活 互動生活 音波震動牙刷母嬰用品 刮鬍刀除毛刀吹風機整髮器紅外線照護燈 吸塵器電熨斗淨水器果汁機榨汁機食物調理機煮水壺烤麵包機咖啡機黑晶爐 DVD 播放機家庭劇院床頭音響手提音響 MP3/MP4 數位相框耳機無線 / 有線電話電腦相關配件 3
Sustainability as a driver for growth Accelerating sustainable business Green Product sales represented around 38% of sales in 2010, up from 31% in 2009. Aim at 50% by 2015 Investment of EUR 2 billion on Green Innovation across three sectors by 2015 EcoVision5 targets for 2010 2015 Bringing care to more than 500 million people Improving the energy efficiency of Philips overall portfolio by 50% Doubling the global collection and recycling amounts of our products, as well as double the amount of recycled materials in our products 4
永續和採購有什麼關係?
Lessons from others: 問題出在供應商身上? 6
永續採購三部曲 第三部 這是我們的想法, 你覺得呢? 第二部 檢查! 檢查! 檢查! 第一步 我的要求白紙黑字寫下來 7
Philips Supply Sustainability Journey 飞利浦供应商可持续发展的里程碑 2006-2007 Build supply sustainability team and join EICC member 成立供应商可持续发展计画小组, 加入电子行业公民联盟 Trainings/ Declarations updated and institutionalize relation with EICC 使用电子行业公民联盟供应商行为准则为飞利浦的供应商可持續發展聲明 2008-2009 Drive to 100% transparency of identified risk suppliers (1400 audits done YTD) 致力於供应商审核透明度 100%, 累计完成 1400 次审核 Reduce red resolution times down from 249 to 105 days 高风险不合格项目的解决速度由 249 天加快至 105 天 2010-2011 Develop Supplier Sustainability Vision 2015 with more emphasis on supplier development 發展供應商可持續發展遠景 2015, 強調供應商培訓 Open up dialogue with suppliers about Philips EcoVision5 and collaborate 與供應商開放性討論如何協同合作飛利浦的可持續發展計畫 8
Vision towards 2015 供應商可持續發展遠景 2015 Protect the brand Sustain the brand FROM Auditing Policing mode Risk countries focus One fit all supplier approach TO Auditing Coaching mode Global supply base coverage Differentiated supplier approach 9 9
Supplier sustainability vision 2015 4 work streams Improved supplier sustainability audit program Substance management program (REACH, Conflict Minerals) External engagement Strategic supplier sustainability program 10
Stakeholder management 利益關係人要什麼? Union NGO Media Government Employee 不可能總是討好每個人, 但是在做決定之前需要把所有方方面面都納入考慮, 並準備好承擔後果 You can't please all the people all the time. But it is important to take all aspects into account and manage it Supplier Investor Customer
MIT Sloan survey 2012: Sustainability near a tipping point 永續經營接近關鍵轉戾點 More managers asking how instead of why 大部分的經理人已經在問 怎麼作 而不是 為什麼 The driver coming from internal and external 驅動力來自於外部也來自內部 Most companies are struggling to define sustainability to the business relevancy 大部分的公司的困擾是不知道如何把永續和商業經營連結在一起 Early adopters started to harvest the result 有些早起的鳥兒已經吃到蟲了 Source: MIT Sloan review http://sloanreview.mit.edu/the-magazine/2012-winter/53213/sustainability-nears-a-tippingpoint/?utm_source=feedburner&utm_medium=feed&utm_campaign=feed:+mitsmr+(mit+sloan+manageme nt+review) 12
IDH 深圳計畫 : 一個新的合作模式 IDH project: New collaboration model 荷兰可持续贸易协会 (IDH) 近日在中国深圳启动了一项新的项目 该项目旨在与中国过百家电子工厂进行合作来支持员工管理的创新, 并实施可持续性发展及达到更好的企业绩效 此项涉及到多方利益相关者的创新项目的主要目的是改善电子产业的 50 多万名员工的工作条件
范仕穎 Email: ginny.fan@philips.com LinkedIn: Ginny Fan Blog: http://ginnyfan.blogspot.com/ 14
The world s 41st most valuable brand in 2011 Philips increased brand value by 29% in the last five years Value of the Philips brand 1 USD billions 4.4 5.9 6.7 7.7 8.3 8.1 8.7 8.7 A strong brand drives sales A significant amount of sales is attributable to the brand alone: Healthcare 42% Consumer Lifestyle 42% Lighting 16% Brand value remains stable in 2011 Moving up one rank in top 100 global brands list, Philips has reached the highest position ever. Brand value doubled since 2004 2004 2005 2006 2007 2008 2009 2010 2011 Strong internal brand 2 82% of employees are proud to work for Philips Brand campaign 2011 Developing thought leadership in health and well-being and making our trusted brand promise of sense and simplicity meaningful in this area 1 Source: Interbrand Brand Valuation 2011 2 Employee Engagement Survey 2010
Philips people High engagement driving productivity Employee Engagement Index Philips benefits from: High performance benchmark 75 A strong leadership team 69 68 A highly engaged workforce 59 61 64 Productivity per employee increased by 20% year on year 2005 2006 2007 2008 2009 2010 Philips at high performance norm The 2010 employee engagement index polling over 90,000 of the Philips workforce showed we are amongst the world s top-ranking companies